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Assessing programme effectiveness at the global level in a large and complex organisation

Assessing programme effectiveness at the global level in a large and complex organisation. Presentation delivered to the conference on Perspectives on Impact Evaluation, Cairo 2 April 2009 By Irko Zuurmond (irko.zuurmond@plan-international.org). Context.

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Assessing programme effectiveness at the global level in a large and complex organisation

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  1. Assessing programme effectiveness at the global level in a large and complex organisation Presentation delivered to the conference on Perspectives on Impact Evaluation, Cairo 2 April 2009 By Irko Zuurmond (irko.zuurmond@plan-international.org)

  2. Context • Founded in 1937 as a child-sponsorship organisation • Geographical scope: • Programmes in 49 countries in Africa, Americas, Asia • Fund-raising through 17 National Organisations • Programme scope: child health, education, livelihood, water and sanitation, ….. • Budget: approx US$600 million • Income is increasingly diverse

  3. Programme evolution: changing the what and the how • What: • New emerging programme areas, e.g. child protection, child participation • How: • From needs-based to right-based programming • From direct benefits/service delivery to facilitating development processes in which local actors play a key role • Increased emphasis on principles informed by human-rights instruments, e.g. inclusion/non-discrimination, accountability, etc. • More strategic programming to increase scope and impact; e.g. advocacy, scaling-up, etc. • Changes in the ‘road-map’ to contribute to the realisation of the ultimate goal (fulfilment of children’s rights)

  4. Challenge: How does a large and complex organisation like Plan know whether globally its programmes are effective? How, at the global level, can Plan optimize the use of information that is generated by the myriad of programme initiatives in multiple countries, to generate an informed assessment of its programme effectiveness?

  5. Why doesn’t Plan’s PME system answer this question? • The focus of Plan’s planning, monitoring and evaluation system has been and continues to be at the level of programme countries. • Creation of a wealth of data and information: • main focus on output, limited focus on outcome and (contribution to) impact • Diverse in quality • Diverse in nature • Aggregation of 26 corporate indicators proved impossible

  6. Programme Effectiveness Framework: key features • Provides a working definition of outcome and impact • Unpacks Plan’s theory of change and intervention logic • Introduces a lens/analytical framework for assessing programme effectiveness across the organisation • Proposes multiple initiatives using of multiple methodologies and multiple sources of information • Identifies the types of information and reports that will be generated • Identifies mechanisms to ensure the use of effectiveness information

  7. Working definition of outcome and impact • Changes among rights holders, duty bearers and civil society organisations, and the synergies among these social actors (outcome), that contribute to the creation of a lasting, enabling environment in which children’s rights are fulfilled and in which children realise their full potential (impact)

  8. Levels and dimensions of change Cross cutting questions: • Plan’s role: to what extent has Plan contributed to the above changes? • To what extent does the change affect children (+/-)? • Non-discrimination and inclusion: Who benefits from the change/who doesn’t/why? • Sustainability: to what extent can/will the change be sustained?

  9. Multiple initiatives, using multiple methodologies and sources of information • SystematicReview of annual and evaluation reports generated by 49 Programme Countries • Analysis of sponsorship data (basic information on 1.2 million sponsored children) • Thematic evaluations • Post-intervention studies • …………  • Global Effectiveness Report (3-year period)

  10. Use of effectiveness information • Internally: • Identify decision makers/mechanisms (formal and informal) • Identify key decision making points • Externally: • Indentify key decision makers/mechanisms at the different levels • Influence decision making at the different levels • Requires reflection on the role and positioning of Plan • ….. • Requires a strong evidence base.

  11. Support strategies • Programme Effectiveness Framework is dependant on quality of and access to information generated at the level of programme countries  • Strengthening the M&E and Research capacity • Improving the qualityof evaluation and research • Knowledge Management strategy

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