Value for Money (VfM) VfM has always been an important consideration in WWF It’s not just about economy… – It’s about delivering the best possible results for people and nature with the minimum of resources – That is, the ratio of results achieved to resources invested But what does this mean in practice? How can we improve VfM? The VfM agenda is definitely increasing, and WWF must take control of what this means for us “What is value? If you don’t define value for yourself, someone else will do it for you.”

2 Frame VfM in a way that brings the organisation together Be aware – encourage Operations staff to look beyond economy Money Environment People Inputs Outputs Resources / Investment Resources / Investment Service & Wider Outcomes Service & Wider Outcomes Economic Environmental Social Measurement is often focused here – because it’s easier Determining value also requires evidence of this relationship

3 Definition: at a very basic level, additionality is about measuring net, rather than gross, impacts. In other terms: This can also entail capturing so-called “positive knock- on outcomes and impacts”. Best practice VfM analysis will capture net impacts, but this is not always practical Outcome Counter-factual Contribution Displacement Impact …and encourage Programmes staff to take practical steps on VfM

So…what is a practical approach for VfM? We need a simple framing that fits with Network Standards (PPMS, Operational Stds, Global Stds) and local office standards Organisational level – use VfM to help improve economy and efficiency Programme level – use 4E model since it is simple and translates globally. External engagement has been very helpful: DFID did not impose an approach but pushed us to come up with one DFID has encouraged experimentation PPA learning group has been really positive as PPA agencies have similar issues and there is strength in having a common view DFID has given positive feedback on our June 2014 report Other engagement has also been positive (UK NGO Finance Directors, Conservation Measures Partnership, RBM group)  We are now more confident that we are on a good path

What practical ‘tactics’ do we suggest? 1 ) Organisational checklist –Blank template and WWF-UK example –Suggest to review this with a small group from your office 2) Cost Drivers –See example from WWF-UK, based around the standard Network accounting categories as per B3 –A similar analysis from each office would be excellent 3) Programme assessment tool (light 4E) –This is like a simple version of the cycles in the VfM guidelines –Each PPA programme should try using this tool –Besides this, no common VfM ‘measures’ are expected other than responding to the PPA logframe and the Network’s common indicators where they are relevant. 4) Deeper programme analysis -Bespoke analysis as appropriate to each programme -Examples from Nepal and Colombia -‘Experimental’ – we cannot be certain what each analysis will tell us -Resources to support are available from WWF-UK 5) Ning sharing platform