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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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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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Adaptive programming is an approach to development that encourages experimentation, learning & adaptation. This report examines the contractual underpinnings of this approach.
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Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.
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Theme
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Adaptive Approaches [+]
(292)
- Adaptive/Emergent Learning (23)
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Adaptive Management
(125)
- Adaptive Programming (15)
- Adaptive Rigour (2)
- Agile & Lean approaches (14)
- Capacity WORKS (3)
- CLA (Collaborating Learning Adapting) (19)
- Design Thinking / HCD / Appropriate tech (25)
- Doing Development Differently (12)
- Global Delivery Initiative (3)
- MSD - Market Systems Development (8)
- Multi-Stakeholder Partnerships (2)
- Other Adaptive approaches (6)
- Other sectors (15)
- PDIA (Problem-Driven Iterative Adaptation) (14)
- PEA (Political Economy Analysis) (10)
- Positive Deviance, 2 loops models, agentic capacity (2)
- Results Based Management (10)
- Systems Thinking / Complexity (39)
- TWP (Thinking & Working Politically) (37)
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Cases
(88)
- A4EA - Action for Empowerment and Accountability (3)
- LASER (8)
- PROSPECTS (3)
- SAVI (21)
- Courses (5)
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Development Actors Perspectives
(112)
- Canada - GAC & IDRC (6)
- DCED - Donor Committee for Enterprise Development (4)
- DFAT (Australia) (9)
- EU (1)
- FCDO/DFID (UK) (26)
- G7 (1)
- GIZ (Germany) (6)
- Hivos - Netherlands (1)
- ILO (1)
- Irish Aid (1)
- New Zealand (1)
- NGO Perspectives (13)
- OECD/DAC - Results Based Management (10)
- Private Donors (OSF, Hewlett...) (2)
- SDC - Swiss Agency for Development and Cooperation (13)
- SIDA - Swedish International Development Cooperation Agency (4)
- USAID (11)
- World Bank (11)
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Geography
(64)
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Africa
(40)
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Eastern Africa
(10)
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- Mozambique (2)
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- Somalia (2)
- Somaliland (1)
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West Africa
(31)
- Liberia (2)
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Americas
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North America
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North America
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Asia
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Eastern Asia
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South-eastern Asia
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Southern Asia
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Europe
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Northern Europe
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Western Europe
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Northern Europe
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Oceania
(3)
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Africa
(40)
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MEL4 Adaptive Management
(161)
- Action Inquiry/Collective Leadership (2)
- Beneficiary Assessment/Engagement (2)
- Case Study (1)
- Causal mapping, pahtways, mechanisms (2)
- Contribution Analysis (1)
- Critical Systems Heuristics (1)
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- Desk based research/lit review (1)
- Developmental Evaluation (7)
- Emergent Learning (1)
- Equitable Evaluation (1)
- Ethnography / Rapid Ethnography (1)
- Evaluability assessment (1)
- Evaluating Multi-project programmes (3)
- Ex-post Evaluation (1)
- Focus Group Discussions (1)
- Horizon Scanning / Scenario Planning (3)
- Impact evaluation (5)
- Impact Oriented Monitoring and Evaluation System (1)
- Indicator-based approaches (3)
- Innovation System Analysis (3)
- Knowledge Management (2)
- Logical Framework (2)
- Mapping Visualization Methods (3)
- MEL in International Development (5)
- Most Significant Change (2)
- Narrative Based Approaches (1)
- Network Analysis (1)
- Outcome Harvesting (7)
- Outcome Mapping (9)
- Participatory Action Research (3)
- Participatory Approaches and Evaluation (5)
- Participatory Learning and Action - PLA (3)
- Participatory Rural Appraisal - PRA, RRA (1)
- Peers/Peer-Group Review (1)
- Place-based initiatives (1)
- Political Economy Analysis (9)
- Political Settlements Analysis (1)
- Portfolio Approach & Management (6)
- Public Management Theory (1)
- Qualitative Comparative Analysis (4)
- Qualitative data analysis and grounded theory (1)
- Qualitative Impact Assessment Protocol (2)
- Quality Improvement (1)
- Randomized Controlled Trials (2)
- Realist Evaluation (2)
- Relationships weaving and facilitation (1)
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Sense-making
(4)
- SenseMaker (3)
- Social Return on Investment (1)
- Stakeholder analysis (1)
- Stakeholder Feedback (2)
- Strategy testing (1)
- Success Case Method (1)
- Surveys (1)
- Systemic Change (5)
- Theory-based evaluations (2)
- TOC (Theory of Change) (24)
- Utilisation focused evaluation (2)
- Value for Investment (2)
- Value for Money (4)
- Networks and Communities of Practice (17)
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Practical
(49)
- Tools (6)
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Sectors [+]
(194)
- Advocacy and Activism (4)
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- Innovation (in Development) (18)
- Institutional Capacity & Change (9)
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- Judicial systems (2)
- Knowledge to Practice (10)
- Locally driven development (7)
- NGOs (16)
- Organizational Change (2)
- Peace Building (5)
- Philanthropy/Funding (4)
- Scaling up / Propagating (10)
- Social Accountability (56)
- Technology (in Development) (11)
- Waste Management (1)
- Youth (1)