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Evaluation Society of Kenya Strategic Plan - ESK

Evaluation Society of Kenya Strategic Plan

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This 3 year Strategic Plan (2012-14) for the Evaluation Society of Kenya (ESK), provides a framework within which the Society will engage both internally and externally with all relevant stakeholders in the bid to strengthen evaluation practices and systems in Kenya. The ESK strategic framework clearly defines our vision for the future; our mission and focus; the values that shape and influence our actions; our goals, strategies and approaches.

Development is considered as a set of human endeavours, processes and systems that ensure transformation in the way of life of people. For this transformation to take place there is the need for the application of technical skills and expertise to support the desired changes.  Governments and development agents have supported the nurturing and development of human capital that is essential for this change and transformation to take place. In addition to human skills and expertise, various institutions – (governmental, non-governmental and Professional Associations), play critical roles in ensuring that development not only occurs but is also sustainable and promotes equity and fairness within environments that respect citizens’ rights.

The ESK has developed this strategic plan (SP) to support the wider development agenda in Kenya in recognition of the important role that professional bodies play in the development process. Support for professional growth of its members and the evaluation profession as a whole is central to the ESK-SP. Due consideration has been given to role other evaluation associations, the development arena in Kenya, our added value as a Society; and global and national trends in partnerships and collaborations that we can draw upon for successful implementation of the SP.

Challenges of Evaluation Practice in Kenya (Situation Analysis)

Like most development countries, the training, development and consistent application of monitoring and evaluation skills and methodologies are not always evident in our development agenda. Various reasons have been attributed to this in various literatures; in Kenya, the following are some of the most obvious:

  1. Limited opportunities, space and coordination among professional bodies to deliberate on government development agenda. Besides, there is poor coordination between MED and other key partners leading to duplication of efforts;
  2. Limited professional development (both formal and informal) for Monitoring & Evaluation development;
  3. The Kenyan M&E association is still in its formative stages and does not provide enough support to government development agenda;
  4. Lack of fully developed M&E culture in the country which can be partly explained by the fact that there is little or no capacity and systems for data collection, analysis and utilisation at various levels. There are also challenges around capacity in terms of personnel, finances and use of technology  for effective M&E;

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