An Analysis of Sector Level Quality Initiatives: Identifying Common Lessons to Inform Bond’s Effectiveness Framework Robert Lloyd

Purpose of the study Identify the individual and collective lessons learnt by eleven initiatives that have developed sector wide quality / effectiveness frameworks Explored five common themes: –Design process –Framework structure –Incentives for Implementation –Compliance systems –Support infrastructure Based on the lessons: –Recommendations to Bond for moving the Effectiveness Program forward –Propose a possible approach for an effectiveness framework and tentative suggestions about its content.

Common themes that emerged from the research: design process Clarity about why a framework is being developed and for whom? –AFCID’s Code of Conduct was developed in response to external pressure and as a result took the form of verifiable standards –NCVO’s CAP emerged in response to a capacity gap in the sector and therefore adopted a flexible framework of tools that organisations pick from A framework needs to have a niche among similar initiatives –PQASSO - no quality assurance mechanism for small NGOs –ISEAL - growing interest in standard setters by government Consultation with users helps generate by in –SPHERE - consultation was just as important as the outcome –HAP & ACFID - consult widely, but have a core group that leads Caution that consensus decision making doesn’t push a framework to its lowest common denominator –ACFID - need to balance listening and leading

Common themes that emerged from the research: framework structure Taking an integrated view of effectiveness –PQASSO & EFQM - pillars of effectiveness cover all aspects of an organisation and each is equally important –Makes a framework more daunting, but provides a complete and realistic picture of what needs to be done –People in Aid - support in prioritizing areas for improvement is key Identifying high level principles –ISEAL - provide the foundations upon which the rest of the framework is built –EFQM - tool for engaging senior management A common approach which enables organisations to ‘see themselves’ in the framework –EFQM - general questions and then work with organisations to adapt language and concepts –SPHERE & SGS NGO benchmark - common / thematic standards

Common themes that emerged from the research: framework implementation Challenge with donors backing a framework –While it can lead to rapid up take of a framework, it should not be the primary driver –Can lead to an approach that emphasises minimum standards rather than continuous improvement Importance of ongoing support, advise and guidance –PQASSO & HAP - development of a framework is only first step along the path towards effectiveness. Support in using the framework is key –Type of support will depend on how advanced an organisation’s engagement with effectiveness is ISEAL - this can put a strain on the host organisation - outsourcing capacity building Creating spaces for peer learning and sharing –HAP & DEC - Agencies that apply the framework and benefit from it can become the best advocates of the approach among peers

A proposed approach for an effectiveness framework: key considerations 1.There are already a wide range of existing tools, approaches and frameworks that address the issue of quality / effectiveness The framework should not replicate what exists, but rather help bring coherence, show linkages, sign post and identify gaps 2.To navigate the framework there will need to be a set of basic questions to help organisations identify gaps and direct them towards tools and approaches which are most appropriate to their needs The framework should have an element of self- assessment build into to it

A proposed approach for an effectiveness framework: key considerations 3.Bond members are involved in diverse activities and are at different stages of their conversation on effectiveness The framework should be flexible enough to allow organisations to see themselves in the tool and find elements that are useful to improving effectiveness within their own agencies 4.There is growing pressure on the UK NGO sector to demonstrate effectiveness, but it is not facing a crisis of confidence or public trust, the primary driver for the tool should therefore be to support organisations in developing their own approaches to effectiveness The framework should be an ‘enabling’ rather than a ‘compliance based’ tool

Principles of development effectiveness Accountability to communities Demonstrating & managing by results Respect for diversity & human rights Continually learning & improving Financial & political independenceLocal ownership & partnership

Leadership and management Governance and strategy Financial management People management Communications Relationships and alliances Principles of development effectiveness Accountability to communities Learning & knowledge management Demonstrating & managing by results Respect for diversity & human rights User / client focus Continually learning & improving Financial & political independenceLocal ownership & partnership Common levers of organisational effectiveness

Principles of development effectiveness Accountability to communities Demonstrating & managing by results Respect for diversity & human rights Continually learning & improving Financial & political independenceLocal ownership & partnership Self-assessment questions: Managers identify and respond effectively to changes in the external environment Managers provide clear leadership motivating and inspiring people by their vision and commitment Managers drive change throuhgout the organisation Leadership strengthening tools =MC Senior Management Team Competency Assessment, Management Center INTRAC (2006) NGO Leadership Development, Praxis Paper 10 Existing frameworks People in Aid, HAP, PQASSO Leadership and management Common levers of organisational effectiveness

Possible thematic areas: Microfinance Capacity building Development education Service delivery Advocacy/campaigning Policy research Humanitarian relief Leadership and management Governance and strategy Financial management People management Communications Relationships and alliances Principles of development effectiveness Accountability to communities Learning & knowledge management Demonstrating & managing by results Respect for diversity & human rights User / client focus Continually learning & improving Financial & political independenceLocal ownership & partnership Common levers of organisational effectiveness Mission specific levers of effectiveness

Possible thematic areas: Microfinance Capacity building Development education Service delivery Advocacy/campaigning Policy research Humanitarian relief Leadership and management Governance and strategy Financial management People management Communications Relationships and alliances Principles of development effectiveness Accountability to communities Learning & knowledge management Demonstrating & managing by results Respect for diversity & human rights User / client focus Continually learning & improving Financial & political independenceLocal ownership & partnership Common levers of organisational effectiveness Mission specific levers of effectiveness Advocacy and campaigning Self-assessment questions Are primary stakeholder involved in the design of your campaigns? Is the evidence to substantiate policy positions publicly available? Tools Understanding power for social change, Just associates Tools for Policy impact: a toolkit for researchers, ODI Existing frameworks NCVO campaign effectiveness program ODI - Research and Policy in Development,

Leadership and management Governance and strategy Financial management People management Communications Possible thematic areas: Microfinance Capacity building Development education Service delivery Advocacy/campaigning Policy research Humanitarian relief Relationships and alliances Mission specific levers of effectiveness Principles of development effectiveness Accountability to communities Approaches to demonstrating your effectiveness Learning & knowledge management Demonstrating & managing by results Respect for diversity & human rights User / client focus Continually learning & improving Financial & political independenceLocal ownership & partnership Common levers of organisational effectiveness Tools and approaches for measuring effectiveness of different thematic activities Types of evidence for demonstrating change in specific areas of work

User / beneficiary focus Leadership and management Governance and strategy Financial management People management Communications Possible thematic areas: Microfinance Capacity building Development education Service delivery Advocacy/campaigning Policy research Humanitarian relief Relationships and alliances Mission specific levers of effectiveness Principles of development effectiveness Accountability to communities Learning & knowledge management Demonstrating & managing by results Respect for diversity & human rights Continually learning & improving Financial & political independenceLocal ownership & partnership Common levers of organisational effectiveness Tools: Outcome mapping, composite logic model, spider diagram for capacity building for advocacy, theory of change, policy maker ratings, bellweather methodology Types of evidence: changes in awareness of issue, improved capacity to communicate and promote advocacy messages, increased visibility of campaign messages Example: advocacy and campaigning User / client focus

Leadership and management Governance and strategy Financial management People management Communications Possible thematic areas: Microfinance Capacity building Development education Service delivery Advocacy/campaigning Policy research Humanitarian relief Relationships and alliances Mission specific levers of effectiveness Principles of development effectiveness Accountability to communities Approaches to demonstrating your effectiveness Learning & knowledge management Demonstrating & managing by results Respect for diversity & human rights User / beneficiary focus Continually learning & improving Financial & political independenceLocal ownership & partnership Common levers of organisational effectiveness Tools and approaches for measuring effectiveness of different thematic activities Types of evidence for demonstrating change in specific areas of work Comprehensive effectiveness review