Oxfam’s Global learning programme report

Executive summary and introduction

A Programme Learning Report has been commissioned to support learning and accountability both within and outside Oxfam. It forms part of Oxfam’s reporting process for 2006, and also contributes to Oxfam Great Britain’s current review of its monitoring and impact assessment processes, which is being undertaken to meet demands for greater accountability and learning, and to explore improved ways of assessing programme impact.

Sixty-one documents were reviewed in the production of the Programme Learning Report. These included 33 programme evaluations and eight strategic reviews. Three inter-agency evaluation reports on the Asian tsunami response were included in the sample in order to provide information about current lessons in the humanitarian sector.

A number of programme teams are investing in improving various areas of analysis, such as the teams engaged in the ‘Vulnerable Livelihoods’ initiative and teams in the MEEECIS Region and the Philippines, who are strengthening their analysis for influencing policies, practices, ideas and beliefs. Oxfam can learn from these and other examples.

A number of lessons for developing good relationships, that have fairly wide applicability, emerged from some of the reviews of programmes that involve working in alliance with others. These reviews suggested that good relationships are promoted by:
o factoring in time for agencies to understand each other
o being realistic about expectations, goals, and objectives
o clarifying ground rules and processes in a document (including budgets and exit strategies)
o discussing ways of dealing with conflict
o using a flexible management model and leadership style that suits the partnership type
o not relying on a small number of individuals
o being honest about levels of resources, commitment, and capacity

The long-term commitments that are necessary to work with partners towards changes in policies, practices, ideas and beliefs, as well as for strong, independent networks and coalitions to emerge, is recognised in reviews. Often partner agencies require support to develop capacities in the same areas as Oxfam staff. The reviews show the importance of clarity about the purpose of a partnership, a good assessment of capacities in order to select partners, and then support to strengthen or develop new competencies, whether planning for future humanitarian responses, or development and campaigning work.

The way that Oxfam works in partnership with others offers opportunities to ‘walk the talk’ of participation and equality – and to demonstrate its commitment to empowerment and accountability at all levels. Striving to live this out in all relationships requires a long-term commitment across the organisation.

Extracts: www.oxfam.org.uk