Business and Development Sector Reports

Proving and Improving Impact of Development Partnerships

Endeva has released a report that documents solutions and best practices for measuring results in development partnerships. The report aims to provide a positive, pragmatic and productive perspective on results measurement in this context and thus help build the foundation for further progress.

The report can be downloaded at the link below:


Proving and Improving Impact of Development Partnerships


Executive Summary

Results measurement is vital to improving the performance of partnerships. This publication therefore identifies 12 good practices for increasing the value of measurement and reducing its costs to public- and private-sector partners. A public-private development partnership can be defined as a contractual arrangement between actors from the public and private sectors who enter into a joint project to achieve development and commercial objectives, sharing costs and risks. Public actors can be donor governments and/or developing country governments.

Companies can include large or small companies from either the developed or the developing world. Partnerships can also include other partners such as business associations, chambers of commerce, civil society organisations, or universities and other research institutions.

The number of development partnerships has grown significantly over the last decade. The partnership approach has been fuelled by global trends, including economic globalisation, the increased attention paid by companies to low-income markets in developing countries, increased scrutiny of companies’ business practices, stagnating official development assistance (ODA), and increasingly collaborative forms of governance.

Consequently, we can expect even greater use of partnerships in the future. Improving performance Public and private partners have a shared interest in proving and improving the results of development partnerships. Donors need to be accountable towards taxpayers and show that their contribution has made a difference (“additionality”).

Companies maintain their operating licenses and cultivate good relations with governments and society by showing that their activities benefit communities and society. All parties want to learn how to make their involvement more

Measurement is therefore an integral part of partnership management, not an add-on. In order to monitor and evaluate partnerships effectively, partners would be well advised to build measurement into their projects from the
beginning, designing measurement systems strategically so as to provide information that tests key hypotheses and identifies areas for improvement.

This approach will ensure that investments in measurement pay off. It brings the costs of measuring indicators
down by focusing on the necessary rather than on the nice-to-have. It increases benefits by en-hancing performance on a continuous basis.

12 good practices

Challenges have often hindered the productive use of results measurement. Based on a literature review, an expert workshop, 36 expert interviews and 13 new case studies, this study identifies 12 good practices that help partners meet the most commonly encountered challenges.

Table 1 provides an overview of the challenges and 12 good practices. Partnerships that apply these good practices will benefit throughout their lifecycle from having relevant, up-to-date data to guide strategic decisions. Partners will also find it easier to report on results and to limit administrative outlay related to the partnership.

good practices

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