The MOPAN Approach

MOPAN tells the story of an organisation’s current performance and is based on a framework which has evolved over time in order to remain relevant, timely and useful.

MOPAN conducted annual surveys from 2003-08 and from 2009-14, used the MOPAN Common Approach. For the 2015-16 cycle of assessments, a MOPAN 3.0 Approach was adopted, which in 2019 became, MOPAN 3.0* to indicate a change in the alignment of ratings (and their corresponding colours) with the scores defined for indicators. The new ratings threshold was raised to reflect growing demands for organisational performance in the multilateral system, underlying scores and approach to scoring have however remained unchanged.

MOPAN 3.1 is the latest version of the assessment methodology used for assessments beginning in 2020. It introduces integrated measures related to important new agendas in the multilateral system: the 2030 Agenda for Sustainable Development, preventing and responding to sexual exploitation, abuse, and harassment, and the reform of the United Nations Development System. In addition, MOPAN 3.1 includes a streamlined indicator framework and improved processes and tools that build on lessons from past assessments.

MOPAN hypothesis

 

MOPAN’s performance areas

MOPAN 3.1 assesses multilateral organisation performance across five performance areas. Four of these areas - Strategic, Operational, Relationship and Performance Management - relate to organisational effectiveness. The fifth performance area reports on achievement of Results, in relation to the mandate of the organisation.

 

Operating principles

MOPAN assessments are conducted through a rigorous process and take a collaborative approach to ensure that the findings resonate with an organisation and its stakeholders. They draw on multiple lines of evidence (documentary, survey, and interviews) from sources within and outside an organisation to validate and triangulate findings set against the MOPAN indicator framework that was developed based on international best practice. The assessment process efficiently builds layers of data by using different streams, which reduces the burden on the organisation being assessed.

MOPAN assessments seek to be useful by building organisational learning in an iterative process that makes reporting accessible, and leave an  'audit trail' of findings. Assessment reports are concise. 

 

MOPAN actors

The MOPAN Secretariat, the key interface for all parties involved in the assessment process, is responsible for overseeing and coordinating the assessment. The Secretariat ensures that assessments are objective and impartial; it is responsible for their quality, including their analytical rigour and the diligence of the process. Institutional Lead countries represent the network’s members by championing and supporting the assessment process. MOPAN works with a selected group of external service providers to carry out the assessments. The service provider gathers information both a the organisations’ headquarters and in countries where they operate and conducts the analysis leading to drafting the assessment report.

 

Delimitations

A MOPAN assessment provides a holistic diagnostic of an organisation’s performance at a specific moment and in light of its history and mission, including a robust analytical justification for ratings, and insights into the interplay between different aspects of organisational performance reflected in the indicator framework and taking into account the context, trajectory and journey of the organisation.

A MOPAN assessment is neither an external institutional audit nor an evaluation; it cannot comprehensively examine all organisational operations or processes, provide a definitive picture of achievements and performance, or comprehensively document or analyse on-going organisational reform processes. Finally, MOPAN assessments are stand-alone products that do not compare organisations nor are they meant to be used for this purpose.

 

Member Countries