Global Programme Learning Report 2006
A review of evaluations and assessments of Oxfam GB's programme work
Executive summary and Introduction (Section I) (292KB pdf)
Full report (1,134KB pdf)
Download individual sections:
Section II: Effectiveness of intervention strategies (296KB pdf)
Section III: Implementing Oxfam’s principles through quality programming (357KB pdf)
Section IV: Conclusion and Annexes (626KB pdf)
To view these files you will need a copy of Adobe Acrobat Reader.
Management response
Introduction
The Global Programme Learning Report 2006 draws on the findings and conclusions in more than 60 evaluation and other assessment reports produced over the past three years. The Report was commissioned to help identify the main factors that influence the quality of Oxfam’s programmes, and whether Oxfam’s ways of working are firmly based on its principles and stated programme approach.
Findings and lessons
The documents reviewed do not question Oxfam’s programming framework and approach in any fundamental way. When programmes have a clear strategic direction, and the right capacities and support systems, Oxfam’s approaches do appear to be effective in contributing to changing policies, practices, ideas, and beliefs that impact on the lives of poor people. The energy and enthusiasm of management and staff, and the willingness to explore ways of improving the quality of programming are clear.
However, implementation of a rights-based approach is complex and demanding, and requires a long timeframe and focused investment. With such ambitious goals as Oxfam’s, there is always room for improvements in organisational systems and processes to promote better and more equitable outcomes and impact.
There have been significant changes and developments in Oxfam’s programming since Oxfam GB’s Fundamental Review of its Strategic Intent in 1998. However, the Fundamental Review’s finding that Oxfam ‘does not play to (its) strengths often enough, well enough’ is still valid, as is the need to ‘achieve greater consistency and coherence in its international programming’.
Three overarching themes encapsulate the main lessons that emerged from the review: strengthening programme coherence; resourcing and supporting programmes; and working with others for high impact programmes.
Actions to be taken as a result of the review
Many of the issues that emerged from the documents studied are familiar to Oxfam staff, because they are consistent with the messages about Oxfam’s programme performance that have emerged from other reviews and fora. Some programmes will have developed or changed significantly since the evaluations were undertaken, partly as a result of the evaluation findings and recommendations. A number of corporate initiatives are also underway to address some of the areas of weakness identified in the Programme Learning Report. Nevertheless, the themes continue to warrant the attention of senior and programme managers, in order to check whether current initiatives are sufficient, to explore the main reasons for weaknesses in different programme contexts, and to identify the actions required to improve programme design and delivery.
Actions across Oxfam GB
Current initiatives that are directly relevant to the themes discussed in the Programme Learning Report include:
- The Humanitarian Investment Plan (HIP) A series of 12 projects were initiated by Oxfam in spring 2005 in order to improve its emergency response. The projects take account of the lessons Oxfam had learned during a recent series of major humanitarian responses, including the crisis in Darfur, Sudan, and the Asian tsunami. HIP covers: standards, procedures, and tools; working practices across teams; preparedness; human resources; logistics.
- Developments to the Catastrophe Fund Greater flexibility has been introduced into the use of Oxfam’s Catastrophe Fund, so that some strategic activities as well as immediate responses to disasters can be supported. The Fund will also be used to facilitate the planned growth in Oxfam’s water and sanitation activities in humanitarian responses.
- Vulnerable Livelihoods initiative The Vulnerable Livelihoods initiative seeks better integration of long-term sustainable livelihoods work and emergency food security and livelihoods work. It draws on experiences in Oxfam’s Africa, South Asia, East Asia, and Caribbean, Mexico, and Central America Regions. A number of country teams are introducing new practices and ways of working, supported by advisers from the Humanitarian Department and Programme Policy Livelihoods Team.
- Country analysis Several programme teams (e.g. those country programmes designated ‘pivotal country programmes’) have been supported to develop more strategic country programmes through a process of analysis and consideration of different strategies for contributing to change. As part of the new corporate strategy all country programmes will be asked to develop their programme design and a consistently higher level of country-level analysis. This will promote greater integration of humanitarian, development, and campaigning strategies within country programmes.
- The Monitoring, Evaluation, and Learning (MEL) project This project started in 2005 and is defining the next phase of development of Oxfam’s monitoring, evaluation, and learning processes and systems across the organisation. Looking ahead, the project is promoting: improvements in project and programme monitoring; country and regional programme learning reviews; global strategic evaluations to improve programme effectiveness; impact assessments of strategic areas of work; the engagement of poor people and partners in monitoring and learning processes.
Senior managers have checked the main findings in the Programme Learning Report against current plans and initiatives, and it is helping them shape their thinking about emerging areas of programme development. These include work on partnership, support to programme staff to develop competencies, development of campaigning skills in country programmes, and programme quality.
Actions by Regions and Departments
Regional Directors and Heads of Departments are being asked to ensure that their staff consider the findings and lessons in the Programme Learning Report that are relevant to their particular situation. The Executive Summary of the report was written by Oxfam staff, and poses a number of questions against each of the main themes to emerge from the review. These questions have been introduced to encourage discussion by departmental, regional, and country teams about how programme practice can be improved in the areas most pertinent to them. Programme managers are being encouraged to develop their own set of questions for discussion with their teams, and to look for opportunities to use relevant lessons from the Programme Learning Report in meetings, workshops, and other planned activities.
