Management Response Template Oxfam Management response to the evaluation of
Wo-Man Talk for the Reduction of Gender-Based Violence (WE-Talk) Project Prepared by: Contributors:
Carla Caxaj, MEAL PO, Oxfam Canada Racquel Heslop, MEAL specialist, WMW Jamaica Shelly Ann Hall, MEAL specialist VPA Roxanne Murrell, PO, Oxfam Canada
A: Context, background and findings 1.
The context and background of the evaluation, i.e. the purpose and scope of the evaluation.
The Midterm Review (MTR) of the Wo-Man Talk for the Reduction of Gender-Based Violence (WE-Talk) project, was carried out by external consultants in Jamaica. WE-Talk is a five-year initiative (2022–2027) funded by Global Affairs Canada (GAC) and implemented by Oxfam Canada (OCA) in partnership with WMW Jamaica and the Violence Prevention Alliance (VPA). With a total budget of approximately CAD $5,130,263, WE-Talk aims to contribute to the reduction of GBV in Jamaica by addressing the social norms and structural barriers that sustain violence and by strengthening civil society’s ability to respond. The MTR was conducted (from April to September of 2025) to assess progress toward WE-Talk’s outcomes, identify lessons learned and guide adaptive management for the remainder of the project. The review focused on three key evaluation criteria – Effectiveness, Relevance and Sustainability – to determine how well the project is achieving results, how responsive it remains to stakeholder needs, and how likely its outcomes are to be sustained. 2.
Summary main findings and recommendations
Main Conclusions for Effectiveness: • WE-Talk has been most effective where implementation is consistent. Workshops and campaigns have been widely praised, with participants demonstrating increased knowledge, confidence, and agency. • Delays and staffing changes slowed roll-out of influencer engagement and organizational capacity support. • Adult women and elders have benefitted most, while young men and out-of-school youth remain underrepresented. Male engagement and organizational capacity support are less advanced. • Emerging peer advocates and community-led initiatives confirm alignment with the theory of change but remain at an early stage of development. Recommendations for Effectiveness: • Expand inclusive engagement. Develop tailored strategies to reach underrepresented groups such as young men, out-of-school youth, and working adults through dedicated workshops and flexible, community-based approaches. • Enhance partner coordination. Increase joint programming, advocacy, and peer learning between WMW and VPA through co-facilitated sessions and shared campaigns. • Promote regional learning. Facilitate exchanges with other Oxfam GBV initiatives to share lessons on engaging men, youth, and managing MEAL systems. 1
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Consolidate and share knowledge. Curate WE-Talk resources (i.e., studies, training tools, and communication materials) into a central repository and disseminate lessons to partners and stakeholders. Scale up Big Man Ting. Extend outreach to schools, sports clubs, and youth groups, embedding mentorship and leadership pathways for young men.
Main Conclusions for Relevance • The project’s participatory and culturally grounded methods are highly relevant to the Jamaican context. Safe spaces are particularly valued. • Engagement has been strongest among women and elders, with barriers (costs, caregiving, scheduling) limiting inclusivity for other target groups. • OCA and Local Partners adapted delivery methods in response to crises (Hurricane Beryl, partner withdrawal). • Project visibility is uneven, with some participants unaware of WE-Talk’s identity or broader activities. • WE-Talk has established functioning MEAL systems, but reporting is burdensome and not always integrated into decision-making, particularly for partners less familiar with projects of this scale. • Partners and participants are keen to use more participatory and creative approaches (e.g. storytelling, reflection workshops). • Technical guidance from OCA is valued but could be deepened to strengthen consistency and reduce reporting challenges. Recommendations for Relevance: • Increase accessibility. Pilot family-friendly workshops with parallel child-focused activities to improve participation among caregivers and parents. • Update workshop content. Review and adapt materials to reflect participant feedback and emerging issues such as online GBV, financial abuse, and digital influences • Enhance visibility and communication. Strengthen WE-Talk branding and partner coordination through consistent messaging, shared platforms, and regular updates to improve collaboration and recognition. • Leverage cultural platforms. Continue embedding WE-Talk messages within trusted spaces such as schools, churches, and community events to sustain reach and relevance. • Support alumni networks. Connect workshop graduates with local groups (youth clubs, churches, women’s groups) to continue dialogue and peer support with partner guidance • Strengthen partner capacity and systems. Provide technical guidance and training to improve target setting, data collection, and reporting quality, while streamlining systems and developing simple data management tools (e.g. dashboards) to reduce reporting burdens and ensure consistency. Prepare for the Endline Evaluation. Design and plan the endline as the main impact assessment, with a robust mixed-methods approach aligned to the baseline and MTR. • Enhance participatory learning and adaptive management. Pilot participatory MEAL tools such as storytelling, reflection workshops, and peer learning, and use quarterly review sessions to integrate findings into decision-making and strengthen collaboration.
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Promote community accountability. Share MEAL findings through peer advocacy and community dialogues to encourage local ownership and collective responsibility for results.
Main Conclusions for Sustainability: • Foundations for sustainability exist through CAT4GJO capacity assessments, peer-led advocacy, and grassroots networks. • However, these gains remain fragile without structured exit planning, stronger referral linkages, and dedicated resource strategies. • Current sustainability efforts are ad hoc, and NGO/CBO capacity gaps risk undermining long-term continuation. Recommendations for Sustainability: • Finalize partner exit plans. Develop and implement sustainability plans for each partner by early 2026, outlining strategies for continuing key activities and integrating project tools into organizational practice. • Host sustainability roundtables. Convene multi-stakeholder forums with donors, partners, and government actors to align priorities, showcase achievements, and explore policy integration. • Build fundraising capacity. Provide partners with coaching in proposal writing and donor engagement, including outreach to private and philanthropic sectors. • Develop a train-the-trainer model. Adapt workshop content into facilitation guides and certify new community facilitators to sustain programming beyond the project period. • Encourage grassroots continuity. Support community-led mechanisms such as WhatsApp groups, school clubs, and alumni initiatives to maintain dialogue and visibility of GBV prevention efforts.
B: Oxfam’s response to the validity and relevance of the evaluation findings, conclusions and recommendations. 3.
Summary of evaluation quality assessment, i.e. quality of the evaluation is strong/mixed/poor and short assessment of the process (e.g. good, wordy report)
The WE-Talk MTR applied a strong feminist, participatory, and mixed-methods design giving the consultants a solid foundation for a concise summary report of findings and recommendations. There were however, limitations in the sample sizes, given that the number of people reached by partners at the start of the MTR did not yet match the baseline survey totals. The largest gaps were among men, as the partner working with men (young, adult and elderly) had only recently began implementation before the MTR. Smaller gaps also appeared among women, specifically with young women, due to internal programming delays with the partner focused on women (young, adult and elderly). Despite these difficulties, the consultants were able to produce a strong report with important analysis focused on individuals who had directly participated in WE-Talk activities. This allowed for a closer look at how the project is influencing attitudes and behaviours. A total of 153 surveys were completed with participants from eleven parishes. The survey assessed progress on key performance indicators such as decision-making agency, willingness to report intimate partner violence, and awareness of GBV support services. Multiple qualitative methods were used to complement the survey data: In-depth Interviews, Focus Group Discussions, Storytelling (PhotoVoice) workshops, and Desk Review of project reports and monitoring data supported triangulation of evidence across sources. The full report is lengthy, but the consultants also
provided a concise summary report with clear conclusions and recommendations that include specific timelines. 4.
Main Oxfam follow-up actions
Oxfam will continue to hold discussions with partners to prioritize recommendations and actions as the project continues to advance towards closing. After the conclusion of the MTR, Jamaica was hit by a category 5 hurricane, that has impacted partner plans and has required some readjustments. Despite these changes, some of the recommendations identified continue to be a priority for both Oxfam and partners, including but not limited to: Expand inclusive engagement. Develop tailored strategies to reach underrepresented groups such as young men, out-of-school youth, and working adults through dedicated workshops and flexible, community-based approaches. VPA has continued to progress on this work. Timeline: Oct 2025–Mar 2027. Strengthen partner capacity and systems. Provide technical guidance and training to improve target setting, data collection, and reporting quality, while streamlining systems and developing simple data management tools (e.g. dashboards) to reduce reporting burdens and ensure consistency. OCA has continued to work with partners, specifically onboarding new MEAL officers in Local Partners. Timeline: Oct 2025 – Mar 2026 Prepare for the Endline Evaluation. Design and plan the endline as the main impact assessment, with a robust mixed-methods approach aligned to the baseline and MTR. OCA will lead in preparation with Local Partners. Timeline: Concept note by Jun 2026; Implementation Oct 2026 – Mar 2027 Develop responsible exit strategy. Develop and implement a project exit strategy that includes key activities and integrating project tools into partner organizational practice. Timeline: Mar–Dec 2026 Project partner’s in person meeting in Jamaica to review and adjust partner plans. Timeline: February 2026. 5.
Any conclusions/recommendations Oxfam does not agree with or will not act upon - and why (this reflection should consider the results of the evaluation quality assessment)
Yes, some recommendations do not necessarily align with realistic timelines and capacities, especially after the passing of Hurricane Melissa. Others such as, “Enhance visibility and communication. Strengthen WE-Talk branding and partner coordination through consistent messaging”, Oxfam does not fully agree with. Although the recommendation is based on valid findings, the emphasis is put on branding of project, rather than public positioning of organizations, which in OCA’s view has a stronger long-lasting impact because organizations typically have a longer lifespan than a project.
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Additional reflections that have emerged from the evaluation process but were not the subject of the evaluation.
Signed by Oxfam WMW Jamaica: Name:
Cecile Johnson Semaj, Project manager
Signature: Date:
Signed by Violence Prevention Alliance (VPA): Name:
Dr. Deanna Ashley
Signature: Date:
Signed by Oxfam Canada (OCA): Name: Signature: Date:
Shamminaz Polen, Manager, International Programs