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Value for Money Discussions
Feb 3rd, 2011
Oxfam GB
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Oxfam International – confederation of 14
independent affiliate organisations, working in
over 99 countries
One programme approach:
Long-term
Development
Humanitarian
Response
Campaigning &
Communication
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OGB delivers programmes through International
Division and Campaigns & Policy Division
VFM in OGB
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Strong focus on design and sound theory
of change
Judgment at authoristion on outcomes/
results, beneficiary #s, and costs
Strengthening M&E, from the outset
(including beneficiary expectations; not
only results, but contribution to those
results)
Strengthened procurement system
Greater transparency (evaluations,
costs)
VFM in OGB
Organisational Commitment
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Programme Evaluation Policy
“…at a minimum, all final programme evaluations should include an
assessment of:
– The programme’s outcomes or impact
– Our contribution (or ‘added value’) to the programme
– The programme’s cost-effectiveness”
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Global Performance Framework
Along with asessing performance under 6 thematic Global
Outcome Indicators, we have commited to considering the question
of “Value for Money”
We are keen to know
That we are achieving the biggest ‘bang’ for our ‘bucks’
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Do the results of the programme/project warrant the
resources invested in it?
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Within this programme/project, are there ways by which
the same or greater results could have been achieved for
a smaller investment?
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Could the resources invested have achieved more if used
in a different way i.e. rather than on this
programme/project?
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Where it is possible to make comparisons, are there
factors that have added to, or reduced, the costs of this
programme/project compared to similar ones?
Challenges
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Defining ‘Value for Money’
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Value for money can only be contemplated once you know
what has changed as a result of a given spend
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Not desirable to ascribe monetary value to most
outcomes that we are working to influence
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Beyond right to life, not desirable to impose differential
weighting to the different outcomes we are working to
influence
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Many interventions comprised of a mixture of strategic
units that can be difficult to isolate
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In some interventions, it will be a challenge simply to
isolate the “Investment”