Domaines d'expertise:
Je sui titulaire de 3 différents master 2 en :
- finances et marché des capitaux à l'IFACE /UCAD
- audit et contrôle de gestion, FASEG /UCAD
- management et régularisation des marchés publics, ARMP/Dakar Sénégal
- doctorante (en cours ) sur la gestion des projets thème: le Partenariat public privé comme un mode alternatif de financement des infrastructure au Sénégal à FUNIBER
Expérience Professionnelle
- Chef du Bureau stratégie d'intervention sur les marchés à la division du politique d'endettement de la direction de la Dette publique du Trésor;
- Contrôleur des marchés publique pour une duré de 4 ans à la Cellule passation des marchés au ministère des finances et du Budget;
- Responsable Administratif et financier du projet d'appui à la promotion du secteur prive (PAPSP)
- Chef du Bureau Administratif Financier de la Direction d'Appui au Secteur Privé
- caissière à l'ACEP
Senegal
Amy MARA
Economiste et Specialiste en Passation de Marché
Direction de la Dette Publique
Posted on 17/04/2026
Hello,
My dear Silva,
Your analysis is highly insightful and warrants further consideration, particularly regarding the need to rethink the purpose of evaluation beyond a mere focus on compliance.
The proposed reflection raises a fundamental and pertinent question: that of the true purpose of evaluation. Indeed, if evaluation is reduced to a compliance function, it is limited to verifying whether the actions taken correspond to the initial forecasts, without truly questioning their relevance, their impact or their ability to adapt to changing realities.
From this perspective, the introduction of forward-looking methods into an evaluation confined to a compliance-based approach appears insufficient. It even risks reproducing the same patterns, by simply projecting already fixed assumptions into the future, without questioning the analytical frameworks. Thus, anticipating the future without transforming the purpose of evaluation amounts to prolonging a retrospective approach in another form.
Consequently, the central issue becomes the transformation of the role of evaluation. It is no longer merely a matter of confirming a plan, but of questioning the assumptions underpinning it, identifying the gaps between intentions and results, and above all, supporting decision-making in uncertain contexts. A forward-looking evaluation must be a tool for learning, adaptation and innovation.
Freeing evaluation from the obligation to confirm the plan entails several major changes. Firstly, accepting that programmes may evolve in line with realities on the ground. Secondly, incorporating more flexible approaches, such as real-time evaluation or adaptive learning. Finally, recognising that evaluation can produce critical findings, sometimes at odds with the initial objectives.
However, this transformation is not without its challenges. It requires a shift in institutional culture, where decision-makers accept uncertainty and questioning. It also necessitates enhanced technical capabilities and greater openness to stakeholder participation.
In conclusion, evaluation can only truly incorporate a forward-looking dimension if it breaks free from its strictly normative function. It must evolve towards a strategic role, focused on learning and anticipation, in order to better address the complex and dynamic challenges of public policy.
Amy MARA
Economist
Dakar, Senegal
Senegal
Amy MARA
Economiste et Specialiste en Passation de Marché
Direction de la Dette Publique
Posted on 25/03/2026
Traditionally, evaluation has been viewed as a retrospective exercise aimed at analyzing the results of a project or public policy after its implementation. However, in a context marked by uncertainty and the growing complexity of public interventions, evaluation is gradually shifting toward a more forward-looking approach, focused on anticipation and continuous improvement.
First, forward-looking evaluation relies on the integration of learning mechanisms. It is no longer merely a matter of judging past performance, but also of identifying lessons learned in order to improve the design and implementation of future actions. This approach promotes adaptive management of projects and programs.
Second, forward-looking evaluation relies on the use of foresight tools such as scenario analysis, ex-ante impact assessments, and risk modeling. These tools help inform decision-making in advance and guide public policies toward sustainable outcomes.
Furthermore, future-oriented evaluation encourages real-time monitoring and continuous assessment. Through information systems and performance indicators, it becomes possible to adjust interventions as they are implemented. This dynamic enhances the responsiveness and effectiveness of projects.
Finally, the forward-looking dimension of evaluation involves greater stakeholder participation. Engaging beneficiaries, decision-makers, and experts helps identify future needs, anticipate challenges, and develop tailored solutions.
Ultimately, shifting from retrospective to prospective evaluation involves transforming evaluation into a true decision-making tool. It thus becomes a strategic lever that not only analyzes the past but, above all, prepares for the future and sustainably improves public action.
Ms. Amy MARA
Economist and procurement specialist
Ph.D. candidate in project management