WHAT WE DO

Creating Change through Local Expertise

We leverage decades of hands-on expertise to deliver innovative, locally-led solutions that drive sustainable development.

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Monitoring, Evaluation, Research and Learning (MERL)

Effaced offers analytical frameworks and methodological approaches to meet our client’s MERL needs and address their pain points.

Our experts are well-versed in designing and conducting research, evaluation and cost-effectiveness studies in health, agriculture, and food security. Our monitoring experience includes Site Improvement through Monitoring System (SIMS) of PEPFAR programs, as well as traditional project monitoring. We care about the utilization of our MERL results so that they are translated into action to increase the uptake of our recommendations. We disseminate our data-driven insights and tell a story through our stakeholder’s voice. This is achieved by availing ourselves of a variety of communication channels, ranging from 1:1 mentoring with our local partners to convening large conferences with high-level officials to peer-reviewed publications.
Effaced affiliates are well-versed in study design and developing sampling strategies for quasi-experimental evaluations and randomized controlled research studies. Our experts are adept in multivariate analyses (i.e., linear, logistic, and Poisson regressions, and other methods), designing sampling strategies for household and facility-based surveys, analyzing longitudinal and time-series data. Effaced is capable of conducting a host of health financing study designs and analyses including cost-effectiveness, cost-benefit, willingness-to-pay, value-for-money, and political economy analyses. Our affiliates apply rigorous qualitative research methods for stand-alone research and evaluation or to complement robust quantitative methods.
We design simple, yet statistically strong study designs for the gamut of evaluations, i.e., process, performance, and impact. We are equally comfortable with applied research and implementation science. Unless clients prefer otherwise, we put forth mixed-methods study designs to ensure we capture the rich qualitative information that helps us understand the “why” behind the quantitative results. We carefully match the method to the study population and the type of information we wish to glean. We aim to unveil nuanced stories with empirical evidence and compelling qualitative data in order to fuel programmatic discussions. These discussions highlight any needs for mid-course corrections, and consider future programming and policy-making.

Strategic Growth

Effaced's approach to strategic growth supports meaningful organizational expansion while preserving the integrity and values of the members.

Drawing on decades of sector knowledge in health, agriculture, food security, and education, we help organizations define their areas for strategic growth. Through a thoughtful situational analysis, we work with our partner organizations to develop strategies and operational plans being sure to include a performance monitoring framework to track progress.
Our strategic planning process is divided into four phases: Exploration, Strategic Direction, Strategic Planning, and Execution. During the Exploration Phase, we conduct three types of analyses including a PESTLE (similar to a SWOT analysis, but more comprehensive) and as relevant, a client/donor landscape and competitor analysis. The expected outputs of the Strategic Direction phase are a vision and mission statement, definition of the salient values, goals, and measurable objectives. The Strategic Planning phase is when we operationalize the strategy into a concrete plan that includes a performance monitoring framework. Socialization of the strategic plan happens during the Execution Phase. First, this is an internal process to ensure team members have a shared understanding of the strategic plan and frame their services and communications under the strategic rubric. Following is the external socialization and the organization’s strategy will resonate across all their services and products.

Effaced collaborates with local partners to to strengthen systems and ensure responsiveness to stakeholders and communities, supporting efficient funding and decision management.

Localization

We subscribe to an “embedded localization,” which is akin to “development evaluation.” Embedded Localization is based on the twinning development model, through which a non-conflicted third-party works directly with a potential or current new prime awardee to develop their capacity in the policies, regulations, and practices of the donor while strengthening their institutional systems and management.
Our embedded approach employs ‘learning-by-doing ' methods whereby sub-awardees on a project or activity are given opportunities to take the lead on preparing required reports and presentations before they transition to the prime role.
At Effaced, we espouse a dedicated, long-term commitment to develop local capacity that imparts agency. We submit that as a non-conflicted third-party, we always have the local partners’ success as our primary motivation

Capacity Strengthening

We begin capacity strengthening by understanding local partners’ needs to elevate their organization and secure donor funding, building trust through open dialogue and collaboration.

We want to learn from our colleagues about their successes and pain points. We want to understand what motivates them, what makes them proud, and what they have been ignoring because the solutions are not readily attainable.
Through a co-creation process, Effaced encourages its clients and partners to articulate a clear vision of the end goal they want to achieve with capacity development. This vision should come naturally from the primary stakeholders themselves. To help shape or refine this vision, we take a three-step process. First, we try to understand the viewpoints of our local partners and other stakeholders about what they perceive their learning needs to be. We also assess what adult learning instructional methodologies might work best in their setting. Second, we assess whether the stakeholders already possess the requisite skills and what resources are needed to elevate their skills. Lastly, we review the current status of their organizational, financial, and administrative systems that will support their vision for capacity development. This systematic process can offer helpful ideas for strengthening the organization’s overall systems. The uptake of these organizational changes is more readily palatable because they defined the solutions to fill their capacity gaps and own them.
Effaced systematic and comprehensive situational assessment starts with the local organization’s senior management team and key staff who will be affected most when they become a prime recipient of donor funding. To meet that end, we facilitate focus group discussions, followed by individual in-depth interviews including the leads for administration, programming, operations, finance, accounting, procurement, human resources, monitoring, evaluation, and the executive directors.
We are sure to comb through background documents, i.e., institutional strategies, policies, guidance, operations manuals, audits, organizational capacity assessments, etc. to appreciate the strengths of the institution and the reasoning behind any gaps in their organizational development. Effaced affiliates have ample experience building capacity and applying adult learning methodologies. Our capacity-building approaches include twinning, learning-by-doing, plan-study-do-act (PDSA), positive deviance, remote virtual learning (synchronous and asynchronous), and traditional classroom methods using gamification tactics.
Capacity development is a journey, not a one-stop destination. Effaced adapts our capacity strengthening approaches to the local context and what will serve best our stakeholders’ organizational culture.

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Our Tools & Analytical Frameworks

When Effaced is working with local partners who are preparing to become prime recipients of USAID funding, we conduct a situational analysis of their current ability and likelihood they would be successful. Effaced developed a Prime Readiness Assessment that allows for a systematic assessment of an organization’s status. The prime readiness criteria ascertain institutional systems, resources, policies, guidance, and practices vis-a-vis the USAID NUPAS (Non-US Organization Pre-Award Survey). These and more nuanced variables such as management style and organizational culture, all feed into the Prime Readiness Assessment. This tool rates ten metrics on a four point scale with clear definitions delineated for each ranking. The Tool is coupled with feedback from the international primes working with the sub-awardees, USAID perspectives, and other primary stakeholders. Together, our mixed methods assessment allows us to shortlist sub-awardees and focus our capacity development on them for a more efficient use of everyone’s time and resources.
There is widespread agreement that development programs need to be sustainable. However, how people define sustainability can be oblique/murky at times.
Effaced borrows an analytical framework developed by Annette when she was evaluating the sustainability of USAID programs and projects. She needed a systematic way to distill data and information by clearly defining the variables that comprise sustainability. The Sustainability Measurement Framework makes it much easier to engage in a meaningful discussion and objectively evaluate its achievement. Key determinants that contribute to sustainability include (1) policy, strategies, and plans, (2) finance, (3) accountability, (4) institutional support, (5) technical choices, (6) human dimension, and (7) external threats and enabling environments. The subsequent analysis is based on the assumption that there are both proximate and distal determinants that influence results and that they may operate within the support of mediating factors.
A very common evaluation question for health projects was whether the quality of care has improved. Through the eyes of a clinician, this is a colossal question. To begin to tackle all the factors that affect healthcare quality, Annette developed the Quality of Care Measurement Index for a USAID evaluation of an integrated health project in the Democratic Republic of Congo. She did this by examining both the supply and demand of health services.
The model identifies three proximate determinants that lead to the appropriate care and treatment of illnesses. The first proximate determinant, structural inputs of the health facility, are defined as availability of commodities and infection control measures are in situ.
The second proximate determinant in this Index is personnel.The variables selected to measure the capacity and availability of personnel include those directly related to the staff, Another category of variables under personnel include the tools of supportive supervision, such as availability and access to quality information and access to motivated staff.
The third proximate determinant, health-seeking behaviors, rely on the health information received by the community or clients that relate to changes in their cognitive and psycho-social attributes such as knowledge, attitude and practices which influence client decision-making that drive their behaviors. Thus, this Index incorporates myriad variables that influence the perception of quality of care received by facility clients; whether staff are adequate to meet the volume of patients in a facility, overall satisfaction with the care received, and recent contact or exposure to a health provider. This cluster of factors influences a client’s overall viewpoint as to whether she will receive quality care and therefore, influence her health-seeking behaviors.

OUR INSTITUTIONAL CAPABILITIES

Real-World Results

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Strengthening Local Capacity for Prime Readiness in the Dominican Republic

Client: USAID/Dominican Republic

Our recent work brought us to the Dominican Republic (DR) where Effaced collaborated with a group of local NGOs committed to providing HIV services to Haitian immigrants living in the DR. These NGOs are currently sub-awardees on two PEPFAR transition awards led by international NGOs. Effaced’s embedded localization approach started with a thorough situational analysis and applied its Prime Readiness Assessment tool to objectively ascertain which NGOs were best positioned to be the focus of capacity development.

Five local partners were shortlisted to receive in-depth training on US government policies, regulations, and practices in financial management and internal controls. The goal was to prepare the NGOs to pass the USAID NUPAS and become a prime recipient of USAID funding. Effaced developed a series of interactive trainings on US government policies, regulations, and practices in financial management and internal controls. We also convened an Open Forum where local partners took to the stage and presented their new learnings to USAID/DR officials from across the mission, including program, contracts, and finance staff. The Open Forum also provided a venue for local partners to share their suggestions for the upcoming Request for Applications that would help ease their transition to prime. In turn, USAID/DR officials shared their priorities and expectations of the transition. Effaced’s main deliverables for this contract included a Transition Plan with various implementation scenarios, Capacity Development Plan and Timelines, Training Presentations and Materials (in Spanish and English) and Lessons Learned on Localization. As well, Effaced presented its results to USAID’s Office of HIV AIDS Community of Practice for Transition Awards.

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Strategy for Pandemic Preparedness

Client: Georgetown University Center for Global Health Practice and Impact

Through the auspices of Konektid, Effaced provided technical and advisory services to Georgetown University’s Center for Global Health Practice and Impact (CGHPI) to support the development of its pandemic preparedness strategy. Through a co-creation process with CGHPI other university centers (i.e., Center for Global Health Science and Security and O’Neill Institute for National and Global Health Law), we developed the Center’s strategy and approach for pandemic preparedness, which included its theory of change, technical approach, SWOT, roles and responsibilities of stakeholders and management and staffing. Together we ramped up Georgetown’s CGHPI capacity to provide disease detection and surveillance services worldwide.

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Ending Workplace Tuberculosis (EWTB): Developing a Workplace Strategy for Tuberculosis Mitigation

Client: International SOS

Through Konektid, Effaced worked with the International SOS to develop their strategy for ending workplace tuberculosis (TB) with an emphasis on the mining sector. Effaced assisted in the drafting of International SOS’s technical strategy based on its strengths in global security. We helped to refine their conceptual framework that places the workers and their families and communities at the center. Primary stakeholders include the ministries that cover health, minerals, and manpower, civil society, and the mining industry. The phased implementation of the proposed work included a strong MERL foundation starting with a needs assessment and evaluation interspersed throughout the program cycle, followed by stock-taking to facilitate learning.

Hear from Our Partners

“I had the honor of participating in workshops given by Effaced. When I received Annette’s first visit, I thought, more meetings will take away our team's productivity time. However, to our surprise in just a few weeks we learned information that we had never heard about before related to US government cooperative agreements, financial management, budgeting and costing, and USAID rules and regulations. This was very pleasant experience and the answers to each of our questions were very well explained, and above all, Effaced showed us the best ways to obtain, execute, and fulfill an agreement with USAID.

We are thankful for this opportunity, for the direct communication, understanding our context, and the positive attitude shown in a very helpful way.”

María (Maritza) Valenzuela , Executive Director, AID FOR AIDS (AFA), Santo Domingo, Dominican Republic

“Effaced brings exceptional knowledge of U.S. federal regulations and a deep grasp of USAID policies and practices. Annette’s experience spans multiple countries, where she has worked on implementing projects that require not only deep technical knowledge, but also a unique ability to adapt to local contexts. Effaced demonstrated an extraordinary understanding of the resource localization process, collaborating effectively with local NGOs and achieving tangible results in a challenging context.

In addition to her technical competence, Annette stands out for her interpersonal skills and her close and respectful approach, which translated into ADOPLAFAM’s total openness to her guidance. Her empathy and assertiveness create a positive and collaborative work environment, allowing relationships to be not only productive, but also genuine and trustworthy.”