Researching
58

THE IMPACTFUL YEE!
YEE

There is a need to create a demand for YEE. We designed a strategy that could provide a solution for demand creation


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Challenge definition is: How can we support YEE to enter the evaluation sector in order to allow them to gain experience and contribute their valuable skills? 08.07.2020 06:34

The team consists of the following group members:

EXECUTIVE SUMMARY

 

Young emerging evaluators (YEE) face a significant number of barriers when entering the field of evaluation. Not only are they handicapped by not having experience, they also do not have the requisite finance to develop additional skills and competency through continuing professional development which vary in quality and price. For young emerging evaluators in Southern Africa, the Monitoring and Evaluation (M&E) field has only recently, within the last 10 years gained serious traction with a handful of organizations taking interns anywhere between six months to a year, some with the prospects of employment and others with none and varying in payment brackets.

 

In Botswana, the Monitoring and Evaluation field is severely underdeveloped and the quality of CPD training remains questionable, while the demand for M&E remains severely lacking. The Botswana Strategy for the Development of Statistics (2015-2020) has identified a lack of M&E professionals across all sectors but with weak statistical advocacy throughout the National Statistics System, the opportunities for YEE to enter a market that barely exists remains unlikely. In response to these challenges, Group 10 C (The Impactful YEE!) conducted a rapid situational analysis of opportunities and barriers to entry as well as catalytic drivers for the expansion of experience of the novice evaluator. Given that knowledge is cumulative and once off workshops rarely provide the necessary practical skills organizations are looking for and based on the situational analysis, it was agreed that civil society would be the mechanism through which YEE’s can build experience initially, and successful case studies will be used to generate further buy-in from the secondary stakeholders. This would be achieved through an existing Monitoring and Evaluation Agency and Consulting Firm based in Gaborone, called Research and Development Africa, which already seeks to provide a range of developmental opportunities to young international development practitioners. The agency has built a partnership with the Apex Body governing NGOs in the country (Botswana Council of NGOs abbreviated as BOCONGO).

 

Research and Development Africa in partnership with BOCONGO has already identified that M&E advocacy is the first step in creating demand for evaluators and have partnered to develop a capacity development workshop for decision makers and project managers in Civil Society Organizations nationwide. Due to COVID-19, the workshop has been rescheduled for August 2021. It is envisioned that this event will create awareness and through continual engagement- a space for YEE will emerge, especially with the shortage of qualified personnel to monitor progress towards the sustainable development goals. Following from this engagement, a roundtable stakeholder discussion will take place that will further refine this document and the rapid situational analysis to develop mutually beneficial partnerships for stakeholders involved. Therefore, the opportunity of entry for the development of skills, opportunities and experience for YEEs emerges through the development of this strategy that can be used as both a tool for advocacy and implementation of this strategy through the envisaged implementation plan. Due to time constraints, it is not possible to delve deeply in all the issues that are required to be addressed - therefore key action points and milestones have been identified.

 

 

INTRODUCTION

 

Young emerging evaluators face significant barriers to entering the field of M&E. Not only is it a field being continually developed and refined with new innovative methods and technological applications, it also requires a core skill set that that needs to be developed from intermediate to advanced level across various technical areas (such as education, health, poverty, unemployment) in additional to social science research and analysis skills. Further knowledge of related but not core skills are required in areas such as budgeting, fieldwork training and innovations in MERL TECH (monitoring and evaluation and its associated and relevant technology). With the innovations of data collection, geospatial mapping, various mobile data collection technology and management information systems the type of knowledge across disciplines is increasing and contributing to the knowledge stock of what an evaluator needs to know. Not every continuing professional development programme nor university programme adequately develops this knowledge, and true consolidation of knowledge comes through practice and learning from experience. How then do these novice evaluators gain quality M&E knowledge and experience?  What opportunities does an existing market present to the development of this field within the Botswana context?

 

The pursuit of the Sustainable Development Goals (SDGs) is grounded on the principle of equity leaving no one behind in the achievement of the SDGs. Measuring these achievements will require the collection of comprehensive, disaggregated data and analysis to identify, prioritize and track progress towards various aspects of social justice. The collection and thus availability of this data will not only prove beneficial to the monitoring of progress towards attainment of the SDGs, but also for the monitoring of other national frameworks outside the context of the SDGs. This presents the ripe opportunity for the advocacy of M&E and building YEEs to be at the front-line of data and civil society organizations. Capitalizing on the lack of funding due to Botswana’s upgrade to Middle Income Country status, from Low Income country, a significant chunk of funding for civil society was cut implying that NGOs are competing with the same donors for funds. Donors have preferred organizations that can demonstrate impact and sustainability providing a leverage point in the country to create a space for YEEs to build the M&E skills and knowledge within civil society while simultaneously learning and building upon their own knowledge stock of the field and gaining experience. This is in addition to building professional networks. The Impactful YEE project! seeks to give as well as receive experience in Monitoring and Evaluation creating a positive cycle for development and institutionalization of the filed in Botswana over a period of 2 years from October 2022-Dec 2024.

 

RATIONALE FOR THE APPROACH

 

NEED

 

Through the designing thinking processes, we identified that an opportunity for YEE existed in Botswana only if sufficient demand for the profession was created. Various national policy documents such as the Botswana Development of Statistics 2015-2020, the United Nations Sustainable Development Framework and the National Monitoring and evaluation Framework all highlight the critical shortage of monitoring and evaluation professionals, yet do not adequately address the shortage in any explicit manner. During the COVID 19 pandemic the data gap between what we know and what we needed to know was so large that any significant attempt to identify targeted interventions remained a significant challenge. As a result, it became clear that the lack of qualified M&E personnel had to be addressed and since government has made no real concerted effort to generate the demand, we envisaged NGOs to be the torch bearers of this task initially and the success documented in such a way that we would generate evidence for other key stakeholders to participate in this project.

 

HOW

 

We conducted persona for every possible stakeholder being government, NGOs, Private sector and Education institutions who are actors within the country’s national statistics system and mapped out their key mandates through our group discussions and determined which actor could develop the SKILLS and EXPERIENCE of a young emerging evaluator. We challenged ourselves to sift out who would be our primary stakeholder and how secondary stakeholders could contribute to the development of YEEs through various interviews held with users and non-users. Figure1. summarises the key take away messages that informed our choice of the key stakeholder being the NGOs from the interviews with users and non-users of YEEs.

Users and non-users of YEE were broken down into the following groups and asked the following questions:

Table A: Users and Non-Users

 

The figure below (figure 1) presents a summary of the consolidated views of users and non-users of YEEs through the interviews each member held their respective interviewees.        

Figure 1: M&E users and non-users engaged through interviews

 

 

Based on the comments above, we realised that across all the users AND NON-USERS there was little no demand of Young Emerging Evaluators in Botswana. Based on that, we identified the following objectives of the project: 1. Creating demand for YEE though targeted and strategic engagements and placements with project stakeholders 2. Enabling advocacy efforts to highlight existing opportunities among stakeholders where YEEs could be strategically placed 3. Bridge the knowledge practice gap through advocacy with education institutions to develop a practicum and the 'adoption of an NGO' where this serves to take a struggling or new NGO and develop M&E systems for it by students at the end of their degree programme 4. Provide mentorship to YEEs to develop skills and address challenges for all stakeholders through the continuing professional mentorship where retired or experienced M&E mentors are strategically matched with YEE mentees in areas of mutual interest who will be placed with NGOs 5. The placements efforts and advocacy efforts will in the long-run generate an appreciation for M&E in Botswana and will be institutionalised across all stakeholders

 

STAKEHOLDERS

 

From the group’s collective brainstorming and interview sessions, in addition to the development of our persona, we identified the following stakeholders that would be required to ensure success of the strategy:

 

 

In identifying who would be stakeholders for this project, the following considerations were made:

 

Significant consultation with group members the yielded the following:

  • All the stakeholders are relevant to creating demand to differing degrees utilising different modalities of partnership implementation. This is because the interviews yielded valuable insights on the following; YEEs do not possess the requisite knowledge to be employable; YEE do not have the adequate skills set and YEEs do not have the requisite experience. We then asked ourselves the following:
    • Where is the knowledge stock built and what opportunity and modality can be used/ or developed - we then agreed on education institutions that offer M&E qualifications and modules.
    • Where can adequate skills sets be developed - we agreed on NGOs being a great source as each NGO focuses on specific issues and addresses them in various lending to diversity of skills developed in addition to technical competency in an area. For example, an Early childhood NGO in the rural area will present different challenges to Early Childhood NGOs in urban area. This will lead to YEEs to use innovation in thinking on how to monitor and evaluate outputs, outcomes and impacts. Additionally, to a lesser degree, but equally important, a number of parastatals and private sector organisations implement their own projects. These social upliftment projects are an opportunity that can build the exposure and skills set of a YEE.
    • How can YEEs gain experience in the M & E field- experience is the sum of our knowledge accumulated over time through practice, therefore placements at NGOs presented an ideal source to develop these skills. Another source of experience is ministry placement across various government sectors. The government of Botswana runs an internship programme for unemployed graduates. Through strategic partnerships, we envisage to gain 20 placements for unemployed graduates of M&E to be placed in sectors that will be collecting SGD monitoring data. Such an opportunity cannot go unutilised. There is a need for support to collect SDG relevant data because of the shortage of qualified M&E personnel.
  • We envisaged to utilise existing initiatives and where there are none, advocacy will be conducted till an opportunity presents itself to create and build a platform. This is elaborated in the implementation section.
  • Our catalytic stakeholders are NGOs, followed by government, then the private sector and education institutions.

 

Non-Governmental Organizations

 

Non-Governmental organizations (NGOs) are our key stakeholders. Should they come on board with the objectives of the strategy and the idea that hiring a novice evaluator for paid work at a reasonable rate is worth the investment in the long-run, they are likely to continue participating in this initiative even after the project ends. The UN in Botswana already runs an initiative to recruit and train young people through their volunteer programme. Through strategic and targeted discussions, it is envisioned that 5 positions will be allocated to the M&E units for learning and paid at a reasonable rate that also motivates the YEEs to continue working with enthusiasm and diligence.

 

Private Sector

 

The private sector in Botswana implement a number of corporate social responsibility initiatives that require the demonstration of impact. As a stakeholder, they can be approached to hire a team of junior or novice evaluators that can develop M&E systems, design the evaluations from data collection to reporting and visualization.  Serious engagement with this stakeholder can ensure meaningful partnerships and sustainability of interventions that work while adjusting or discarding initiatives that yield insignificant results. Additionally, unlike NGOs, they can budget in advance, if approached at the right time, to develop a budget for a M&E team of novices for a pre-defined duration.

 

The implementing organization of this strategy, being Research and Development Africa, will act as an intermediary and facilitate mentorship and guide these novices to ensure that they are on the right track through virtual mentoring sessions with mentors who indicate availability to mentor these novices in Africa through North-South Evaluation partnerships as well as through the organization’s existing technical experts and associates.

 

Government

 

The government is a key stakeholder in demonstrating the importance of M&E yet has failed on a number of occasions in practicing what it preaches. M&E is synonymous with reporting with little regard to the true nature of the field. The SDGs comprehensive indicators classified under the three Tiers implies that efforts to strengthen monitoring and evaluation efforts will need to be made especially since Botswana has a domesticated SDG indicator framework.  Considering the efforts to strengthen the National Statistics System, this is an opportune time to engage with Government to place YEEs within selected ministries. Currently, the government places a number of unemployed graduate interns across various sectors offering a stipend. We will discuss negotiate with them allocate 10 positions for YEEs. Instead of creating new platforms, we aim to utilize what already exists.

 

Education Institutions

 

While there a handful of M&E training institutions in the country, the quality and relevance of the content to the sector remains unknown and the approach to M&E teaching and learning remains fragmented with no real standard to benchmark against. Engaging with such stakeholders could potentially enhance the knowledge of YEEs and can also act as incubation hubs for the development of robust M&E efforts through various scenarios. Research and Development Africa has already adopted this approach and is in the process of developing the “adopt and NGO” for teaching and learning experiences and strengthening the various systems for M&E processes. This allows the students who are new to M&E to have hands on practical experience while they gain M&E knowledge.

 

Table B below summaries our motivations and key existing/upcoming or anticipated activities that will be required to bring all the relevant stakeholders on board.

 

Table B: Motivation for stakeholders

SECTOR

MOTIVATION

EXISITNG/UPCOMING INITIATIVES/ACTIVITIES

NGOs

  • NGOs are struggling in demonstrating evidence and impact. Given that donor funding is largely driven through demonstrable impact and sustainability, and that often, in a middle income country, NGOs are competing for the same donors; and given that there are current advocacy efforts at creating Monitoring and Evaluation awareness and knowledge through the nationwide M&E capacity building workshop taking place in August 2021 (COVID permitting) in partnership with the Apex organisation BOCONGO (Botswana Council of NGOs) targeted at decision makers within the organisation and project manager (people highly to hire a YEE).
  • The Botswana Council of NGOs and Research and Development Africa will jointly hosting a national capacity building workshop on Monitoring and Evaluation in August 2021 where this strategy will be launched
  • Draft survey developed and emailed to all NGOs in the country via BOCONGO as they have the NGO network
  • Discussions with each participating NGO on needs and databases developed

Education

 

  • We discovered that while education sector, somewhat still at a developmental stage in terms of cutting edge M&E training, MERL Tech, various methods and methodologies beyond simplistic log frames, theories of change, results frameworks, they missed the dynamics of complexity and context. Even within one country, the context from district to district varies. In terms of preparing for evaluators of today, we felt the education sector fell short. Furthermore, there is significant focus on theory and little to bridge the theory practice divide. As a result, we conceptualised the “adopt an NGO” approach where each group in a graduating class of a M&E qualification would have a 6 month practicum where each group takes an NGO either new or struggling and applies their knowledge to develop M&E systems for the NGO, draft a project document and M&E plan with milestones, indicators and targets understanding how to develop the most commonly utilised concepts and theories in evaluation so that their knowledge stock concerning the field becomes well defined.

 

 

  • Conducting a landscape review of current university monitoring and evaluation degrees, content and practicum components
  • Advocacy activities with the Human Resource Development Council and the Ministry of Tertiary Education to strengthen university training by incorporating the “Adopt an NGO” strategy
  • Facilitating an MoU between ministry of skills development and university graduates with M&E degrees to be prioritised for placement in M&E units across sectors and within Statistics Botswana

Government

  • Partnerships with the Ministry of Skills Development that places unemployed graduates in internships across the government sectors will be developed to safeguard 20 placements for graduates of Monitoring and Evaluation degrees fulfilling the critical need for M&E personnel across sectors and providing an opportunity for YEEs to build their skills and experience. This will address the issue concerning the lack of skills possessed by YEEs.

 

Private Sector

  • The private sector who run social upliftment programmes need to demonstrate impact given that they are driven by return on investments.
  • Forming partnerships using case study success stories of YEEs being placed in NGOs

 

 

SWOT Analysis

 

Engagement with various users and non-users and the activities envisaged, then prompted us to conduct a SWOT analysis. Additionally, the research context was analyzed and existing documents such as the Botswana Strategy for the Development of Statistics 2015-2020, the domesticated SDF framework and the United Nations Sustainable Development Framework. Once further engagement with stakeholders take place, we will further refine this document. The illustration below summarizes what we envisage to be strengths, weaknesses, opportunities and threats to the strategy and its implementation.

 

 

 

RESOURCES

Currently, this strategy is at infancy stage created through the Evaluation Hackathon and Design thinking processes. However, this strategy is in line with the vision and mission of the implementing organization of this strategy (Research and Development Africa) and therefore will utilize the existing resources of this organization - namely the technical skills while the financial resources to implement this strategy will be explored through strategic partnerships and organizations that seek to strengthen the YEE ecosystem.

 

IMPLEMENTATION PLAN

 

Stakeholder

Activity

Output

Target

Milestone

NGO

o   Draft Strategy launched at national capacity building workshop for NGOs

o   Survey sent out to all NGOs to understand how and where they place the financial value of a YEE

 

o   Awareness of Strategy

o   List of NGOs interested in participating

o   Comments for feedback

Minimum 20 NGO decision makers and project managers are interested in the YEE project.

o   NGO survey assessing the viability of the project and budget for YEE completed

Research and Development Africa

o   Present draft strategy at National Capacity Workshop

o   Draft MoU with all parties (NGOs, YEE and mentors)

o   Source mentors, mentee and NGOs that much the criteria that will be developed (driven by the sectors)

o   Conduct introductory kick-off meeting for 6 months’ placements providing mentorship and support through placement.

 

o   Match mentor and mentee

o   Forming partnerships

o   Placement of YEEs across the ministries

 

Minimum 20 NGO decision makers and project managers are interested in the YEE project; placing 1 or 2 YEE depending on the scope of work.

o   Provide support to YEE

o   Conduct implementation and impact evaluation of the project

o   Conduct end-of-placement exit interview for NGOs, mentee and mentor

 

 

Government

o   Partnerships with the Ministry of Skills Development that places unemployed graduates in internships across the government sectors.

o   Address the issue concerning the lack of skills possessed by YEEs by safeguarding 20 placements for YEE in the government ministries.

 

Safeguard placement of 20 YEE graduates across all government ministries.

 Placement of 20 graduates of Monitoring and Evaluation degrees fulfilling the critical need for M&E personnel across sectors and providing an opportunity for YEEs to build their skills and experience

 

Education

o Conducting a landscape review of current university monitoring and evaluation degrees, content and practicum components

o Facilitating an MoU between ministry of skills development and university graduates with M&E degrees to be prioritized for placement in M&E units across sectors and within Statistics Botswana

Alignment of M&E curriculum with the practical work.

Institutions that offer M&E programmer in Botswana. Education institutions that produces YEEs.

o Advocacy activities with the Human Resource Development Council and the Ministry of Tertiary Education to strengthen university training by incorporating the “Adopt an NGO” strategy

 

Private Sector

o   Enter into a MoU with the implementing NGO to hire YEEs

o   Budget for YEE in their organizations.

o   List of businesses interested in participating

o   Safeguard 10 placements spots for YEE

 

Businesses with a CSR component/unit

o   MoUs signed

o   Placement started

 

Collaboration outputs with our project team Through the interview exercises, the following comments from the group's interviewees were consolidated between the users and non-users:

Significant consultation with the group on the aforementioned comments yielded the following:

 All the stakeholders are relevant to creating demand to differing degrees utilising different modalities of partnership implementation. This is because the interviews yielded valuable insights on the following; YEEs do not possess the requisite knowledge to be employable; YEE do not have the adequate skills set and YEEs do not have the requisite experience. We then asked ourselves the following:

   o    Where is the knowledge stock built and what opportunity and modality can be used/ or developed- we then agreed on education institutions that 
          offer M&E qualifications and modules

   o    Where can adequate skills sets be developed- we agreed on NGOs being a great source as each NGO focuses on specific issues and addresses them 
          in various lending to diversity of skills developed in addition to technical competency in an area. For example, an Early childhood NGO in the rural 
         area will present different challenges to Early Childhood NGOs in urban area. This will lead to YEE to use innovation in thinking on how to monitor 
         and evaluate outputs, outcomes and impacts. Additionally, to a lesser degree, but equally important, a number of parastatals and private sector 
         organisations implement their own projects. These social upliftment projects are an opportunity that can build the exposure and skills set of a YEE.

  o    Experience. Experience is the sum of our knowledge accumulated over time through practice, therefore placements at NGOs presented an ideal 
         source to develop these skills. Another source of experience is ministry placement across various government sectors. The government of Botswana 
         runs an internship programme for unemployed graduates. Through strategic partnerships, we envisage to gain 20 placements for unemployed 
         graduates of M&E to be placed in sectors that will be collecting SGD monitoring data. Such an opportunity cannot go unutilised. There is a need for 
         support to collect SDG relevant data because of the shortage of qualified M&E personnel across the country. 

 We envisaged to utilise existing initiatives and where there are none- advocacy will be conducted till an opportunity presents itself to create and build a platform. This is elaborated in the implementation section of our strategy document.

 Our catalytic stakeholders are NGOs, followed by government, then the private sector and education institutions

Our group therefore through individual and group communications and interviews agreed that our persona would be civil society through which we can generate demand viz-a-viz the institutionalization of M&E in civil society. All secondary stakeholders that partake in social upliftment/social development and education institutions offering Monitoring and Evaluation degrees will be approached to develop and build collaborative partnerships and our approach is a strategy and implementation plan that will be implemented by one of our member's local organisation which is a Monitoring and Evaluation Consultancy. Opportunities for collaboration will be mapped out in this draft strategy and further refined through a stakeholder engagement workshop to identify further opportuntites for partnerships such as the recent need for SDG monitoring across government sectors.

Motivation for stakeholders and implementation strategy With the education stakeholders, partnerships will be developed to enable the development of a practicum where fledging NGOs can be "adopted" to stengthen M&E systems and processes in these NGOs presenting an avenue where students can consolidate and apply the knowledge they have gained at university thereby bridging the theory practice gap which addressed the concern from experienced M&E practitioners and government employees that YEE do not have the requisite knowledge for M&E. Significant dialogue and advocacy will be required to enhance curriculum development in this area but we assume, with the correct motivation, diplomacy, pilot case study success and elaboration of the advtantages of mutually beneficial partnerships, the education sector may be willing to make the necessary adjustments to their curriculum where necessary especiaaly with the high unemployment rates in the country.

With the government stakeholders, partnerships with the Ministry of Skills Development that places unemployed graduates in internships across the government sectors will be developed to safegauard 20 placements for graduates of Monitoring and Evaluation degrees fulfilling the critical need for M&E personnel across sectors and providing an opportunity for YEEs to build their skills and experience. This will address the issue concerning the lack of skills possessed by YEEs .

With the private sector who run social upliftment programmes- partnerships will be forged to place a YEE on their projects where once again, YEEs can build their skills and experience. Given that the private sector are driven by return on investments, we assume that an investment of a YEE on board their projects could improve at the very least, data collection processes, quality data and routine monitoring and the at very most, measure the demonstrable impact of the initiative. Preliminary discussions with some private sector organisations have been receptive to the idea of instilling monitoring and evaluation systems but that was prior to COVID-19. We assume that the private sector will still remain receptive.

With NGOs whose M&E awareness, knowledge and systems remain weak, the YEE project will build on existing initatives such as the upcoming Nationwide Capacity Building Workshop designed and implemented with one of the member's organisation and the Botswana Council of NGOs to launch the strategy and to solicit the thoughts and views of this project and; for NGOs expressing a desire to participate in the project through placements of YEEs at their organisations- the development of MoUs to cleary articulate what and how the processes governing placements would look like for the duration of 6 months at the organisation.

All placements of YEE will be supported by Research and Development Africa (RADAF) which will be the implementing agency of this project and will act as the intermediary to provide additional support to both mentor, mentee and the hosting organisation of the mentee. RADAF will circulate a call to experienced evaluators through exisiting M&E platforms such as Eval Youth network, Better Evaluation's network, M&E associations globally (American Evalaution Association, SAMEA etc), in the region and within the country (currently still being refined) to mentor 1 or 2 YEEs each for the duration of placement. Mentors and mentees will be matched based on sector and specialist areas of mutal interest. All mentors and mentee YEEs will complete end of placement evaluation forms and RADAF will conduct its own evaluation of the project (both implementaion and impact) with the culmination of two reports- the implementation report at the end of the first year of the project and an impact evaluation report at the second year of the project.

We have established a motivation for why we chose civil society as the entry point in our strategy document, the key stakeholders, the mechanisms for change, the partnerships we envisage to build using existing structures and platforms where present, forming a long lasting alliance with our key strategic partner being the the Botswana Council of NGOs who will coordinate the civil society efforts in the country. Our results chain highlights the logic behind our processes and key milestones have been identified.

We conducted a SWOT analysis of the proposed strategy:

We envisaged in implementing the project in the following manner:

We then mapped our results chain:

Further, we conducted a brief interview with the Public Relations Officer of the Botswana Council of NGOs after briefing her on the draft strategy (video is uploaded) and she too confirmed that no such efforts have ever been done in Botswana making this strategy an innovative approach to solving a critical problem while strengthening a weak and fragmented civil society and in the long-run creating the demand for M&E professionals through the institutionalisation of M&E.


11.07.2020 19:49

Our user journey was summarised in the following table:

User Type (Stakeholder) and level of use

Question

Non User Type(Stakeholder)

and level of use

Question

NGOs (non-limited use)

What do you think M&E is about and what would interest you in the field? What do you think are perceived challenges or barriers to entering the field? Do you think the field is useful and what do you think would make it attractive to organisations

Experienced evaluator (none-limited use)

Dear experienced evaluators: What are the challenges that you think young evaluators face, why do you think they face them, are you positively inclined to hire a novice/junior young evaluator- why or why not? What prejudices and assumptions do you hold?

Government

(no use)-only experienced and generally unqualified personnel promoted to M&E officers

What are the challenges that you think young evaluators face in government positions and why do you think they face them, are you positively inclined to hire a novice/junior young evaluator- why or why not? What prejudices and assumptions do you hold?

Private sector (no use)

What do you think M&E is about and what would interest you in the field? What do you think are perceived challenges or barriers to entering the field? Do you think the field is useful and what do you think would make it attractive to organisations in the private sector? What about hiring novice or junior evaluators- would you hire them- why or why not and what do you think can be done to make a private organisation more receptive to junior/novice/emerging evaluators?

   

Academia

(no-limited)

What do you think M&E is about and what would interest you in the field? Whether you think are perceived challenges or barriers to entering the field? Do you think the field is useful and what do you think would make it attractive to organisations?

The aforementioned process promted us to ask- who are our stakeholder that could create a demand for YEEs? https://slack-files.com/T014DS68HQA-F016RTTMGRL-1984745931

---We had a persona discussion to identify who would be our entry point through which we could develop robust case studies to advocate our project to the other secondary stakeholders, various scenarios were conducted as to where do we enter with our project -(do we target Education institutions and the implications for YEE- Not really building experience so we dropped that because it builds knowledge)- we looked at government (also not great because of limited demand for YEE due to weak understanding, uptake and utilization of data and M&E and weak statistical advocacy across the national statistics system), we looked at private sector focusing on those that employ corporate social responsibility and they are hardly going to employ YEE when they do not see a need for M&E. Given NGOs compete with the same donors for funding, they are likely to be able to demonstrate impact of projects- through advocacy along this line, the M&E capacity building workshop that the implementing organisation, Research and Development Africa are conducting in partnership with BOCONGO to create awareness and demand for M&E and pitching the value of YEE as a possible catalyst for NGOs systems strengthening along reporting lines, monitoring, evaluation, impact and sustainability, and the limited budget small rural NGOs have- we see that NGOs would be most suitable place to create demand. This demand is envisaged to create institutionalization of M&E within the long-run thereby creating a sustainability of employment opportunities for YEEs. 09.07.2020 17:00

https://evalhackathon.slack.com/files/U016YUV8NAD/F016XRY2J0M/team_revised.png 13.07.2020 08:50

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Updated 13.07.2020 20:07

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YEE

Young and emerging evaluators (YEE)

Young and emerging evaluators (YEE) often hit a hard brick wall when trying to find a job in evaluation: they are not hired because they don't have enough experience, but cannot gain experience if they are not hired. Furthermore, they are not been actively engaged in developmental discourse and discussion. How can we help YEE better enter the evaluation career path? How can they participate in post-Covid recovery and evaluation development agenda?

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