Senior consultant for NRM and biodiversity, Green economy
consultant
Posted on 29/08/2025
The organisational culture and strategic management decisions influence the uptake of recommendations.
I mainly recommend 4-8 actions which the client can implement in a given timeframe and ask staff what kind of recommendations they want to hear / give themselves / give other projects with the same topic.
Some international organisations or project teams see evaluation reports as a tool for accountability and less for learning; so giving recommendations for learning would be a waste of time., recommendations for data gathering and improving the monitoring system can be given.
Further, recommendations which are outside the theory of change / the understanding of the evaluation object by the client / users of evaluations, can not be given even if they are useful. One example is if a project manager of an international organisations acts like a manager of an INGO despite having a UN passport it is hard to communicate to clients what the role of the UN in a field of action can / should be beyond implementing a one country project . Or Environmental INGOs reinvent the wheel in promoting small green businesses being unable to take on the body of learning from organisations for SME promotion because it is outside their social network .
RE: How to Ensure Effective Utilization of Feedback and Recommendations from Evaluation Reports in Decision-Making
Germany
Ines Freier
Senior consultant for NRM and biodiversity, Green economy
consultant
Posted on 29/08/2025
The organisational culture and strategic management decisions influence the uptake of recommendations.
I mainly recommend 4-8 actions which the client can implement in a given timeframe and ask staff what kind of recommendations they want to hear / give themselves / give other projects with the same topic.
Some international organisations or project teams see evaluation reports as a tool for accountability and less for learning; so giving recommendations for learning would be a waste of time., recommendations for data gathering and improving the monitoring system can be given.
Further, recommendations which are outside the theory of change / the understanding of the evaluation object by the client / users of evaluations, can not be given even if they are useful. One example is if a project manager of an international organisations acts like a manager of an INGO despite having a UN passport it is hard to communicate to clients what the role of the UN in a field of action can / should be beyond implementing a one country project . Or Environmental INGOs reinvent the wheel in promoting small green businesses being unable to take on the body of learning from organisations for SME promotion because it is outside their social network .