MFS II EVALUATIONS

RESULTS

Country reportsSynthesis reportLobby & advocacy report

811

10

Evaluated projectsand partner organisations(16 of which ILA)

219

Reports

million€ 10,8evaluation budget

€ Millennium Development GoalsCapacity developmentCivil society strengtheningInternational lobby & advocacy (ILA)

1234

Evaluation themesEvaluation purpose

Conclusion Learning and applying

Applying knowledge in future policies

Fair and just societies

workshopslearning sessionsand webinars

Follow-up activities

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3

MFS II Period 2011 - 2015billion subsidy for all projects€ 1,9

8 CountriesBangladesh, DR Congo,Ethiopia, India, Indonesia,Uganda, Liberia, Pakistan

Teams811

Country teamsSynthesis teamILA team

10

64 organisations in 19 alliances

by 175 researchers

organisations in67 20 alliances

Accountability of effectiveness,efficiency and relevance ofdevelopment programmes

To learn from and strengthen interventions

To test and learn about evaluation methods

Investment in the capacities of civil society Long-term cooperation in networks Adjustment to the environment Effective poverty reduction

The researchers ascertained that practically all the organisations evaluated in this study have contributed to changes in international policy processes concerning important development themes. Often, they did so as part of coalitions and networks. The study showed that longer-running networks and programmes are more often successful.

The evaluation of the MFS II programme, subsidised by the Dutch government, has been a unique exercise, with regard to both scope and ambition. Never before have so many development organisations had their programmes evaluated jointly.

The evaluation used scientifically reliable research methods and was conducted by independent academic researchers, guided by NWO-WOTRO. Along with two independent scientific advisory committees and a steering group, they guarantee the scientific quality of the evaluation. A baseline measurement took place in 2012 and a final measurement was taken in 2014. The effects were thus measured over a tight time frame of two years. In many cases, the initial measurement was not actually a baseline measurement, as the projects selected for the research had often started earlier.

Despite this restriction, the evaluation succeeded in giving a picture of the effectiveness of the programmes. And this picture was a positive one, in general. In addition the researchers concluded that although efficiency is in the DNA of many organisations, it should be dealt with more explicitly and with more transparency.

Capacity refers to the ability of people, organisations and societies to successfully manage their own affairs. At the baseline measurement in 2012, the capacities of partner organisations were already good, but they had improved further at the final measurement in 2014. The research showed that this can definitely be attributed, in part, to activities carried out with MFS II funding. Examples of this sort of activity are training in better financial management, planning workshops, interventions for better leadership and strategic vision development.

This evaluation used the methodology of process tracing, a qualitative research method. The researchers recommend routine use of this methodology when evaluating capacity development , as it led to sound conclusions. By using this methodology, it was also possible to conclude whether the identified change was attributable to the intervention.

Insecure and violent context. In these circumstances, it is difficult, even for well formulated and implemented projects, to achieve the desired results.Main objectives of the project do not focus on the Millennium Goals (e.g. projects focused on capacity development).Insufficient adjustment to local circumstances.Unrealistically high ambitions.

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What have we gained from MFS II?GENERAL

CAPACITY DEVELOPMENT

CIVIL SOCIETY STRENGTHENING

The evaluation concluded that the projects and organisations made a positive contribution to the achievement of the Millennium Goals, in general. The projects are clearly formulated, well implemented, relevant and efficient. The researchers state that it is clear that the Dutch NGOs and their partner organisations know what they are doing and, by and large, are doing it well.

However, little evidence was found that investing in capacities of partner organisations leads to greater success in achieving the Millennium Goals. The conclusion is that capacity development costs time and that even more time is needed before these improved capacities can result in an increased contribution to the Millennium Goals.

CONTRIBUTION TO ACHIEVING THE MILLENNIUM GOALS

INTERNATIONAL LOBBY & ADVOCACY (ILA)

The organisations were influential mainly because they succeeded in getting topics on the agenda. Their efforts have also led to policy changes. The study found fewer results of changed practice at local level. This is because the programmes evaluated mainly focused on policy processes at national and international level and because of the limited time frame between the baseline and final measurements. It takes time before a policy change is translated into actual change in practice and has a demonstrable impact.

The researchers identified a number of factors that determine the effectiveness of a lobby programme. One of those factors is an organisation’s capacities. An organisation must be able to develop a long-term vision, to analyse the environment and then act on this analysis, to cooperate and to maintain relationships. The researchers also emphasised the need for cooperation between Northern and Southern organisations to be based on equality and shared interests.

Changes in contextual factors influence the effectiveness of a programme as well. These changes may provide opportunities or have a prohibitive effect. Changes in personnel, positions and power of the lobby target, or the timing of policy processes can also be decisive for the effectiveness of a lobby programme. The researchers conclude that the theory of change, in which underlying assumptions are made explicit, is a good basis for permanent reflection on and communication about the programme.

The question of whether the interventions with MFS II financing have led to a stronger civil society (the total of social organisations that operate in the public arena and stand up for certain public values) was undoubtedly the most difficult question to answer in this evaluation. Not only was the period of just two years very short to show changes in this area, but the changes were also very difficult to quantify.

In general, the researchers came to positive findings. The best results were seen in countries with a favourable political climate for civil society. The most important lesson to be learned from the evaluation here is that the success of projects focusing on strengthening civil society depends to a large extent on the context.

The evaluation ascertained that projects with a longer duration and/or a bigger budget clearly achieved better results, also with regard to efficiency and relevance. The projects that scored lower on their contribution to the Millennium Goals showed a number of similarities.

Through this system, 67 Dutch development organisations, united in 20 alliances, received subsidy from the Dutch government for structural poverty reduction in developing countries in the period 2011-2015. The MFS II evaluation assessed the programmes with MFS II financing.

MFS II stands for Co-financing System II.

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