As with all forms of research, RTEs are intended to construct knowledge. This constructed knowledge can improve ongoing operational decision making, either through learning broader lessons, or by a narrower observation of the performance of the current operation, or both.
RTEs are potentially most effective at the early stages of a response, as this is the phase when they can have the greatest influence on operations. Early stage RTEs can also capture the experience of those dealing with the initial part of a response. They can also be effective at times of programme transition and of internally or externally driven change. RTEs are participatory in that they are interactive. The evaluation team discusses emerging findings with the country team and takes account of the country team’s views in the evaluation report.
RTEs are a useful tool for managing organisational risk in major operations or during periods of organisational change. They may also be used to provide head office or operational management with an overview of the whole operation that is not readily accessible from the ongoing flow of monitoring information and reports. They can also be used to check compliance with broader standards such as codes of conduct, agency policies on cross-cutting issues, or the real-time progress of reform initiatives.
RTEs are usually light exercises carried out by an evaluation team of one to four people. The evaluation team acts as the ‘stranger who sees more’ because of its distance from day-to-day activities. The team can be wholly internal, external or mixed. At the time of writing (early 2009), about ten international humanitarian agencies are using RTEs on a regular basis.
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