Insider Insights : Building a Results-Based Management and Evaluation System in Colombia

Castro, Manuel Fernando

World Bank, Washington, DC

关键词: ACCOUNTABILITY;    ACCOUNTABILITY MECHANISM;    ACCOUNTABILITY RELATIONSHIPS;    ACCOUNTABILITY REQUIREMENTS;    ACTION PLANS;   

RP-ID  :  57526

学科分类：社会科学、人文和艺术（综合）

来源: World Bank Open Knowledge Repository

【 摘 要 】

During the past two decades Colombia hasbeen developing and improving its National Results-BasedManagement and Evaluation System (SINERGIA). The developmentof this system has been a focal point in Colombia'sstate reform towards performance-based management,particularly at the central administration. After 15 yearsof progress, overcoming the effects of institutional,political, and fiscal obstacles, SINERGIA has achieved oneof the highest levels of development and customization, andit is held up as an example of best practices bymultilateral organizations, donor agencies, and othergovernments. The monitoring and evaluation (M&E) systemthat Colombia adopted sought to promote a results focus onboth planning and budgeting processes, simultaneously.However, during implementation the results-based planningmodel superseded the budgeting model, owing principally tothe architecture of Colombia's central administrationand to the institutional placement of SINERGIA within theDepartment of National Planning. Compared with similarexperiences in other countries, the process by whichSINERGIA advanced institutionalization is notable for theway it combined high-ranking, wide ranging, and formalmechanisms with the development of informal practices in keyareas of the public sector. Many lessons for other countriesare identified in this paper. Some of the key factors inColombia's success are as follows: 1) the importance ofhaving a central governmental department act as a championsupporter, and using an opportunistic approach to includethe M&E system as a key pillar on public sector reformagendas; 2) the kind of regulatory and incentives frameworkon which the M&E system is based, and the sustainedeffort in promoting 'cultural' change anddeveloping evaluation capacities; 3) the political role ofthe President in the system's institutionalizationprocess; 4) the powerful part that technically definedmethodologies and dissemination mechanisms have played inthe system's institutionalization strategy; 5) thecollaborative approach used to strengthen evaluationpractices and to enhance the community of evaluators; and 6)the demand-driven approach for introducing M&E at theregional level.