From evaluation recommendations to action

Management response processes following evaluations foster accountability, evidence-informed decision-making and organisational learning. This article examines trends, good practices and remaining challenges in management response systems across multilateral organisations within the United Nations system or in close collaboration with it. It draws on a rapid evidence assessment – combining interviews with key informants from 14 multilateral organisations and a review of over 60 documents (evaluation policies, guidelines and annual reports) from these organisations – complemented by insights from a dissemination workshop with 26 United Nations Evaluation Group member organisations. Findings indicate substantial variation in management response practices, explained by structural and operational differences such as reporting lines and levels of decentralisation. Persistent gaps include diffuse ownership, limited validation and infrequent public reporting. This article highlights effective and transferable practices, such as integrating management response actions into corporate planning, linking implementation to key performance indicators and using dashboards to track progress

Best practice · Key (lock · Performance Management · Public management · Public sector · Disaster Management and Resilience · Evaluation and Performance Assessment · Public Policy and Administration Research

• Roles for Evaluation in Learning Organizations

  Open Access•John M Owens, John M Owen et al.•Evaluation•1995

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• Trailing Research

  Open Access•Håkon Finne, Morten Levin et al.•Evaluation•1995

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