Demystifying Evaluation in WIPO

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• Demystifying Evaluation in WIPO
• Best Practices from Initial Evaluations

November 2012
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PERFORMANCE MANAGEMENT (RBM) AND EVALUATIONS
AM facilitator for organizational performance
management, including performance assessment
Evaluations are dependent on the
results/measurements frameworks defined at the
planning stage
Evaluations are complementary to the assessments
of organizational performance
Both performance assessment and evaluations
identify opportunities for improvement (including
lessons learned) which feeds into the subsequent
planning cycle
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WIPOs Results Based Management (RBM) Framework
Reporting External / Internal
Results Chain
WIPOs Planning Framework
Medium-Term Strategic Plan (MTSP)
2010-2015 Strategic Outcomes Strategic
Outcome Indicators

Impact
External factors
Reporting on the MTSP to Member States
Results
Program and Budget 2010/11 Expected Results
Performance Indicators
Program and Budget 2012/13 Expected Results
Performance Indicators
Program and Budget 2014/15 Expected Results
Performance Indicators
Program Performance Reports
Attribution
Annual Work plan 2010 Activities
Annual Work plan 2011 Activities
Annual Work plan 2014 Activities
Annual Work plan 2015 Activities
Annual Work plan 2013 Activities
Annual Work plan 2012 Activities
Outputs
Internal Management Reporting
Individual Staff Objectives 2010
Individual Staff Objectives 2011
Individual Staff Objectives 2012
Individual Staff Objectives 2013
Individual Staff Objectives 2014
Individual Staff Objectives 2015
PMSDS
Staff Performance
Internal factors
MTSP and ) and the comments from Member States
as reflected in the report of the Assemblies 2010
and its annex
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THE AM EXPERIENCE

• Limited experience with independent evaluations
  in the AM Sector (as opposed to audits)
• Confined to the Validations of the Program
  Performance Reports (PPR)
• The Validations of the PPRs are not strictly
  speaking evaluations but follows a process and
  scope which can be called evaluative in nature

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USEFULNESS OF PPR VALIDATIONS

• The independent Validations of the PPR are very
  appreciated by Member States
• It serves as a useful tool in the Secretariats
  performance dialogue with the Member States
• The independent Validation exercise is a best
  practice within the UN system (WIPO the only
  organization where Program Managers performance
  assessment is independently verified)
• Useful feedback for the further strengthening of
  the implementation of RBM

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MAIN SUCCESS CRITERIA

• Ownership - of findings, conclusions and
  recommendations is essential for learning and
  improvement
• requires a participatory approach during
  planning (ToR), conduct of the evaluation
  (consultation with main stakeholders) presenting
  and disseminating evaluation results
• Knowledge - of the subject matter to be
  evaluated is essential in order to ensure
  validity of findings
• Constructive approach - glass is half full
  versus half empty
• Timing Program Managers performance
  assessment validation exercise are conducted in
  parallel leading to validation of interim
  performance data (AM is pre-validating,
  providing quality assurance and checks of
  historical consistency)

INCREASES THE UTILITY OF EVALUATIONS
(ACCOUNTABILITY AND LEARNING)
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EXPECTATIONS FOR FUTURE EVALUATION WORK

• Continue enhancing the utility of the PPR
  validation exercises
• Strengthening the planning of evaluations to
  ensure their
• complementarity to organizational performance
  assessments
• evaluations to provide more in-depth analysis of
  
• what works well and what does not work
  well and why
• Ensuring that lessons learned get fed into the
  next planning cycle
• (closing the feedback loop)