The Use of Evaluation in Managing for Development Results: Evidence from Malawi

1. The Use of Evaluation in Managing for Development Results: Evidence from Malawi Ronald Mangani ChauncySimwaka Elliot Phiri Prepared for the International Conference on National Evaluation Capacities Johannesburg, South Africa 12-14 September 2011 __________________________________________________________________________

2. The Malawi Growth and Development Strategy (MGDS) Medium term national strategy for growth, prosperity, welfare Identifies development priorities Guides resource allocation: output  based budgeting MGDS I: 2006/07 – 2010/11 MGDS II: 2011/12 – 2015/16 (in draft) MGDS Evaluation: Annual MGDS Review Three Annual MGDS Reviews done Overall responsibility of M&E Division, MDPC Overview____________________________________________________________

3. MGDS I had 6 (later 9) priority areas & 5 thematic areas MGDS sets targets and performance indicators for these areas Nature of MGDS Evaluation____________________________________________________________

4. 5 thematic areas divided into 16 sectors  Sector Working Groups SWG institutionalisation guidelines in 2008: as per PD; AAA SWG members: GoM, Donors, private sector, civil society Most SWG not functional  MGDS Review mostly focusing on GoM Focus of Annual MGDS Review per area Results (output): performance w.r.t. MGDS outcomes, outputs Budget: performance w.r.t. budgetary allocations Development Assistanace (aid effectiveness): performance w.r.t. Aid alignment to GoM systems, predictability Performance on MDGs Review time-line: July – January Facilitates subsequent national budgeting Nature of MGDS Evaluation____________________________________________________________

5. MGDS is basis for national appropriations: $2.0b in 2011/12 MGDS Outlines development priorities Key input in decision-making for GoM and non-state actors Primary users of MGDS reviews: GoM vote controlling officers GoM Ministry of Finance GoM Ministry of Development Planning and Cooperation Development partners Members of Parliament Civil Society organisations Private sector Use of MGDS Evaluation____________________________________________________________

6. GoM vote controlling officers Typically PSs, directors, heads of parastatals Use reviews as Assessment of own performance Basis for proposing subsequent programmes and funding Reviews enhancing programming transparency Officers more careful in choice of programmes for inclusion in budget Use of MGDS Evaluation____________________________________________________________

7. GoM Ministry of Finance Identifies and allocates budgetary resources  Budget Division In collaboration with Revenue; Debt & Aid Management; Economic Affairs; MDPC. Uses Reviews in value-for money analyses Output-Based Budget Document Enhances transparency in programming and appropriations Outlines planned and actual outputs; Provides measure of vote alignment to MGDS MGDS Review key in assessing alignment of prior allocations to MGDS Use of MGDS Evaluation____________________________________________________________

8. Development Partners Contribute significantly to the GoM Budget 36.5% of 2010/11 Budget; of which: 21.3% as GBS; 47.6% as project support; 34.2% as dedicated funding Project support & dedicated funding largely reply on MGDS Review Reviews crucial for IMF programme loans  key signal to donor aid Provide significant off-budget support 72.3% of direct donor support of $0.83b will be off-budget in 2011/12 Provision of such funding is guided by sectors performance in MGDS Review Use of MGDS Evaluation ____________________________________________________________

9. Members of Parliament Provide checks on sources and uses of national resources: Budget and Finance Committee Public Accounts Committee Parliamentary sector committees Review provides Transparent framework for conducting such checks Means for holding Executive accountable for variations between targets and outcomes Basis for validating actual accomplishments in constituencies Catalyst for rich parliamentary debate Use of MGDS Evaluation ____________________________________________________________

10. Civil Society Organisations (CSOs/NGOs) Implement development projects outside national budget Usually funded by donors 13.7% of $0.83b donor support will be administered by NGOs in 2011/12 MGDS sector performance evaluations = CSO/NGO evaluations too Reviews inform CSO programming processes & proposals for funding Reviews directly inform CSO work Assessment of trends in economic governance Assessment of performances in sectors of interest  lobbying, education CBAs by technicians Use of MGDS Evaluation ____________________________________________________________

11. Private Sector Has interest in value-for-money analysis of taxation outcomes; sometimes keen on corporate social responsibility MGDS Reviews inform sector in: contributions during budgetary consultations  lobbying Choice of direct interventions under corporate social responsibility Use of MGDS Evaluation ____________________________________________________________

12. MGDS too Broad-based Deviation of resources from planned activities may not bring mis-alignment with MGDS Focused prioritisation could bring commendable evaluation outcomes Too many non-functional SWG Low evaluation scores in sectors dominated by non-state actors may be misleading Non-separation of implementation and evaluation roles from Executive Definitions of indicators & choice of data all by Executive Some evaluation outcomes can be questioned Data limitations MfDR capacity scans located this as key challenge to evaluations Limitations ____________________________________________________________

13. End Thank You