Evaluation in the ILO’s results-based management framework

Evaluation in the ILO is primarily used as a management and organizational learning tool to support ILO constituents in forwarding decent work and social justice. It is a critical means to improve decision-making, to generate and share knowledge within the organization, and to provide verifiable evidence of ILO’s effectiveness in delivering results. The ILO evaluation policy 2005 uses the OECD/DAC definition of evaluation and is aligned with the United Nations Evaluation Group (UNEG).

Evaluation and results-based management (RBM) are interlinked. According to the ILO’s results-based management guidebook, the evaluation process provides “a distinct, essential and complementary function to performance measurement and RBM”.

Types of evaluations

Since 2005, the ILO has carried out a combination of governance-level and decentralized evaluation responsibilities, including a range of information systems to optimize evaluation findings.

Independent strategy and Decent Work Country Programme (DWCP) evaluations are governance-level evaluations, managed or coordinated directly by the Evaluation Office (EVAL), and considered as centralized. All other types of evaluations are decentralized, since their direct management – including resourcing – is primarily the responsibility of departments and regions. Decentralized evaluations include thematic evaluations, project evaluations, impact and joint evaluations, as well as all forms of internal review, including self-evaluations.

More details on the evaluation processes and quality control can be found in EVAL’s policy guidelines on results-based evaluation. Additional information on using evaluation findings and EVAL’s information systems is available in a range of supplemental guidance documents.

Final evaluation reports are disseminated in accordance with the ILO policy on public information disclosure (ILO 2008b). For independent project evaluations, all key project stakeholders – i.e. donors, national constituents and key national partners, as well as concerned ILO officials – are involved in the review of the draft evaluation report and all of them receive a copy of the final report. Circulating the draft report and disseminating its final version is the responsibility of the evaluation manager, with oversight by the responsible evaluation focal point and the senior evaluation officer.

Transparency and accessibility

To ensure transparency and accessibility, all independent evaluation information is available on i-Track, the central repository of evaluation documents.

The best way to access project information at the country is through the ILO Gateway by clicking on ILO action/projects/evaluation reports. Additional reports and summaries can be found on the EVAL website and on i-Track.

Implementing recommendations

Evaluations only lead to organizational improvements if recommendations are given systematic follow-up by line management. Independent high-level strategy, policy and country programme evaluations and the Annual Evaluation Report (AER), as well as an official management response from the Office, are presented to the November Governing Body (GB). These reports serve as decision-making papers for the GB The follow-up to the management response for these high-level evaluations is conducted through the Evaluation Advisory Committee, set up by the Director-General (see internal Circular No. 245, Series 2 (2006).

For decentralized project evaluations, active and routine follow-up of recommendations is initiated by EVAL and carried out by management. EVAL collects management response data and reports to the GB each November through its Annual Evaluation Report (AER). The management response contains an analysis of the participation of tripartite constituents in this important final step of the evaluation process.

In order to ensure the quality of recommendations, systematize the management response and follow-up on reporting, EVAL has established certain criteria, procedures and templates to ensure that evaluations are a beneficial learning exercise for management (see Note on evaluation findings and Guidance Note 15: Management follow up for independent project evaluations.