Monthly Corner
Claudy Vouhé shared GRB in local authorities (French)
Gender-Responsive Budgeting (GRB) shows that the development of a budget and budgetary choices are powerful levers in terms of gender equality. We share our lessons learned in the field: a 5-step method, concrete examples (culture, sport, subsidies, public procurement, etc.) and keys to success. An operational work to objectify the impact of public policies and budgets and make RHL accessible.
Anuradha Kapoor Shared Swayam Recent Published Study
This exploratory study foregrounds the largely invisible issue of natal family violence (NFV) in India, exploring its forms, prevalence, and deep, long-term impacts on women's lives. It challenges the myth of the natal home as a safe space and centres survivor voices and lived experiences. The findings expose systemic silences and institutional barriers to justice. It offers vital insights for policy reform, feminist praxis, and deeper societal reflection.
Research Workshop on School Violence Prevention and Response - BLOG POST
Blog post summarizing key findings from each presentation and highlighting the outstanding research of all participants
Tara Prasad Gnyawali - Narrative
My flashback to working with wildlife-affected communities living in a biological transboundary corridor in Bardiya, Nepal, where I spent my golden 15 years. This story reflects changes that demonstrate how a community's tolerance extends to coexistence, and that is only due to the well-integrated planning of Ecotourism opportunities for the community.
Mehreen Farooq - BLOG
Events
Vacancies
- We’re Hiring: National Evaluation Consultant – Bangladesh
UN Women is recruiting a National Evaluation Consultant (Bangladesh) to support the interim evaluation of the Joint Regional EmPower Programme (Phase II).
This is a great opportunity to work closely with the Evaluation Team Leader and contribute to generating credible, gender-responsive evidence that informs decision-making and strengthens programme impact.
📍 Location: Dhaka, Bangladesh (home-based with travel to project locations)
📅 Apply by: 24 February 2026, 5:00 PM
🔗 Apply here: https://lnkd.in/gar4ciRr
If you are passionate about feminist evaluation, gender equality, and rigorous evidence that drives change (or know someone who is) please apply or share within your networks.
- Seeking Senior Analyst - IPE Global
About the job
IPE Global Ltd. is a multi-disciplinary development sector consulting firm offering a range of integrated, innovative and high-quality services across several sectors and practices. We offer end-to-end consulting and project implementation services in the areas of Social and Economic Empowerment, Education and Skill Development, Public Health, Nutrition, WASH, Urban and Infrastructure Development, Private Sector Development, among others.
Over the last 26 years, IPE Global has successfully implemented over 1,200 projects in more than 100 countries. The group is headquartered in New Delhi, India with five international offices in United Kingdom, Kenya, Ethiopia, Philippines and Bangladesh. We partner with multilateral, bilateral, governments, corporates and not-for-profit entities in anchoring development agenda for sustained and equitable growth. We strive to create an enabling environment for path-breaking social and policy reforms that contribute to sustainable development.
Role Overview
IPE Global is seeking a motivated Senior Analyst – Low Carbon Pathways to strengthen and grow its Climate Change and Sustainability practice. The role will contribute to business development, program management, research, and technical delivery across climate mitigation, carbon markets, and energy transition. This position provides exceptional exposure to global climate policy, finance, and technology, working with a team of high-performing professionals and in collaboration with donors, foundations, research institutions, and public agencies.
Wish I had done this 11 years ago
Greetings from Beautiful Boise!
My new guest blog post on communicating with policymakers was published this morning by the Evaluation Capacity Development Group (ECDG).
I believe communication is probably one of the most important and challenging aspects of my job as the director of a legislative evaluation shop. Policymakers are busy folks with many competing things on their minds. Getting their attention isn’t easy. Having worked for them for so many years, I thought they knew about my office—like who we are, what we do, how we do it, and why we do it. Not quite so.
Here is the link to the post:
http://www.ecdg.net/2014/07/28/wish-i-had-done-this-11-years-ago/
Let me know what you think about the post by commenting below or on the ECDG site.
Being the director of Idaho’s legislative evaluation office for more than 11 years has taught me many things. One of them is the complex nature of communication with policymakers. I believe this is probably one of the most important and challenging aspects of my job. Policymakers are busy folks with many competing things on their minds. Getting their attention isn’t easy. Having worked for them for so many years, I thought they knew about my office—like who we are, what we do, how we do it, and why we do it. Not quite so.
First, let me tell you a bit about my office. My office operates under the general direction of the Joint Legislative Oversight Committee—an eight-member, bipartisan committee that is equally divided between the two houses of the legislature and the two major political parties. The committee is co-chaired by a Republican and a Democrat; one of them is a senator and the other a representative. They alternate chairing the committee meetings.
The committee meets publicly 5 or 6 times a year to consider new assignments for us, hear our presentations on our independently completed evaluation projects, and release our evaluation reports to the public. In addition to these meetings, I keep legislative leadership, the joint budget committee, relevant policy committees, and individual legislators informed of our work.
I have done many things to connect with policymakers. Since joining the office as its director, I have focused on telling everyone about what we have done and the impact of our work, what we are doing, and what we can do. I have shared with them all the good news about the national recognition we continue to receive (awards, appointments, publications, and praises of our work in the news media). I have worked hard at helping policymakers with drafting their evaluation requests, answering their questions about a particular policy or program, and assisting them with drafting legislation to address our evaluation recommendations…
…but ignored one critical activity. While busy with showcasing our work and accomplishments andassisting policymakers with their questions, I made an assumption that policymakers knew about the nature of our work and the importance of how we do that work. I devoted very little time to explain this to policymakers. In retrospect, it has been a big mistake!
In spite of our numerous accomplishments and accolades, during the past six months, members of my oversight committee have raised some questions about our evaluation process and expressed an interest in changing certain aspects of the process. This came as a total surprise to me. I realized that we can’t just sit on our laurels and expect the busy policymakers to know the what, why, and how of the evaluation process and its relevance to the policymaking process.
Two weeks ago I did what I should have done 11 years ago. At a meeting of our oversight committee on July 14, I took the time to explain our evaluation process to the committee. I structured my comments in four categories:
Value. First I talked about our accomplishments in terms of value for scarce taxpayer dollars. I highlighted some of the key policy and program changes that were linked to our evaluation findings and recommendations over the past 11 years. I talked about how the implementations of our recommendations have saved tens of millions of taxpayer dollars.
Credibility. Next I told my committee that our office enjoys a high level of credibility within the state government, with the people of Idaho and the Idaho news media, and among colleagues in the field of evaluation. I provided many examples to illustrate what I meant by credibility:
- People trust the independence and nonpartisan nature of our work.
- The oversight committee and legislative leadership depend on us for providing honest answers to their tough questions without any personal or political agenda.
- The legislature, the governor, agency officials, and other stakeholders know that we do highquality evaluation work that is accurate, in-depth, and responsive to their information needs.
- We are transparent in the way we carry out our evaluation work.
- We treat all stakeholders with respect and we are sincere in our communications with them.
Framework. I explained to the committee that accomplishments, accolades, and resulting credibility did not happen by chance. There has been a systematic effort on our part to strive to get to where we are today. We have operated within a well thought out framework, which consists of state law, committee rules, evaluation standards and guidelines, and our own office policies and procedures.
I thanked my committee and legislative leadership for allowing us to work within this framework. As we know, in political environments, often there are temptations to deviate from the established framework to achieve short-term personal and political objectives.
Independence. Finally, and most importantly, I emphasized to my committee that the cornerstone of this framework is our independence in carrying out the evaluation work. I requested my committee members to keep independence in mind when proposing any changes to our evaluation process. Any impairment to that independence, even a perception of impairment, would be detrimental to the people’s confidence and trust in our office. After all, the mission of our office is to promote confidence and accountability in state government.
You can’t ever communicate too much. In this post I have shared with you my experiences and thoughts on working with public policymakers. Conducting evaluation in public policy environments is challenging but professionally rewarding. The rewarding aspect of our work greatly depends on our abilities to communicate with policymakers. I hope you find this post useful. Please share your experiences and thoughts in the comments below.
[For details, please see my article titled Evaluator Advocacy: It Is All in a Day’s Work, American Journal of Evaluation, published online April 25, 2014.]
Add a Comment
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Comment by Rakesh Mohan on August 2, 2014 at 12:07
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Thank you for liking the post, Rituu.
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Thank you much for the nice comment, Susmita. You may wish to read the following:
Promoting the Use of Government Evaluations in Policymaking. Rakesh Mohan and Kathleen Sullivan (Editors), vol. 112, 2006
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Comment by susmita mukherjee on August 1, 2014 at 9:58
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brilliant! its worth learning for all who are struggling to work with policy makers.
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