Partnership Scorecard: monitoring and evaluation

tool that contributes to successful relations and

program results

Partnering for Success Conference 2016

March 18th, Linda Gamova, Daniel Oloo, Everline Achieng Dede

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Brief overview of presentation

Share M&E in partnership experience in Kenya, specifically Partnership Scorecard tool

Share CRS’s overall partnership experience and M&E aspects of it

Discuss the conference questions

About Homa Hills Community Development

Organization (HHCDO)

Vision: A self-sustained community that enjoys quality life

Mission: To build community capacity to facilitate sustainable development to support vulnerable groups.

Values: We are guided by Partnership, Professionalism, Integrity, Empowerment,

Communication, Respect and Quality Service

History: HHCDO was founded in 1980 by the Norwegian Save the Children as an Agricultural and Technical Training Centre and registered as an NGO in 1994.

Projects: Kenya Aids Response Program, Aphia Plus Orphans and Vulnerable Children, DREAMS, Thrive, Prosper and The Enterprise Department

Partnership with CRS

9 years with CRS since the first project The Child Behind

A cumulative of 7 projects, with two on going projects

Our partnership with CRS is guided by the mutually shared

principles and values as well as commitment and

complementary purposes

The cordial relationship are built over time through the

numerous meetings, assessments and feedbacks, which

enables successful implementation of the projects.

Definition of Partnership

“A relationship based on mutual commitment and complementary purpose and values that is often supported by shared resources and which results in positive change and increased social justice.”

How M&E of Partnership is done

Quarterly Review Meetings

Constant communication through emails and telephone

Application of the Partnership Scorecard. This was a breakthrough to strengthening of the partnership and monitoring and evaluating the same.

About CRS Kenya

CRS started working in Kenya in 1965 under the invitation of the Kenya

Conference of Catholic Bishops.

CRS Kenya draws its vision from the overall CRS vision statement: “Solidarity

will transform the world”.

CRS Kenya currently works with 18 partners focusing on 4 major

programming areas – health, agriculture & livelihood, education &

protection/peace building and WASH.

CRS Kenya focuses on capacity strengthening for partners to achieve

organizational and programmatic sustainability.

CRS Partnerships

Subsidiarity allows partners share the responsibility for identifying

priority needs and opportunities, designing the response to those

needs, and acquiring the skills required for implementation of that

response.

Programs are based upon operational relationships which capitalize on

our complementary capacities to achieve the optimum benefit for

poor and marginalized people.

The relationships embody essential principles of Catholic Social

Teaching, such as respect for human dignity, the life of the person in

community, and people's ownership of their own development process.

Entering into partnership is based on agreed-upon shared principles –

for a win/win propositions: purpose, benefits, costs and

contributions.

M&E of partnerships

CRS conducts regular M&E of its partnerships to ascertain mutual commitment,

complementary purposes and values.

M&E allows partners and CRS to give feedback on issues affecting the

partnerships and projects.

CRS uses various tools to monitor and evaluate its partnerships:

● Partnership scorecard

● Meetings – scheduled & unscheduled

● Learning events

● Third party evaluations

Partnership Scorecard (PS) A web-based tool that allows to assess their partnership performance and use the

data to improve the partnership.

CRS and partners complete assessment to rate performance on key partnership

criteria.

The PS enables to identify major strengths and weaknesses in the partnership and

use the data to improve relations.

The PS allows CRS and partners to reflect on four major outcomes:

1) Partnerships; 2) Transparency and accountability; 3) Capacity strengthening and

4) Civil society development

Partnership Scorecard process

• Key outcomes areas include: partnerships, Transparency & Accountability, Capacity Strengthening, CS development

• CRS and partner implements capacity improvement plan to address gaps

• Partnership scorecard manager (PSM) orients partner staffs PS procedures.

• CRS & partners identifies critical mass of staff to take the scorecard survey

• PSM registers survey participants

• CRS & partner reviews their partnerships

• CRS & partner develops a partnership scorecard work plan Initiation Orientation

Survey Improvement

plan

Sample PS Report – Partner & CRS

Report

Partner vs CRS Report Country : KENYA Partner : HOMA HILLS COMMUNITY

DEVELOPMENT ORGANIZATION

Report Generation Dates : 01-Apr-2014 To 28-Jul-2014

St.No Statement CRS

Avg.Score Partner

Avg.Score

Outcome 1: Partnership

1 We have a Memorandum Of Understanding (MOU) or partnership agreement that reflects our shared values and vision for addressing people's immediate needs and the underlying causes of suffering and injustice.

2.33 4.00

2 The MOU or partnership agreement was developed together. 2.00 3.00

3 We regularly follow-up together on progress in our partnership, based on the MOU or the partnership agreement. 2.00 3.67

4 We created or revised an action plan during the last partnership reflection session and it is being implemented according to the planned timeline.

3.50 4.50

5 We communicate with each other consistently and in a timely manner. 4.25 3.83

6 We involve each other appropriately in our strategic planning processes. 3.50 3.33

7 Together we have established systems and structures that ensure “partnership beyond projects”. 2.75 2.67

8 There is mutual trust and respect between us. 4.25 4.50

9 We provide regular opportunities to give feedback on our partnership. 3.75 4.33

Successes and achievements in M&E of

Partnership

Spurs innovative approaches/ideas to the challenges of

sustainable development.

Holds us accountable to each other and to the beneficiaries.

Enables us to share capacities in order to achieve both

common and complementary goals more effectively, legitimately

and sustainably.

Ensures greater understanding of the values and attributes

of each side thereby building a more integrated and a more

stable relationship.

Ensures constant and candid communication where everyone

has an opportunity to share and correct.

This has gone long way in improving our service delivery.

Successes and achievements in M&E

of Partnership Improved partnership

Commitments to shared values and common interests

Strong communication systems with flexible feedback and feed forward mechanisms

Joint strategic planning for efficient and effective partnership

Establishment of strong transparency and accountability systems

Clearly defined expectations

Improved information sharing

Timely and participatory decision making

Enhanced organizational and programmatic performance

Increased capacity

Regular organizational and programmatic assessments to identify gaps and

opportunities for capacity strengthening.

Enhanced institutional and programming sustainability beyond projects.

Civil society developments

Improved networking with other stakeholders in various sectors.

Increased advocacy for sustainable developments and positive change in the

welfare of project beneficiaries.

Challenges in M&E of partnership

Before the introduction of Partnership Scorecard (PS) there was no formal mechanism for M&E of Partnership.

Until the PS was introduced, little effort was put on the M&E of partnership, as all our energies were channeled into the M&E of projects.

The process of the PS was a bit challenging as there is an inadequate partnership staffing and skills within the organization.

Summary

CRS and its partners deeply believe that partnerships for development are

crucial.

Strong collaborative relationships across civil society and the public

and private sectors help achieve lasting positive change.

CRS builds its programming and projects on local systems and local

knowledge and promote local commitment.

Partnerships are not always easy.

We monitor the functioning of partnerships, and evaluate their promised

impact in creating value at multiple levels in different ways, e.g. PS.

M&E of partnership supports the learning and decision making

processes.

M&E of partnership hold partners accountable.

M&E assesses the functioning of partnerships and how they can reach

more sustainable results.

What is specific about the M&E of partnerships?

Relations are not static but dynamic

Mostly it is about the personal perceptions though there are objective measures

The M&E should be very participatory and representative so the perspectives of many is considered

Triangulation of information is very important

Leaders role is crucial in partnerships, so their perspectives and behaviours should be taken into consideration

Regularity, consistency, trust and openness are key

In order to contribute to SDGs, what is needed in terms of M&E to support existing as well as new partnerships?

M&E of partnership should:

Be done in a spirit of mutual accountability, inclusiveness and

transparency

Be planned at the beginning of establishing the partnership

Be developed and applied (tools and systems) by partners on

consistent manner

Help with partners’ discussions, planning and decision making in

programming and strategy development

Measure both the nature of the relations as well as outcomes of

the relations.

Include the learning questions considering the SDGs

Be shared for broader learning and replication

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Thank you!!!