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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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The Whistler principles to accelerate innovation for development impact : 2018 G7 Summit – Canada 2018 G7 Presidency – Charlevoix, Quebec
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ICAI published this review on DFID’s approach to value for money in February 2018, and as value for money is both a process and an outcome and cuts across all aspects of DFID’s operations, did not score this review. We made five recommendations and published a follow-up to this review in July 2019. All UK government departments are required to achieve value for money in their use of public funds. In recent years, DFID has been working to build value for money considerations further into its...
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This provides a general description of GIZ’s new evaluation system, which is designed to implement our new policy and to achieve the objectives of evaluation reform. This general description is accompanied by two other documents that provide supplementary details of GIZ’s key evaluation instruments: project evaluations for BMZ business and corporate strategic evaluations. They are geared in particular to GIZ staff members who commission, implement or support evaluations and to evaluators who...
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Accountability Lab Liberia (ALab) and iLab Liberia established iCampus- a shared innovation, co-working and community space for organizations focusing on the intersection of technology, accountability and social change in Liberia. ALab implements DAI’s Learning activities at iCampus, and it is referred to as the Strategic Learning Partner of USAID Liberia Accountability and Voice Initiative (LAVI). LAVI is a five year USAID program with an overarching goal to strengthen multi-stakeholder...
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For the purposes of this report, a facility is defined as an aid delivery mechanism that provides flexible (adaptive and responsive) services managed in an integrated way. Objectives (or endof-facility outcomes) are specified, but the pathways to deliver them are left unspecified. The facility is a highly relevant model for delivering Australian aid effectively. Achievement of the Sustainable Development Goals depends on flexible approaches that work across sectors and that integrate...
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As DFID aims to harness the Data Revolution, ensuring that data1 drive decision-making, public accountability, and the achievement of the Sustainable Development Goals (SDGs), ensuring that systems, processes, and skills for data are aligned with these objectives is paramount. Across sector policy teams, country offices, and various analytical and technical cadres, different strengths and weaknesses, as well as needs and ambitions exist. To inform a strategic approach to data, as framed in...
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The SDC's results-based management system ensures that the processes and instruments used for the design and implementation of programs and projects contribute to achieving the desired results (outputs, outcomes and impact). The independent evaluation examines the extent to which these processes and tools have fostered the results culture within the organization, and improved competencies for results-based management decisions, learning and communication. In addition to the findings,...
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Essential points for practitioners and donors • Mediation offers a cost-effective and proven method for resolving armed conflict. Between 1985 and 2015, 75 per cent of armed conflicts in the world were resolved through agreement rather than by force. In most cases these processes will have involved third party facilitation or support. • Professional mediators understand the high stakes involved in their work to prevent, mitigate and resolve armed conflict. In addition, they and their...
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This paper presents an analysis of evidence from seven case studies of results-based management by development co-operation providers. Analysis of themes from the case studies reveal six interrelated challenges which providers face in their efforts to manage for the results of development co-operation. The six challenges are: linking results to development goals, ensuring the purpose of results systems is well-defined, weighing up the benefits of aggregating and attributing results from...
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Over the last two decades aid agencies and academics have been on a journey of lesson learning and adaptation in relation to `politics.’ This journey has been driven by a determination to improve impact in all areas of development, but for some time it was particularly associated with work on public sector reform. Now, however, there is an increasing expectation that Political Economy Analysis (PEA) should be part and parcel of designing and implementing any programme or activity (and a...
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