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This document was originally published in 2006 and re-issued in a substantially revised Second Edition in 2012.
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In South Sudan, a new water treatment system that provides a community with more clean water at a lower cost. In Sierra Leone, a poster explaining how to prevent the...
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This paper describes Global Partners Governance’s (GPG’s) approach to institutional reform and political change. Developed over the last decade of working in some of the most complex and sensitive political environments with politicians and officials in parliaments, political parties, ministries and local government, it describes the KAPE® (knowledge-application-practice-effect) methodology that we adopt to get ‘sticky’ institutional and behavioural change. Contents 1) Two dimensions of...
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Demonstrating results has been a concern in international development cooperation ever since it was started and in recent years there has been an increased focus on achieving and reporting on “results”. Despite the fact that everyone involved in development cooperation wants to make a difference there has been a growing criticism from practitioners about the “results agenda” based on a concern that the approaches used are not fit for purpose. In the EBA-report, Cathy Shutt, at the...
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• There is considerable interest in the concept of adaptive development and what it may look like in different sectors, including health. • Adaptive types of programming from the health sector are relatively advanced; as we work towards the Sustainable Development Goals (SDGs), experiences in health can provide useful lessons for other areas of development. • The international health community may not use the label ‘adaptive development’, but many are already conducting adaptive work....
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Adaptive management is increasingly seen as critical capability for development programmes and policies that are more effective, efficient, relevant and sustainable. There is increasing recognition that such work requires significant changes to the organizational structures, management processes, accountability and performance cultures and indivi
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This guide draws from our experience around the world helping government reformers achieve real change. It is a practical resource for anyone working to implement an open government initiative.
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Mercy Corps finds adaptive management is supported by four different but interconnected elements: Culture, People & Skills, Tools & Systems, and Enabling Environment. These elements are discussed in the context of one of Mercy Corps’ complex programmes in pastoral Ethiopia.
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Transnational multi-stakeholder initiatives (MSIs) – voluntary partnerships between governments, civil society, and the private sector – are an increasingly prevalent strategy for promoting government responsiveness and accountability to citizens. While most transnational MSIs involve using voluntary standards to encourage socially and environmentally responsible private sector behavior, a handful of these initiatives – the Extractive Industries Transparency Initiative (EITI), the...
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In this third and final think piece exploring the role of grassroots organizations and movements for state accountability (find the previous pieces here and here), the author Mary Joyce, proposes new thinking about how funders and other external organizations can best support social movements. Funding and other support for popular organizations and movements is not straightforward, and there are potential risks and distortions involved. Interested supporters need to clearly identify and...
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This Think Piece describes social movements pursuing government accountability and the challenges and opportunities to supporting them.
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