Entry points for designing, monitoring, and evaluating DRG integration in sectoral programs
Session Number: 2170
Track: Democracy and Governance
Session Type: Panel
Tags: cross-sectoral, DRG, Integration
Session Chair: Jean-Camille Kollmorgen [Deputy Director, Performance Evaluation - Social Impact, Inc.]
Presenter 1: Jean-Camille Kollmorgen [Deputy Director, Performance Evaluation - Social Impact, Inc.]
Presenter 2: Nanette Barkey, Ph.D. MSPH [Director of Results and Measurement - Pact]
Presenter 3: Jade Lamb [Technical Specialist - Social Impact]
Time: Oct 29, 2016 (10:45 AM - 11:30 AM)
Abstract 1 Title: Designing and managing DRG integrated programs: Perspectives from USAID case studies
Presentation Abstract 1:
Social Impact, Inc., recently completed a research case study of six USAID missions that are designing a new generation of development programs that integrate PITA principles (participation, inclusion, transparency, and accountability), and encourages a development approach that gets people “thinking and work politically.” In addition to the six case studies, the research effort also convened Washington, DC-based roundtables regarding entry points for DRG integration across sectors, including civil society capacity building, strengthening local governance, and pushing for policy reform. This presentation showcases promising examples in integrated program design and management at USAID, highlights the factors that have enabled or hindered integration efforts, and summarizes the outputs of the roundtables in order to smartly design and evaluate integrated programs.
Presentation 1 Other Authors: To be confirmed
Abstract 2 Title: Measuring the integrated approach to development: How governance interventions lead to improved outcomes across sectors
Presentation Abstract 2:
Pact implements integrated development programming in 25 countries with funding from bilateral, multilateral, corporate, and other donors. Capacity building for local organizations and civil society strengthening are core approaches, with the aim of forging effective governance systems. In 2015 more than 108,000 citizens participated in over 4,000 Pact-led initiatives that created positive state-society engagement. This paper describes how civil society strengthening is integrated into development programming and how the organization is evaluating the outcomes of these projects. Examples will be shared from Nepal, the DRC, Ethiopia, and Thailand to illustrate the different approaches used to measure outcomes in various sectors.
Abstract 3 Title: Shae Thot - Strengthening Community Governance Structures
Presentation Abstract 3:
Shae Thot is a five-year project implemented by Pact in Myanmar, which uses community governance structures (VDCs) as a platform to integrate health, livelihoods and WASH activities. Communities strengthen service delivery systems at a local level through democratic election of leaders, prioritizing and raising funds for development needs, and implementing community projects. Pact will evaluate the efficacy of these activities through three ways. First, Pact developed a Community Performance Index to assess the performance of VDCs in managing and implementing development work, and will present the 2014 baseline compared to a 2016 end line. Second, Pact conducted a participatory performance evaluation in 2016, where VDCs discussed their management experiences, what skills they used, and how they engaged communities. Finally, Shae Thot is beginning an evaluation of integrated development where we will quantitatively measure the effect of multi-sector programming united by a governance mechanism on development outcomes, in comparison to non-governance programming.
Audience Level: All Audiences
Integrating traditional Democracy, Rights, and Governance (DRG) principles into development programs shows promise in accelerating and enhancing development outcomes, but much more evidence is needed to bolster this claim. This session present three examples of how development organizations are experimenting with integrated program designs, and attempting to design effective monitoring and evaluation systems for measuring the impact of such integration. The first example highlights entry points for facilitating and managing DRG-integrated programs within United States Agency for International Development (USAID) missions. The second example presents an organization-wide approach for measuring the effects of integration across traditional sector boundaries. The last example offers lessons learned from implementing an integrated project and plans to evaluate project impact.
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