Evaluation Function

Permanent URI for this collectionhttps://hdl.handle.net/10568/108606

Browse

Now showing 1 - 20 of 134

Evaluation of Scaling Efforts in CGIAR: Technical Note
(Report, 2026-03-03) CGIAR Independent Advisory and Evaluation Service
CGIAR has maintained a long-standing commitment to scaling the public benefits of its innovations and has recently reinforced this priority. This renewed emphasis has generated an increasing need for the systematic evaluation of scaling efforts. This Technical Note provides guidance to evaluators on approaches for assessing CGIAR’s scaling efforts. It builds on established evaluation theory and practice and clarifies the ways in which the evaluation of scaling differs from conventional program evaluation. The Note proposes a structured framework that organizes key evaluation questions around criteria and principles. Recognizing that the evaluation of scaling remains an evolving area of practice, this Note is conceived as a living document. It will be tested, refined, and periodically updated as CGIAR accumulates experience and learning from implementation.
Resilient Agrifood Systems Science Group Evaluation Case Study: the “OneHealth” Approach and its Application in Viet Nam
(Case Study, 2026) Bennett, Ben
This sub-study on One Heath Approach was conducted as part of the independent evaluation of the Resilient Agrifood Systems (RAFS) Science Group. RAFS SG evaluation followed the Terms of Reference (ToR) under the umbrella of the evaluation of CGIAR Science Groups (SGs). The One Health Initiative under RAFS SG aimed to generate solutions to existing and emerging complex health threats through a One Health Approach (OHA). Work packages were global in scope and spanned the management of zoonotic diseases, antimicrobial resistance, food safety, and water quality. Methodology followed RAFS SG framing and included analysis of evidence from OH Initiative activities in Viet Nam; site visits, and in-depth interviews with 45 individuals, either singularly or in focus groups. Quality of Science (QoS) was also assessed and contributed towards the overall RAFS QoS assessment. The OHA was found highly relevant to Viet Nam’s rapidly industrializing and urbanizing context, where swift social and economic change, combined with strong government commitment, created significant potential for rapid learning and application of results. Early signs are promising that aspects of the approach may be effective, but the results are yet to demonstrate impact, particularly at scale. The OHI in Viet Nam provided a strong example of partnership with stakeholders leading to the uptake of policies and approaches, and important new areas for capacity building emerged, with food safety uptake in meat markets being a strong example. Findings and conclusions led to two recommended actions: - A more consistent and focused program of activities in sub-themes, such as ‘food loss and waste’ and ‘circular economy’ actions, could lead to greater impact if there were cross-Initiative thematic leadership. - A CGIAR wide approach to managing science quality, including the postgraduate researcher learning experience, is recommended, as this could lead to important improvements in practice and quality. The recommended actions above were considered in the development of the formal recommendations under the RAFS SG Evaluation. Their implementation status in available in the MR Actions Tracker (https://www.cgiar.org/management-response-actions-tracker) by the Portfolio Performance Unit of the CGIAR. To learn more ab out RAFS Science group evaluation, please visit https://iaes.cgiar.org/evaluation/science-group-evaluations/resilient-agrifood-systems
Risk Management and Resilience: Learning on CGIAR's Ways of Working
(Brief, 2025-12-30) CGIAR Independent Advisory and Evaluation Service
The CGIAR 2030 Research and Innovation Strategy sets the stage for doing business differently to ensure that research provides real solutions for development. To support these changes, CGIAR is committed to following seven new implementation approaches, or Ways of Working (WoWs). This brief summarizes key findings from an evaluative learning report on one of CGIAR’s Way of Working on targeting risk management and resilience as essential qualities of food, land, and water systems. The methodology is based primarily on a structured desk review of internal and external evidence, including The Independent Advisory and Evaluation Service (IAES)-led evaluations; Independent Science for Development Council (ISDC) and Standing Panel on Impact Assessment (SPIA) reviews, center- and Board-led evaluations, inception reports from the 2025–30 CGIAR Research and Innovation Portfolio, and relevant external literature. The findings indicate that CGIAR has established a strong foundation of solutions addressing climate, disease, and production-related risks and is increasingly integrating resilience concepts; however, sustained progress will require a clearer system-wide understanding of approaches to risk and resilience, stronger metrics for monitoring resilience outcomes, deeper engagement with partners, and closer alignment between foresight analyses and country-level planning to ensure scalable and durable impact across the 2025–2030 portfolio and beyond. You can access the full report Risk Management and Resilience: Summary of Learning on CGIAR’s Ways of Working.
Digital Revolution: Learning on CGIAR’s Ways of Working
(Brief, 2025-12-15) CGIAR Independent Advisory and Evaluation Service
The CGIAR 2030 Research and Innovation Strategy sets the stage for doing business differently to ensure that research provides real solutions for development. To support these changes, CGIAR is committed to following seven new implementation approaches, or Ways of Working (WoWs). This brief summarizes key findings of an evaluative learning report on one of CGIAR’s Way of Working, to make the digital revolution central to how it operates. It assesses how digital tools are being used to enhance collaboration, innovation, and inclusion across CGIAR research programs. The methodology is based primarily on a structured desk review of internal and external evidence, including The Independent Advisory and Evaluation Service (IAES)-led evaluations; Independent Science for Development Council (ISDC) and Standing Panel on Impact Assessment (SPIA) reviews, center- and Board-led evaluations, inception reports from the 2025–30 CGIAR Research and Innovation Portfolio, and relevant external literature. The findings indicate that CGIAR is progressing toward a more digitally connected and data-driven research ecosystem, but sustained investment in capacity, governance, and inclusive partnerships will be essential to ensure equitable and scalable impact across the 2025–2030 portfolio and beyond. You can access the full report Digital Revolution: Learning on CGIAR Ways of Working.
Systems Transformation and Multiple Pathways: Learning on CGIAR’s Ways of Working
(Brief, 2025-12-15) CGIAR Independent Advisory and Evaluation Service
The CGIAR 2030 Research and Innovation Strategy sets the stage for doing business differently to ensure that research provides real solutions for development. To support these changes, CGIAR is committed to following seven new implementation approaches, or Ways of Working (WoWs). This brief summarizes key findings of an evaluative learning report on two of CGIAR’s Way of Working; embracing a systems transformation approach to deliver multiple benefits across five SDG-linked Impact Areas, and; generating scientific evidence on diverse transformation pathways suited to different contexts. It examines CGIAR’s progress toward more integrated, systems-oriented research and innovation. The methodology is based primarily on a structured desk review of internal and external evidence, including The Independent Advisory and Evaluation Service (IAES)-led evaluations; Independent Science for Development Council (ISDC) and Standing Panel on Impact Assessment (SPIA) reviews, center- and Board-led evaluations, inception reports from the 2025–30 CGIAR Research and Innovation Portfolio, and relevant external literature. The findings indicate that CGIAR is advancing toward a more integrated and locally grounded model of food systems transformation; however, achieving lasting and scalable impact will require stronger institutional alignment, sustained and flexible funding, and empowered partnerships that effectively link systems change with pathways for scaling across the 2025–2030 portfolio and beyond. You can access the full report Systems Transformation & Multiple Pathways: Learning on CGIAR’s Ways of Working.
Innovative Finance: Learning on CGIAR’s Ways of Working
(Brief, 2025-12-19) CGIAR Independent Advisory and Evaluation Service
The CGIAR 2030 Research and Innovation Strategy sets the stage for doing business differently to ensure that research provides real solutions for development. To support these changes, CGIAR is committed to following seven new implementation approaches, or Ways of Working (WoWs). This brief summarizes key findings from an evaluative learning report on one of CGIAR’s Way of Working on innovative finance as a mechanism to support delivery of its research and innovation agenda. The methodology is based primarily on a structured desk review of internal and external evidence, including The Independent Advisory and Evaluation Service (IAES)-led evaluations; Independent Science for Development Council (ISDC) and Standing Panel on Impact Assessment (SPIA) reviews, center- and Board-led evaluations, inception reports from the 2025–30 CGIAR Research and Innovation Portfolio, and relevant external literature. The findings indicate that CGIAR has strong scientific credibility, global networks, and technical expertise that can be used to attract and inform innovative finance instruments. However, lasting progress will require building institutional capacities and strengthening strategic coherence across centers to translate finance innovation into scalable impact across agri-food systems. You can access the full report Innovative Finance: Learning on CGIAR’s Ways of Working.
Risk Management and Resilience: Summary of Learning on CGIAR’s Ways of Working
(Report, 2025-11-30) Humphrey, Sarah; Theuri, George
This summary of learning, prepared under the System Council–endorsed Multi-Year Evaluation Plan (MYEP), synthesizes evidence on CGIAR’s Ways of Working (WoWs) identified in the CGIAR 2030 Research and Innovation Strategy as priority approaches for CGIAR to do business differently, namely: • Targeting risk-management and resilience as critical qualities for Food Land and Water systems. The study examines CGIAR’s progress in integrating risk management and resilience within food, land, and water systems. Drawing on IAES Evaluation Function evaluations, Independent Science for Development Council (ISDC) and CGIAR Standing Panel on Impact Assessment (SPIA) sources, 2025–30 Portfolio inception reports, external literature, and field evidence from the Republic of Uganda, the report synthesizes progress, challenges, and opportunities in implementing the WoW. Overall, the summary found that CGIAR has built a strong base of solutions addressing climate, disease, and production losses associated with risks, and is increasingly embedding resilience concepts across its programs. Sustained progress will depend on clearer system-wide understanding of approaches to risk and resilience, stronger metrics for monitoring resilience outcomes, deeper engagement with partners, and tighter links between foresight analyses and country-level planning.
Making CGIAR Evaluations Gender Responsive and Inclusive: Integrating Gender Equality Youth and Social Inclusion (GEYSI) & Gender Diversity and Inclusion (GDI)
(Report, 2025-11-26) CGIAR Independent Advisory and Evaluation Service
Evaluating GEYSI and GDI requires specific evaluation approaches, questions, appropriate methods of inquiry and data gathering techniques, and dedicated analysis. While the Evaluation Framework and Policy frame and guide evaluation, evaluation teams require CGIAR-contextual nuancing.[1] These guidelines build on CGIAR’s own gender-related framing, to focus on how to engage with GEYSI and GDI in process and performance evaluations.[2] The purpose is to provide IAES, CGIAR and evaluation teams with practical advice on how to incorporate a GEYSI and GDI lens to meet two main objectives: • Guide how to approach GEYSI and GDI in all evaluation phases, and • Highlight the roles and responsibilities for evaluating GEYSI and GDI. GEYSI and GDI considerations should be integrated across all phases of the evaluation process, irrespective of the evaluation scope and theme, recognizing that some evaluations will assess equity or inclusion as a primary focus. [1] Three CGIAR documents identify the need to focus on GEYSI and GDI in an evaluative process: (1) sub-study under the SG Evaluations (2024); (2) GENDER Platform Evaluation (2023); and (3) Gender, Youth, Inclusion and Diversity Evidence Compendium (2021), available by request from IAES. [2] Additional related Evaluation Guidelines and Method Notes are available.
Management Engagement and Response: Process and Performance Evaluations in CGIAR: Guidelines
(Internal Document, 2025-11-26) CGIAR Independent Advisory and Evaluation Service
These Guidelines intend to improve the use and uptake of evaluations across CGIAR, and to strengthen accountability and adaptive management underscored by a culture of learning, by: • Clarifying roles and responsibilities of managers, commissioners, and evaluators. • Providing a pathway for preparing effective and impactful Management Response • Enhancing the quality, utility, and impact of evaluations and MRs. • Promoting cost- and time-effective evaluation practices. • Enabling managers to apply recommendations for informed decisions and strategic direction. Ultimately, these Guidelines support a continuous learning culture, enabling CGIAR managers to use evaluative recommendations for informed decision-making and strategic direction.
Synthesis of Learning on CGIAR's Ways of Working
(Report, 2025-11-15) CGIAR Independent Advisory and Evaluation Service
This synthesis of learning on CGIAR’s Ways of Working (WoWs), prepared under the System Council–endorsed Multi-Year Evaluation Plan (MYEP), brings together evidence on all WoWs featured in the CGIAR 2030 Research and Innovation Strategy, which outlines how CGIAR aims to work differently. These include: - Embracing a systems transformation approach, seeking multiple benefits across five Sustainable Development Goal (SDG)-linked Impact Areas. - Generating scientific evidence on multiple transformation pathways. - Positioning regions, countries, and landscapes as central dimensions of partnership, worldview, and impact. - Harnessing innovative finance to leverage and deliver research through new investment and funding models. - Targeting risk-management and resilience as critical qualities for food, land, and water systems. - Making the digital revolution central to our way of working. - Leveraging ambitious partnerships for change in which CGIAR is strategically positioned. The IAES Evaluation Function (EF) produced five summaries on WoW areas to support learning and decision-making among CGIAR governance and management bodies on the operationalization of WoWs (see the ToR). This synthesis highlights key learning across the five reports (read the full reports in the Learning Hub).
Digital Revolution: Learning on CGIAR's Ways of Working
(Report, 2025-11-15) Highet, C.; Theuri, George
This summary of learning, prepared under the System Council–endorsed Multi-Year Evaluation Plan (MYEP), synthesizes evidence on one of the seven CGIAR’s Ways of Working (WoWs) identified in the CGIAR 2030 Research and Innovation Strategy as priority approaches for CGIAR to do business differently, namely: • Making the digital revolution central to our Way of Working. The study examines how CGIAR is leveraging digital tools to enhance collaboration, innovation, and inclusion across its research programs and initiatives. Drawing on IAES Evaluation Function evaluations, Independent Science for Development Council (ISDC) and CGIAR Standing Panel on Impact Assessment (SPIA) sources, 2025–30 Portfolio inception reports, external literature, and field evidence from the Republic of Uganda, the report synthesizes progress, challenges, and opportunities in implementing the WoWs. Overall, the summary found that CGIAR is advancing toward a more digitally connected and data driven research ecosystem. Sustained investment in capacity, governance, and inclusive partnerships will be critical in ensuring that digital revolution delivers equitable and scalable impact across 2025 – 2030 portfolio and beyond.
Innovative Finance: Learning on CGIAR’s Ways of Working
(Report, 2025-11-15) Preissing, John; Theuri, George
This summary of learning, prepared under the System Council–endorsed Multi-Year Evaluation Plan (MYEP), synthesizes evidence on one of CGIAR’s Ways of Working (WoWs) identified in the CGIAR 2030 Research and Innovation Strategy as a priority approach for CGIAR to do business differently, namely: • Harnessing innovative finance to leverage and deliver research through new investment and funding models. The summary examines CGIAR’s progress towards innovative finance and resource mobilization, drawing on IAES Evaluation Function evaluations, Independent Science for Development Council (ISDC) and CGIAR Standing Panel on Impact Assessment (SPIA) sources, 2025–30 Portfolio inception reports, external literature, field evidence from the Republic of Uganda, and a webinar with key stakeholders. The report presents findings, lessons learned, key evidence gaps, and provides strategic takeaways for CGIAR and partners to gain greater traction in innovative finance. Overall, the summary found that CGIAR has strong scientific credibility, global networks, and technical expertise that can be used to attract and inform innovative finance instruments. Lasting progress will require building institutional capacities and strengthening strategic coherence across centers to translate finance innovation into scalable impact across agri-food systems.
Systems Transformation and Multiple Pathways: Learning on CGIAR’s Ways of Working
(Report, 2025-10-30) Howard, Julie; Theuri, George
This summary of learning, prepared under the System Council–endorsed Multi-Year Evaluation Plan (MYEP), synthesizes evidence on two of CGIAR’s Ways of Working (WoWs) identified in the CGIAR 2030 Research and Innovation Strategy as priority approaches for CGIAR to do business differently, namely: • Embracing a systems transformation approach, seeking multiple benefits across five Sustainable Development Goal (SDG)-linked Impact Areas; and • Generating scientific evidence on multiple transformation pathways that are appropriate to different contexts. The study examines CGIAR’s progress toward integrated, systems-oriented research. Drawing on IAES Evaluation Function evaluations, Independent Science for Development Council (ISDC) and CGIAR Standing Panel on Impact Assessment (SPIA) sources, 2025–30 Portfolio inception reports, external literature, and field evidence from the Republic of Uganda, the report synthesizes progress, challenges, and opportunities in implementing the WoWs. Overall, the summary found that CGIAR is moving toward a more integrated and locally grounded model of food systems transformation. Lasting progress will depend on institutional alignment, sustained funding, and empowered partnerships that bridge scaling and systems change.
Terms of Reference: Evaluation Reference Group (ERG)
(Report, 2025-06-30) CGIAR Independent Advisory and Evaluation Service
Social Network Analysis For The Evaluation Of Development Interventions: A Methods Note
(Report, 2024-09-30) Anand, Shweta; Carneiro, Bia
This methods note introduces Social Network Analysis (SNA) as a valuable tool for evaluating development interventions, particularly in research-for-development (R4D). It defines SNA, explores its applications in the social sciences, and outlines key steps for conducting an SNA—from data collection to interpretation. By examining case studies, the note illustrates how SNA helps assess stakeholder relationships, track information flows, and analyze network structures. It highlights the benefits of SNA in development evaluation, such as monitoring network evolution, strengthening partnerships, and improving decision-making. Additionally, it provides guidance for young evaluators on overcoming challenges in implementing SNA. The document also explores how SNA integrates with Developmental Evaluation (DE), leveraging participatory methods and network visualization to enhance program effectiveness. By applying SNA, evaluators can uncover hidden patterns, improve collaboration, and generate actionable insights for more impactful interventions.
MELIA Needs Assessment Results: Assessing the Evaluability of CGIAR’s 2025-30 Portfolio
(Brief, 2025-04-30) CGIAR Independent Advisory and Evaluation Service
In preparing to assess the evaluability of CGIAR’s 2025-30 Portfolio, IAES surveyed colleagues of the Portfolio’s 13 Science Programs and Accelerators (SP/A’s) to identify specific needs and concerns towards the development of the Evaluability Assessment (EA) Terms of Reference (ToRs) and support during the Portfolio inception period. The survey was jointly designed and administered with the IAES Evaluation Function and CGIAR’s Project Coordination Unit (PCU), with the intent to support SP/A’s colleagues as they prepared their Inception Reports for submission to the Portfolio Performance Unit (PPU) by 2 June 2025. The survey included 13 questions that are open- and closed-ended. The survey focused on respondents’ expectations about the EA and their desired output and outcome from the exercise. Respondents were asked to comment on short descriptions of each of the six domains of the EA Framework and identify key challenges within each, as related to the development of Monitoring, Evaluation and Learning (MEL) plans and MELIA activities in their SP/A. They ranked the domains according to perceived needs. These six domains are outlined and defined in Annex 1, and the survey questions are found in Annex 2.
Summary of Learning on Monitoring, Evaluation, Learning and Impact Assessments (MELIA)
(Report, 2025-03-30) Gullotta, Gaia; Jersild, Amy; Templeton, Deborah; Negroustoueva, Svetlana
The continuum of Monitoring, Evaluation, Learning, and Impact Assessment (MELIA) is essential to the effective delivery of CGIAR’s Research Portfolio. To support the ambitions of the CGIAR 2030 Research and Innovation Strategy and the CGIAR Performance and Results Management Framework (PRMF), the MELIA framework must be agile, evidence-based, and capable of generating real-time insights that inform strategic decision-making and reinforce CGIAR’s credibility with stakeholders. It plays a critical role in ensuring that interventions are assessed against their theories of change (ToCs), enabling clear reporting outcomes, and continuous learning. This approach is anchored in the CGIAR-wide Evaluation Framework and Policy (2022) which defines the principles for learning, steering and accountability. Evaluability and measurability are further guided by the Evaluability Assessment Guidelines (2022), ensuring that CGIAR’s work remains results-focused, transparent, and impact-driven. To support the implementation of CGIAR’s 2025-30 Portfolio, this learning product presents MELIA-related findings and recommendations drawn from evaluation of previous CGIAR research portfolios. This learning product draws on evaluative insights from Research Programs (CRPs) and Science Groups (SGs), including 11 studies produced by the Evaluation Function of CGIAR’s Independent Advisory and Evaluation Service (IAES), and by the Portfolio Performance Unit (PPU) between 2021-24. Its aim is to take stock of key lessons, prioritize and highlight the evidence behind 36 MELIA-related recommendations to support the inception phase of the new 2025-30 Portfolio. It also contributes to the design and implementation of evaluability assessments (EAs) for the 12 Science Programs and Accelerators as outlined in the System Council endorsed 2025-27 Workplan for CGIAR's IAES (SC/M21/DP5). For ease of reference, this document is organized around four MELIA-related themes: Theory of Change (ToC); Monitoring, Evaluation, and Learning (MEL); Indicators and Reporting; and Impact Assessment. Management Responses (MRs) for ten studies commissioned by the System Council are available in the MR Actions Tracker.
Review of CGIAR Management Response System to Independent Evaluations
(Report, 2025-05-30) Hofer, Silke; Leibovici, Didier; Molinari, Marta; Jouini, Ibtissem
The CGIAR Independent Advisory and Evaluation Service[KB1] (IAES) 2022‒24 Multi-Year Workplan (2021; re-confirmed 2024) provides for the review of CGIAR’s Management Response (MR) System. The CGIAR IAES Evaluation Function conducted the review. Aligned with both accountability and learning objectives, the review assessed effectiveness and efficiency of the CGIAR MR system. The review team adopted a participatory approach, including a hybrid short-form workshop to refine recommendations with key stakeholders (Montpellier, France, 17 December 2024). Review methods included document review, semi-structured interviews, benchmarking review (report accessible online), and an online survey. Targeted analytical methods encompassed expert analysis of the MR Tracker's usability, and a case study focused on the Digital & Data thematic area. Conclusions were drawn through triangulation of data sourced from various methods and resources. CGIAR management developed a formal MR to the review; the CGIAR Integrated Partnership Board provided feedback on the review report and related MR. IAES also developed its MR as part of the evaluand and as a receiver of one of the three recommendations. Pursuant to Article 6.1 t of the CGIAR System Framework, the System Council endorsed the review of the MR System Report and Annexes presented by IAES (Decision Number: M21-EDP9; on 18 April 2025). Learn more about effective management engagement for evaluations and management response within CGIAR and explore the Management Engagement and Response (MER) Resource Hub: https://iaes.cgiar.org/evaluation/management-engagement-and-response-mer-resource-hub
Evaluation of CGIAR GENDER Platform: Evidence Module Study
(Report, 2023-04-30) Forsythe, L. ; Stathers, T.
The Generating Evidence and New Directions for Equitable Results (GENDER) Platform began in early 2020, just prior to the COVID-19 pandemic. The Platform’s work is organized into three modules: Evidence, Methods, and Alliances. A rigorous analysis of the process and performance of each of the modules was undertaken during evaluation of the GENDER Platform (GP) in 2022-2023. The Evaluation of CGIAR GENDER Platform: Evidence Module Study aims to identify and fill priority evidence gaps and improve the quantity and quality of gender-related evidence for topics of global interest. By doing so, the Evaluation Manager (EM) aims to promote the development of scalable intentional technologies and strategies to achieve gender-equitable development outcomes. It strives to position the GP as the go-to place for high-quality evidence and knowledge on equitable and sustainable food systems. The EM began by mapping the evidence gaps and synthesizing the existing evidence. The EM then commissioned strategic research to address priority research gaps on women’s empowerment aiming to identify solutions and trajectories which reduce gender inequalities in agri-food systems. The EM works with a wide variety of partners who share mutual interests to achieve the intended outcomes. Aligned to the overall evaluation methodology, the EM evaluation used a mixed-methods approach involving a review of documents and media, targeted consultations with 28 key stakeholders, and selected findings from the online survey, which was conducted as part of the overall evaluation.
Terms of Reference: Evaluability Assessments of CGIAR’s Portfolio 2025-2030
(Report, 2025-03-30) CGIAR Independent Advisory and Evaluation Service
The Multi-Year Evaluation Plan includes Guided Evaluability Assessments (EAs) in the first half of 2025 of all portfolio components. EAs are engineered to support the inception period of programs and accelerators, to build strong MELIA plans in anticipation of mid-line evaluations in 2027. These Terms of Reference (ToRs) present the design and approach to assessing the Evaluability Assessments (EA) of 13 Science Programs and Accelerators (P/As), including Genebank, of CGIAR’s 2025-30 Portfolio, an activity included in the System Council-endorsed Multi-Year Evaluation Plan (MYEP), and presented in the 2025-27 workplan for CGIAR's Independent Advisory and Evaluation Service (IAES) (SC/M21/DP5). CGIAR’s Evaluation Framework defines evaluability as “the extent to which an intervention can be evaluated in a reliable and credible fashion; the concept is central to a culture of results. A strong focus on evaluability at the design and inception stage facilitates overall ‘measurability’, monitoring and subsequent evaluation”. This exercise will use IAES’ guideline for EAs 2022, which includes a framework with six domains: 1) Intervention logic; 2) MEL systems and resources; 3) Gender diversity and inclusion; 4) Long-term evaluability; 5) Context and environment; and 6) Management and stakeholder engagement and response. A bespoke application of the EA process will both facilitate the use of EA results in the inception phase of the 2025-30 Portfolio and inform and support evaluation readiness (e.g., for 2027 mid-line evaluations of the 2025-30 Portfolio (also included in the MYEP linked above). The overall aim for the EA exercise will be to provide actionable recommendations in support of improved MELIA components in the Portfolio. Explore the IAES Evaluability Assessments Hub to discover how EAs ensure reliable and measurable evaluations: https://iaes.cgiar.org/evaluation/cgiar-evaluation-framework-and-policy/evaluability-assessments-enhancing-pathway-impact

Browse

Recent Submissions