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The purpose of this briefing note is to add to SDC’s understanding of Theory of Change (ToC), drawing on the literature and practice to sketch out the current state of the art approach. This involves expanding on ToC beyond SDC’s current practice of using Impact Hypotheses (IH) to bridge it to operational practice and use ToC more explicitly in the project/programme cycle management (PCM) processes. Sharing the state of the art on use of ToC in the development sector, this briefing...
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This paper examines adaptive approaches in aid programming in a fragile, conflict and violence-affected setting (FCVAS), namely Myanmar. A combination of desk review and field research has been used to examine some of the assertions around the ‘adaptive management’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blue-print and linear project plans. This paper explores if and how adaptive approaches, including rapid learning and planning...
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This guide supplements Biodiversity How-To Guide 2: Using Results Chains to Depict Theories of Change in USAID Biodiversity Programming. Step 4, Brainstorming Strategic Approaches, involves generating a suite of potential strategic approaches for a design team to consider. Step 5 introduces the practice of prioritizing and selecting among these draft strategic approaches but does not provide in-depth guidance on the process and criteria for doing so.
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This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.
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For Global Affairs Canada, development innovation includes new or improved business models, policy practices, approaches, technologies, behavioral insights or ways of delivering products and services that benefit and empower the poorest and most vulnerable people in developing countries.
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"How Does Developing Enforcement Capacity Reduce Wildlife Crime?" summarizes findings from the literature around four key assumptions about capacity building for enforcement and prosecution. Using the experiences and evidence summarized in this brief, program designers and implementing partners should be able to increase the effectiveness and efficiency of their capacity building efforts.
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Thinking and Working Politically (TWP) through Applied Political Economy Analysis (PEA). A guide for practitioners Have you ever done everything right in a development program — followed every technical best practice — but still missed the mark? When this happens, it often relates to factors in the context beyond any external development actor’s ability to control.
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This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.
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Many foundations are adopting new approaches for creating social change—approaches that aim to influence the actions and investments of the public and private sector, as well as address the complex conditions that hold social problems in place.Based on interviews with 114 practitioners representing 50 foundations and 8 philanthropic services organizations, Being the Change explores how foundations are applying their assets, knowledge, skills, networks, and people in new ways in order to create impact at scale and change systems.
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Adaptive management is at the heart of ‘Doing Development Differently’. It emerges from stakeholders’ calls for development programmes to be more flexible and responsive to their contexts. Whether it becomes a mainstreamed practice depends on how much it is
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Adaptive Approaches [+]
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