2009年-世界发展银行全球_Mexico_-_Analysis_of_the_Information_Monitoring_and_Evaluation_Guidelines_of_the_Programs_in_the_Public_Federal_Administration_82页_4mb

Summary of Document: Analysis of the Information, Monitoring, and Evaluation Guidelines of the Programs in the Public Federal Administration (Mexico)

Core Content

This document is part of a World Bank report (Report No. 47869-MX) analyzing the Information, Monitoring, and Evaluation (IM&E) Guidelines of the Federal Public Administration (APF) in Mexico, published in March 2007. The report is the result of a "Fee for Services" contract with CONEVAL, the National Evaluation Council of the Policy for Social Development, and was conducted between 2007 and 2008. It provides an in-depth analysis of the Guidelines and their implementation, focusing on institutional, legal, and practical dimensions.

The report is structured into four main parts: an Executive Summary, Institutional Analysis, Management Tools Analysis, and an Analysis of Basic Information. It also includes a legal analysis and recommendations for future improvements.

Main Objectives

• To analyze the implementation of the 2007 IM&E Guidelines in the first year.
• To evaluate the Guidelines in the context of Mexican and international performance measurement practices.
• To identify opportunities for strengthening the Guidelines and the M&E system in Mexico.
• To provide recommendations for the revision and expansion of the Guidelines in 2008.

Key Findings

1. The Guidelines and Their Purpose

• The Guidelines are a comprehensive framework for M&E in federal programs, aiming to improve public administration performance through standardized tools and strategic coordination.
• They are designed to serve as both operational instruments for M&E and strategic guidance for aligning program design and implementation with national goals.
• The first wave of implementation in 2007 focused on creating Indicator Matrices (MI) and conducting Consistency and Results Evaluations (C&R). The second wave in 2008 will involve implementing a selection of evaluations based on the Annual Evaluation Agenda.

2. Results Orientation in Mexico

• There is strong support for results-based management in Mexican public administration, driven by recent legislation and the success of impact evaluations such as those of the Progresa/Oportunidades program.
• The National System of Results (SED) and the Program to Improve Administrative Management (PMG) are two key initiatives promoting results orientation, with SED focusing on linking budget to results and PMG on institutional improvement.

3. Successes of the Guidelines

• The Guidelines have created a common language for results orientation across the public administration.
• They have initiated a learning process among public officials regarding M&E.
• They have provided a standardized menu of M&E tools for both Secretariats and programs, enhancing the quality and impact of public policy.

4. Challenges Identified

• Clarification of roles and responsibilities: The Guidelines need to clearly define the roles of institutional stakeholders to ensure effective implementation.
• Linkage with the National Development Plan (PND): Strengthening the connection between the Guidelines and the PND, sectoral objectives, and program goals is essential.
• Monitoring and information component: Enhancing the monitoring and information strategy is crucial to ensure the sustainability of the evaluation agenda.
• Evaluator market: There is a need to strengthen the evaluator market, as the current shortage of qualified evaluators hampers the effectiveness of evaluations.

Key Recommendations

• Establish an inter-institutional committee to improve coordination among CONEVAL, SHCP, and SFP during the implementation of the Guidelines.
• Use pilot tests rather than a large-scale rollout to identify challenges and refine strategies.
• Develop a logical framework to link program units with sectoral and national objectives, ensuring that the evaluation agenda is well-aligned with strategic goals.
• Clarify the main users of evaluation information and ensure that the information is accessible and relevant to these users.
• Revise the legal framework to better support the implementation of the Guidelines, including the development of complementary policy notes to clarify existing directives.
• Strengthen the evaluator market through policy reforms, innovative contracting, and capacity-building initiatives.
• Ensure standardized and unified quality of M&E tools across the public administration, including the development of common training programs.
• Improve the delivery and purpose of MI and other M&E instruments by establishing clear guidelines on when, to whom, and for what purpose these should be provided.

Legal and Institutional Context

• Mexico has a strong legal foundation for results-based management, with key laws including the Social Development Law, the Fiscal Responsibility Law, the Federal Law of Transparency and Access to Information, and the Annual Federal Budget Laws.
• The Guidelines complement and expand these legal frameworks, providing methodological tools to improve the quality and impact of public programs.
• The role of CONEVAL is highlighted as central to the development of a robust M&E system, particularly in setting quality standards, providing technical assistance, and guiding the implementation of M&E tools.

Conclusion

The IM&E Guidelines represent a significant step towards creating a performance-oriented culture in Mexican public administration. While they have achieved important milestones in standardizing M&E practices and promoting learning, further efforts are needed to strengthen their implementation, particularly in terms of institutional coordination, legal alignment, and evaluator capacity. The World Bank team recommends a strategic, phased approach to the expansion of the M&E agenda, with a focus on improving the quality and sustainability of evaluations.