Values-based evaluative management : an integrated and adaptive approach to enhance inclusion, development effectiveness, governance, and sustainability : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Development Studies at Massey University, Palmerston North, New Zealand
Sustainable development, an articulated goal of development practice in the 21st century (United Nations Development Programme, 2015a) now needs to be inclusive, based on multi-level systems of accountability, and have robust governance. This thesis proposes alternative evaluative management values and principles for inclusive sustainable development that are values-based, integrated, and adaptive. It suggests the way such values and high-level principles could underpin and reposition development, management, and evaluation approaches.
An initial idea behind this research was that there needed to be a better way to connect strategic evaluative approaches within management and potentially the new sustainable development goals in international and national development. The impacts and significance of changes for both the broader development context and governance systems of country-level development, and the management and evaluation practices, were examined in the context of countries and donors in two Pacific settings: Papua New Guinea and Aotearoa/New Zealand.
To achieve the sustainable development goals, current management theory and practices needs to be reconsidered. This research pointed to the emergence of evaluative management as an identifiable theoretical and instrumental discourse and knowledge frame repositioning and integrating existing management discourses underpinned by values and principles relating to strategic planning, performance management and governance. This thesis proposes that a new model of integrated management – called, in this context, evaluative management that is premised on three values (inclusion, partnership and participation) and three high-level principles (relationality, contextual sensitivity and adaptive response), is needed to underpin such considerations.
The potential of evaluative management can only be realised if it is enacted through values and principles that are well communicated and widely understood. This may include effective interaction and communication between different levels of governments, agencies, sectors, regions and communities including non-governmental organisations, private sector, and development partners. This new model of integrated management would also provide the capacity to address inclusion, governance, accountability, and sustainable development with more effective strategic evaluative practices.