Final Evaluation of the partnership between NFU and LSMHP

Background:
NFU formed a partnership with LSMHP in 1994. NFU has since then supported the organization financially. An external evaluation of the development of LSMHP and the partnership with NFU was carried out in 2001, and the three following years aimed at following up the recommendations of the evaluation and prepare LSMHP for financial independence from NFU. Because the LSMHP’s donors planned at phasing out more or less at the same time, and no alternative sources of income were identified, NFU decided to prolong their partnership with LSMHP. Consequently a second evaluation was carried out in 2006 after which LSMHP was granted another three years of funding through NFU, on the precondition that LSMHP would work intensely to ensure financial independence from NFU by the end of 2009. In spite of these intentions, LSMHP has not managed to secure sufficient income to sustain their operation. The current exercise aimed at finding the best possible phasing-out strategy of NFU’s financial support, based on a thorough evaluation of the organization and its work.

Main purposes of the evaluation:
The main purpose of this task was to I) assess the level of achievement and to document results derived from the development cooperation between LSMHP and NFU in the period 2006-2010; II) assess the current sustainability of LSMHP and the organization’s projects; III) develop recommendations on how to strengthen the sustainability of the project and the organization as a whole.; and IV) build the capacity of the organization and relevant stakeholders, particularly on issues related to sustainability.
Methodology: The assignment was divided in two phases; the evaluation phase and the capacity building phase. During the evaluation phase the methods used were analysis of a range of documents, in-depth interviews and focus group discussions. The resource mobilisation and capacity building phase was carried out by a local consultant according to specific ToR approved by NFU. The consultant will be paid based on outputs and outcomes (e.g. successful resource mobilisation).

Key findings: 
NFU has supported LSMHP financially since its inception with annual contributions ranging from 200 000 M to 600 000 M per year. During this time LSMHP has managed to start self-help groups in 22 localities in 8 out of 10 districts and establish one district committee in Mafeteng. Though these self-help groups thousands of families have been reached and empowered to understand and support the development of their disabled family member and to demand better services from the government. Since 2006 five new self-help groups have been started in the two CBR districts, while in remaining 6 districts activities have decreased due to limited support/inspiration from the national office. There are still no LSMHP activities in two districts. Presently around 50% (eleven) of the self-help groups are considered to be active. The number of paying members in 2009 was 260 persons, which is a significant decrease compared to 2006. The evaluation team is however impressed of the resilience of the self-help groups. All five visited groups continue to engage a core group of 10-15 families who meet to support each other and seek ways to improve their situation. The LSMHP program for youth on sexual and reproductive health has also resulted in increased awareness and reporting of abuse.

 Previously, three evaluations of the NFU partnership with LSMHP have been carried out2. All three point at the need to develop a diversified and long term financial sustainability along with an organisational strategy and budget, which are guided by national priorities rather than donor preferences. Looking back, only few of the recommendations seem to have been implemented. Members, and potential members of LSMHP, who are increasingly struggling in hash situations, have turned to organisations that are more focussed on poverty reduction for support. LSMHP could have gained credibility by cooperating with these other NGOs to empower and assist members in a wider range of areas. NFU could have been more supportive of such developments.

 Despite the recent difficulties, LSMHP is still considered to be one of the leading disability organisations in Lesotho. LSMHP is an important stakeholder in LNFOD and a key resource in the CBR program. Through national and local advocacy, “Speaking with one Voice”, LSMHP has managed to lobby for improvements in the education system and setting up of an assessment centre in Queen II Hospital (although this is more of a private initiative of two occupational therapists). LSMHP also lobbied for the CBR program to be established and it is the LSMHP manual that forms the basis for training of CBR workers. LSMHP is considered to have good systems and financial control mechanisms in place. The success of LSMHP is due to the competent, persistent and committed work on a few staff and board members. LSMHP is still dependent on a few individuals, as most members are poor and disempowered due to their conditions.

 Despite some efforts, LSMHP has not been able to develop its financial sustainability over the years. The plan and budget for the period 2007-09 did not prioritise this aspect. The rather large contributions from NFU during the final years were not used to build such capacity. The resource mobilisation team, which was eventually established in 2008, was expected to work for free and it never took off. Insecurity and fluctuations in funding also made it difficult for LSMHP to implement a consistent strategy. The team noted that the 2007-09 plan had few measurable objectives and indicators, and reporting was not consistently done in relation to these. The administrative budget was doubled during the period without sufficient explanations in the financial reports. NFU does not seem to have discussed these issues with LSMHP. One explanation may be that during this period, NFU changed staff 4 times and was not able to monitor developments and provide proper support. Very few efforts were made by NFU to link LSMHP to other potential donors or to assist in networking with other stakeholders who could potentially be useful. In 2010, LSMHP has depended mainly on the ODP and CBR program funding (from LNFOD/NAD).

Recommendations:
LSMHP is left in a difficult and challenging situation, but has the potential to recover. There are still resilient self-help groups and competent staff and board members. Recommendations for LSMHP:
- Approaches LNFOD to provide a basic monthly support to LSMHP during 6 months (out of the ODP and CBR budgets), i.e. an increase from the present M 3000 per month to 13 000 per month to solve the acute crisis
- Develops organisational competencies for sustainability and engages actively with the resource mobilisation consultant
- Revisit the strategic plan to make it less inward looking and more marketable, including all activities such as CBR and resource mobilisation
- Focus more on membership development and formation of district level committees
- Chairman and other members of the NEC support management and the hired consultant to ensure that the fundraising and resource mobilisation strategy drive succeeds

Recommendations for NFU:
- Reallocates part of the evaluation budget (90 000 NOK) to hire a consultant that can assist LSMHP to mobilise resources and to develop its capacity to mobilise resources
- Develops its ability to assist partners to develop financial and institutional sustainability
- Supports partners to develop their own strategies, plans and budgets, where the NFU contribution is seen as only a part
- Develops its ability to have a dialogue around Results Based Management with partners, including formulations of smart objectives and indicators
- Establishes a network of local consultants in partner countries together with other Atlas Alliance members, who can serve as advisors