Middle East and Central Asia > Jordan
Abstract
The benefits of independent evaluation in international financial institutions have long been recognized. However, independent evaluation in these organizations is of increased relevance during uncertain times that call for more credible and legitimate institutions. While evaluation has long played a function in the IMF, and its role has expanded substantially with the creation of the IEO, independent evaluation has yet to take on a role within the IMF that fully reflects its potential contribution. A strong global economy requires a strong IMF, and a strong IMF requires a strong independent evaluation culture and practice. The establishment of the IEO was only the start of a process that still needs to be fostered and cultivated. Successful independent evaluation is important for the IMF to be perceived as legitimate and credible—and to achieve it, the independent evaluation function needs to be further integrated in the learning process and culture of the Fund. Independent evaluation has played a significant role in contributing to the improvement of the IMF, but the pending challenge is for the IMF and the IEO to create a shared culture that fully embraces the purpose and mission of the IEO, and the learning opportunities offered by independent evaluation. The IMF’s organizational culture has a profound role to play in prompting actions to make learning from independent evaluation a more vibrant element of the Fund’s activities. This book calls on IMF management to take a more active role in instilling the positive value of independent evaluation across the organization and thus enabling independent evaluation to bring the IMF closer to what the literature defines as the ideal of a “learning organization.”
Abstract
The Independent Evaluation Office’s (IEO) Annual Report 2010 highlights that in FY2010, the IEO expended approximately 95 percent of its budgetary resources. The corresponding underspending (about 5 percent of the budget) resulted from several vacancies for significant periods throughout the year. Staffing developments over the course of FY2010 highlighted the costs of high staff turnover for the IEO’s work. In July 2009, the IEO undertook an assessment of recent staffing experience, the main challenges encountered in recruiting and retaining employees, and the aspects of the IEO’s employment policies that contribute to these difficulties.
Abstract
This fifth Annual Report describes the activities of the Independent Evaluation Office (IEO) during the year to April 30, 2008. This period saw the completion of two evaluations, "Structural Conditionality in IMF-Supported Programs" smf "Governance of the IMF".