1. Márcia Paterno Joppert Brazilian Monitoring and Evaluation Network October 2013 Multipaper session: The State of Evaluation Practice in the Early 21st Century in Latin America: Realities and Challenges A Brazilian portrait of the Monitoring and Evaluation field

2. Agenda Some contextual data about demand and supply in Brazilian evaluation field The practice The importance of VOPEs for the mobilization and articulation of a set of stakeholders around the development of M&E field The BMEN features, role and governance model

3. Some contextual data – Potential Demand in Brazil 50 National Policies with repercussions in the states and municipalities / multiannual Plans including thousands of Programs/projects 100 thousand public organizations (CONSAD) Public Sector 338 thousand organizations (ABONG) 91% evaluated somehow their initiatives Civil Society Organizations US$ 1 billion investment in 2010 75% monitored or evaluated their investment Private Sector

4. Study on the Supply and Demand for Services in Evaluation (PRODEV/IDB-2010) Demand Currently, little demand by public sector (more internal initiatives) International organizations (still) play leading role Difficulty in finding professionals / organizations that meet expectations

5. Supply Few specific courses (3 masters) Little information about offer (universities, individual consultants, firms (-)) Where are the experiences? Lack of theoretical framework Lack of a public policy on evaluation, however successful institutionalization initiatives (Ministry of Social Development, General Court of Audits) Study on the Supply and Demand for Services in Evaluation (PRODEV/IDB-2010)

6. The Practice Brazilian Federal Governemnt – We don’t know what is being evaluated and how (quality) – We don’t know what are the results that the evaluation studies are generating for the improvement of public policies and if they are being properly disseminated (transparency)

7. The Practice: CSO and PSI

8. More about practice – survey with 83 professionals – ago/13 Objects and scope Outputs and outcomes

9. More about practice – survey with 83 professionals – Aug/13 Sectors

10. More about practice – survey with 83 professionals –Aug/13 The Process Evaluation Questions: stakeholders and beneficiaries rarely or never participate in definition Involvement in different evaluation stages: beneficiaries and auditors, almost never Data collection strategy: traditional tools (documental analysis, secondary data and auto applicable questionnaires) Communication Strategy: formal reports, executive summaries and meetings with decision makers

11. The importance of VOPEs for the mobilization and articulation of a set of stakeholders around the development of M&E field

12. VOPEs Evolution Source: IOCE

13. VOPEs’ Mapping Source: IOCE

14. BMEN - Brief History 2003: Launch of the Brazilian Evaluation Network Nov/2008 – The JPF, WB and IDB launch the Brazilian M&E Network during the 4th Meeting of the Latin America and the Caribbean Monitoring and Evaluation Network, in Belo Horizonte/MG – 1st annual meeting From 2009 to 2013 - Annual Seminars and Meetings 2011 - launch of the Brazilian M&E Journal (currently in 3 rd edition)

15. BMEN – Features, Role and Governance Informal initiative 4,640 “members” (13.10.2013) – people and institutions: academic, public managers, development funders, multilateral agencies, civil society organizations, private companies, control and auditing agencies, statistical bodies – All the 27 Brazilian states – 10% from abroad Theoretical, methodological and sectorial plurality

16. BMEN – Features, Role and Governance We articulate and mobilize stakeholders by: Disseminating knowledge and information (annual seminar, publications, articles, news, etc..) Promoting interaction and exchange of experience (annual seminar, networking, participation in other networks and events: RedLacMe, ReLAC, IOCE, EES, AEA) Promoting and supporting capacity development initiatives (events, courses, workshops) Supporting the demand (job opportunities, bank of professionals, contracting management)

17. BMEN – Features, Role and Governance... And a Governance Model: Plural Management Committee: representatives of the various stakeholders (academia, private sector, civil society, public managers, statistical agencies, funders) Development of a Strategic Plan, containing: organizational model, results-oriented projects, potential sponsors and partners, planning mechanisms and M & A) International Counseling (IOCE, CES  Evalpartners)