with Ticon DCA, Copenhagen DC and Ace Global Evaluation of the International Trade Centre Overview, Key Findings, Conclusions and Recommendations Presentation to the Joint Advisory Group November 24, 2005 Murray Smith, Team Leader

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 2 Outline Conducting the Evaluation Key Evaluation Questions Methodology Comparative Advantage Perfomance Capacity Recommendations

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 3 Conducting the Evaluation The Evaluation was supervised by a Management Group and a Core Group reporting to the JAG First independent external evaluation of ITC Scope of the evaluation was broad and ambitious Terms of reference and all reports are on the website:

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 4 The Terms of Reference address 3 sets of Key Evaluation Questions Comparative Advantage Performance of Interventions Capacity of the Organisation

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 5 Methodology Four Modalities Country perspective Product perspective Organisation perspective TRTA Context Large number of field and technical studies 10 country studies 15 product studies including 5 case studies E-questionnaires used to contact ITC partners Interviews of development partners at the field and headquarters level Extensive interviews with ITC staff and management Intensive validation and review

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 6 Challenges of the Evaluation Lack of intervention logic/logical framework analysis and indicators of achievement at the corporate level No baseline data and lack of data on results achieved and information on end-users at the country level Evaluation constructed a “reference framework” or stylised logical framework for the results chain

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 7 Comparative Advantage of ITC ITC has maintained its comparative advantage in trade development TRTA Good division of labour with UNCTAD and WTO Developed new competencies in mainstreaming of trade development Sources of comparative advantage include its network of TSIs, its perceived neutrality, its emphasis on trade development, and convening power with business and trade development communities

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 8 Performance of Interventions ITC’s intervention strategy emphasises global products with overall resource constraints ITC works with TSI partners to leverage the global products spread over many countries ITC knows its TSI partners but formalised needs assessment and cost analysis lacking monitoring of results achieved is lacking

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 9 Performance of Interventions (cont’d) ITC has a pattern of product proliferation Achieving Objectives ITC objectives are defined at the programme level Relevance is regarded as high by ITC partners Efficiency is also regarded favourably by ITC partners but problems noted with follow-up

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 10 Performance of Interventions (continued) Effectiveness and impact depend on the capacity of TSIs to convert ITC products into results and to reach end-users Global networks and mainstreaming of trade are activities complementary to bilateral donors Sustainability depends on the capacity and commitment of TSI partners

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 11 Performance of Interventions (continued) Delivery of products to end-users via TSI partners is potential bottleneck Some ITC products are more suited to lower middle income and transition economies than to LDCs due to weaker TSIs and digital divide Country-specific projects are regarded by partners as offering more results, but lack of continuity of funding is a constraint

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 12 Capacity of the Organisation (continued) Monitoring systems differ for Regular Budget and Extra-budget ITC is at an early stage of implementing RBM Self-Evaluation is effective but is linked to operational management at present ITC programming is in line with its comparative advantage; newer programming draw on ITC’s experience and capacity for networking of TSI partners

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 13 Strengthening the Organisation Greater harmonisation of donor support to reduce transactions and reporting costs, multi-year funding to improve planning Review and strengthening of the governance mechanisms including an expert body to review and to guide programming

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 14 Capacity of the Organisation Governance structure is attenuated, fragmented and has not adapted to the development of the organisation The harmonisation agenda provides new opportunities for rationalisation of financing modalities for ITC Cost measurement including backstopping needs to be improved

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 15 Strengthening Operational Performance (cont’d) More systematic needs assessment and measuring unit costs including backstopping Monitoring of utilisation of products and results achieved Managing for Development Results (MfDR) is best addressed by more emphasis on country-specific projects in the portfolio of projects

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 16 Strengthening Operational Performance ITC should implement a change management strategy Implementing RBM should be a high priority Monitoring of results will require TSIs to measure results achieved in terms of capacity building for TSIs and especially Greater emphasis on strategic HR, professional development and gender balance

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 17 Supporting Trade and Development ITC should utilise an “MDG” lens to integrate development goals including ITC should explore innovative programmes for the informal sector and women entrepreneurs ITC should work with TSI partners to develop performance standards, monitor results achieved and increase sustainability of TSIs

Evaluation of the International Trade Centre with Ticon DCA, Copenhagen DC and Ace Global 18 Supporting Trade and Development (continued) Sustain co-operation with UNCTAD and WTO Explore new development partnerships Options to strengthen field presence should be explored Greater emphasis on country-specific projects If key management and institutional reforms can be implemented, the scale of ITC programming should be increased