¿MISION CUMPLIDA? EVALUACIÓN DEL PROGRAMA DE ... - Novib
¿MISION CUMPLIDA? EVALUACIÓN DEL PROGRAMA DE ... - Novib
¿MISION CUMPLIDA? EVALUACIÓN DEL PROGRAMA DE ... - Novib
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¿Misión cumplida? Evaluación Programa ON-LAC<br />
incurred a greater risk of decreased functionality. Mexico and Brazil enjoyed higher levels<br />
of human development, per capita income and strength of democracy than at the turn of<br />
the century. However, their HDI adjusted for inequality, unequal income distribution<br />
patterns and unfavourable gender development levels are indications that work under<br />
each of the Aims would still be justifiable. Both the ON-LAC region and the group of<br />
contrast countries still have high levels of malnutrition, huge income gaps, flawed<br />
democratic systems and wide gender inequality.<br />
Over the last ten years, the positioning of Oxfam <strong>Novib</strong> was not really defined on the basis<br />
of a needs assessment of target groups at country level. Country selection was instead<br />
driven by the priority of reducing the number of countries and counterparts and the need<br />
to focus on a limited number of thematic areas, with a view to augment impact with<br />
steadily decreasing resources. A thematic approach was brought into the Programme in<br />
2004, one year later followed by a merger of the departments of South and Central<br />
America.<br />
A vitally determinant factor in Oxfam <strong>Novib</strong>’s drive to concentrate resources was its view<br />
on developing civil society with the participation of vibrant non-governmental<br />
organisations. They were expected not only to play a role towards target groups, but also<br />
to influence the formulation of public policies in a dialogue with national governments.<br />
The drifting away from direct poverty interventions at local levels was strengthened by<br />
the drive to forge alliances with (inter-)national NGOs on global issues such as trade,<br />
environment and climate change.<br />
The relevance of the Programme is investigated in more detail at the level of Aims,<br />
counterparts and projects, in close connection with the other evaluation criteria. The<br />
evaluation results have therefore been structured in accordance with the chosen<br />
methodology. A breakdown of the counterparts and financing per Aim and country, within<br />
both the ON-LAC Programme and the sample set for this evaluation, is presented in Table<br />
1. In Bolivia and Brazil, selected Oxfam <strong>Novib</strong> counterparts have been operational on more<br />
than one Aim (which explains the column totals not fully adding up). 8<br />
Table 1: ON-LAC counterparts and project expenditure (2003 – 2009)<br />
Aim 1 Aim 4 Aim 5 Total<br />
Counterparts Amount Counterparts Amount Counterparts Amount Counterparts Amount<br />
(Number) (Euro, ’000) (Number) (Euro, ’000) (Number) (Euro, ’000) (Number) (Euro, ’000)<br />
Sample ON-LAC Sample ON-LAC Sample ON-LAC Sample ON-LAC Sample ON-LAC Sample ON-LAC Sample ON-LAC * Sample ON-LAC<br />
Continent 3 16 961 3,167 1 10 586 1,365 3 8 1,679 2,080 7 39 3.226 6,612<br />
Amazonia -- -- -- 501 -- 2 36 0 3 0 266 0 0 803<br />
Bolivia 5 19 6.648 9,085 4 16 3,717 4,946 4 9 2,384 2,705 10 21 12.749 16,736<br />
Brazil 6 22 5.864 8,063 10 23 8,031 8,581 2 8 647 1,557 12 26 14.542 18,201<br />
Colombia 0 0 0 0 2 4 735 903 3 4 428 246 3 5 1.163 1,149<br />
Guatemala 4 13 1.634 3,129 6 16 2,401 3,652 2 13 718 1,720 11 20 4.753 8,501<br />
Mexico 6 19 3.924 5,945 2 22 2,015 4,180 7 24 1,831 3,753 13 26 7.770 13,878<br />
Central America -- 8 -- 916 -- 5 -- 588 0 3 0 237 0 0 1,741<br />
Nicaragua 4 10 2.016 3,002 1 15 710 2,183 4 12 2,062 2,511 9 16 4.788 7,696<br />
Peru 7 19 3.709 4,908 4 18 2,499 4,225 3 12 1,156 1,632 11 23 7.364 10,765<br />
Urban -- 1 -- 100 1 19 511 2,265 0 -- 0 -- 1 -- 511 2,365<br />
Total 35 127 24.756 38,815 31 140 21,205 32,923 28 96 10,905 16,708 77 176 56.866 88,448<br />
Source: Information ON-LAC Department (* NB: lower totals due to counterparts operating under several Aims).<br />
8 The multiplicity of Aims has given rise to misgivings as to whether counterparts have been specifically<br />
accountable for achieving project results for each Aim assigned to them.<br />
6