External evaluation of NDPHS

1
External evaluation of NDPHS

• Executive Summary of Proceedings and Findings

2
Process of evaluation

• First Meeting with consultant in March 2008
• Start of documents-analysis early April
• First Round of interviews during CSR-meeting in
  Brussels (April)
• Questionnaires for EG-members in May
• Second Round of interviews during meeting in
  Berlin (June)
• Third Round of interviews during meeting in
  Stockholm (June)
• Submission of draft early August
• Meeting with Evaluation Team early September
• Presentation of findings during CSR-meeting end
  of September

3
Process of evaluation

• Evaluation was characterized by
• High degree of curiosity from all stake-holders
• Readiness and eagerness to answer questions and
  formulate opinions
• Openness in regard to critical issues and
  challenges
• Acceptance of recommendations and analysis, even
  if critical
• General feeling of judging the evaluation as a
  chance to move forward

4
Major results of evaluation

• Political coherence
• stated policy goals and executed activities
• issue of social well-being
• Lacks in regard to awareness
• The partnerships visibility
• Definition of success and medium-term goals.
• Membership issues
• The database/pipeline project
• The secretariats performance
• Relationship Expert Groups - Projects
• Challenges for Expert Groups
• Evaluation and monitoring

5
Recommendations

• This report recommends inter alia
• that NDPHS should review procedures, regulations,
  guidelines and standards in regard to the
  establishment and support of Expert Groups, the
  ways of reporting and facilitation of projects
  and the definition of the roles of institutions
  of the partnership as well of membership-issues
• that NDPHS should enhance and professionalize its
  public-relation-activities and its efforts in
  mainstreaming and dissemination, using both
  external expertise as well as thevast experience
  which can be tapped through the Expert Groups

6
Recommendations

• that NDPHS should make basic strategic decisions,
  especially towards the way projects should be
  facilitated or implemented, while the consultant
  suggests that the network should not turn itself
  over into an implementation agency, but should
  concentrate on giving ideas, scrutinizing
  progress and learning from results
• that NDPHS should develop a medium-term working
  programme for the whole partnership

7
Recommendations

• that NDPHS has to concentrate efforts to ensure
  that the Secretariat will attain a legal status
  in order to improve important aspects of its
  activities
• that NDPHS should use evaluation as a tool to be
  not only a facilitator of projects, but also a
  facilitator of ideas in order to connect to the
  national level and advice in policy formulation