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How can International Non-governmental Organizations (INGOs) use Metaevaluations for Accountability and Learning?
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| Presenter(s):
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| Jim Rugh,
CARE International,
jimrugh@mindspring.com
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| Abstract:
InterAction is calling for greater accountability for effectiveness by its member INGOs through better evaluation policies and practices. Among the recommended practices is that agencies should conduct credible evaluations of their projects and programs, systematically collect them and make them accessible to interested stakeholders, and to periodically synthesize the findings in order to report on effectiveness on a global level. But this is a huge task! This paper will present the experience by the author as he conducted the most recent meta-evaluation/synthesis of CARE evaluation reports.
It will include practical descriptions of the process of collecting, summarizing, and examining individual evaluation reports, then techniques for aggregating findings both for quantitative statistics and qualitative analysis, and composing a report that is helpful to senior staff and other interested stakeholders.
The main audience for this paper will be others with INGO headquarters M&E responsibilities, or their consultants.
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An Endeavor to Improve Organizational Learning and Quality Within an International Development Organization
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| Presenter(s):
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| Mary Picard,
CARE International,
picardm2002@yahoo.com
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| Abstract:
This paper relates the experience of one of the largest international non-governmental organizations operating in Bangladesh with organizational learning and institutional mechanisms to improve the practice and quality of its development programs. CARE Bangladesh began this recent endeavor by creating a unit tasked with developing a strategy to foster a learning environment with the requisite organizational changes that would lead to better practice and higher quality information. This experience illuminates the challenge of transforming a large-scale, hierarchical organization with multiple field offices and a project-based operating frame to one that uses forms of reflective practice and team-based work to generate and share knowledge from its field experience effectively with a range of actors. The strategy departs from the view that change processes addressing organizational culture, staff incentives, accountability and shared responsibility for the changes, multiple forms of group learning, and the innovations in its core business need to occur in tandem.
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Catalyzing Design, Monitoring and Evaluation (DM&E) for Strategic Program Direction in the Transition From Relief to Development: Practical Lessons for Non-governmental Organizations (NGO)
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| Presenter(s):
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| Nicole Demestihas,
Mercy Corps,
ndemestihas@lk.mercycorps.org
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| Scott Chaplowe,
American Red Cross,
schaplowe@amcrossasia.org
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| Abstract:
With the magnitude and high profile of recent large-scale disasters, monitoring and evaluation (M&E) of resultant relief and recovery programs has received increasing attention. In post-tsunami Sri Lanka, the demand for accountability increased as the emergency phase transitioned into recovery and development. However, during the initial set-up and scale-up period, there is often little emphasis on M&E systems and processes.
This paper will examine key lessons from Mercy Corps' experience creating a comprehensive design, monitoring, and evaluation (DM&E) system in post-tsunami Sri Lanka. DM&E played a critical role in strategic planning, streamlining indices and indicators to monitor and measure results, and engineering a purpose-built data management IT system. Mercy Corps learned that the space between relief and development provides a valuable opportunity to institutionalize M&E principals and practices and set a clear direction for appropriate and accountable results.
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Evaluating Cooperatives Using Organizational Capacity Building Index
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| Presenter(s):
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| Frank Valdivia,
Land O'Lakes International Development Division,
fvaldivia@landolakes.com
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| Chung Lai,
Land O'Lakes International Development Division,
ctlai@landolakes.com
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| Peter Ngoma,
Land O'Lakes International Development Division,
pngoma@landolakes.co.mw
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| Michael Odumbe,
Land O'Lakes International Development Division,
michael@landolakes.co.ke
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| Abstract:
In international development, organizing people into cooperatives is a common initial activity, with a viable operating cooperative being an expected result of this process. To monitor cooperative management and functions, Land O'Lakes International Development Division has adapted a Capacity Building Tool in two of our programs. Our programs have customized it to their situation and needs. The end product is an organizational capacity building index that is a comprehensive tool used to monitor and measure the progress of cooperatives. This tool has been used to monitor cooperative development in our program in Kenya for the past two years, and is being implemented in our program in Malawi. The main lessons learned were to: tailor cooperative development efforts to specific cooperatives, produce and share detailed information at the cooperative level, and promote the participation of cooperative members in the development process.
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