I participated in the webinar run last week on the findings of the first external evaluation of EvalPartners. The evaluation, done by both Nancy and Sarah, provides a broad snapshot of what EvalPartners is and does with the intention to shape decisions about what EvalPartners could be and achieve beyond 2015 (the International Year of Evaluation). The presentation highlighted the key findings around Evalpartners functions (the initiatives it has been managing), and its institutional set up. Yet most of the recommendations addressed the latter.
I see the report an eye opener for all of us within the Evalpartners network, I learned a lot and am reflecting! But it is definitely beyond that for Evalpartners’ management. By addressing the gaps, the report has highlighted key programs Evalpartners is managing, yet indirectly provoked many questions that help shape the future agenda. These seem more relevant within the context of Evalpartners’ strategic discussions. I am happy it already caught the immediate attention of Evalpartners’ management and triggered the management response. I trust the below will be insightful too in such “big picture” discussions.
There is a clear acknowledgment that EvalPartners is a young global movement with loose boundaries within the evaluation landscape. Driven by champions, it emerged from on strong partnership between UNICEF and IOCE. It has emerged in becoming the global network and has succeeded in reaching out to a wide set of partners within the government, civil society and international organizations spheres. I think its branding and affinity to attract such a wide array of partners stems from its intrinsic structural format. This is not a call to undermine the well -crafted governance recommendations. Yet, it is a flag to be raised when engineering its governance. A too-structured network adds to existing ones. Rigidity might create a barrier to outreach with other networks, hence triggers a competing rather than a collective spirit. Of course more transparency in decision making and implementation processes, as elegantly suggested by the report, are fundamental to promote Evalpartners as the “network of networks”.
On another side, the key issues identified in the report unveil critical aspects that would ensure the network’s sustainability and added value in the international evaluation landscape. Yet from a program perspective, there has been an opportunity to highlight strategic thematic directions that promote its mandate and relevance. I am happy to hear Ziad (IOCE president) addressing this dimension in his intervention in the webinar. Yet, I believe there is still a prospect for Evalpartners to build on the momentum created around the coincidence between the international year of evaluation and launching the sustainable development goals (SDGs). The network is capable through its web of regional and national VOPEs to drive the post 2015 development agenda’s enablers and implementation mechanisms. It would be of great value to further explore the network’s future directions in the context of the post 2015 agenda. Indeed the latter is hugely enabled by innovative evaluation capabilities, transformative policies and implementation mechanisms. Though the clock is ticking, there are a couple of months to pitch in with contributions on the data and evaluation capability among others to inform global decisions (scheduled for September 2015). Platforms will then emerge and huge efforts are needed to gear the SGDs implementation globally, regionally and
nationally in the next decade. I am confident Evalpartners is up to it. Evalpartners will smartly align its programs within the context of the post 2015 development agenda… VOPEs will follow… Everyone will follow…