Svetlana I Negroustoueva

Svetlana I Negroustoueva

Evaluation Function Lead

More about me

Svetlana Negroustoueva, the CGIAR CAS Evaluation Senior Manager, leads technical and operational support to develop and execute the CGIAR’s multi-year independent evaluation plan. Svetlana is a PMP Certified professional with over 15 years of experience designing and conducting evaluations, assessments, monitoring and research activities, include quantitative and qualitative data collection and analyses. She works at the intersection of sustainable landscapes, energy, health, food security and social inclusion, for projects across funders and implementing entities. She has served at African Development Bank, World Bank, the GEF and Climate Investment Funds in positions concerned with independent and demand-driven evaluations. Furthermore, Svetlana has been an independent evaluator herself, leading and participating in evaluation teams for a variety of clients during consultancy assignments. Svetlana has made her mark in many ways, and notably in the domain of gender and evaluation; she is the co-chair of EvalGender+, the global partnership to promote the demand, supply and use of Equity Focused and Gender Responsive Evaluations. Svetlana is a Russian and US national, and holds a Master’s degree in Public Affairs from the University of Texas at Austin in the US, and Advanced BA in Public Administration and Social Research from Lomonosov Moscow State University (MSU).

My contributions

    • Dear colleagues,

      Thank you for your interesting insights, it is great to see an overall consensus on an important role that Theories of Change play in evaluation practice. Throughout my evaluation career, and especially more recently, I have come to appreciate the value-added of using TOC, especially if it has been co-created and/or deconstructed in a participatory manner.

      Comparatively speaking, I have found TOC approach particularly valuable when evaluating cross-cutting themes, such as local stakeholder and civil society engagement, governance and gender. Even in the presence of documents, that guide related interventions (similar to sectors), their effective implementation should take into account, and mainstream civil society engagement, gender, accountability and transparency in the work of other sectors, teams, etc. Thus ToCs help inform the evaluations and facilitate exploration against the envisioned process and outcomes, against the existing framework and operational modalities, within and external to the organization.

      In these cross-cutting domains and sometimes beyond, I also have found that teams that are being evaluated more often appreciate and welcome discussions of the TOC, including and sometimes with a particular appreciation of assumptions. Once posed with questions about feasibility within an enabling (or not) environment, the realization of why desired outcomes may have not been achieved becomes real. Consequently, having gone through TOC reconstructing, ambitions and targets are likely to become sharper and more streamlined next time around.

      Svetlana Negroustoueva