External Evaluation of EFI – Interim Report

EFI Annual Conference, Dresden, September 15, 2010 External Evaluation of EFI –Interim Report Markku Kanninen (chair) Ann Bartuska Tamas Marghescu Heike Neumann

Outline • Purpose of the external evaluation • Scope • Interim Report – Early Findings • Next Steps

External Evaluation – Purpose, Scope • Purpose • An overall assessment of EFI as an international researchorganisation • Focus in strategic issues related to EFI’s future development • Scope of the evaluation • Research • strategy, priority setting and relevance, quality and impact • Advocacy • Networking • Information • Management and research support • administration and communication • Funding and fund raising

Interim Report – Contents • Comparative advantage of EFI in research and science • EFI as an international organization – challenges and opportunities • Regionalization • Funding and fund raising • Policy Services branch • Strategic partnerships • Organizational framework and infrastructure • Working conditions and staff issues

Comparative advantage of EFI in research and science (1) • EFI is a credible source of research and analysis • Future research activities of EFI should focus on filling gaps in data, integration and up-scaling of databases and addressing research questions on Pan-European level that cannot be solved by individual member states or research institutes alone

Comparative advantage of EFI in research and science (2) • Rebuilding EFI’s overall research program: • Only few strategic topics carried out through a small number of institution-wide research programs (HQ, RO’s, members, partners) • Research programs should be more interdisciplinary • Outreach as an integral part of research – linking research to policy • Encourage innovation and creativity • Improve processes of selecting and prioritizing topics for research

EFI as an international organization – challenges and opportunities (1) • EFI is a dynamic organization with committed staff, a supportive Board, SAB, and with much potential within the European research and policy community • After becoming an international institution in 2005, have dramatically changed EFI’s situation and likely future • EFI’s identity - a challenge: EFI and all its stakeholders (Council, Board, management, researchers, support staff, etc.) should clarify all the issues related to the institution’s identity e.g. by strategic planning exercises

EFI as an international organization – challenges and opportunities (2) • Ownership and governance • “original members” – member organizations • Research network • “international organization” - member countries • Interest in EFI weak – levels of funding low • Is totally new institutional strategy needed? • Increased need to collaborate and network with other credible research organizations in Europe, and potentially with innovative and excellent (international) organizations outside Europe

Regionalization • The creation of Regional Offices (RO’s) provides significant opportunity to increase the capacities, competences and visibility of EFI in Europe • The development of the RO’s has been ad-hoc, too fast, and non-transparent • Legal basis of RO’s not solved • Put on hold the established and functioning of any RO’s until a host-country agreements have been signed • Strategic role of RO’s – are all RO’s necessary? • Governance – incorporate RO’s into EFI governance

Funding and fund raising • Funding unbalanced (28% “core”, 72% “projects”) • Long-term strategies at risk, danger of becoming “donor driven” • Member countries, special arrangements • Making the use of indicators of financial health • Improvements risk assessment and management • Increased strategic fundraising needed • “EFI’s Innovation Fund” • Specific funds to boots innovation and collaboration

Policy Services branch • Delicate balance between research, policy support, and advocacy • Credibility is one of the most valuable assets of EFI • Policy support has to be combined & integrated with the policy research • EFI needs to study and evaluate different future institutional scenarios

Strategic partnerships • EFI’s strength • Network of Regional Offices, Associate Members, Affiliate Members, and other stakeholders and experts working on Pan-European level • Strengthening of systematic and strategic cooperation and interaction with these network partners is needed • Increased active relationships with international bodies (FAO, IUCN, Forest Europe) • Widen the scope - from narrow field of forestry towards thematically more integrated organization

Organizational framework and infrastructure • Clarify the roles of Board, Scientific Advisory Board, Council, and other governing bodies • Clarify the roles and relationship between governing bodies and the EFI management • Increase the transparency of the deliberations of the EFI Board and other governing bodies • Improve gender balance of EFI governing bodies and higher management

Working conditions and staff issues • EFI staff is highly motivated and committed • Atmosphere, location, infrastructure and training services of EFI are very good • Challenges in recruiting staff in EFI HQ • Internal equity issues of EFI – staff funding through various arrangements creates potential inequalities in salaries, taxation etc. • EFI should study different options e.g. “internal taxation”, which is in use in other international organizations, such as FAO

Next Steps • Expected feedback from EFI Annual Conference • Correction of factual errors and misunderstandings • Suggestions to the evaluation panel – personal discussions & e-mail • Next steps for the evaluation panel • Working on the evaluation report • Possibly some interviews to fill the gaps • Final report completed and delivered by the end of 2010

Thank you

External Evaluation of EFI – Interim Report