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Successfully adapting your programmatic efforts and policy engagement to the context depends on maintaining your understanding of that context. Given this, continuous learning and feedback loops--not only about your programming, but also about the environment you are working within--are important components of USAID’s work. Since our environments are always changing, in ways big and small, this can be intimidating. One can imagine a scenario where learning consumes the limited time and...
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This Discussion Note complements ADS 201 and outlines general principles and promising approaches for monitoring complex aspects of USAID development assistance. Complexity-aware monitoring is a type of complementary monitoring that is useful when results are difficult to predict due to dynamic contexts or unclear cause and-effect relationships. Key principles of the Program Cycle include applying analytic rigor, managing adaptively, and utilizing a range of approaches to achieve results....
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In 2016, the Bureau of Policy, Planning and Learning (PPL) commissioned an internal stocktaking of USAID's mission-based MEL (Monitoring, Evaluation, and Learning) Platforms.
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This paper explores the role and experience of external actors, particularly donors, in supporting social and political action in fragile, conflict and violence affected settings. Evidence is distilled from a wide range of synthesised sources to generate relevant findings and questions in relation to what we know and what we don’t. Included among the source material is a 2016 macro-evaluation of DFID’s empowerment and accountability (E&A) programmes which examined over 50 DFID funded...
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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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Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders. These trademarks complement the findings from The McKinsey Global Survey Results: How to create an agile organization.
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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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The ongoing digital revolution has seen rapid growth in the deployment of technology enabled real-time data initiatives in international development and humanitarian work, developed with the goal of accelerating decision-making processes and enhancing aid effectiveness and efficiency.
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This paper explores the current state of thinking among a range of aid actors (multilaterals, bilateral, applied scholars and international non-governmental organisations) on how to promote empowerment and accountability in fragile, conflict and violence affected settings. It seeks to identify trends, gaps and weaknesses in that thinking, and propose research questions and hypotheses to test. Three underlying sources of confusion are identified that are hindering progress on both...
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Development projects don’t always work as planned. This has long been acknowledged by those in the sector, and has led to several approaches that seek to solve complex development problems through enabling and encouraging greater adaptiveness and learning within projects (e.g. Doing Development Differently and Problem-Driven Iterative Adaptation). Digital development projects experience many of these issues. Using technology for transparency and accountability (Tech4T&A) projects in Kenya as...
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Eighteen practices for organizational agility The survey asked respondents about a series of specific actions that underlie each of the 18 practices (9 of them stable, and 9 dynamic) of organizational agility; all of the practices are summarized in the table below. To rate respondents’ organizations, we asked how frequently their performance units engaged in each action that supports a given practice.
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Adaptive Approaches [+]
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Northern Europe
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Oceania
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Africa
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MEL4 Adaptive Management
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Innovation (in Development)
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