First of all, I would like to thank you for initiating this reflection and discussion on a subject as relevant as evaluability assessments (EA).
I have had the opportunity to participate in several evaluability assessments (EAs), including those recently carried out by the CGIAR, as well as others related to FAO's work on gender and its strategic objective of reducing rural poverty. These varied experiences have convinced me of the great value of EAs, especially when it comes to tackling complex issues.
In these contexts, where the scope of the evaluation is often blurred, the EA process is essential. It enables key interventions to be mapped out, encouraging early evaluative thinking within the programme team. It also provides a concrete test of the theory of change, the results framework and the monitoring and evaluation tools, highlighting any gaps in dedicated resources, including the budget allocated to the evaluation itself.
Carrying out EAs upstream of the intervention cycle has proved particularly judicious. This approach encourages a reflective pause in the early stages of implementation, enabling adjustments and improvements to be proposed before the programme has progressed too far. This can potentially generate savings in resources and increase the chances of success.
In addition, the EA process provides an excellent opportunity to revisit and refine the theory of change and results framework, aligning them with the realities on the ground and budgetary constraints. This ensures that evaluation remains relevant and feasible throughout the implementation of the programme.
Finally, the EA facilitates the establishment of an early relationship between the evaluation office and those responsible for programme implementation, encouraging smooth collaboration and communication throughout the evaluation. EAs also help to determine the right time for evaluation and the type of evaluation best suited to the intervention.
In sum, my experience with EAs, both within the CGIAR and other organisations, highlights their crucial role in clarifying the scope of the evaluation, strengthening programme design and ensuring the availability of resources for effective evaluation. They encourage early collaboration between stakeholders and help to define the timing and nature of the evaluation, ensuring its relevance and appropriateness to the context of the intervention.
Ahmedou El Bah
Consultant[Translated from French original]
Dear Amy,
First of all, I would like to thank you for initiating this reflection and discussion on a subject as relevant as evaluability assessments (EA).
I have had the opportunity to participate in several evaluability assessments (EAs), including those recently carried out by the CGIAR, as well as others related to FAO's work on gender and its strategic objective of reducing rural poverty. These varied experiences have convinced me of the great value of EAs, especially when it comes to tackling complex issues.
In these contexts, where the scope of the evaluation is often blurred, the EA process is essential. It enables key interventions to be mapped out, encouraging early evaluative thinking within the programme team. It also provides a concrete test of the theory of change, the results framework and the monitoring and evaluation tools, highlighting any gaps in dedicated resources, including the budget allocated to the evaluation itself.
Carrying out EAs upstream of the intervention cycle has proved particularly judicious. This approach encourages a reflective pause in the early stages of implementation, enabling adjustments and improvements to be proposed before the programme has progressed too far. This can potentially generate savings in resources and increase the chances of success.
In addition, the EA process provides an excellent opportunity to revisit and refine the theory of change and results framework, aligning them with the realities on the ground and budgetary constraints. This ensures that evaluation remains relevant and feasible throughout the implementation of the programme.
Finally, the EA facilitates the establishment of an early relationship between the evaluation office and those responsible for programme implementation, encouraging smooth collaboration and communication throughout the evaluation. EAs also help to determine the right time for evaluation and the type of evaluation best suited to the intervention.
In sum, my experience with EAs, both within the CGIAR and other organisations, highlights their crucial role in clarifying the scope of the evaluation, strengthening programme design and ensuring the availability of resources for effective evaluation. They encourage early collaboration between stakeholders and help to define the timing and nature of the evaluation, ensuring its relevance and appropriateness to the context of the intervention.