NGO Sector Progress Mapping- Value for Money

1. NGO Sector Progress Mapping- Value for Money A study by the Value for Money Learning Partnership Presentation by Tonja Schmidt, Malaria Consortium

2. Aims 1. To take the mystery out of VfM Translate the abstract concept of ‘value for money’ into a series of tangible, achievable activities, which all NGOs can aspire to undertake. 2. To enable planning of an organisation wide approach to VfM Develop a standard checklist of steps which NGOs can build into a plan for organisation wide capacity building for measuring and managing VfM. 3. To demonstrate progress NGOs are making in their VfM activities Design a scoring system that allows NGOs to show progress against each checklist item and demonstrate how they are improving over time. Capture progress of the NGO sector collectively in improving VfM capacity. 4. To promote discussion and learning Using the checklist items as a talking point, encourage VfM dialogue within and between agencies, including with donors.

3. Developing the Checklist • Mapping of 17 agencies’ VfM activities. • VfM LP review raw data and produce a ‘long list’ • 8 NGOs refine and pilot 20 items ‘short list’ • Final 20 item checklist adopted for sector mapping 5 categories in checklist- 3-5 items in each • Organisational Plans and Strategies • Programme Management • Financial Management and Procurement • Monitoring & Evaluation • HR, Communications, Sector Collaboration • Limitations: Interpretation of items. Interpretation of scoring. Missing items.

4. 17 agencies (42% of all PPA agencies) Mix of small, medium and large NGOs Thanks to: ActionAid British Red Cross Cafod Christian Aid Conciliation Resources Farm Africa HelpAge International Islamic Relief Worldwide Malaria Consortium Penal Reform Plan UK Saferworld Save the Children UK WaterAid Womankind Worldwide World Vision UK WWF-UK Who took part?

5. Results 1- Highest Scoring Checklist Items (2014) • VfM through cost control, procurement and risk management were most advanced • VfM action planning, integration into M&E and equipping partners were least advanced

6. Weighted the colour coding and calculated av score/item/agency Results 2- Highest Scoring Categories (2014) • VfM activity in Finance and Procurement was most well developed • VfM activity in Programme Management was the least developed • NB. This only relates to VfM activity, it does not mean agencies do not have strongly performing departments

7. Results 3 – Progress 2011-2014 (since start of PPA) - Scoring of all 20 checklist items compiled for all agencies % items receiving this score Note that no evidence has been collected in this study to determine how much of this improvement can or cannot be attributed to PPA funding.

8. Results 3 (cntd)– Progress 2011-2014 (since start of PPA) - Scoring of all 20 checklist items compiled for all agencies Total no of items receiving this score - all agencies

9. Conclusions • Every NGO sampled has strengthened its VfM capacity since the start of PPA. But there is still a way to go. • There is strong improvement across the sector since 2011(1). It is likely PPA investment contributed to this(2) • Strengthening organisational capacity for VfM is a long term investment. It takes time before this results in the achievement of improved VfM in our programmes. The foundation is being laid and once fully established we can expect to see better understanding and tracking of VFM in civil-society run aid programmes. • If the sample is representative of the sector as a whole • (2) Evidence for this can be drawn, at least in part, from PPA annual reports to DFID

10. For further information on the VfM checklist and sector progress mapping contact the Value for Money Learning Partnership or t.schmidt@malariaconsortium.org Thank you for listening