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Institutionalizing Corporate Evaluations: Insights from the BSTDB ECG Meeting

This document outlines the process and considerations for institutionalizing corporate evaluations based on insights shared during the ECG meeting of the Black Sea Trade and Development Bank on October 25, 2013. It discusses the importance of evaluations in achieving strategic goals, the feasibility of their implementation, and essential planning factors including leadership commitment and follow-up. The paper also highlights a timeline of BSTDB's evaluation initiatives from 2006 to 2013, emphasizing the need for harmonization and collaboration among stakeholders in the evaluation process.

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Institutionalizing Corporate Evaluations: Insights from the BSTDB ECG Meeting

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  1. INSTITUTIONALIZING CORPORATE EVALUATIONS Todor Dimitrov, Black Sea Trade and Development Bank ECG meeting, October 25th 2013, IDB, Washington DC

  2. Overview • Background, goals, resources • Feasibility • 7 planning factors (event, feasibility, amendments, focus, plan, leadership, follow-up • BSTDB Timeline (2006-2013) • Performance Management Policy • Conclusions • Q&A

  3. Background • Recent focus on overall results: MDG; MfDR vs. MbDR; performance measurement, RBM, etc. • 7 MDBs WG 2003/06 – COMPAS • Intention-reality gap: use of systemic CE is modest, not institutionalized • Consensus about CE need/benefits; methods exist, but a few coordinated implementations.

  4. Goals • Share experience and lessons learned in conducting a pioneering CE, followed by a challenging institutionalization process • Why, when and how to institutionalize CE as part of an integrated evaluation policy • Reveal critical issues and establish long-term cooperation (harmonization?)

  5. Resourcesand Gaps • CEs - ad-hoc, rarely policy based, institutionalized, and/or harmonized, despite available theory/practice • A critical mass of prerequisites for sound CE – conductive environment • Resource/cultural/maturity challenges: no silver bullets, incremental process, common terms/definition (BSC – beyond DAC 5), min. standards, harmonization and cooperation

  6. CE-conductivity • Phasing: LT work, incremental efforts – years, credibility, sustainability • 5 phases: approach, identify key issues, WP, (data collection/analysis, reporting/action) • Simultaneously address 7 pre/planning factors

  7. The 7 planning factors 1. Future event - launching the CE 2. CE feasibility / infrastructure 3. Evaluation framework - amendment 4. Focus & scope of CE: snowball 5. Work Plan: timing, resources, resistance 6. Leadership commitment / continuity 7. Follow-up, replication, evolution

  8. Future event – CE launch • New Strategy / Business Plan • Restructuring • Leadership change • Crisis management • Credit rating • Best: combination – time alignment • Promote, cascade, engage, leadership • Top-down & bottom-up, incentives, resistance • Participatory - process and culture shifts

  9. 2. CE feasibility / infrastructure • Assess conductivity: culture, climate, resources, motivation, policy framework • Framework and perception toward sharing and disclosing of information • Reveal / promote common denominators / drivers towards a shared willingness to learn and change • Peer partnerships

  10. 3. Evaluation framework update • Direct vs. indirect • Peer IFIs, GPS, sample study, promotion • Stand alone goal, even if CE postponed, suppressed or minimized • Cooperation links

  11. 4. CE Focus/scope: snowball • Observe existing minimum standards • Tradeoffs and compromises - CE institutionalization • Control scope/depth: avoid cost overruns, too many sensitivities, inability to follow-up/implement • Preparatory research – pre-evaluation • Demo-demand: cost-effectiveness, speed, BoD/BoG

  12. 5. Work Plan: timing & resources • Dedicated resources – unavailable • Expectations for “shoe-string” approach • Streamline, relocate, reinvent, prioritize, phase, distribute, engage, train • Finances and HR – timing, budgeting • Traps: underestimate follow-ups, timing • Institutionalize as priority per se • External partners – efficiency/credibility • WP – integrate and commit to re-evaluation

  13. 6. Leadership,process management • Articulate process, responsibilities, purpose, users – update, adapt • Top oriented, but with several rounds of dissemination/consultation • Inherent resistance within/outside • Leadership ownership/engagement - help stakeholders cooperate • The above favors an internal approach (external input) • Articulate expected empowerment and distinguish CE from rest of business • Detect and address skepticism at the outset

  14. 7. Follow-up,replication issues • Myths: internal is less rigorous, less independent and less followed-up • Open-up (new) suppressed perspectives and issues when relevant – incremental approach • Internal – realism, replicate, upgrade • Goals: (i) strategies to reflect CE, (ii) highlight overall mandate fulfillment • Gear/implant CE to major events / phases (vs. stand alone follow-up)

  15. Timeline • 2006 - Synthesis evaluations: repetitive issues (approval culture, cancellations, inefficiency…) • 2007 – New BP/Strategy – first CE (BSC) • 2008 – OM amendments towards replication • 2009 – MT review; BSC initiated as recommended • 2010 – BP/Strategy - further CE • 2011 – CE became part of strategy development • 2012 – Consultant/WG on BSC – draft, issues • 2013 – New inter WGs – PM/CE Policy approved

  16. PM Policy 2013-2014 • KPI framework - ongoing • CE every 4 years; 2 year updates, strategy related: • LT Strategy; • MT Strategy; • Teams appraisal; • Budgeting • Training

  17. Conclusions • Substantial preparation • Careful use of a launcher event(s) • Critical mass of pre-conditions and leadership support - revisited • Irreversibility and distribution • Tailored methodology • Gradual institutionalization and replication – aimed opportunism • Ongoing learning, upgrading

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