WORKSHOP INFORMATION

  • NEC Conference 2019 Workshops 20-10-19

Trainer: Jyotsna (Jo) Puri
Level: Beginner/Intermediate
Language: English

Workshop description:
What are the most effective and innovative business procedures for developing positive social impact around the world? When is it a great business practice to contribute for social good? How do you target an investment approach that tries to make both financial return and measurable positive, environmental or social impact?
This training will introduce participants to the basics of impact investing. Through this workshop, participants will analyze classic models of impact investments, key actors involved in the impact investing ecosystem, impact measurement components, tools and frameworks.
By gaining an outline of the current landscape of impact investing, participants will learn and be able to apply impact investing methods into this emerging sector. Participants will also gain a deep understanding of the subject by analyzing the scope of financing and investment approaches used by impact investors.

This workshop would align with the NEC Conference strand of transforming evaluation for transformative development (new trends in evaluation).

Learning outcomes:
Participants will discuss opportunities in impact investing and the role that evaluators can and should play including some challenges in delivering these to the satisfaction of all parties. By the end of this training, participants will be able to deal with challenges in impact investing and how to find opportunities to invest in social and environmental impact.

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Trainers: Dominika Wojtowicz and Tomasz Kupiec 
Level: Beginning/intermediate
Language: English

Workshop description: 

The Knowledge Brokers workshop provides participants with skill on how to gain credible knowledge and effectively disseminate it among target audience –potential evaluation users. The workshop is based on a specially designed tabletop simulation game. During the workshop participants play the role of managers of evaluation units. Their mission is to help different decision makers in successful implementation of socio-economic projects. They do it by acquiring and then feeding evaluation findings to potential knowledge users.

Participants gain points for:

  • selecting appropriate decision-maker from the perspective of stated problem, b) choosing research design, that provide credible and solid findings,
  • and picking feeding methods suited for particular user (eg. politician, program manager, etc.).
All decisions are made under time and resource limitations pressure. The game is run in turns,which are followed by detailed feedback and debriefing sessions, all grounded in evaluation theory and latest empirical research on evidence used in decision-making.

The workshop provides participants with 6 key knowledge brokering skills:
  •  identifying knowledge needs of policy actors;
  • acquiring credible studies;
  • combining results into policy arguments;
  • reaching users with appropriate dissemination strategies;
  • delivering research results at the right moment of decision-making cycle;
  • managing a unit and its network with limited resources.

The workshop has been designed for:
  • employees of analytical and evaluation units;
  • employees of units managing public interventions (formulating, implementing);
  • senior civil servants supervising both mentioned types of units.

Learning outcomes:

For employees of analytical and evaluation units workshop:
  • broadens their spectrum of research designs or introduce this perspective for those who so far use the less advanced category of research methods;
  • teaches an integrated approach to applied research -from need assessment, through design of the study, to communication and dissemination of results;
  • provides a holistic understanding of the place and role of expertise and analyses in the decision-making process;
  • increases their understanding of colleagues from management units -their needs, the conditions in which they operate and the dynamic s of cooperation with them.

For employees of units managing public interventions (formulation implementation) and senior civil servants workshop:
  • provides quick and effective learning relating to "the nuts and bolts" of applied research.
  • raises their awareness of the importanceof credible knowledge in the decision-making process,
  • strengthens cooperation withcolleagues from analytical and evaluation units by enhancing mutual understanding.
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Trainer: Bassirou Chitou
Level: Intermediate
Language: French

Workshop description: 

Cet atelier se propose de se focaliser sur l’utilisation pratique des techniques de sondage probabiliste utilisées dans le suivi et l’évaluation des programmes de développement. Cet atelier aidera les participants à comprendre comment utiliser ces techniques. Les sujets traites comprennent le sondage aléatoire simple, le sondage systématique, le sondage stratifie, le sondage PPS, le sondage par grappes, etc. Les participants utiliseront le MS Excel et des outils du Web pour mettre en pratique ces techniques. Les sondages probabilistes aident les décideurs et créateurs de politique publique à généraliser leurs résultats à l’ensemble de la population d’intérêt
 
Sujet Traite

  • Concepts de base du sondage probabiliste
  • Comment faire un Sondage Aléatoire Simple
  • Comment mettre en pratique un Sondage Systématique
  • Comment faire un Sondage Stratifie
  • Travaux de Groupe
  • La Pratique du Sondage a Deux Degrés
  • La Sélection des Unités Primaires
  • La Sélection des Unités Secondaires
  • Travaux de Groupe

A l’issue de cet atelier, les participants :
  • Auront une compréhension pratique des diverses techniques de sondage utilisées dans le suivi et évaluation ;
  • Développer l’habileté a tirer les divers échantillons probabilistes dont ils auront besoin dans leurs travaux ;
  • Être au parfum des divers outils disponible sur l’internet ou avec Excel pour mettre en œuvre les sondages probabilistes.
 
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Trainer: Sanjeev Sridharan and April Nakaima
Level: Beginning/intermediate
Language: English 

Workshop description: 

Key topics to be covered to be covered in the workshop will include:

  1.  How theories of change need to accommodate thinking about sustainable impacts. There is a need to move beyond a theory of change (of impacts ) towards a theory of change of sustainable impacts ;
  2. The differences between impacts and sustainable impacts and its implications for evaluation methodology;
  3. A case study of the challenges of reaching maternal health SDG targets in India’s largest State, Uttar Pradesh
  4. Multiple ways of operationalizing context; Stress the relevance of understanding contexts for evaluation;
  5. This workshop will combine a realist evaluation focus (realism focuses on understanding the context and mechanisms of observed impact patterns ) with more standard notions of impact evaluation and an explicit focus around sustainability evaluation. We believe that this multiple focus around impacts processes, sustainability and absorptive capacity will help government decision-makers make more informed choices to achieve SDGs.

Relevance/Rationale of the Topic:
This workshop will explore the multiple roles that evaluation can play in enhancing the likelihood that the SDGs focus on “No One Left Behind” can be successful. An evaluation is much more than measurement, indicators, design and attribution. Good evaluations doesn’t merely ask if interventions work; they raise questions about what needs to happen to make things work in different contexts. For example, realist evaluation draws attention to the context and mechanisms necessary for interventions to achieve impacts. Developmental evaluation asks: How can evaluators themselves promote the dynamic development of solutions? The utility of different evaluation approaches to the SDGs will be explored.

Teaching Strategy:
The workshop will combine a case study of an extensive evaluation of maternal health and nutrition in India’s largest state with presentation and discussions around enduring problems in understanding evaluation’s role in generating knowledge of how best to achieve SDGs.

Learning outcomes:
  • The differences between sustainable impacts and traditional notions of impacts;
  • How to define concepts like absorptive capacity and planning for sustainability;
  • How best to use quantitative and qualitative methods to assess the sustainability impacts of programs;
  • Understand that it is hard to estimate sustainable impacts without knowledge of pro gram processes and mechanisms;
  • Develop theories of change that include sustainability as a key construct. 
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Trainer: Jozef (Jos) Leonardus Vaessen
Level: Beginning/Intermediate
Language: English 

Workshop description:

Interventions are theories and evaluation is the test. This well-known reference is indicative of an influential school of thought and practice in evaluation, often called theory-driven or theory-based evaluation. While having been around for more than four decades, over the last decade theory-based evaluation has received new impetus and has become part and parcel of the toolkit of program evaluators across the globe.
The past decade has also seen a dramatic increase in impact evaluation debates and practices. While theory-based evaluation has often been cast as an alternative to quantitative counterfactual-based impact evaluation, in practice the two can reinforce each other. At the same time, the scope for applying different expressions of theory-based evaluations is much broader than impact evaluation only. The workshop will address the following main themes:
What is theory-based evaluation and why is it important?
What are useful principles for reconstructing a program theory?
How can we apply theory-based evaluation in practice?

Learning modalities:
Short interactive lectures;
Group exercise and presentations on the basis of an empirical case.

Learning outcome:

After this course, participants have developed an initial (but sound) understanding of the role of theory in evaluation and how to apply theory-based evaluation in practice.
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Trainer: Stephen Porter
Level: Beginning/intermediate
Language: English
 

Workshop short description:

Sustainable development is more likely to be effectively achieved by building sustainable organizational evaluation systems. Unsustainable organizational evaluation systems are less likely to contribute to development as they will not be able to:
•             develop capacity to value changes within complex adaptive systems;
•             develop mechanisms to support the process use of their evidence;
•             support learning on what’s working and are we doing the right things; or
•             develop networks to help address complex problems.
The need to think about evaluation systems, their effectiveness, and their contribution toward sustainable development has become pertinent in recent years with the establishment of increasing numbers of organizational evaluation systems. Further, the Sustainable Development Goals require country-led evaluation as part of follow-up and review processes (UN, 2015).
 
This workshop provides participants with an understanding of
1.            Issues that reduce sustainability;
2.            Developing use orientated organizational evaluation systems;
3.            Tailoring Quality expectations to the context; and
4.            The role of networks in sustainable evaluation systems.
The workshop argues that organizational evaluation systems become sustainable and respond to common issues through being networked, use-focused, and by undertaking processes aligned with agreed-upon quality standards.

Workshop detailed description:

Rationale: Organizational evaluation systems that are sustainable are an important component of national evaluation systems. They are likely to be able to help accumulate knowledge and be well placed to challenge underlying issues that exacerbate exclusion. Evaluation systems become sustainable not only when they are of quality, but also implemented to respond to issues that reduce their sustainability. This argument is elaborated in the following article, which is also the basis for this workshop: Porter, S., & Hawkins, P. (2019). Achieving sustainability through sustainable organizational evaluation systems. In G. Julnes (Ed.), Evaluating Sustainability: Evaluative Support for Managing Processes in the Public Interest. New Directions for Evaluation, 162, 87– 101.
 
Teaching strategy: techniques involving participation and case studies led by experienced facilitator.
 
Type of participant: Government, Civil Society or Private Sector involved in developing an organizational evaluation system.
 
Topics Covered: This workshop is split into four main segments.
1.            Common issues that reduce evaluation system sustainability;
2.            Developing use orientated organizational evaluation systems;
3.            Tailoring Quality expectations to the context; and
4.            The role of networks in sustainable evaluation systems.
 
Issues that reduce Evaluation System Sustainability
Unsustainable evaluation systems include those that fail and those that struggle with denuded capabilities, consequently producing lower quality and less useful evaluative evidence. In such situations, evaluation ends up disconnected from decision-making and is not directed toward ongoing improvement to meet current needs. Five issues that affect organizational evaluation are discussed in this section of the workshop:
 
1.            An aversion to the reality of results;
2.            Disfigured accountability;
3.            Ritualization;
4.            Empty rhetoric; and
5.            Censorship.
 
Developing use orientated organizational evaluation systems
Many evaluators highlight challenges in evaluation use. Improving evaluation utilization is a task that is often far larger than the individual evaluator, it is a systems issue. It is important for evaluation commissioners and managers to move towards systematic evaluation practice that meets the demands of the organization and increase utilization of evaluation findings. This section considers:
•             Evaluation as a political act that requires cooperation among multiple stakeholders
•             The role of incentives in an evaluation system
•             How an evaluation system can challenge underlying norms and culture in a way that can be heard
 
Tailoring Quality expectations to the context
The third area covered is on evaluation quality. Sustainable evaluation system must have processes and products of good quality that work in the context. This course provides illustrations of different organizational evaluation systems, which often define their own typologies of evaluation, interpretations of quality standards, methods, and quality review mechanisms depending on their own institutional demand for evaluation. This section considers:
 
•             Evaluation typologies and their impact upon evaluation choices; and
•             Exploration of how quality standards help to direct evaluation practice towards or away from sustainability.
 
The role of networks in sustainable evaluation systems
Evaluation systems that build coordinating, cooperating, and collaborative networks are more likely to be sustainable and contribute toward sustainable development. In this course, it is argued that a good evaluation network can function to continually strengthen connections of evaluative thinking and practice, making evaluation less scary and support ongoing reflection and discussion to contribute to adaptive improvement. This section considers:
 
•             Networks and shared goals in an evaluation system;
•             Networks and evaluative thinking; and
•             Networks and responsiveness to demand.

Learning outcomes:

Upon completing this course participants will be able to:
•             Describe issues that reduce evaluation system sustainability;
•             Understand the different types of demands and incentives that drive the use of evaluation;
•             Give example of types of quality control and assurance processes in evaluation systems; and
•             Describe how networks support an evaluation system.
 
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Trainers: Dugan Fraser, Aisha Ali
Level: Intermediate/Advanced
Language: English
 
Workshop description:

During this workshop, participants will work together to review current practices in monitoring and evaluation and identify how to ensure that “no one is left behind”. The workshop will provide some content on participatory and inclusive approaches to monitoring and evaluation (including a reflection on the dangers of including vulnerable and marginalized people) but these will simply be a starting point for what is intended to be a lively and engaging conversation.

A number of practitioners will share their experiences (both good and bad) of seeking to ensure that no one is left behind and lessons and some principles for application in a broad range of contexts will be distilled.

The workshop will not be a typical training course, even though there will be some content shared. Rather, it will be a participatory dialogue that will aim to generate a useful outcome that will be presented at the Conference. The process will also explore ways of making sure that the “Principles for inclusion and participation” are properly stewarded and applied across a broad range of sectors, including government, civil society and by donors.
 
This workshop will benefit M&E practitioners from both the Global South and North with interest in sharing experiences and learning from others about “leaving no one behind” to strengthen their own practice and that of others. Outputs from the workshop may feed into the Conference itself and/or a contribution to the conference proceedings.  
 

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Trainer:
Level:
Language:

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Trainer: Yomn Mohamed Hafez El Hamaky - اللقب: الحماقي
Level: Intermediate/advanced
Language: Arabic

1. التعريف بموازنة البرامج والأداء.
2. أهمية استخدام موازنة البرامج والأداء لدعم جهود برنامج الاصلاح الاقتصادي في مصر.
3. تجارب الدول الناجحة في استخدام موازنة البرامج والأداء.
4. أهمية إدماج النوع الاجتماعي في تطبيق موازنة البرامج والأداء.
5. تقييم الجهود التي تمت في مصر لتطبيق موازنة البرامج والأداء (SWAT analysis
6. متطلبات تطبيق موازنة البرامج والأداء بنجاح في مصر.
7. حالة تطبيقية 
•تنظيم الاسرة (وزارة الصحة).
 
•تعتمد الإستراتيجية علي الأتي: -
1. تحليل البيانات والإحصاءات المرتبطة بتحقيق أهداف كل مكون تدريبي ومناقشة هذه الإحصاءات في مجموعات عمل لتحليل البيانات وفقاً لطبيعة كل تخصص من المشاركين في التدريب (حكومة – مجتمع مدني)، وذلك لإيجاد تصور مشترك لبناء خلفية قوية تتيح التراكم المعرفي للوصول الي اهداف ورشة العمل.
2. مناقشة حالات ناجحة في التطبيق بناء على محاولة الاجابة على مجموعة اسئلة مرتبطة بالحالة وتحليل الاجابات المختلفة من المجموعة المشاركة بما يسمح بالوصول الي اتفاق حول المتطلبات الاساسية التي يمكن استخدامها لتحقيق اهداف دراسة العمل.
3.        استخدام " تمثيل الادوار" لمناقشة الجهود التي تمت في مصر لتطبيق موازنة البرامج والأداء بهدف توزيع الادوار والمسئوليات وتحديد نقاط القوة والضعف في تكامل أو عدم تكامل هذه الادوار، بهدف تحديد متطلبات مواجهة التحديات وتذليل الصعبات التي تواجه التطبيق بنجاح في المرحلة المقبلة ان شاء الله.
4.     استخدام اسلوب توزيع الادوار لمناقشة الحالة التطبيقية بما يكفل الخروج بخطة عمل حول متطلبات التنفيذ بنجاح.
شهدت تجربة مصر في تطبيق موازنة البرامج والأداء العديد من الفرص والتحديات، ويشير تحليل التجربة إلى العديد من النتائج:
1. هناك العديد من المحاولات التي تمت داخل الوزارات لتطبيق النظام بمراجعة البعدين المؤسسي والتنظيمي وتحديد مدي قدرتهما على تطبيق النظام.
2. تمت إجراءات بناء القدرات في العديد من الوزارات عن طريق تدريب المسئولين عن تطبيق موازنة البرامج والأداء وذلك دون وجود رؤية واضحة عن كيفية التطبيق.
3. تمت مراجعة الإطار التشريعي لتطبيق موازنة البرامج والأداء لتحديد دور البرلمان في دعم هذا التطبيق.
4. على الرغم من حصول مصر على كم كبير من المنح والمعونات من الجهات الدولية لتطبيق موازنة البرامج والأداء إلا إنها لم تنجح في تعظيم الإستفادة من هذه المنح مما يتطلب أهمية تحقيق ذلك.
5. تلتزم مصر بتحقيق أهداف التنمية المستدامة في هذا الإطار هناك رؤية 2030 لتحقيق هذه التنمية ويعتبر تطبيق موازنة البرامج والأداء حجر الزاوية في تحقيق هذه الأهداف مع الاخذ في الإعتبار أن هناك 
 
 تحديد شروط تطبيق موازنة البرامج والأداء في المؤسسات والمنظمات.
الحصول على المعرفة لربط أهداف التنمية المستدامة برؤية مصر 2030.
اكتساب مهارات تطوير طرق ووسائل الرقابة بالرجوع إلى المؤشرات المساعدة في ذلك و ذلك في إطار الأهداف الفرعية للتنمية المستدامة.
تحديد الفرص والتحديات في تطبيق موازنة البرامج والأداء.




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Trainer: Amjad Al-Attar
Level: Beginning/intermediate
Language: Arabic

Workshop description:

The course aims at introducing the basic concept of M&E to beginners and provide them with better understanding of M&E concepts, methodologies and techniques. The training course targets those who have no and or minimum knowledge about M&E and steps needed to build M&E system.
The training course will cover the following topics:

  1. Definitions of M&E terminologies,
  2. What is an M&E system?
  3. Why does an M&E system become an important tool in management?
  4. Evaluation criteria,
  5. Steps for building M&E system,
  • Identifying the strategic objectives
  • Defining and selecting KPs
  • Identifying baselines,
  • Setting targets
  • Identifying inputs, activities and outputs
6. Results Based Management RBM
7. Logical frameworks
8. Evaluation
9. Reporting

In addition to lecturing, the training course will employ different teaching mechanisms such as practical exercises from real life experiences, individual and group discussions. 
A pre and post training knowledge test will be conducted to measure the real value added for the participants as a result of the training delivered.

أساسيات المتابعة والتقييم
يهدف هذا الرنامج التدريبي إلى تزويد المشاركين بفهم أفضل بالمفاهيم الأساسية والمنهجيات المتعلقة بالمتابعة والتقييم. ويستهدف هذا البرنامج أولئك الذين لا يملكون المعرفة الكافية أو الذين لديهم الحد الأدنى من المعرفة بمفهوم ومنهجيات المتابعة والتقييم.
وسيغطي البرنامج التدريبي المواضيع ذات العلاقة بالمتابعة والتقييم، وذلك كما يلي:
تعريفات بالمفاهيم والمصطلحات ذات العلاقة بالمتابعة والتقييم؛

ما هو نظام المتابعة والتقييم؟

لماذا أصبح نظام المتابعة والتقييم أداة أساسية في الإدارة؟

معايير التقييم

خطوات بناء نظام المتابعة والتقييم:

تحديد الأهداف الاستراتيجية؛

أختيار مؤشرات الأداء؛

تحديد قيم الأساس؛

تحديد القيم المستهدفة؛

تحديد المدخلات، النشاطات والمخرجات؛

الإدارة المبنية على النتائج؛

الإطار المنطقي؛

التقييم؛

إعداد التقارير.

سيعتمد أسلوب التدريب بالإضافة إلى المحاضرات على العمل الجماعي والفردي وتوظيف الأمثلة التدريبية المستمدة من الحياة العملية.
وسشتمل البرنامج التدريبي على إجراء اختبار معرفة قبل وبعد التدريب، وذلك بهدف قياس المعرفة التي تم اكتسابها من قبل المشاركين نتيجةً للبرنامج التدريبي.
 
Learning outcomes:

Upon successfully completing this course, participants will have better understanding about M&E concept, approaches and techniques. Moreover, they will be able to define the required steps to build M&E system starting from the identification strategic objectives, baselines, defining relevant KPIs, setting targets as well as capturing reporting skills. The course will provide participants with practical knowledge and hands on training on designing logical frameworks related to different interventions as well as deeper understanding of the Theory of Change.

تهدف الورشة التدريبية إلى إكساب المشاركين بفهمٍ أعمق بالمفاهيم المتعلقة بالمتابعة والتقييم والخطوات الواجب اتباعها عند بناء نظام المتابعة والتقييم بداً بمرحلة تحديد الأهداف الاستراتيجية وقيم الأساس وصياغة مؤشرات الأداء على المستويات المختلفة، إضافةً إلى تحديد القيم المستهدفة وخطوات إعداد تقارير المتابعة والتقييم. كما سيتم إكساب المشاركين بالمعرفة المبنية على الممارسات العملية حول منهجيات بناء الإطر المنطقية بالخاصة بالمشاريع والتدخلات التنموية وبناء فهم نظرية التغيير.



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Trainers: Boubacar Aw and Amos Menard
Level: Beginning/intermediate
Language: French

L’atelier explore les défis liés à l'optimisation des résultats de développement et la gestion basée sur la preuve dans les pays Africains, dans un contexte caractérisé par la dualité entre les priorités nationales et divers programmes de développement supranationaux tels que par exemple les ODD 2030 et l’Agenda de développement de l’Union Africain 2063. Il vise à attirer l'attention des participants sur l’utilité de disposer d’un système national de S&E cohérent, inclusif et fonctionnel pour soutenir la prise de décision éclairée, l’efficacité et l’efficience de l’action de développement. Il exposera une méthodologie en dix étapes pour concevoir un tel système. L'expérience de certains pays africains qui ont achevé avec succès les premières étapes de ce processus et des exemples de pays dotés de systèmes nationaux de S&E parvenus à maturité seront utilisés comme illustrations tout au long du cours. Cela permettra d'examiner comment l'évaluation a été/peut être utilisée au niveau des pays pour examiner les politiques et les plans nationaux afin de tenir compte des principes fondamentaux de l’agenda 2030 et accélérer la réalisation des ODD.

Le theme de l’atelier est parfaitement aligné avec le strands 1 sur "strengthening national evaluation systems" et le strand 2 sur "evaluation practice and the SDGs".
Les thèmes couverts sont : Les défis de l’alignement des agendas supranationaux avec les priorités nationales – la définition d’un Système national de Suivi & Evaluation et ses éléments constitutifs - 10 étapes de conception d’un système national de S&E axé sur les résultats (Morra Imas, Linda G.; Rist, Ray C.. 2009. ) – Quelques exemples de pays disposant de systèmes fonctionnels.
La stratégie d’enseignement alliera de brèves présentations magistrales, des lectures dirigées, des travaux en petits groupes et des discussions en plénière.
L’atelier cible les décideurs et les cadres du secteur public, mais aussi les parlementaires et les dirigeants de la société civile, quels que soient leur niveau et leurs connaissances en matière d'évaluation.

Au terme de cette formation, les participants :

  1. auront été sensibilisé à la manière dont l'évaluation peut aider à établir un lien entre les ODD et les priorités nationales ;
  2. auront compris le concept de système national de S&E, y compris ses principaux piliers et la nature et le rôle des différentes parties prenantes qui l’animent ;
  3. seront familiers avec une méthodologie en dix étapes pour concevoir un système de S&E axés sur les résultats ;
  4. auront capitalisé l'expérience de certains pays africains qui ont des systèmes nationaux de S&E matures, de manière à pouvoir s’en inspirer pour leur propre pays.


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Trainer: Raymond Onana
Level: Intermediate/advanced
Language: French

Description de l'atelier: 

Prenant ancrage sur les définitions du concept d’Etats fragiles, de ses origines, ainsi que de la caractérisation desdits Etats, l’atelier s’appuiera sur l’analyse des pratiques opérationnelles des bailleurs dans les Etats fragiles, ainsi que sur les conclusions et leçons tirées de 4 missions d’évaluations conduites par le formateur dans des zones de conflits à l’Est de la RDC, ou post-conflit en Côte d’Ivoire et au Libéria.
Il s’agira d’illustrer les enjeux (de stabilisation, de relèvement communautaire, de cohésion sociale, consolidation de la paix et restauration de l’autorité de l’Etat), et les défis liés à la planification et à l’évaluabilité desdits projets (défi d’appréciation de l’impact des projets limités à la livraison des produits;
défi du passage du contexte de l’urgence humanitaire vers la résilience et le développement durable;
défi de la régularité du suivi et de la disponibilité de l’expertise technique dans un contexte de volatilité des conditions sécuritaires). Il s’agira également, d’une part, de mettre en évidence la valeur ajoutée de l’approche 3*6 développée par le PNUD, ainsi que le caractère novateur de la dimension frontalière du projet Côte d’Ivoire-Libéria, et d’autre part d’évaluer les limites des perspectives de capitalisation et de consolidation des acquis de telles initiatives.
Mots clés: Fragilité; Conflit; Post-conflit; Vulnérabilité; Stabilisation; Relèvement communautaire; Résilience; Autorité de l’Etat; Evaluabilité.

Acquis d’apprentissage:

à l’issue de l’atelier, les participants auront acquis les connaissances et savoir-faire nécessaires pour:

  1. Conceptualiser des interventions dans les Etats fragiles qui soient alignées à des stratégies pays et tiennent compte des facteurs spécifiques des fragilités ou des crises inhérentes à chaque contexte (crise aigüe, catastrophes, situation de post-conflit par exemple);
  2. Assurer une continuité des interventions et tenir les engagements pris envers les populations : éviter les politiques d’arrêt brutal et de redémarrage liées aux changements politiques ; s’engager dans la durée dans l’optique d’amélioration des conditions de vie des populations et de renforcement et relégitimation des Etats;
  3. Planifier des projets simples - en termes d’appropriation des objectifs (non soumis à des conditions suspensives potentiellement bloquantes), d’organisation, de nombre d’acteurs et de compétences techniques - qui puissent contribuer à la réconciliation des populations et des autorités autour de la délivrance de services essentiels;
  4. Assurer la qualité et la performance des projets mis en œuvre à travers un suivi régulier des opérations construits autour des cadres de résultats cohérents et pertinents;
  5. Assurer le passage de la transition vers le développement durable par un accompagnement codifié dans le cadre des stratégies de sortie;
  6. S’inscrire dans l’optique des évaluations communes au niveau de l’analyse des causes de fragilité, de l’estimation des besoins en situation de post conflit et de l’évaluation des projets de terrain;
  7. Adopter des systèmes de coordination souples et/ou informels entre bailleurs dans des situations de crise, et de partage des informations et analyses disponibles. 
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NEC Conference 2019