Country Evaluation: Cooperation Strategy Bangladesh 2008-2012

Langue originale: anglais

Country Evaluation: Cooperation Strategy Bangladesh 2008-2012

Main findings and recommendations of the Evaluation:

Context analysis:
- The Swiss Cooperation Office Dhaka (SCO) pro-actively responds to emerging changes in the context and demonstrates high awareness for continuous context analysis to adapt and steer the CS.
- Because of Bangladesh’s political and security risks it would be appropriate to develop development scenarios and to review them periodically.

Relevance & appropriateness of projects with regard of the CS
- SDC’s outcome orientation is appreciated by the national implementing agencies.
- Unpredictable budget increases, time constraints and limited human resources can unintentionally influence the mix of modalities and the expected high quality of “Swiss” interventions. Tendering processes may lead to favouring budget contribution support instead of execution by mandates. Scaling up successful innovations might therefore in some cases be more beneficial than the constant search for new innovations.

Implementation of the CS and their portfolio
- Staffing is critical. The number of national staff is small and it seems SCO is not a desirable duty station. Human resources management is critical to SCOs for handling new themes (e.g. climate change) and increasing budgets. Capacity development of SDC’s field staff should remain a priority in the human resource policy.

Results of the CS – in relation to the results at country level
- As the CS had neither a results framework nor a well-defined CS monitoring system, it was difficult to get a valid and reliable picture of the results achievement at CS and domain levels and the contribution made to country development results.
- To enhance the assessment of results achievements and to promote institutional learning, SDC/SCOs small action credit lines should also be considered as a strategic instrument for conducting baseline studies, quality monitoring systems, impact assessment and/or ex-post evaluation. This would contribute to strengthening evidence-based decision-making and the appraisal of sustainability aspects.

Cooperation Strategy Evaluation Process
A new “peer” concept of Cooperation Strategy Evaluation is currently being piloted, based on a decision taken by the directorate. These evaluations are realized by a team consisting of an external consultant as well as SDC internal peer persons.
The goal of the cooperation strategy evaluations is to enhance the coherence of Swiss development cooperation in regard to national development priorities. The main purposes of such evaluations are:
- learning (evaluation concept based on peer exchange represents an added value for learning),
- steering and strategic management (Swiss cooperation offices and operational divisions benefit from their contribution especially to the definition of a new cooperation strategy), and
- accountability (results of these evaluations are synthesized to report on the Federal Council Dispatch on international development cooperation).

The evaluation results are based on the analysis of existing documents and are complemented by a field visit which includes peer exchanges and semi-structured interviews along the four Evaluation Areas.

Mots-clés Cooperation Strategy Bangladesh, Peer Evaluation, Bangladesh, Employment and Income, Local Governance
Domaine Autorités
Suisse et étranger
L'étude comprend les documents suivants

Métainformations concernant cette étude

Mandataire NADEL - ETH, Zürich
Mandant DFAE - Département fédéral des affaires étrangères
Coût (CHF) 69 000 CHF
Bases légales Art. 170 BV
Droits d'auteur Copyright, Bundesbehörden der Schweizerischen Eidgenossenschaft, 2007
Droits d'auteur: autorités de la Confédération suisse, 2007
Diritti d'autore: autorità della Confederazione Svizzera, anno 2007
Dretgs d'autur: autoritads da la Confederaziun svizra, 2007
Copyright, Swiss federal authorities, 2007
Pour tout renseignement concernant cette étude Evaluation and Corporate Controlling Division
Date de création 29.11.2012
Date de saisie 30.09.2013
Dernière modification 16.05.2014 10:18:36

Dernière modification 31.01.2018

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