Jean-Bernard Moreau

Results-Oriented Monitoring of the EU-funded intervention “ArtPower Belarus: Safeguarding the Belarusian Civic Space Through Culture and Arts” (2022-2025). The overall objective of the Action is to support independent Belarusian culture and art initiatives with a view to contribute to the preservation of the Belarusian civic space and human capital. It is to be achieved through two specific objectives: Belarusian culture and art initiatives aimed at consolidating the Belarusian society, including the diasporas and exiled communities funded, and increasing Belarusian culture and art actors' skills and building professional cultural networks. This Action was initiated within the framework of EU4Belarus programme by the Belarusian Council for Culture (BCC) in partnership with the Danish Cultural Institute (DCI), as a lead partner, in response to the increased need of reinforcing resilience and democratization in Belarus through culture and arts initiatives. The Action addresses key challenges of the Belarusian society and culture as the said society and culture were dramatically affected by the unprecedented wave of the repressions after Presidential elections in 2020 and the war in Ukraine in 2022.

Thematic multi-intervention Evaluation of the EU support to Confidence-Building Measures (CBMs) in the Republic of Moldova in the 2013-2023 period. Based on the 6 OECD-DAC evaluation criteria (Relevance, including Project Design, Coherence/Complementarity, Efficiency, Effectiveness, Impact and Sustainability) and the EU-specific criteria (EU Added Value, Cross-Cutting Issues and Communication, Visibility, Awareness-Raising and Advocacy). The Thematic Evaluation covers the EU-funded CBM-IV and CBM-V interventions. The geographic coverage includes the ATU of Gagauzia and both banks of the Dniester/Nistru river (Moldova, including Security Zone and Transnistrian Region). Interventions under evaluation include the following sectors: healthcare/homecare, education, new business development, trade, investment, culture, tourism, infrastructure, cross-river cooperation, environment, women's business empowerment, and soft diplomacy. Field mission from 5th February to 1st March 2024 – 70 meetings overall on both riverbanks, security zone and Gagauzia.

Ex Ante, Mid-Term, Final, Ex Post, Thematic and Strategic Evaluations in a wide range of sectors: private sector development; democratisation; gender mainstreaming; confidence-building/conflict resolution; soft diplomacy; sustainable environment, climate change and energy efficiency; human rights; public administration reform; communication, visibility, awareness-raising and advocacy; customs/border management; judicial reform; public finance management; rural and regional development; banking; budget support; blending.

Mid-Term Evaluation of the SIDA-funded ITC-implemented programme “Linking Ukrainian SMEs in the Fruit and Vegetables Sector to Global and Domestic Markets and Value Chains – Phase II (2021-2024)”.

Review (Results Oriented Monitoring – ROM) within the framework of the EU's external assistance – Lot 3: Review of implementation of projects and programmes financed by the European Union for the Asian, Middle East and Pacific regions including OCTs. As Deputy Team Leader, authored and contributed to the ROM, Ongoing Project and End-of-Project Results Reporting (OPRR and EPRR, now Results Data Collection) Work Plans, Reports Missions, Quality Control (QC). Co-managed a pool of 70 non-key experts. Selected the experts to be recruited for each results reporting (RR) based upon RACER indicators/objectives and SMART results (quantitative/qualitative), and ROM reviews and QC, according to their relevant area of expertise. ROM Expert in the Trade, SME and new business development sectors, including regional integration, intellectual property rights and business enabling environment, civil society/democracy/human rights/rule of law, border management, gender equity/mainstreaming, migration, displaced people, child labour, conflict resolution, confidence-building, peace, and security-development Nexus. Responsible for the internal newsletter. Conducted several presentations to DEVCO seminars. Trained in the EU Blending Framework (April 2016). Was responsible for Quarterly Quality Control Reports and contributed to the ROM and RR Work Plans, the Six-Monthly Implementation Progress report (PR), the Annual and End-of-Contract ROM Analysis Report (RAR), the Annual and Results Reporting Reports, the End-of-Contract Report (FR) and the various ROM Mission Reviews and Reports and related Workshops. Head of Quality Control (QC) for the ROM-1-3 and RR-1-4 rounds and for the pilot ROM Budget Support and ROM Blending processes. Finalised RR-1-4, ROM BS and ROM Blending successfully. Briefed 10 new NKEs on EPRR after their respective training sessions and attended ROM BS and ROM Blending training as Head of QC. Contributed to ROM blending reporting and managed the quality control process (e.g. Improvement of access to electricity and water in small towns and rural areas in Cambodia; Capacity Building and Development of the Hydropower Sector in Pakistan). Trained in ROM Budget Support. Contributed to ROM BS reporting and managed the quality control process in the fields of Sector BS Education (Indonesia-Phase2 and Pakistan); General and Sector BS Good Governance and Community Development Programmes (Pakistan and Vanuatu); Sector BS Water, Sanitation and Hygiene-WASH (Solomon Islands). Provided ROM and RR Helpdesk function to all KEs and NKEs. Provided support to the Team Leader in the technical delivery of the project, as described in the Technical Specifications and proposal Organisation and Methodology; supported the establishment, management and phasing-out of the Brussels office; provided inputs to the design of the ROM intranet site containing a training package and discussion forums; set up internal QC processes and checklists and ensured that the QC process is followed by Key Experts conducting QC; provided inputs to the Work Plans following the standard format contained in the ROM Handbook; provided inputs to the detailed approach and methodology for each of the different sets of reviews building on Landell Mills approach in the technical proposal; worked alongside the TL and Coordination Team to schedule the field visits and briefing/debriefing visits; contributed to EuropeAid's Annual Results Reports; selected the experts to be recruited for each ROM review and QC, according to their relevant area of expertise; provided inputs to the revision and update of Work Plans along the project lifetime as necessary; preparatory work for ROM reviews and support missions; conducted ROM and RR reviews across Central Asia, Asia and the Pacific and ROM and RR QC in accordance with expertise, and prepared the necessary ROM and RR mission reports. Responsible for Consolidated Analysis Reports on ROM and RR involving SWOT/SWOC analysis. Attended webinar on OPSYS on 9 October 2018.

Monitored & Evaluated clusters of projects and programmes of the multisectoral pre-accession Phare Programme - now IPA (Components 1 & 2) - on institutional capacity building (transfer of the Acquis Communautaire) against the Copenhagen accession criteria. Ex Ante, Interim & Ex Post Evaluation covered Civil Service modernisation/professionalisation and Public Administration Reform; Public Finance Management & Statistics; Justice & Home Affairs - e.g. conflict resolution /confidence building/security to guarantee the status of Russian minorities in the Baltic States, more particularly Latvia; to support the agreement on territorial disputes between Russia and Estonia over the Narva region; and to guarantee the border between Kaliningrad exclave and Poland / Lithuania; Internal Market, incl. certification, standardisation, conformity, normalisation and metrology twinning projects (e.g. sanitary & phytosanitary laboratories); Economic & Social Cohesion, incl. SME development, enabling / regulatory environment, competitiveness & privatisation; Transport & Telecommunications; Environment; Nuclear Safety (Kozloduy-BG and Ignalina-LV); Agriculture; Social Integration, including healthcare, minorities (ROMA), civil society (CSOs), vocational (re-)training, poverty reduction and education; Cross-Border Co-operation (economic & social development, people to people, customs, fight against human & drug trafficking), & New Neighbourhood Policy (now ENP). Good knowledge of CARDS alongside PHARE.

· Supervised DG Enlargement's M&E activities for Bulgaria, Romania, Slovenia, Türkiye, Hungary, Cyprus & Malta, incl. Country Evaluations.

· Thematic evaluations covered: Grant Schemes; Community Programmes; Cross-Cutting Issues (democracy & human/minority rights; gender equity; sustainable environment; public governance; and AIDS anti-discrimination measures), Twinning, TAIEX and SIGMA, National Aid Coordinators

· The Phare Programme provided excellent preparation for future structural funding (e.g. ERDF) & regional development programmes in CCs & new MS.

· Monitoring and Evaluation were in line with the Phare Programming Guide (2001) and the Commission's methodological approach of regularly monitoring and evaluating all Community expenditure programmes (e.g. EC Financial Regulations and Implementing Rules) in order to provide the basis for informed decision-making in the planning and programming cycle

· Promoted general Monitoring & Interim Evaluation as a participatory and independent management tool to ensure transparency and enhance accountability for policy-makers in public governance, esp. sound financial management and anti-corruption measures

· Co-authored & fine-tuned the revised Monitoring & Evaluation (interim & ex post) methodology, techniques & reporting procedures & guidelines, including at project, programme, sectoral, thematic and horizontal levels, for DG Enlargement's pre-accession Phare Programme with focus on the 5 DAC criteria, i.e. relevance, efficiency, effectiveness & impact & sustainability; and also dissemination of results (restricted vs. public); creation of an Evaluation Quality Assurance Group strengthening the participatory role of line stakeholders in the accession countries (incl. ECDs).

· Helped develop M&E tools and techniques and other methodological aspects, such as the M&E Guides, reporting templates, contents, performance ratings grids, quality assessment grids, early warnings, information tracking systems, SMART quantitative/qualitative indicators (OVIs); and also knowledge management procedures for the uptake of results and finding; cost-benefit analyses; needs assessments, gap analyses and impact assessments; SWOT analyses; corrective actions; conclusions & recommendations; lessons learnt & best practices.

Drafted the Terms of Reference, organised the related tenders and played a leading role in the technical evaluation/assessment of tender proposals for the new Interim and Ex Post Evaluation contracts, including Interim Evaluation for Romania & Bulgaria, Interim Evaluation for Türkiye, Interim Evaluation for Malta & Cyprus and Ex Post Evaluation for the 10 Candidate Countries

The G7 SIG aimed to facilitate the implementation of G7/non-G7 technical assistance (TA) and humanitarian aid (HA) in Russia through communication, information-sharing and advocacy. The G7 SIG played a strong advocacy role on behalf of the normally tax-exempt foreign TA/HA implementers, including NGOs and civil society organisations.

Carried out the mapping of key issues, messages and recommendations through TA/HA project sample that was turned into strong case studies (questionnaire-based, face-to-face and telephone interviews with project implementers) and then drafted streamlined recommendations to Russian authorities for tax dispute resolution purposes. This sensitive material was used in Joint G7 SIG-Russian Parliament (Duma) Roundtables to lobby “Power Authorities” over the adoption of adequate legislation on tax exemptions for non-commercial companies in Russia. Draft legislation on non-commercial enterprises (NGOs, CSOs) was eventually passed into law on differently taxable organisations for the first time ever in Russia one year later. However, the status of foreign non-commercial enterprises (NGOs, CSOs) is still raising serious concern in Russia.

Voucher Auction Implementation Team (VAIT) for the Russian Voucher Mass Privatisation of Programme 1992-1994 (Oct. 1993-Mar. 1994) à Due diligence mission to investigate the local lack of political/institutional commitment towards privatisation (EBRD – TACIS). Tasks undertaken included: as Team Leader (team of 3), carried out the performance audit of the regional Property Funds (audit of profit-and-loss accounts and privatisation voucher accounting and registration systems – irregularities were found and stemmed mainly from lack of institutional capacity and of adequate public governance practices) in Pskov and Kaluga, two of Russia's most change-resistant regions. Mapping of all regional enterprises privatised, under privatisation and to be privatised and mapping of voucher investments exchanged for shares per option category. Prepared Monitoring Reports for submission to ECD Moscow.

USAID-funded Voucher Clearing and Settlement System (Mar.1993-Sep.1993): worked as part of the USAID-funded Deloitte & Touche team assisting the Russian State Property Committee (GKI) in the design, establishment and operation of a national decentralised network of Regional Voucher Depository Centres in main Russian urban centres (USAID) under the supervision of the Cash Union (Kassovoy Soyuz). The network was part of the essential infrastructure for the Russian Voucher Mass Privatisation of Programme 1992-1994. Tasks undertaken included: implementation of a western-style double-entry accounting system and electronic messaging system in selected voucher depository organisations around Russia; assistance with the establishment of a regional depository in Novosibirsk (Team Leader); also trained - in Russian - the staff of several regional depositories in the accounting software for registering privatisation vouchers in Novosibirsk, Nizhny Novgorod, Volgograd and Yaroslavl, as part of an internal capacity building programme complementary to a mass communication/awareness-raising campaign explaining the stakes of privatisation and attracting domestic support at regional level.

Foreign Investment Attraction Scheme (USAID) : Identification and formulation of a foreign investment programme. As Project Manager, drafted several case studies in respect of high-profile companies in the Krasnodar and Moscow Regions, namely two sugar refineries, two meat factories, one castor oil factory & one dry-food plant. Analysed the regional and legal enabling aspects, sales & marketing strategies for distribution, staff qualifications and skills, accounting and financial statements, including tax returns. Reviewed with local authorities (governor & townhall) FDI priorities, capacity building needs and a potential strategy for US and inward FDI attraction to the Krasnodar Kray as a pilot region. Prepared Monitoring Reports on the project for USAID and conclusions & recommendations for the creation of joint ventures and for the improvement of financial assistance use, of sound financial management practices and of the regulatory environment by the Krasnodar Kray's authorities. Organised the dissemination of this information available throughout the AmChams' international network.