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Learning from our experience in 2020, we asked the alumni of our HKS Implementing Public Policy (IPP) Executive Education program, if they wanted to work with our students on their nominated problems. Eight IPP alumni, William Keith Young, Adaeze Oreh, Milzy Carrasco, Kevin Schilling, Artem Shaipov, George Imbenzi, David Wuyep, and Raphael Kenigsberg, who had been trained on PDIA and implementation, signed up to work with our students. Thirty-seven students signed up to take the course...

Movement organizations work in inherently uncertain political environments. Whether an organization is advocating for a new minimum wage, working to close a private prison, or seeking to influence an election, the terrain they are operating on shifts nearly every day. That is increasingly true as political uncertainty rises in the 21st century, particularly for historically race-class subjugated communities. Any movement-based organization seeking to build, exercise, and win political power...

The enthusiasm for the potential of RCTs in development rests in part on the assumption that the use of the rigorous evidence that emerges from an RCT (or from a small set of studies identified as rigorous in a “systematic” review) leads to the adoption of more effective policies, programs or projects. However, the supposed benefits of using rigorous evidence for “evidence based” policy making depend critically on the extent to which there is external validity. If estimates of causal impact...

Celebrate 20 years of Outcome Mapping with the OMLC Stewards plus special guests in this 90 minute webinar. - Exclusive celebration video with Outcome Blues soundtrack - Fireside chat with the authors of the OM manual, Sarah Earl, Fred Carden & Terry Smutylo, to hear their views on OM’s evolution since the 2001 publication - Launch of our new paper presenting core concepts of OM and guiding practices for transformative change, with special guests Sonal Zaveri & Julius Nyangaga as discussants

Solving public problems is a hard and thankless job. One that is undertaken with a shortage of time as well as resources, and often under pressure to deliver results. A common approach used to solve public problems is to develop a plan, sometimes with experts, and then to assume that implementation will happen on autopilot. To quote Mike Tyson, “Everyone has a plan ’till they get punched in the mouth.” The question is, what do you do after you get punched? Continue with your existing plan? Or do you learn from the punch?

Create a multilevel donut chart in excel -------------------------------------------------------------------------------- #exceltips #exceltutorials #excelcharts SUBSCRIBE: https://goo.gl/c46YPs Microsoft Office 365, Beta Channel, Version 2104 --------------------------------------------------------------------------------- IF YOU LIKED THIS VIDEO YOU MAY ALSO LIKE: - Recreating a pie chart from a newspaper in PowerPoint    • How to make a pie...

The CLARISSA Social Protection (SP) intervention provided six months of unconditional cash transfers to every household in the Gojmohol neighbourhood,...

Digital platforms for urban democracy are analyzed in Madrid and Barcelona. These platforms permit citizens to debate urban issues with other citizens; to propose developments, plans, and policies for city authorities; and to influence how city budgets are spent. Contrasting with neoliberal assumptions about Smart Citizenship, the technopolitics discourse underpinning these developments recognizes that the technologies facilitating participation have themselves to be developed...

Among the many principles that currently inform donor-funded development initiatives, three appear to stand out: they should be politically informed, locally led, and adaptive. There is as yet little practical guidance for aid implementers regarding how to operationalise these approaches. What will it take to shift practice away from linear and planned approaches, towards models which foster local leadership and which engage with emergent and complex systems? This paper suggests that the...

The first case of COVID-19 in Nigeria was confirmed on 27 February 2020, with the first lockdown orders issued on 30 March 2020. The pandemic and resultant containment measures have had farreaching socio-cultural, economic, financial and political implications, globally as well as in Nigeria. For the Partnership to Engage, Reform and Learn (PERL) and its partners, the pandemic has required considerable adaptation of their strategic approach and working practices. This report reflects on...

The work of shifting power is fundamentally the work of changing our gaze. People act on how they see, and to change how we see, is to radically change how we act. By not exploring other forms of expressing, looking and creating, we’re limiting ourselves.  The development space is fixated on the written word. ... This exhibit, called “‘Development’: a visual story of shifting power”, tells the story of ‘development’, from its origin to its current challenge, from its contradictions to its...

This paper discusses how understanding the domestic political economy of climate governance is critical for developing informed strategies to build and sustain political ambition. It provides guidance and a methodology for domestic stakeholders to determine the types of institutional reforms, incentives, coalitions, and policy design that can entrench long-term political support for climate ambition. The assessment can also help users identify political barriers to more equitable climate...

This document introduces some of the key concepts of theory-based approaches to evaluation. It is hoped that readers will be encouraged by the information and advice provided in this document and will explore the use (e.g., through pilot evaluations) of theory-based approaches to evaluation in a federal setting. To support this, Sections 1.0 to 8.0 of the document describe the general application of theory-based approaches to evaluation, and Sections 9.0 and 10.0 discuss the potential...

This Green Paper intends to review key elements of the problem that Development actors will confront as a new decade opens up ahead of us. It will articulate a solution that we believe should become an inherent feature of Development programs and initiatives. This is the outcome of an intense period of experiences and reflections in the Development space across different geographies and institutional mandates and activities, during which the Foundation has collaborated with institutions such...

This guide has been developed to help build confidence and capability, distilling useful tips and considerations that may help teams think through programme delivery issues and interpret elements of the PrOF Rules. This PrOF Guide lays out: - The definition of beneficiary engagement. - The case for beneficiary engagement. - FCDO’s approach to beneficiary engagement. - Practical tips for how to integrate beneficiary engagement throughout the programme cycle, including guiding questions to...

Key takeaways. • Development is not linear or straightforward, but rather complex, uncertain and context-specific. This calls for international development actors to work differently, in ways that are based on deliberate experimentation, learning and adaptation, to inform decisions and drive effective development. • Although it might go by different names, adaptive programming has been used in a variety of areas and fields in both the public and private sectors. Development practitioners...

- The United Kingdom’s Foreign, Commonwealth and Development Office (FCDO)’s standard economy, efficiency, effectiveness/cost-effectiveness and equity (4E) framework is still relevant for approaching, measuring and managing value for money (VfM) for adaptive programmes. • However, this framework needs to be reframed to capture and incentivise flexibility, learning and adaptation. • VfM appraisal and reporting should be done in a way that draws on beneficiary feedback and informs good...