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In May 2016, SAVI transitioned into a successor programme – the ‘Engaged Citizens Pillar’ (ECP) of a wider DFID-funded governance reform programme ‘The Partnership to Engage, Reform and Learn’ (PERL). ECP is managed by the same service provider, Palladium, and the same core management team as SAVI, and many of the SAVI front line staff...
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SAVI, a DFID funded programme implemented by Palladium, is an adaptive programme putting learning and adaptation at the centre of all decision-making. In relation to management and staffing SAVI has established the following approaches to facilitate this: – An adaptive approach to programme management: Full time strategic technical leadership, that works closely with and complements...
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SAVI, is seeking to support processes of citizen engagement in governance in ways that are effective in influencing reform, and that are able to take on a life of their own without continuing donor support. SAVI is also an adaptive programme, putting learning and adaptation at the centre of all decision-making. Money is used and...
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SAVI has established its own framework for assessing Value for Money in annual performance – in relation to expenditure, economy, efficiency, effectiveness and equity. Routine tracking and analysis of expenditure and economy ensure that inputs are supplied and services delivered to partners in line with SAVI’s core values, whilst also meeting DFID requirements and competing...
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SAVI, a DFID funded programme implemented by Palladium, is an adaptive programme, aiming to put learning and adaptation at the centre of all decision-making. Learning and adaptation takes place in SAVI at three levels: the work of partners; the work of SAVI delivery teams; and the enabling environment of the programme as a whole. Achieving...
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In May 2016, SAVI transitioned into a successor programme – the ‘Engaged Citizens Pillar’ (ECP) of a wider DFID-funded governance reform programme ‘The Partnership to Engage, Reform and Learn’ (PERL). ECP is managed by the same service provider, Palladium, and the same core management team as SAVI, and many of the SAVI front line staff...
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To improve the value for money and impact of development interventions by promoting the use of better monitoring, evaluation and learning strategies that support development programmes to gather and respond to emergent evidence on the effects of interventions, as well as changes in the development context. The Global Learning for Adpative Management programme will make available technical assistance to DFID, USAID and partners to develop this ‘adaptive management’ approach, as well as build...
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Guest post from Chris Roche on practical ways of introducing adaptive management, learning from failure etc in aid programmes
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Nearly three years ago we wrote about the “Missing Middle” in the innovation lifecycle[i], a gap that kept successful pilot programs from reaching the goal of replication and optimization in multiple contexts. Since then, scaling humanitarian innovation has received a great deal of attention from the sector, with a number of new initiatives specifically focused on the scaling challenge.
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Research shows they’re more successful in three important ways.
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Why the Problem with Learning Is UnlearningBonchek, M. - 2016, November 3 - Harvard Business Review
Don’t get stuck in your current ways of thinking.
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As new technologies and digital business models reshape economies and disrupt incumbencies, interest has surged in the potential of novel frontier technologies to also contribute to positive changes in international development and humanitarian contexts. Widespread adoption of new technologies is acknowledged as centrally important to achieving the United Nations Sustainable Development Goals by 2030. But while frontier technologies can rapidly address large-scale economic, social or...
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LEARN and USAID/PPL are managing an area of work known as Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer key learning questions:
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Outcome-focused philanthropy is the Hewlett Foundation’s approach to how we practice strategic philanthropy. It guides how we do our work, from start to finish. We’ve been practicing strategic philanthropy for more than a decade—focusing on what problem or opportunity we’re trying to address, whether we’re achieving our outcomes and why (or why not), and how…
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