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This brief argues that reforms implemented in these countries have not yielded optimal results because they have not been contextualised to fit local country settings. Using the PDIA model, the study analysed the adaptation process of a specific institutional reform intervention in South Africa and Uganda – MPAT – to further explore the conditions of adaptation and test this proposition.

Ce mémoire fait valoir que les réformes mises en oeuvre dans ces pays n’ont pas donné les résultats optimaux car elles n’ont pas été contextualisées pour s’adapter aux contextes des pays locaux. En utilisant le modèle PDIA, l’étude a analysé le processus d’adaptation d’une intervention spécifique de réforme institutionnelle en Afrique du Sud et en Ouganda – MPAT – afin d’explorer plus avant les conditions d’adaptation et de tester cette proposition.


This practice brief highlights the capacity development efforts by stakeholders in the parliamentary space through Twende Mbele and the Centre for Learning on Evaluation and Results (CLEAR-AA) peer learning programme. It looks at some of the challenges facing parliamentarians – both generators and users of evidence, and the benefits of taking part in the peer learning programme where the with the help of capacity development partners as facilitators, meet and share best practises.

 Five years into implementing the NES, DPME started an evaluation of the entire system. The purpose of the evaluation was to assess whether implementation of the NES since 2011/12 is having an impact on the programmes and policies evaluated, the departments involved and other key stakeholders; and to determine how the system needs to be strengthened.

A great deal has been written about the importance of achieving prioritisation in public sector planning, and even more has been written about how this could be done, but most of the latter work focuses on the theory of how this is to be achieved (the assumed characteristics of a successful prioritisation system, the suggested components of a performance management system, etc.). There is little systematic work that considers critically what works, what doesn’t work and why, and how these conclusions might be relevant in the South African context.

With respect to the issue of “alignment”, there is less critical research to be found, nor is there universal agreement on exactly what “alignment” means in the complex environment of the public sector. The term is often used without having a clear definition attached to it. However, two useful conceptualisations of the terms suggest that alignment may be used to assess what is happening within one particular organisation as well as how this dynamic is manifested across the public sector.it is helpful to conceive of alignment as a process, something that needs to be actively and continuously managed, rather than a static structure or regulation. The aim of this research is to undertake a literature review focusing on two areas:

  • Approaches, processes and tools that could support more effective plan prioritisation and budget alignment; and
  • The utilization of monitoring and evaluation systems and information to support better prioritisation and alignment.

On a beaucoup écrit sur l’importance de la hiérarchisation des priorités dans la planification du secteur public, et beaucoup plus sur la manière dont cela pourrait être fait, mais la plupart de ces derniers se concentrent sur la théorie de la réalisation de cet objectif caractéristiques d’un système de hiérarchisation réussi, les composants suggérés d’un système de gestion de la performance, etc.). Il existe peu de travaux systématiques qui examinent de manière critique ce qui fonctionne, ce qui ne fonctionne pas, pourquoi et comment ces conclusions pourraient être pertinentes dans le contexte sud-africain.

En ce qui concerne la question de «l’alignement», il y a moins de recherches critiques à trouver et il n’y a pas non plus d’accord universel sur ce que signifie exactement «alignement» dans l’environnement complexe du secteur public. Le terme est souvent utilisé sans définition claire. Cependant, deux conceptualisations utiles des termes suggèrent que l’alignement peut être utilisé pour évaluer ce qui se passe au sein d’une organisation donnée, ainsi que la manière dont cette dynamique se manifeste dans le secteur public. Il est utile de concevoir l’alignement en tant que processus, ce qui nécessite être activement et continuellement gérée, plutôt qu’une structure ou une réglementation statique. Le but de cette recherche est d’entreprendre une revue de la littérature portant sur deux domaines:

  • Approches, processus et outils pouvant favoriser une priorisation plus efficace du plan et un alignement du budget; et
  • L’utilisation de systèmes de suivi et d’évaluation et d’informations pour permettre une meilleure hiérarchisation et un meilleur alignement.

CSOs come with varying human and financial capabilities, and serve on issues ranging from basic social services to the protection of human and environmental rights. As such, CSOs represent a wealth of knowledge and potential influence, and have much to offer in the process of national development.

Within a countries evaluation ecosystem, CSOs play a significant role as a source of evidence generation. They employ monitoring and evaluation (M&E) professionals; commission evaluations in different countries, and in many cases, they have the more advanced M&E systems, generating significant amounts of data and evaluation evidence.


The importance of strengthening national evaluation systems is gaining traction with more states investing in developing the evaluation capacity of their institutions and systems for improved program delivery. Embedded in that approach, is the development of homegrown evaluation tools to conduct country-driven evaluations to improve overall government efficiency and effectiveness. Mainstreaming gender into evaluation policies and processes and involving national gender machineries should be part of the “modus operandi” of national evaluation systems. A national gender machinery monitors government actions to promote gender equality (Testolin, 2001).


A great deal has been written about the importance of achieving prioritisation in public sector planning, and even more has been written about how this could be done, but most of the latter work focuses on the theory of how this is to be achieved (the assumed characteristics of a successful prioritisation system, the suggested components of a performance management system, etc.). Twende Mbele commissioned a literature review focusing on two areas:

  • approaches, processes and tools that could support more effective plan prioritisation and budget alignment; and
  • the utilisation of monitoring and evaluation systems and information to support better prioritisation and alignment.

A review of literature – drawn from a wide range of disciplines – suggests that there are a number of factors that are positively correlated with long-term and sustainable improvements in the process of prioritisation as well as monitoring and evaluation in the public sector.


On a beaucoup écrit sur l’importance de la hiérarchisation des priorités dans la planification du secteur public, et beaucoup plus sur la manière dont cela pourrait être fait, mais la plupart de ces derniers se concentrent sur la théorie de la réalisation de cet objectif caractéristiques d’un système de hiérarchisation réussi, les composants suggérés d’un système de gestion de la performance, etc.). Twende Mbele a commandé une revue de la littérature portant sur deux domaines:

  • approches, processus et outils susceptibles de renforcer l’efficacité de la hiérarchisation des plans et de l’alignement du budget; et
  • l’utilisation de systèmes de suivi et d’évaluation et d’informations pour permettre une meilleure hiérarchisation et un meilleur alignement.

Une revue de la littérature – tirée d’un large éventail de disciplines – suggère qu’il existe un certain nombre de facteurs en corrélation positive avec des améliorations durables et à long terme du processus de priorisation ainsi que du suivi et de l’évaluation dans le secteur public.


As more evaluations are commissioned and undertaken in African countries, it is clear that the current supply of good evaluators is constrained, with relatively small group of professional suppliers taking up most of the larger evaluation studies. As more governments demand more evaluative evidence, the number and quality of human resources required to meet this will grow. At the current level of demand, problems with the size of the pool of available evaluators, the quality of their deliverables and their ability to respond to government terms of reference (ToRs), consolidates an already skewed evaluation market.

During 2017 and early 2018, Twende Mbele commissioned separate diagnostic studies on the supply and demand of evaluators in Uganda, Benin and South Africa. While the studies were separate, they had similar terms of reference. This policy brief provides an integrated summary of the three studies. Additional detail can be found in the country-specific diagnostic reports.


Alors que de plus en plus d’évaluations sont commandées et entreprises dans des pays africains, il est clair que le nombre actuel de bons évaluateurs est limité, un groupe relativement restreint de fournisseurs professionnels reprenant la plupart des grandes études d’évaluation. De plus en plus de gouvernements exigent de plus en plus de preuves évaluatives, le nombre et la qualité des ressources humaines nécessaires pour y parvenir vont augmenter. Au niveau actuel de la demande, les problèmes liés à la taille du bassin d’évaluateurs disponibles, à la qualité de leurs produits livrables et à leur capacité à répondre aux termes de référence du gouvernement consolident un marché de l’évaluation déjà faussé.

En 2017 et au début de 2018, Twende Mbele a commandé des études de diagnostic distinctes sur l’offre et la demande d’évaluateurs en Ouganda, au Bénin et en Afrique du Sud. Les études étaient distinctes, mais leur mandat était similaire. Cette note d’orientation fournit un résumé intégré des trois études. Des détails supplémentaires sont disponibles dans les rapports de diagnostic spécifiques à chaque pays.

This assessment aims to describe the level of gender-responsiveness in key policies and processes, as well as understand the extent to which there is gender disaggregation in the data that is collected to monitor and evaluate progress through the 14 Outcomes of the Medium Term Strategic Framework (MTSF), and, in a number of cases, these relate to the Annual Performance Planning (APP) processes. It is intended that this will also aid the identification of opportunities within existing processes within GWM&E to mainstream gender. The specific objectives were: (i) Review the extent to which the GWM&E system is being implemented in a manner that is gender responsive. (ii) Examine the data being collected against the indicators within the 14 outcomes of the Medium Term Strategic Framework and conduct an analysis of the extent to which these are gender responsive and disaggregated in terms of gender. (iii) Offer insights on gender in the National Evaluation System.(iv) Provide three case studies which present some of the ways in which these sectors include gender in planning, accountability and M&E, including relevant indicators and data sources outside of the MTSF. (v) Connect with Department of Women liaison, as well as other key role players, to establish gaps in gender in GWM&E and opportunities to enhance gender-responsiveness and disaggregation, with particular reference to engagement in the workshop.

A consultant was recruited to finalise the diagnostic study of the national monitoring and evaluation system (NMES) of Benin. The objective of the activity is to improve the quality of the diagnostic report of the responsiveness of Benin’s national monitoring and evaluation system in relation to gender and to propose a budgeted action plan project to improve it. Specifically, the study included the following tasks:(i) Examine the existing study report; (ii) Collect of additional data;(iii) Refine the existing report;(iv) Develop strong recommendations based on the results of the study;(v) Propose a draft budgeted action plan for the implementation of the recommendations. Based on the results and recommendations from the assessment of Benin’s national monitoring and evaluation system, a multi-year action plan was developed to improve NMES in relation to the different criteria for gender integration. This report is an English translation of the theory of change, results and recommendations. The full background and methodology can be found in French full report. Additional notes on the methodology are found in the three-country synthesis report.

Malgré un cadre juridique et institutionnel favorable à la promotion de l’égalité des sexes, l’intégration du genre dans le système de suivi évaluation du Bénin reste perfectible à bien des égards. La politique nationale d’évaluation adoptée en 2012 ne fait presque pas de provision en matière d’intégration des questions d’égalité des sexes dans les évaluations des politiques publiques nationales. Pourtant, des efforts sont faits par les acteurs du système national de suivi évaluation pour l’intégration des questions de genre dans les évaluations nationales, même si ceci n’est pas systématique et généralisé à tous les secteurs. Le défaut d’un cadre réglementaire et de lignes directrices contraignantes, le manque de capacités techniques et de ressources financières en matière d’intégration et d’analyse genre par les acteurs du SNSE et surtout la faiblesse institutionnelle des principaux organismes nationaux en charge de promotion du genre constituent les principaux facteurs qui limitent la sensibilité genre du système national de suivi évaluation du Bénin.

Although progress has been made by governments to drive change by fostering gender equality and the rights of women, the extent of gender responsiveness of national monitoring and evaluation systems is still a subject of investigation. It is against this background that the study seeks to:(i) Review Uganda’s National Evaluation system;(ii) Use the AGDEN diagnostic tool to review a) broad National M&E policy, b) Institutional Arrangements and Capacities, and c) Processes and Procedures; (iii) Identified potential barriers and enablers to having a well-functioning gender responsive M&E system; (iv) Identifying and developing concrete strategies (or recommendations) for strengthening Uganda country’s system. The study used mixed methods mainly involving four steps. Step 1 involved review of status reports, policies and strategies related to Uganda national monitoring and evaluation system. Step 2 was the stakeholders’ consultations that were guided by AGDEN diagnostic tools. The respondents were mostly representatives from Prime Minister’s Office, line ministries; gender related government offices, CSOs/Champions as well as donor community. Step 3 was the processing and analysis of collected data using content analysis; while step 4 was the drafting of the report which was done in close support from AGDEN focal supervisor.

Teams of national experts were commissioned in Benin, Uganda and South Africa to carry out a country diagnostic of the gender responsiveness of National Monitoring and evaluation system which aims to:(i) Use the AGDEN gender diagnostic tool to review National Monitoring and Evaluation System (NMES) including : a) the National M&E policy, b) institutional arrangements and capacities, and c) processes and procedures;(ii)Identify potential barriers and enablers to having a well-functioning gender responsive M&E system at the country level;(iii)Identifying and developing concrete strategies (or recommendations) to strengthen the gender responsiveness of country’s Monitoring and Evaluation system.

In June 2007, the President of Benin, in an effort to make the Government’s interventions effective to the benefit of the population, awarded the public action evaluation mission to the Ministry of Forecasting, Development and Evaluation. of Public Action (MPDEAP), which became the Ministry of Forecasting, Development, Evaluation of Public Policies and Coordination of Government Action (MPDEPP-CAG) in June 2009. While the MPDEPP- CAG has become the Ministry of Development, Economic Analysis and Prospective (MDAEP), the evaluation of public policies is now the remit of the Primature (Prime Minister’s office). Development of evaluative practice in Benin has been recognized as a necessity by all stakeholders in the development process, the Government intends to develop in coherence with the continuation of the reform of results-based management, a genuine national system of development, evaluation that will help improve public action and strengthen the evaluation culture within the Public Administration. The present national evaluation policy constitutes a unifying tool for the realization of this ambition.

Le Président de la République du Benin, dans un souci d’efficacité des interventions du Gouvernement en faveur des populations, a attribué en juin 2007 la mission d’évaluation de l’action publique au Ministère de la Prospective, du Développement et de l’Evaluation de l’Action Publique (MPDEAP), devenu Ministère de la Prospective, du Développement, de l’Evaluation des Politiques Publiques et de la Coordination de l’Action Gouvernementale (MPDEPP-CAG) en juin 2009. Alors que le MPDEPP-CAG est devenu le Ministère du Développement, de l’Analyse Economique et de la Prospective
(MDAEP), l’évaluation des politiques publiques relève désormais des attributions de la Primature. Le développement de la pratique évaluative au Bénin ayant été reconnu comme une nécessité par toutes les parties prenantes au processus de développement, le Gouvernement envisage de
développer en cohérence avec la poursuite de la réforme de la gestion axée sur les résultats, un véritable système national d’évaluation qui contribuera à améliorer l’action publique et à renforcer la culture évaluative au sein de l’Administration publique. La présente politique nationale d’évaluation constitue un outil fédérateur pour la concrétisation de cette ambition.

Representatives from Kenya, Rwanda, Tanzania, Uganda, The East African Legislative Assembly, South Africa, Malawi, and Ghana have called for improved research and evidence use in African Parliaments. They were hosted by the Parliament of Uganda for a workshop on research and evidence use in the Parliament Context.

The demand for National Evaluation Policies (NEPs) has gained traction in Africa as more countries acknowledge the value of evaluation in enhancing efficiency, effectiveness, and equity in public and development management. As these countries implement developmental programmes and projects they require appropriate and effective monitoring and evaluation systems to measure performance, assess impact and draw lessons for future programmes and projects. Similarly, the Sustainable Development Goals call for country-led systems to measure effectiveness, efficiency, relevance, sustainability, and the impact of development interventions.

La demande de politiques nationales d’évaluation (PNE) a gagné du terrain en Afrique, alors que de plus en plus de pays reconnaissent la valeur de l’évaluation pour améliorer l’efficacité, l’efficience et l’équité dans la gestion publique et du développement. À mesure que ces pays mettent en œuvre des programmes et des projets de développement, ils ont besoin de systèmes de suivi et d’évaluation appropriés et efficaces pour mesurer les résultats, évaluer l’impact et tirer des enseignements pour les programmes et projets futurs. De même, les objectifs de développement durable préconisent des systèmes pilotés par les pays pour mesurer l’efficacité, la pertinence, la durabilité et l’impact des interventions de développement.

Le Gouvernement de la République du Bénin a fait de l’évaluation une priorité nationale depuis 2007. L’ambition affichée par les autorités au plus haut niveau est de précéder toute action publique, d’une évaluation rigoureuse. À ce titre, le Gouvernement entend développer tous les outils nécessaires pour la conduite des évaluations de qualité. Après l’élaboration et l’adoption en 2012 de la Politique Nationale d’Evaluation (PNE), le deuxième acte fort dans la mise en place des outils de programmation et de management de l’évaluation est le guide méthodologique national d’évaluation. Ce guide vise donc à assurer un maximum d’homogénéité et de standardisation dans la conduite et l’utilisation des résultats des évaluations. Il clarifie, entre autres :

  • la méthodologie d’élaboration des Termes de Référence (TDR) des évaluations;
  • la démarche et l’approche méthodologique à utiliser pour mener chaque type d’évaluation;
  • les critères à utiliser pour mener les évaluations conformément aux normes et standards;
  • les structurations types des rapports d’évaluation de projets/programmes/politiques;
  • les différents types d’évaluation à conduire;
  • le profil d’acteurs qualifiés pour conduire les évaluations;
  • les canevas types d’appréciation de la qualité des évaluations.

Assessing Evaluation Education In African Tertiary Education Institutions: Opportunities And Reflections

This article investigates the status quo of evaluation education in selected tertiary institutions in Anglophone African countries. Findings indicate that evaluation education in Anglophone African tertiary institutions is mostly in the nascent stages and there are mixed feelings on the appropriate entry levels (undergraduate or postgraduate). The study highlights the need for developing a specialized evaluation curriculum as well as the potential for collaboration among various stakeholders in strengthening the design and implementation of evaluation education.

At a Glance: 6 Countries’ NES

The policy- and decision-making environment is inherently political – both party political in terms of achieving an electoral mandate, and in terms of organisation politics and the political economy of the country. This leads to webs of power and influence, through which stakeholders must learn to navigate. In this context, evaluation evidence is one influence on outcomes. It requires translating complex evaluation findings into usable information and recommendations, building a portfolio of evidence, a coalition of stakeholders to support it, and ensuring its use requires planning and influencing strategies.

La Direction Générale de l’Evaluation (DGE) a conduit depuis 2010, quatorze évaluations de politiques publiques. Ces évaluations ont permis de faire des diagnostics des différentes politiques, d’en relever les acquis et les faiblesses et de formuler des recommandations en vue de leur amélioration.

L’évaluation d’une politique publique n’est utile que lorsque les résultats qui en sont issus participent à l’amélioration de la prise de décision. L’utilisation de l’évaluation consiste en l’exploitation des résultats pour la formulation et la mise en oeuvre des réformes ou actions d’amélioration des services publics. Dans le but d’analyser les processus et dynamiques d’utilisation des résultats et recommandations de neuf évaluations de politiques publiques réalisées entre 2010 et 2013, la DGE a entrepris en 2015 une activité de suivi de l’utilisation des résultats de ces évaluations. L’objectif général du suivi est de s’enquérir des dispositions prises par les ministères sectoriels pour la mise en oeuvre des recommandations issues des évaluations afin d’assurer l’efficacité du service public.

Le présent rapport, qui rend compte de cette activité, est structuré en quatre parties. La première partie présente la démarche méthodologique suivie pour la réalisation de l’activité ; la deuxième partie présente une synthèse globale du niveau d’utilisation des résultats d’évaluations pour l’ensemble des ministères sectoriels, tandis que la troisième partie en donne les détails par politique évaluée ; quant à la quatrième partie, elle capitalise les leçons apprises et propose des recommandations à l’endroit du Gouvernement.

Advancing Evidence-Based Practice for Improved Public Sector Performance: Lessons from the Implementation of the Management Performance Assessment Tool in South Africa

Enhancing public sector performance is on the agenda of most governments. In South Africa, there is a dearth on studies that systematically assess the implementation of public sector performance improvement tools. This article is based on the study that explores the implementation of the Management Performance Assessment Tool (MPAT) within the South African public sector for the period 2011-2016.  The critical implementation components are outlined and lessons from the implementation process are drawn to inform future practice.

This article documents the experience of these three countries and summarises the progress made in deepening and widening their national evaluation systems and some of the cross-cutting lessons emerging at an early stage of the Twende Mbele partnership.


Diagnostic on the Supply and Demand of Evaluators: Uganda

In April of 2018, Twende Mbele and the Office of the Prime Minister commissioned a diagnostic study on the supply and demand of evaluators in Uganda. On the supply side, the study established that there is a substantial potential pool of M&E consultants in Uganda. The study also established that there are a number of organisations and networks for evaluation capacity building in Uganda. On the demand side, the Government has in place guidelines for the public sector and the Ugandan Evaluation Association has developed and approved standard guidelines that stipulate that evaluators and evaluation teams must be independent, trustworthy and transparently selected.


Diagnostic on the Supply and Demand of Evaluators: South Africa

This diagnostic study on the supply and demand of evaluators in South Africa revealed that on the supply side, the size of the potential supply market will vary depending on how an ‘evaluation consultant’ is defined. The diagnostic was able to produce quantitative estimates of current and projected government demand and some qualitative assessment of non-government demand. It was also able to identify qualitative issues and insights into the research questions related to capacity and skills, representivity, accessibility, pricing and costs.

Diagnostic on the Supply and Demand of Evaluators: Benin

In April of 2018, Twende Mbele and the Office of the Evaluation of Public Policies and Analysis of Government Action (BEPPAAG), commissioned a diagnostic study on the demand and supply of evaluators. The study focused on the following:

  • evaluation market (its strengths and weaknesses),
  • the supply and demand capacities for evaluation services (to take stock of skills and identify needs for evaluation capacity building to balance demand and supply for evaluators)
  • the size of the evaluation market (as a means of achieving a balance between supply and demand for evaluation), especially in a context of growing demand for valuations.

Diagnostic on the supply and demand of evaluators in Uganda, Benin and South Africa

During 2017 and early 2018, Twende Mbele commissioned separate diagnostic studies on the supply and demand of evaluators in Uganda, Benin and South Africa. While the studies were separate, they had similar terms of reference. The purpose of the diagnostic studies was to provide a demand-and-supply profile of evaluators in these three countries. And the aim on the other hand, was to ascertain whether supply is, and will be in the future, sufficient to meet demand, and what should be done to grow local supply. In all three countries, one of the main barriers to entry was found to be weaknesses with government capacity to formulate, procure and manage evaluations. Nevertheless, in all three countries the diagnostic was able to produce a qualitative assessment of the ability of supply to meet demand, both currently and in the future.

Scoping Visit to Niger: August 2017

The Twende Mbele Program scoping mission in Niger was conducted under favourable conditions and provided a synoptic view of the country’s monitoring and evaluations system. It has yielded satisfactory results as relates to the term of reference, and it offers interesting prospects for the future of an evaluation system in Niger. Authorities and representatives of government agencies were helpful and cooperative, and are identified as actors in the development chain. The Twende Mbele Program Team observed an awareness of M&E issues  and the need to create an effective system in Niger. It was also observed that, in addition to a general awareness, there is strong political commitment at the highest level of government. Two major areas of cooperation were noted by the team and will be submitted to the Twende Mbele management committee, these consist of: capacity building for M&E actors and support for the creation of an effective M&E system, but more importantly the institutionalization of public policy evaluation in Niger.

Scoping Visit to Kenya: 19-22 June 2017

A Twende Mbele Team, comprising of the Acting Commissioner of Monitoring and Evaluation- Uganda’s Office of the Prime Minister, the Uganda Programme Coordinator for Twende Mbele and The Deputy Director General for Research and Evaluation of South Africa’s Department of Planning, Monitoring and Evaluation (DPME), met with key officials from the Kenyan Government, members of Evaluation Society of Kenya and representatives of other key non state actors. In Kenya, the core work for monitoring and evaluation is delivered using the National Monitoring and Evaluation System (NIMES) coordinated by the Monitoring and Evaluation Directorate (MED) domiciled in the Ministry of Devolution and Planning. Key gaps were noted in the M&E policy and It is therefore important that M&E systems and practices in Kenya be strengthened through the Twende Mbele programme by peer learning across the continent.

Mission Expliotaire Au Niger: Août 2017

La mission exploratoire du programme Twende Mbele au Niger a été menée dans des conditions favorables et a fourni une vision synoptique du système de suivi et d’évaluation du pays. Il a donné des résultats satisfaisants en ce qui concerne le mandat et il offre des perspectives intéressantes pour l’avenir d’un système d’évaluation au Niger. Les autorités et les représentants des organismes gouvernementaux ont été utiles et coopératifs et ont été identifiés comme des acteurs de la chaîne de développement. L’équipe du programme Twende Mbele a observé une prise de conscience des problèmes de S & E et de la nécessité de créer un système efficace au Niger. Il a également été observé que, outre une prise de conscience générale, il existe un fort engagement politique au plus haut niveau du gouvernement. Deux grands domaines de coopération ont été notés par l’équipe et seront soumis au comité de gestion de Twende Mbele: renforcement des capacités des acteurs du S & E et soutien à la création d’un système de S & E efficace, mais surtout institutionnalisation de l’évaluation des politiques publiques au Niger.

Scoping Visit to Ghana: 13-15 June 2017

A Twende Mbele delegation undertook a scoping visit to Ghana. The purpose of the visit was to determine how best Twende Mbele could partner with Ghana on M&E, based on their M&E capacity. Over two days, the delegation met with key M&E drivers in the public sector to gauge the level of priority given to M&E in Ghana. Two issues pose a great challenge to the strengthening of the M&E system in Ghana, firstly is the absence of a national evaluation policy and secondly is the lack of capacity around M&E. The changes in governments and realignment of priorities is to blame for the its absence. And, the lack of capacity is a pressing issue as it has a direct impact on the day to day work of M&E duties. And this is where Twende Mbele would like to partner with Ghana, in the strengthening of capacity around evaluations. Ghana has, however, taken it upon itself to strengthen its M&E capacity through the establishment of two new ministries: The Ministry of Planning, and the Ministry of Monitoring and Evaluation.

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