HomeAbout …Evidence, Evaluation, and Learning hide Evidence, Evaluation, and Learning Evidence Act Evaluations at State Learning Agenda Learning Product Library Annual Evaluation Plan Department Capacity Assessment Evidence Act The Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act) created a new paradigm for Federal agencies to more strategically and holistically build evidence and use it for decision-making. It also established a statutory system for program evaluation, which has spurred agencies to improve how they address pressing challenges by asking and answering evaluation questions. Title I of the Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act) requires agency heads to complete an agency-level evidence-building plan (learning agenda), evaluation plan, and assessment of capacity to support the development and use of evidence. Explore the Department’s Evidence Act work below. Foundations for Evidence-Based Policymaking Act of 2019 The Foundations for Evidence-Based Policymaking Act of 2019, also known as the Evidence Act, requires federal agencies to develop evidence to support policymaking. Agencies must annually submit a systematic plan for identifying and addressing policy questions to the Office of Management and Budget (OMB) and Congress. Through the preparation of Learning Agendas, Evaluation Plans, and Capacity Assessments, agencies strategically plan for evidence building and data management while upholding their commitment to scientific integrity. Title 1 of the Evidence Act details Federal Evidence-Building Activities, Title II established the Open Government Data Act, and Title III of the Act discusses Confidential Information Protection and Statistical Efficiency. What is Evidence? Evidence is viewed as the available body of facts or information indicating whether a belief or proposition is true or valid. Evidence can be quantitative or qualitative and may come from a variety of sources including foundational fact finding, performance measurement, policy analysis, and program evaluation. Evidence has varying degrees of credibility, and the strongest evidence comes from a portfolio of high quality, credible sources rather than a single source. For more detail and definitions please reference OMB Guidance M-20-12. Evidence Act Implementation at State The Evidence Act is embedded within the dynamic Managing for Results (MfR) framework, the Department of State’s approach to planning, budgeting, program design, performance management, evaluation, and learning. Within the Evidence Act, the Learning Agenda is an effort to institutionalize evidence-based learning and use data to enhance U.S. diplomacy and foreign assistance. It is included in the four-year State-USAID Joint Strategic Plan (JSP) and poses eight policy-relevant learning questions that cover the range of the Department’s activities. Managing for Results Framework Learning Agenda The 2022-2026 Department Learning Agenda is an unprecedented effort to build evidence into the Department’s policymaking over the next four years. Annual Evaluation Plan The Annual Evaluation Plan describes the significant evaluation activities that the agency plans to conduct in the FY following the year in which it is submitted. Department Capacity Assessment The Capacity Assessment is a review to generate and apply evidence through performance monitoring, evaluation, statistics, and research and analysis. Evidence Act Evaluations at State Learning Agenda Learning Product Library Annual Evaluation Plan Department Capacity Assessment Evaluations at State In accordance with the Department of State’s program and project design, monitoring, and evaluation policy, the Office of Foreign Assistance publishes full evaluations of unclassified foreign assistance evaluations on a rolling basis. Bureaus and independent offices may publish evaluation summaries when appropriate or in addition to their full evaluation. Visit the Foreign Assistance Resource Library to view published evaluations. Evidence Act Evaluations at State Learning Agenda Learning Product Library Annual Evaluation Plan Department Capacity Assessment Learning Agenda In accordance with Title I of the Evidence Act, The Department of State has codified their learning priorities in the 2022-2026 Department Learning Agenda [2 MB], an unprecedented effort to build evidence into the Department’s policymaking over four years. Click on a Learning Agenda question below to learn more and view learning briefs associated with each sub-question. Learning briefs are a 2-4 page document that summarizes findings of learning activities done for each learning question. They are one of many methods of evidence dissemination used by the Department. To search all learning briefs, view learning brief library. 2022-2026 Department Learning Agenda Questions Question 1 Diplomatic Engagement How can the State Department improve the effectiveness of its diplomatic interventions to better advance foreign policy objectives? 1.1. How can bureaus and posts improve their ability to measure and track the effectiveness of senior leader diplomatic engagement – at the Secretary, Deputy Secretary, and Ambassadorial levels – in advancing U.S. foreign policy objectives? 1.2. Which diplomatic interventions in multilateral fora are effective for achieving targeted U.S. foreign policy objectives? 1.3. How can bureaus and posts optimize the full range of public diplomacy tools to advance foreign policy objectives? 1.4. How can bureaus and posts optimize public-private partnerships to better advance U.S. national interests? 1.5. How can bureaus and posts improve their ability to measure and track the effectiveness of diplomatic engagements in promoting equity for underserved and underrepresented communities? View Question 1 Sub-questions Collapse Additional Content Question 2 Foreign Assistance How can the Department improve the effectiveness and sustainability of its foreign assistance efforts? 2.1. What types of State Department and USAID foreign assistance programs that seek to enhance partners’ economic growth have made a sustainable effect in a partner’s economic development between 2014 and 2019? Where and under what conditions? 2.2. What factors have contributed to the success or shortcomings of State Department efforts to help partners advance the capacity, accountability, and professionalism of their security forces? How can the Department improve the effectiveness of its security sector assistance programs? 2.3. Where and under what conditions has the State Department’s foreign assistance led to short-term gains and longer-term effects in democracy, rights, and governance? What types of approaches have had lasting effects and could be replicated or refined in future foreign assistance strategies and programming? 2.4. What policies and practices can be most effective in strengthening the role of underserved and underrepresented groups—at the intersections of race, ethnicity, religion, sex, gender, ability, and age—in the formulation and implementation of foreign assistance programs? View Question 2 Sub-questions Collapse Additional Content Question 3 Climate Crisis How can the Department’s tools best address the climate crisis? 3.1. What cost-effective measures to reduce carbon emissions from the Department’s operations can serve as models for other governments and demonstrate U.S. commitment to reducing emissions? 3.2. How is the Department adapting to current and projected climate hazards? 3.3. Which diplomatic and programmatic interventions have the greatest effect on decisions/commitments by government and private sector actors to reduce emissions? 3.4. How can the Department and interagency prioritize and effectively respond to the climate adaptation and resilience needs of vulnerable countries and marginalized populations? View Question 3 Sub-Questions Collapse Additional Content Question 4 Pandemics and Global Emergencies How can the Department better respond to unpredictable international events and emergencies such as global pandemics? 4.1. What are the trend-tracking and forecasting tools, extant research studies, and government, public health, and private industry coordination frameworks the United States needs to address future global or large-scale regional health crises and infectious disease pandemics? 4.2. How can the United States better coordinate and lead global efforts to anticipate and mitigate the impact of complex crises in a timely manner, including by ensuring development and humanitarian coherence and accountability to recipients of aid? 4.3. What capabilities does the State Department need to be prepared to respond to a crisis resulting from the novel use of new and emerging technologies by a state and/or non-state actor? View Question 4 Sub-questions Collapse Additional Content Question 5 Global Disinformation How should the Department confront the rise of global disinformation and its negative effects on the security and prosperity of the United States? 5.1. What measures can the Department take against state and non-state actors who spread disinformation that harms the security and prosperity of the United States? Which of these measures is likely to be most effective based on available evidence? 5.2. Beyond measures against actors who spread disinformation, what other measures can the Department take to limit the spread of disinformation and to shape the broader information environment in ways that mitigate disinformation’s negative effects on the security and prosperity of the United States? Which of these measures is likely to be most effective based on available evidence? 5.3. Based on the answers to sub-questions 1 and 2, what diplomatic and programmatic responses should the Department implement, and what tools or skills does the Department need to develop, strengthen, or share? 5.4. Based on the answers to sub-questions 1, 2, and 3, how do we optimize the Department’s institutional frameworks for internal and external coordination to implement these measures? View Question 5 Sub-Questions Collapse Additional Content Question 6 Consular Affairs How can the Department balance customer service expectations with national security and cost-effectiveness to provide a better customer service experience to U.S. citizens, and to foreign nationals seeking visas? 6.1. How do we measure whether we are responding to, and managing the expectations of, U.S. citizens overseas and others seeking services in a secure, efficient, and timely manner? 6.2. To what extent are current interactions effective in keeping U.S. citizens who travel, live, and work abroad informed about safety and security issues? 6.3. What capabilities could maximize human and time resources to protect U.S citizens overseas and abroad while providing superior customer service? How do we equip our staff to improve consular services, through greater efficiency, improved customer experience, and/or reduced backlogs? View Question 6 Sub-Questions Collapse Additional Content Question 7 Risk Management How can the Department more effectively analyze and manage risks to promote a safe and secure working environment for its staff and partners? 7.1. How does the Department adapt existing policies and programs to manage risks to Department and interagency personnel, facilities, and information to support safe and secure conduct of in-person diplomacy that includes the possibility of locations and workspaces outside of U.S. embassies and consulates? 7.2. What senior level policy, guidance, and training are needed to foster a culture that accepts considered, needed risks, and manages them appropriately? 7.3. What policies and practices does the Department need to adopt or enforce to ensure the physical security, readiness, and mobility of our global workforce amid constantly changing circumstances? View Question 7 Sub-Questions Collapse Additional Content Question 8 Performance Management and Evaluation How can the Department utilize performance management and evaluation data and data systems to improve decision-making? 8.1. What are senior leaders’ expectations and leading practices for using performance management and evaluation data and data systems in decision-making? 8.2. How widely used are data systems across the Department as part of performance management and evaluation activities that inform operational and policy decisions? 8.3. How do organizational units in the Department integrate performance management and evaluation data and analytics into their decision-making, and has this integration been successful? 8.4. What are leading practices from other federal agencies, international organizations, NGOs, and/or the private sector in utilizing performance management and evaluation data that could be applied to the Department to enable data-informed decision-making? View Question 8 Sub-Questions Collapse Additional Content Evidence Act Evaluations at State Learning Agenda Learning Product Library Annual Evaluation Plan Department Capacity Assessment 5 items Clear All Filters View collection by: Select a Year 2022 Select a Month January February March April May June July August September October November December Select a Location Sri Lanka Select a Release Type Question 1.2: Diplomatic Engagement Question 2.1: Foreign Assistance Question 2.3: Foreign Assistance Question 4.2: Pandemics and Global Emergencies Select a Bureau/Office Bureau of International Organization Affairs Bureau of Population, Refugees, and Migration Office of Foreign Assistance Office of Policy, Planning, and Resources Office to Monitor and Combat Trafficking in Persons Apply Filters Question 1.2: Diplomatic Engagement An Assessment of the Current State of Monitoring and Evaluation in Public Diplomacy Question 1.2: Diplomatic Engagement Demarche Analysis Signals Need for Data Consistency Across the Department Question 2.1: Foreign Assistance Literature Review about the Relationship between Foreign Aid and Economic Growth Question 4.2: Pandemics and Global Emergencies Adapting to Mental Health Challenges: Evaluating Mental Health and Psychosocial Support (MHPSS) Programming Question 2.3: Foreign Assistance Ex-post Evaluation of Trafficking in Persons Projects in Sri Lanka Evidence Act Evaluations at State Learning Agenda Learning Product Library Annual Evaluation Plan Department Capacity Assessment Annual Evaluation Plan Title 1 of the Evidence Act requires agencies to develop an Annual Evaluation Plan (AEP), which describes the significant evaluation activities that the agency plans to conduct in the FY following the year in which it is submitted. The Department’s AEP includes evaluations critical to the Department’s strategic goals that align with, and help answer, the priority questions published in the Department of State Fiscal Years 2022-2026 Learning Agenda. Learning Agenda priority questions address critical evidence gaps in institutional knowledge and are intended to improve the Department’s operations and performance. FY 2024 Annual Evaluation Plan FY 2023 Annual Evaluation Plan FY 2022 Annual Evaluation Plan Evidence Act Evaluations at State Learning Agenda Learning Product Library Annual Evaluation Plan Department Capacity Assessment Department Capacity Assessment The Evidence Act requires agencies to review their capacity to generate and apply evidence through performance monitoring, evaluation, statistics, and research and analysis. Download Capacity Assessment [2 MB] Tags Bureau of Budget and Planning Office of Foreign Assistance
