Strategic Review of the Vienna Evaluation Unit 2005 - 2017 (2018) internal
This is a strategic review of the Vienna Evaluation Unit (VEU) from 2005 to 2017. Created as part of OCG in 2005, the VEU today provides evaluation and related services to OCG, OC Barcelona Athens (OCBA) and the wider MSF movement. The review was carried out from January to April 2018 through interviews with 36 MSF staff and a review and categorisation of 118 VEU reports.
The review of the IRP2 system was conducted from February to September 2017 with the goal to measure the relevance, effectiveness, appropriateness, and connectedness of the system. The evaluation also had the mandate to formulate recommendations for adjustments to the IRP2 system where appropriate.
MSF OCB Field Opportunity Envelope Review (2017) public
In November 2015, MSF-OCB launched a pilot initiative, the Field Opportunity Envelope (FOE), with the objective to give autonomy to field staffs to rapidly and without validation meet the needs of the communities in their intervention area. Each project could request either 100,000 or 200,000 euros, provided that their initiative met a set of criteria. This light review aims to take stock of how it has been received and used by operations and make recommendations for its future development.
MSF OCB Bureaucratisation Review (2016) public
In 2015 MSF-OCB launched a review to assess the perception, by the field teams, of an increased organisational “bureaucratic” burden. The review spanned three phases, from problem identification, to an in depth field study, to a final phase of webinars to improve the coverage and overall accuracy of the findings. The review process culminated in 2 missions agreeing to pilot a new monitoring and reporting system based on the principles coming out of the review, starting asap.
Review of IRFFG Implementation in Haiti (2016) internal
In May 2016, concerns were raised at OCB HQ about the potential underestimation of the general IRFFG implementation costs. The OCB mission in Haiti had to retroactively disburse an unbudgeted 1.33M€ of severance pay to their staff, more than a year after the IRFFG implementation in the country.
Since MSF’s return to Afghanistan in 2009, its operations on the ground have been monitored with a spyglass, unlike any other mission in this kind of environment. Consequently, OCs have been pushed to innovate but also remain critical vis-a-vis their respective strategies and the overall modus operandi of the Afghan mission. This evaluation of the single representation set up aims to analyse and learn from the current state of affairs of the Afghan mission in view of possible ways forward.
Innovation Strategy 2IM (2016) internal
MSF OCG’s Initiative for Medical Innovation (2IM) has successfully introduced the beginnings of a change in organisational culture through a number of innovation projects. Every department has now adopted the notion of innovation and risk taking and a mindset of challenging the status quo. We have found evidence that the 2IM Initiative has, with a degree of success, started to address an identified latent risk aversion in OCG. Any form of organisational change must be expected to lead to tensions within the status quo, and to some extend this was even intended and deemed necessary.
Genesis of the South Korea Entity - a Milestone in MSF Growth and Development, MSF Japan & Switzerland (2016) internal
In 2008, the global economic crisis had raised fears of a serious decline in the fundraising resources of the Movement. The Fundraising Assessment of South Korea highlighted the strong potential for fundraising in a young and receptive society anxious to show to the world its shift from being a receiving country to becoming a donor one. It was decided in December 2010 to formally launch the Korean Project. The objectives of this evaluation were to document the key steps of the set-up, from the origins of the decision, to the development of the first strategy, evaluate the achievements and the failures of the first 3 years of development, in relation to the expectations of the stakeholders and draw specific lessons and recommendations, for MSF Korea, MSF Japan and MSF Switzerland, and evaluate the early governance and support model for the development of the entity and advise on replicability, provide recommendations on improvements etc.
The aim of this evaluation is to provide a synthesis of the main issues highlighted through organisational learning on international project management experience, identifying key lessons for future projects and processes in MSF as well as prospective restructuring. The analysis is based on a review of 9 MSF evaluations or reviews concerning transversal projects, processes or structures in MSF, covering the period 2011 to 2016.
Following a review of its briefing and debriefing process in 2010, OCB decided to address the identified problems and implement proposed recommendations. The KITSCH (Keep It: Transferable, Simple, Considerate and Human) project started in 2012. This evaluation was commissioned in June 2014 to explore how the KITSCH Project performed and make recommendations on how it could be improved according to six criteria: relevance; appropriateness; effectiveness; efficiency; impact and connectedness and continuity.
OCA Strategic Plan 2012-14 Lessons Learned Retrospect (2014) internal
On 31 January 2014, OCA held a workshop to review its progress/performance in terms of its four year strategy from 2011-2014. This document describes the lessons identified during the workshop, and focuses on highlighting how the learning can be used in new strategic planning processes across MSF in general.
In 2011, MSF Sweden initiated an innovation project in order to support operational centres in MSF in their ability to solve long-term challenges. In 2014, the project was coming towards the end of its initial 3-year pilot period and funding cycle. An evaluation was requested so as to provide an analysis of the project to assist the Board of MSF Sweden in making a decision regarding its future. The overall objective of the evaluation was to provide a comprehensive analysis of the project conception, design, strategy and implementation with a view to determining its relative value and contribution to the organization and its social mission.
Symphony human resource programme (2014) internal
In 2010, the Symphony Programme commenced with the aim of providing MSF with one harmonised human resource information system (HRIS). In 2011, a vendor ADP and information system, HR. Net, were selected to implement the common HR framework. In August 2012, ADP commenced work with MSF but by October, concerns were raised to the programme board regarding the approach being taken by ADP. A request to terminate the contract with ADP was proceeded with in October 2013. In November 2013, the Executive Committee of MSF commissioned a lessons learnt evaluation of the Symphony programme in order to examine the suitability of the chosen governance structure and decision making processes with a particular focus on the request for proposal and the subsequent choice of service provider.
Between 2005 and 2012, the organization of Country Coordination Set-Ups (CCs) in OCP evolved considerably. This evaluation focused on analysing and comparing the CCs at field level in terms of their efficiency, efficacy and relevance for operations. The evaluation also reviewed and made suggestions for different possible scenarios. The study looked at field operations in 9 countries.
Review of Sanou MSF (2012) internal
The Sanou MSF training was developed by OCB as an introduction to the organisation with the objective “to strengthen staff’s ability to act as ‘Ambassadors of MSF’.” By August 2012 the Sanou MSF training programme had been delivered in eight OCB missions and adopted by OCBA. In order to inform decision making on the future of the Sanou training, this review was undertaken in August and September 2012 to assess the training in terms of its relevance, appropriateness, effectiveness, efficiency, coverage, impact and connectedness.
Review of the International Medical Working Group (2012) internal
Four years after the format and scope of the International Medical Working Groups (WGs) were redefined, this review was conducted to take a critical look at the functioning of the WGs. It assessed whether the WGs were functioning in line with the expectations set in the original meeting in Barcelona and if the mechanism was still relevant. The review also addressed whether the expectations were realistic in order to make suggestions for the future.
Review of Briefing and Debriefing for Field Staff in OCG (2012) internal
OCG mandated several reviews pre-2012 in response to concerns about the level satisfaction with briefings and debriefings. The goal of this review was to consolidate/synthesise the findings of previous reviews and provide an updated understanding of the situation through primary research. The report elaborates on current perceptions of briefings and debriefings in different MSF sections and OCs and aims to develop concrete options to improve the process.
French report. In recognition of the diversity and lack of clarity in briefings delivered by OCP, this evaluation was commissioned to analyse the usefulness of the briefings given to three high priority posts within MSF: Head of Mission, Medical Coordinator and Project Coordinator. The report analysed the relevance of the briefing content and the organisation of the briefing, in order to propose recommendations for the future.
The Project for National Staff Remuneration Harmonization is rooted in a 2-year project aimed at developing a common policy for MSF, covering some 25,000 staff. In 2010 a common remuneration and benefits policy framework (“Common Frame”) was designed with the intention of it replacing OC-specific remuneration and benefits policies and existing practices through a concerted harmonization process. Ethiopia, Jordan/Iraq, and Pakistan were identified as pilot countries. This evaluation was conducted to assess the effectiveness and appropriateness of the harmonization and to provide recommendations for the future.
The MSF International Fund was initiated in 2007 with the aim “to promote innovative operational and medical approaches within MSF”. In June 2011 the International Office commissioned a review in order to look at the performance and effectiveness of the fund and propose recommendations about its future.
Review of International Medical and Operational Positions (2011) internal
This review was initiated in August 2011 to make recommendations on the set up, roles and responsibilities and functioning of the key international positions related to operational and medical issues. The review formed part of the reform of MSF’s international governance, in keeping with its commitment to support operations and facilitate international cooperation across the MSF movement.
Since some time the responsibilities of the Operational Coordinator (CO) and the MedicalPolyvalent (MedPoly) have been combined in one position, in cell 6 – OCB. From the Director of Operations and Medical Director’s point of view, the combination of these two positions has been very successful in the cell. The purpose of this evaluation was to identify strengths and weaknesses with the current set up where CO and Medical Polyvalent responsibilities are combined in one position, in order to take an informed decision on the future set-up.
At the end of 2008, intense internal discussions started in OCB on how to provide more comprehensive and relevant support in highly insecure contexts. Around 6 months later, a new Cell set-up was established - Cell 4. After 9 months of activities, this evaluation was carried out in order to analyse the relevance and impact of the new set-up for the countries it was serving and to decide upon the future direction of the cell
MSF Section Review (2009) internal
In 1997 MSF set the foundation for the development of both partner sections (former delegateoffices) and groups (functional partnerships), encouraging all sections to develop support to MSFssocial mission according to their “capacity and ability”. The section review revealed the meticulouseffort that has gone into the construction of the 19 MSF sections, to a large extent respectinginternational directives, but also fully exploring the room for interpretation left in some of the pastdecisions. Following the MSF New Entities study (2007-2008), the ExDir and IC requested a review tounderstand and clarify the contributions, potential and intentions of the 19 MSF Sections. Thereport presents the main commonalities and contradictions found during the Review in the way the19 sections view their support of MSF’s social mission.