Despite living under the FHI umbrella, each of these projects has a different pathway to impact, and thus they should most likely be evaluated separately. [...]
Consider in comparison 80,000 hoursā annual review, which outlines what the different parts of the organization are doing, and why each project is probably valuable. I think having or creating such an annual review probably adds some clarity of thought when choosing strategic decisions (though one could also cargo-cult such a review solely in order to be more persuasive to donors), and it would also make shallow evaluations easier.
I think I agree with this, and it reminds me of my question post Do research organisations make theory of change diagrams? Should they? and some of the views expressed by commenters there (e.g., by Max Daniel). (Though really the relevant thing here is more like āexplicit, clear theory of changeā, rather than it necessarily being in the form of a diagram.)
There has been discussion about this for FHI, and I have spoken to a number of people there. They do have some specific ideas, but I agree that it would be beneficial for it to be 1) public, 2) explicit, and 3) actually used for evaluation. Unfortunately, I think that doing so would require a lot of work on their part, and it hasnāt been a big priority.
I think I agree with this, and it reminds me of my question post Do research organisations make theory of change diagrams? Should they? and some of the views expressed by commenters there (e.g., by Max Daniel). (Though really the relevant thing here is more like āexplicit, clear theory of changeā, rather than it necessarily being in the form of a diagram.)
(Personal view only.)
There has been discussion about this for FHI, and I have spoken to a number of people there. They do have some specific ideas, but I agree that it would be beneficial for it to be 1) public, 2) explicit, and 3) actually used for evaluation. Unfortunately, I think that doing so would require a lot of work on their part, and it hasnāt been a big priority.