Before joining CGIAR, Ibtissem Jouini served as a Regional Evaluations Specialist at the Food and Agriculture Organization (FAO) of the United Nations, where she managed decentralized evaluations and designed capacity development activities within the FAO Office of Evaluation (OED). Prior to this role, she led multiple independent evaluations and studies. Her professional journey also includes substantial contributions to International Development Organizations and Foundations. In these positions, she operated either as M&E or Program Manager for various national, regional, and global projects. She actively participates in several evaluation associations. She leads the working group on the professionalization of evaluation at the Asociación Ibérica de Profesionales Evaluadores (APROEVAL), and she is a member of the European Evaluation Society (EES), and the MENA Evaluators Network (EvalMena).
Posted on 23/05/2024
Dear Colleagues,
Thank you for sharing your thoughts. Your insights have highlighted key points about this topic. Our Evaluation Function is committed to continuing this discussion. Currently, we are conducting a study to identify the conditions under which different evaluation management approaches are likely to succeed and to explore collaboration strategies between independent offices to overcome management challenges. We will soon launch an online survey to map evaluation practices across independent evaluation offices and plan to bring this discussion topic to the upcoming European Evaluation Conference.
I enjoyed reading your contributions and I have summarized your key points here:
Lal Manavado, you emphasized the importance of effective evaluation management in facilitating evaluators' work, ensuring relevant data collection, and fostering collaboration. You also highlighted how managers can provide holistic guidance to enhance the evaluation process, especially when evaluators need extensive background information.
Gebril Mahjoub Osman, you underscored the necessity of preserving the independence of evaluation teams. Your argument against the active participation of evaluation managers, due to potential biases and conflicts of interest, suggests a role in facilitation and support rather than direct involvement.
Vicente Plata, you stressed the value of effective communication, such as initial and final meetings between evaluation managers and teams, to provide contextual insights and refine conclusions. Your point that evaluations must balance data with an understanding of the project's broader impact on the actors involved is well-taken.
Cristian Maneiro, you recommended that evaluation managers should be supported by evaluation analysts to manage workloads effectively. Your note on certain evaluation approaches, such as Developmental Evaluation, emphasizes a more formative focus. In these cases, the evaluation manager's involvement as an integral part of the program being evaluated is essential. This approach fosters greater ownership and promotes internal learning within the organization.
Hadera Gebru, you supported the idea that the roles and responsibilities of evaluation managers should be clearly defined and communicated. Your advocacy for strategic involvement to ensure high-quality and credible evaluation results, while preserving the independence of evaluators, is valuable in my point of view.
Adéléké Oguniyi, I agree with you on the importance of the inception phase as a foundation for successful evaluations. Your highlight on the need for clear communication, setting expectations, and collaborative planning between evaluation managers and external evaluators is key to the process.
Anne Clémence Owen, you discussed the dual role of evaluation managers in supporting the evaluation process and promoting learning. Your point that managers' involvement should be clearly defined from the design stage to ensure alignment with evaluation goals and organizational requirements is important.
Musa K. Sanoe, you noted the significance of proper orientation and clear role definitions for evaluation managers. Your emphasis on the need for strategic involvement of managers at critical steps to maintain the evaluation’s credibility and independence is very insightful.
In conclusion, these collective insights underscore the value of balancing the involvement and independence of evaluation managers. Thank you all for your valuable contributions to this important discussion. Please let me know if you would like to be involved further in this project. Don’t hesitate to write to me at: i.jouini@cgiar.org.
Best regards,
Ibtissem
Italy
Ibtissem Jouini
Senior Evaluation Manager
CGIAR
Posted on 02/09/2025
Dear Monica,
The practice shows that even the most rigorous and high-quality evaluations do not guarantee that their findings and recommendations will be used underscoring the need for deliberate efforts to embed evaluation use within decision-making processes. While research on the factors influencing the use of evaluations continues to evolve, several best practices have emerged to enhance their uptake. These include producing more accessible formats such as short reports, briefs, and videos, as well as offering one-on-one briefings to engage stakeholders effectively and meaningfully. Participatory approaches, such as workshops to refine or co-create recommendations, have also gained attention as strategies to foster ownership and relevance.
I would like to contribute to the discussion by sharing a few resources that the CGIAR IAES Evaluation Function has been working on to improve the use of evidence and evaluations in CGIAR and beyond:
Link: https://iaes.cgiar.org/sites/default/files/pdf/Mapping%20management%20practices_final%2029%20August_0.pdf
This study explores how evaluation management practices affect the use of evaluation findings and recommendations in decision-making, policies, and actions. It maps practices across independent evaluation entities and highlights perceptions of evaluation use in multilateral organizations. Beyond CGIAR, the study seeks to spark wider dialogue within the evaluation community on how management arrangements can enhance the relevance and influence of evaluations. Drawing on a literature review and the mapping of evaluation management practices, it offers conclusions and recommendations organized around the key phases of an evaluation.
Link: https://cgspace.cgiar.org/server/api/core/bitstreams/46ead1fc-5f24-45a6-a908-478cced8a811/content
This benchmarking study maps existing Management Response structures, processes, and review methodologies, exploring best practices in implementation, oversight mechanisms, and tracking systems to support evaluation uptake.
Link: https://iaes.cgiar.org/sites/default/files/pdf/Review%20of%20CGIAR%20Management%20Response%20System%20to%20Independent%20Evaluations%20_1.pdf
The CGIAR IAES Evaluation Function conducted this review of the CGIAR Management Response System. Aligned with both accountability and learning objectives, the review assessed the effectiveness and efficiency of the CGIAR MR system.
Best regards,
Ibtissem Jouini