EDIAIS :Conference papers

Overview: This is a summary of the case study on impact evaluation exercise of the Foundation for Community Development (FDC) of Mozambique. FDC, the first foundation in the country, was established in 1994 to alleviate poverty. The impact evaluation determined the effects of FDC's interventions in the poorest communities in Mozambique. FDC, new at impact evaluations, sought the help of its partner, Synergos Institute in NY. Synergos, committed to providing services to strengthen foundations such as FDC, tapped its pool of resource persons, the Senior Fellows, to assist FDC in and ensure technical soundness of the impact evaluation.

Process Lessons: The FDC impact evaluation process offered many lessons. Articulating the objectives in conducting an impact evaluation and articulating a conceptual framework for FDC's development agenda gave substance to the methodologies, tools and processes used. Its participatory and inclusive nature was noteworthy. Internal consensus building among staff ensured commitment to the process including the tedious task of reconstructing indicators, aggregating results accumulated over five years, and presenting to stakeholders positive and negative conclusions.

Direct Outcome/Results: The major data gathering exercise happened in 10 different community consultations across the country participated by 273 people. In addition, 10 key informants among FDC's stakeholders, government, multi-lateral organizations and international NGOs, were interviewed. Community consultations highlighted the positive impact that FDC's education program led to lasting and deeply felt changes in the lives of girls who would not have been able to go to school without FDC's support. FDC's flood relief and rehabilitation program was timely, and effective. FDC's livelihood programs were not as deeply felt, marketing and technical support lacking in most cases. FDC's stakeholders believed FDC a significant development actor in Mozambique. FDC is seen to be an effective resource mobilizer, with its US$37M mobilized so far. In addition, FDC has sufficiently developed enough credibility and leadership to act as a convenor of all development actors in Mozambique-to facilitate coordination and even direction-setting of the country's development agenda.

Larger implication: The evaluation benefited FDC in many ways. As intended, the evaluation results were used as basis for its five-year strategic planning. Concrete areas for improvement were surfaced, clear areas for direction and successful programs to be sustained were identified. FDC staff learned the skills necessary in the conduct of impact evaluation exercises. The impact evaluation would add credibility to FDC as they negotiate for programs and funding with development agencies, donors, and government.

As an offshoot of the participatory nature of the evaluation, a groundswell of possibilities and opportunities for FDC and their stakeholders in Mozambique was created. The interest and cooperation of stakeholders was sparked by the conclusions and insights from the evaluation exercise--seeds for future collaboration and linkages.

In all, the evaluation process helped FDC along its path of institutional growth and effectiveness, and contributed to a culture where evaluation is a key tool in realizing its strategic goals and objectives.

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