213 - Challenges to Implementing an RBM Evaluation System in Mongolia

Abstract Information: In the process of returning to the democratic rule of law after 1990, the Republic of Mongolia looked to New Zealand’s New Public Management (NPM) program for guidance on civil service reform to complete the implementation of the political and economic reform package. The two-step strategy it adopted required that some ministries adopt output-based costing and budgeting, therefore increasing performance measurement approaches at all levels of public administration. After 1996, Mongolia tested many resolutions to implement a monitoring and evaluation (M&E) system which should have resulted in evidence-based decision-making. In 2015, the Parliament of Mongolia approved the Law on development policy, planning, and management. It is the first time, M&E has been introduced in law. This law was revised in 2020, one chapter covers M&E of development policies. Scoped in long, medium, and short-term development policies at national, sectorial, and regional levels, however, the law produced the same conceptual blurriness, and roles for M&E at the national level are still complex and fragmented. Several issues have marred the planning and monitoring process, chief among them being gaps, overlaps, differences in approaches, and wrong understanding. This, in turn, has resulted in the issuance of conflicting instructions to government organizations, leaving them with no choice but to operate parallel systems to meet the reporting requirements. Regrettably, this has led to an over-burdening of the reporting process, reporting fatigue, and an overemphasis on compliance with reporting requirements rather than the use of knowledge by management. The paper examines the strengths and weaknesses of these laws and resolutions, but a global finding is that the correlation between the requirements of NPM and the needs of the M&E system had been low with central and local administrations unable to bring together planners and M&E staff and capacities in result-based management and performance measurement operations remaining weak. Recent revisions of resolutions as well as global training on a scale never attempted may yield the expected changes in accountability and effectiveness in public service delivery. Additionally, to strengthen civil society organization and professional associations who has more involvement in enabling the environment for M&E and individual capacity building with international experience. There remains a considerable amount of work to be done in Mongolia. To achieve the desired outcomes as per the resolutions and laws passed, it is paramount that all stakeholders exhibit unwavering political will while coordinating their efforts to ensure effective partnerships. Additionally, higher education institutions must gain a greater appreciation of the realities on the ground and raise awareness accordingly. Ultimately, it is incumbent upon the existing pool of high-quality human resources to work together towards the common goals of improving the social fabric of our society and promoting knowledgeable leadership.