The Role of peer learning networks during crisis
The Role of peer learning networks during crisis
One of the value propositions of peer learning networks is that the social capital accrued through peer-based relationships allows network members to access and utilise expertise and resources in a more timeous and contextually centred manner.
While a number of peer learning networks have grown and evolved over the years, the role of learning during a short-term crisis (such as COVID-19) has not been explored. Did learning networks still provide for access to real time problem solving during the onset of the pandemic as governments in Africa needed to respond quickly? Or were there other factors that prohibited their role in utilising evidence and learning in planning a response?
The objective of this webinar will be to unpack what how peer learning networks evolved during national lockdowns and the interruption of regular government business due to the COVID-19 pandemic. Discussion on what facilitated and hindered continued peer learning during this time will illuminate ways in which networks can better assist governments to institutionalize learning mechanisms.
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CALL FOR PROPOSAL (2)
Call for Proposals
The project has four parts, that will require the use of mixed methods;
1. Define the conceptual framework for the tool and find relevant examples that might be adapted to the South African context – including defining the variables that will influence its effectiveness, such as rural vs urban, types of CSOs etc
2. Undertake a participatory design process and pre-test the tool in two districts
3. Co-create a process for wider roll-out
4. Document and explore the learning aspects as part of Twende Mbele’s learning plan.
Send proposals to [email protected] by 13th April 2021
Use the link to access the full ToR: bit.do/fQffZ
CALL FOR PROPOSAL
Call for Proposals
The rapid assessment will be guided by a Technical Working Group (TWG) comprised of relevant government stakeholders.
The TWG will be responsible for signing off on all deliverables. The day-to-day operations will be overseen by the DPME, while the contractual and learning requirements will be administered by Twende Mbele.
Send proposals to [email protected] by 13th April 2021
Click the link for the full ToR: http://bit.do/fQbju
Mere compliance or learning – how is M&E culture in the public service affecting the response to COVID
Mere compliance or learning – how is M&E culture in the public service affecting the response to COVID
This chapter builds on research on the performance monitoring and evaluation (M&E) culture in Benin, Uganda and South Africa conducted through the Twende Mbele African M&E partnership, which is presented here to provide a context for the cases in the book.
The research was conducted on approximately five national departments per country and 368 managers were interviewed: 149 from Benin, 127 from South Africa, and 92 from Uganda. We see a mixed picture and many similarities in the three countries.
Overall, all three have significant planning and monitoring systems and an established evaluation system. Around half of managers are seen to be using evidence from M&E, with evaluations used particularly in an ex-post role rather than during the life of interventions. The effect of each country’s national evaluation system is recognised. However, there is also evidence of negative behaviour, using reports to conceal information, not interrogating the cause of failure. The survey is itself a baseline for Twende Mbele and the trends in these figures will be interesting.
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Building a robust M&E System: Getting political buy-in on the use of evaluation (Webinar)
Building a robust M&E System: Getting political buy-in on the use of evaluation (Webinar)
Monitoring and evaluation (M&E) are at the center of sound governance arrangements. They are necessary for the achievement of evidence-based policy making, budget decisions, management, and accountability. There is no “best” model of what a government M&E system should look like. Much depends on which of the several potential uses of M&E information constitute the main reasons for building such a system.
But in order for all of this to happen, political buy-in has to be sought and obtained. Demand from governments is crucial for the utilization of M&E information and for the ongoing funding of M&E activities. Thus, it is necessary to secure the buy-in of the key stakeholders such as government ministers or finance ministries if substantive effort is to be put into creating, strengthening, or funding M&E functions. This webinar will explore how political buy-in for M&E looks in different country contexts.
Click the link to join the webinar:
bit.do/fKh7R
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