What have we learned after using INCE results in strengthening national evaluation systems? Perspectives from countries in Africa & Latin America

Lessons learned and recommendations • Measurement is only the beginning (Guatemala): between the diagnosis and reform lies a deliberate political and institutional process. The INCE score does not automatically produce change. • Build coalitions before building the system: Guatemala’s Grupo Impulsor worked for over a year before any agreement was drafted. Shared ownership is what makes institutions participate rather than merely comply. • Design for the culture you have, not the one you wish you had (Guatemala): transplanting sophisticated systems from other countries creates obligations that institutions learn to formally meet while practically ignoring. • Political leadership is non-negotiable (Uganda): high-level political acceptance cascades down and creates genuine demand for evaluation beyond the process itself. • Make a national business case for INCE: Uganda linked INCE results to its National Development Plan, generating institutional demand and budget questions from entities themselves. • Integrate into existing events and cycles (Uganda): INCE validation was incorporated into Uganda Evaluation Week, maximizing visibility and stakeholder reach. • Inward-looking indicators and mandatory budgets (Zimbabwe/Caroline): KPIs must address local realities, not external reporting demands; ring-fence evaluation funding. • Shift from methodology to use (Paraguay): countries now have robust enough methods; the real challenge is ensuring evaluation evidence systematically enters decision-making cycles

Follow up of the actions started by the countries´ partners regarding to: • Guatemala: Designed the SINSE (Sistema Nacional de Monitoreo y Evaluación) via executive decree, currently in final legal review, imminent publication. Six key elements: designated mandate for SEGEPLAN, M&E units in every institution, multi-year national evaluation agenda, mandatory evaluation budget lines, public results portal, and a multi-sectoral governance body. • Uganda: Launched results dissemination at political levels (ministers, cabinet paper in progress); updated 12-year-old evaluation standards; expanded M&E Community of Practice; updated National Evaluation Agenda; conducting Regulatory Impact Assessment to determine need for an evaluation law. • Zimbabwe: Plans to update the National M&E Policy incorporating INCE findings; create a centralized oversight body in the Office of the President; integrate mandatory evaluation budgets (7% monitoring / 3% evaluation of program budgets) into program-based budgeting cycles. • Paraguay: Reoriented strategy toward a medium-term capacity strengthening plan (horizon 2028), with focus on participatory processes, use of evaluation findings in public management, and quality over volume