In recent years all development actors have emphasized an increasing focus on results. The expectation is now that reporting on activities is secondary to analysis of what has resulted from the activities, i.e. how the knowledge, product and or service has been used and how this may contribute to transforming societies. This focus requires a much broader analytical skillset beyond assessment of other such output indicators such as counting numbers of participants, how many new wells have been drilled, or database systems installed. Development workers need to understand contexts and behaviors and see how different interventions interact with each other to create enabling environments for positive change. There is a sense of urgency about the need for the Cambodian development community to acquire those skills.
VBNK aims to be in the front of this development in Cambodia. Through various programs and assignments over the last year VBNK has been working to address the needs, and we have also improved our own impact-oriented planning, monitoring and reporting.
To create an enabling organizational environment for impact-focused planning, monitoring and reporting, it is important to link together strategic planning, project design, monitoring and evaluation and reporting. It isn’t possible to assess what change has occurred without a clear framework in which to work, one that is built on solid analysis at the start.