The Salvation Army Global Organisational Capacity Building Initiative. End of Project Evaluation

Background: 
Between 2004 and 2005 IPDS oversaw the implementation of a Global Community Development Evaluation (GCDE).  Its purpose was to identify the strengths and weaknesses of the current Salvation Army system for delivering effective Community Development projects in the developing world. As part of this exercise, 16 projects were evaluated by an independent evaluator, involving local staff, project implementers, community representatives and in some instances “supporting territory” staff and donor representatives.
The GCDE report concluded that there was some vital work to be done to strengthen TSA’s community development work.  A number of recommendations were made to reinforce global organisational capacity and ensure the effective management and implementation of community development projects.  These included:
• To train local project officers and associated project staff in basic community development in TSA’s implementing territories
• To strengthen, extend and revise the current project cycle management system as a means to address the immediate weaknesses and risks in the system identified by the GCDE Report.

These two recommendations form the basis of the projects PD2717 (GLO-07/107-213) and the other associated projects.

Purpose/objective:
The overall purpose of the evaluation exercise is to examine the impact and value added of a global organisational capacity building initiative within The Salvation Army.
It will report on the impact and value added on local project officers and associated staff and their community development practise.  It will also provide clear recommendations and guidance to ensure the improved effectiveness of the future Community Development work of the Salvation Army.
 Within the overall evaluation framework this evaluation activity will specifically seek to find evidence of and assess the:
• impact on Community Development project design and implementation of the use of the training in “Tools for Community Development” and the CPMS system (manual, database and structures)
• overall increased capacity of local project officers and associated staff to identify and meet human needs through grassroots community initiatives and  the difference this has made to communities - including personal accounts of impact and value added from those engaging in TSA’s community development practise and from beneficiaries

Methodology:
It is  a fully participative exercise, actively involving all project related stakeholders including implementing territories and their project communities, supporting territories and IPDS. Review and analysis of the current portfolio of Community Development Projects on the central CPMS system database (with follow up email and telephone discussions) as well as 2 overseas visits, supported by discussions with associated supporting territories and IPDS that focus specifically on the evaluation of impact.

Key findings:
1 Staff knowledge and understanding of the Tools for Development Workers and Community Project Management Support System in Implementing Territories
Core Achievements: Improvements in knowledge and understanding. The GOCBI project ensured that staff involved in community development work improved their levels of knowledge and understanding across both Tools for Community Development Workers and CPMS System.
2 Being able to use the knowledge to improve project design
Core Achievements: Project designs are using community assets
Increase in project consideration of sustainability. Improvements in project focus. Increased consistency in use and retention of project documents Improvements in Community involvement in project proposals. Project documents clear and concise
3 Identifying and meeting human needs through grass roots initiatives.
Core Achievements: Greater understanding of communities. Improved relationships. Greater levels of community participation/involvement. Community led initiatives.
4.Other Findings
Closure of projects that were not sustainable or relevant. 

Recommendations:
1. Develop and implement a quality assurance process
2.  Improve the capability of Project Officers and Associated Staff use of technical  good practice guidelines
3. IPDS to have round table discussions with the Salvation Army Support Offices  and Implementing Territory Project Officers
4 Continue to develop the Salvation Army’s capacity and capability for future  community development work 
5   Develop and implement a Global Community Development Work Strategy

Comments from the organisation, if any:
The Salvation Army International Headquarter has already looked at several of the recommendations from this evaluation for the continuing work with capacity building. A round table discussion was held already in November based on the findings and recommendations. There is also on going work to secure the continuation of learning within the organisation, and developing the capacity for development work internationally.