I am a professional of, and passionate about, food production and plant protection. Also, I am an experienced project manager with track records working for government and private institutions in Morocco as well as development agencies (FAO).
I have an agriculture engineering degree in Morocco and a PhD in Entomology from WSU-USA and I am skilled in gender approach and policy evaluation.
My job and my volonteering activities led me to work and implement projects on women economic empowerment and gender issues. This is currently my main area of intervention.
You can also find me in
https://www.linkedin.com/in/malika-bounfour-79277140/
Malika Bounfour
President Association Ayur pour le Développement de la femme RuraleThank you all for very interesting contributions and insights. We seem to agree that reporting is the first step to communication about results. Most of the time, reporting is technical with data and results on project outcomes, with recommendations and lessons learnt. Then the commissioner validates, communicates the results to all stakeholders and develops a communication plan with a larger audience.
Here some highlights from participants:
Esosa Tiven Orhue suggests creating harmony between the two elements for programme/project implementation by all stakeholders. This is possible if communication about results is included at the design stage of the intervention.
For John, there is “plenty of reporting, but little communicating”. In addition, John suggests that “no one was to have a hand in project preparation and design until they have done at least five years of M&E.” UNEP document shared by John has two lessons learnt related to our discussion. 1) Lack of ownership and shared vision due to insufficient stakeholder consultation processes during the design leads to poor project design and, 2) inefficient project management includes” Inadequate dissemination and outreach due to poor use of available dissemination methods”.
Most times, communication about the project results and evaluation targets the stakeholders consulted at the design and implementation phases. These are usually the immediate implementing partners (sphere of influence). Thus, the sphere of interest is usually excluded leading to no change or if change occurs, it is not documented. This results (as John said) in losses of past experiences and the risk of repeating the same mistakes.
Lal agrees with John while Silva adds that “if we stick to conventional evaluation formats, we might make minor improvements but always miss out on the potential of evaluations, in the broader sense.” I can’t agree more with Silva since I see evaluators as change makers.
Finally Gordon suggests that the communication about evaluation and evaluation results should be budgeted as part of the overall project and should be implemented by the commissioners and project managers.
If we agree that stakeholders include direct project/programmes implementing partners (sphere of influence) as well as impacted population (intended and not intended beneficiaries) then Esosa, John and Silva's suggestions should be considered for successful implementation.
As summary, the debate about whether ‘development aid works’ has been going on for at least a decade now. When mapping outcomes we need to think of the change we want and therefore communicate with the population at the design, implementation, closing and give them insights about evaluation results. This will empower them and give them the tool to implement the programme/project. Consequently, at the next programme design, they will bring their perspective in lessons learnt from previous programmes, thus, avoiding repeating mistakes. This should lead to avoid unnecessary activities and foster programme implementation.
I wish you all good end of the week
Malika
Links
1. Lessons Learned from Evaluation:
https://wedocs.unep.org/bitstream/handle/20.500.11822/184/UNEP_Evaluati…
2. A Comparative Study of Evaluation Policies and Practices in Development Agencies
https://www.afd.fr/sites/afd/files/imported-files/01-VA-notes-methodolo…
Malika Bounfour
President Association Ayur pour le Développement de la femme RuraleThank you all for your great contributions.
Most contributors suggest that evaluators should be involved in communicating about results at least in providing recommendations on key messages and tools (ex. Norbert TCHOUAFFE TCHIADJE, and Karsten Weitzenegger). Messages and recommendations are mainly directed to intervention partners and decision-makers (ex. Aparajita Suman and Mohammed Al-Mussaabi). Key messages should be fine tuned by evaluator (ex. Aparajita Suman, Karsten Weitzenegger and Jean Providence Nzabonimpa).
Emile Nounagnon HOUNGBO suggests that “Stakeholders, including project managers, have more trust in the evaluator's technical findings and statements”. This puts the quality of the evaluation in front and places the evaluator as communicator to validate the intervention results and recommendations. I believe that If we expand the idea to the large public, the recommendations for a development project will have a better chance to be implemented.
Most suggest that a specific communication budget should be allocated. This budget should be managed by the evaluation entity (ex. Ekaterina Sediakina Rivière). This will provide flexibility in priority setting according to type of intervention, targeted audience and type of messages.
Jean Providence Nzabonimpa describes evaluators as change agents. As such, we need to go beyond submitting reports and contribute to the successful implementation of recommendations.
In summary, evaluators should be involved in communication campaigns for recommendations. A specific budget needs to be allocated and managed by evaluation units. The latters should also make provision for public communication of evaluation results and recommendations in the terms of references.
The justification for the above is that any intervention affects intended and not intended beneficiaries. Therefore, in my opinion, communicating and organizing communication campaigns are justified. Thus, In addition to decision-makers, it is necessary to inform and educate the beneficiaries (intended and not intended) about evaluation results and recommendations. This should guarantee implementation of recommendations at scale.
Key messages should be developed by evaluators who should also suggest the tools and languages since they know and understand the intervention, its results, and the audience.
Malika