LUTHERAN WORLD RELIEF To Others, Through Others Lisa Negstad Director for Organizational Effectiveness

Lutheran World Relief works with partners in 50 countries to help people grow food, improve health, strengthen communities, end conflict, build livelihoods, and recover from disasters. With people in the U.S., we work for justice for those we serve. MISSION

LWR deepens the impact of its work in partnership with local organizations to eradicate poverty and injustice in impoverished communities. STRATEGIC OBJECTIVE #1: DEEP AND LASTING IMPACT ABROAD

Impoverished communities have improved standards of living and are empowered to collectively address their problems and advocate for their rights. LWR’s partners are more effective and sustainable. LWR’s partnerships are characterized by mutual respect. STRATEGIC OBJECTIVE #1: OUTCOMES

HOW DO WE DO THIS?

HOW DO WE WORK? WITH PARTNERS THROUGH ACCOMPANIMENT

LWR provides funding for organizational development processes of partners. HOW DO WE WORK? LWR works with its partners to become more effective organizations.

PPM & E(L) PROBLEM How do we at LWR asses the outcomes and impact of our organizational development work with partners? How does LWR monitor and evaluate whether its partners are more effective and sustainable?

INTENDED OUTCOMES Our Partners Will: Have a well-defined vision, mission and conceptual framework Be able to establish a coherent strategy, focus, and programs (relatively) independent of donors Use learning to adapt to changing circumstances and innovate Cultivate leadership and be “leaderful”

Have the expertise and the managerial, administrative, human resources, and financial systems and structures in place that enable effective and efficient implementation of programs Have stable and diverse sources of funding Be active participants in networks and social movements INTENDED OUTCOMES Our Partners Will:

CHALLENGES PPM & E (L) of organizational development is a ‘level’ removed from ultimate beneficiaries. Northern NGOs that fund local organizations are likely “to undermine authentic ownership” of capacity strengthening interventions and result in cosmetic change only. The presence of the “controller of resources” will “undoubtedly distort the process.”

How to Monitor and Evaluate Processes rather than Products? It’s difficult to evaluate a ‘moving target.’ That is, once an organization increases knowledge, they may actually assess themselves with lower capacity. CHALLENGES