Jennifer Nzambi Mutua

Jennifer Nzambi Mutua

Founder and independent consultant
Evaluation Society of Kenya
Kenya

Más información sobre mí

A leading  M&E, Gender, Program and Organizational Management Specialist, with over 10 years of relevant experience.  Founder of Evaluation Society of Kenya (ESK). Runners-up recipient of the Africa Evidence Leadership Award. Recognized by Nation Media Business Daily as one of  Kenya’s 2016 “Women in Top Corporate Leadership. Under her organizational leadership Kenya declared the 2018 Winner of the “EVALPARTNERS/EVALSDGs Global   Outcomes Competition. Holds MA in Gender and Development;  BA in Sociology and Philosophy. Education supplemented with formal professional trainings in M&E, policy, advocacy, climate change and gender, among others.

    • Estimada Malika,

      Gracias por compartir su experiencia. Nuestra iniciativa, tal como compartida en esta plataforma [www.evalforward.org/comment/reply/node/118/field_comments_ref/19], implica una asociación conjunta de la Sociedad de Evaluación de Kenya (ESK) y el Departamento de Seguimiento y Evaluación (MED), financiada por el Banco Mundial. Entonces, nuestro contexto es diferente al suyo, ya que implica la coordinación entre los gobiernos nacionales y de los condados (lo que hace las cosas más complejas).

      Sin embargo, al igual que usted, nuestra experiencia fue que, en efecto, las evaluaciones rápidas no fueron tan rápidas como se había previsto inicialmente (y como parece implicar el término). También se gastaron muchos más recursos de los inicialmente previstos. Algunos factores que contribuyeron a ello fueron:

      • Un comienzo lento debido a los protocolos/burocracias en las comunicaciones entre los gobiernos nacionales y los de los condados
      • A veces se producen retrasos en las respuestas a nivel técnico (especialmente cuando el personal es escaso en el terreno)
      • Documentación limitada de datos de seguimiento bien analizados y archivados
      • Generalmente, los sistemas de SyE son débiles. Esto limita la capacidad de realizar estudios rápidos. Se han tenido que emplear medios alternativos que implican un alcance más amplio y dinero adicional, para subsanar las deficiencias de los datos

      En vista de todo ello y en función del contexto, creo que es importante tener en cuenta estas limitaciones, incluidos los posibles excesos presupuestarios en las etapas de planificación de la evaluación.

      Saludos cordiales,

      Jennifer

    • Dear Luisa and Lavina,

      Thanks for highlighting the critical need to focus on capacity building for various stakeholders  i.e. towards more participatory and effective evaluation.

      Currently, the Evaluation Society of Kenya (ESK) jointly with government (at national and county levels) with the World Bank's funding support are undertaking a pilot project in 2 of Kenya's Counties. 

      Notably, under the EvalSDGs/EvalVision (2016-2020) for  promoting the evaluation of the SDGs and their alignment to our country's Vision 2030, Devolution and "Big Four" agenda [Food and Nutrition, Universal Health Coverage, Affordable Housing and Manufacturing].

      The devolved level is the center of development execution in our country.

      The initial focus is on the water and health sectors. The activities are advocacy, trainings and rapid evaluations for related projects in each sector.

      The project puts special focus in strengthening the capacities of the various stakeholders. I mean towards their effective participation in the rapid evaluations and utilization of the findings for more evidence-based investment choices and service delivery.  

      So far, successful advocacy events towards buy-in/ ownership and more evaluation awareness (and which has been left behind in our country vis-à-vis monitoring) have been held.  

      These have been completed for one of the counties.

      They have targeted various categories of stakeholders i.e. each with a different targeted messaging as follows:

      • High political and executive leadership (governor/MPs, senator and cabinet secretaries at that level).
      • Members of the County Assembly (MCAs - they are the equivalent of MPs at the national level with oversight, budgetary and citizenry representation roles). Their buy-in just like the above category is deemed very critical towards the inculcation of a national culture and practice for evaluation (and which is currently weak).
      • Technical teams including directors, chief officers, planning and M&E officers.

      More stakeholder participation will be effected during the rapid evaluations including for the public and beneficiaries. The findings will also inform the earmarked trainings that will be customized, accordingly.

      It is expected that this will be replicated to the other 47 counties as we go along and across all sectors, in due course.

      NB: See more by scrolling down these links:  

      https://mobile.twitter.com/esk_kenya  

      https://m.facebook.com/EvalSocietyKE/

      Kind Regards,

      Jennifer

      Evaluation Society of Kenya