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The coronavirus pandemic poses unprecedented challenges to science, policy and the interface between the two. How – and how quickly – policy-makers, practitioners and researchers react to this emerging and complex crisis is making a profound difference to people’s lives and livelihoods (WHO, 2020). But how can we ensure effective collective decision-making on the basis of emerging evidence, changing trends and shifting scientific understanding, all in the face of considerable uncertainty?...

Series of blog posts discussing the last version (as of 2020) of the Cynefin framework.

A discussion of initial learning emerging from the SLRC ’Adaptive approaches to reducing teenage pregnancy in Sierra Leone’ action research project.

This report summarises the discussions at a meeting held in September 2019 of a group of global development research and policy experts and practitioners, convened by ODI and the Westminster Foundation for Democracy, to share experiences and knowledge, reflect on what we already know about working politically on gender in fragile and conflict-affected settings (FCAS), and identify what further evidence would be useful. Key messages: - It is important to identify, document and learn from...

This Rapid Evidence Assessment (REA) examines current evidence on the effectiveness of interventions to combat human trafficking in four South Asian countries (Bangladesh, India, Nepal, and Pakistan). This REA is being carried out as part of a wider assignment for the UK Department for International Development (DFID), with the overall objective of synthesising evidence on the effectiveness of interventions that tackle modern slavery in South Asia. Two REAs were conducted on different types...

• This paper looks at the experience of gender mainstreaming in the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • When development programmes try to engage with political stakeholders and align with the priorities of wider coalitions there is a danger that gender equality is de-prioritised. • It is important that formal political economy analysis, as well as other data collection, analysis and consultation...

- This short paper draws out lessons for working effectively with and through partners, based on the experience of the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Cultivating effective partnerships can be a key part of delivering locally legitimate projects that have the potential to create sustainable change. Adaptive and politically informed ways of working create specific opportunities and challenges for...

• This paper looks critically at the approach to value for money (VfM) in the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Adaptive, politically smart programmes like I4ID aim to deliver VfM by learning about what will work in complex environments, and quickly incorporating those lessons into delivery. When functioning properly, they can rapidly wind down activities as new information emerges and divert funding...

The LEARN contract and the United States Agency for International Development/Bureau of Policy, Planning, and Learning (USAID/PPL) are managing an area of work known as the Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer the following key learning questions: ● Does an intentional, systematic, and resourced approach to collaborating, learning, and adapting (CLA) contribute to organizational effectiveness and/or development outcomes? ●...

USAID’s Bureau for Policy, Planning and Learning and its LEARN support contract are working to integrate systematic, intentional and resourced collaborating, learning and adapting (CLA) throughout program planning and implementation to achieve more effective development programs. As part of this effort, USAID is exploring several approaches to understand whether and how strategic collaboration, continuous learning and adaptive management make a difference to organizational effectiveness and...

Adaptive management in its various incarnations has long been a focus of a development community that is more and more frequently bumping up against the barriers of complexity, and looking for ways to overcome its challenges. In a field where we consistently have to deal with multifaceted problems,...

This paper analyzes the award-winning e-participation initiative of the city council of Madrid, Decide Madrid, to identify the critical success factors and the main barriers that are conditioning its performance. An exploratory case study is used as a research technique, including desk research and semi-structured interviews. The analysis distinguishes contextual, organizational and individual level factors; it considers whether the factors or barriers are more related to the information and...

How many times have you worked on something that you know is failing, or just isn’t going as well as we’d all have hoped, but haven’t had…

Research on empowerment and accountability tends to focus on collective action and its potential for empowering citizens undertaking the action and on achieving state accountability. In fragile, conflict and violence-affected settings (FCVAS) collective action is rare and risky. So how do citizens, particularly the chronically poor and most marginalised, interact and make claims on the different public authorities that exist in these settings, and how do these interactions contribute to...

Does the choice of monitoring and evaluation (M&E) approaches and tools matter for adaptive programmes? In short, yes: monitoring, evaluation and learning (MEL) and adaptive management (AM) are intertwined. While programme monitoring data and evaluation results are not the only sources of evidence that programmes use for learning and iteration, they often are amongst most important ones — or at least they should be. Selecting what type of information to collect and analyse — and how — is...

This working paper explores how donors can move towards greater Navigation by Judgment, highlighting the actions people inside and outside aid agencies can work to make change—encouraging more Navigation by Judgment on the margin, starting today.

Management by way of top-down controls and targets sometimes gets in the way of aid donors’ aims, undermining project success. These unhelpful controls often stem from a need to account for performance; legislatures or executive boards induce agencies to exercise tight process controls and orient projects towards what is measurable and reportable.