Your search
Results 286 resources
-
Case study about the MUVA programme in Mozambique. (Maybe it "misses the point of AP which is not learning for learning. Is learning for impact. The word impact doesn’t even come up once!") Adaptive Management programming within the Foreign & Commonwealth Development Office demonstrates that the UK Government has examples of optimising for learning within its existing management practice. However, currently, the adaptive management practices are unhelpfully framed by an approach which...
-
Using monitoring data to improve interventions is harder than it seems. Decision-makers are often busy implementing activities, unclear about their roles in data collection and analysis, and uncertain what data matters most or when. PRISMA, an AUD77 million agricultural Market Systems Development (MSD) programme funded by DFAT Australia, has encountered these challenges. With the programme completing its first five year phase, this case study shares ten key lessons divided into three...
-
Those working to advance social change in the Pacific must understand, work with and respond to the complex and changing relationships and dynamics of power that exist within such networks, and situate their work in the context of decolonisation and self-determination. But the approaches typically used by NGOs to plan our projects and programs have failed to give due attention to these dynamics. The result is that our projects fall short of achieving their promise, despite being technically...
-
Evaluative Tools for Improving Campaign Effectiveness Public health campaigns aim to control disease or deliver essential health services and products through time-limited and periodic channels. Many countries use campaigns to augment or replace routine service delivery, to target certain populations, or to accelerate progress towards coverage targets. The Root Cause Analysis and Rapid Evaluation, Action, and Learning toolkits present a systematic but flexible approach to identifying the...
-
Uncertainty defines our times. Whether it is in relation to climate change, disease outbreaks, financial volatility, natural disasters or political settlements, every media headline seems to assert that things are uncertain, and increasingly so. Uncertainty, where we do not know the probabilities of either likelihoods or outcomes, is different to risk, the implications of which are explored in this paper through five different ways of thinking about uncertainty, derived from highly diverse...
-
Lessons from the market systems development approach The evaluation focuses on Sida’s management of MSD projects. The projects are applying the MSD approach with an aim to: - contribute to improved MSD programming by Sida through better management practices across the project cycle - generate recommendations on how Sida can create conducive conditions for systems approaches and adaptive programming more generally. The brief assesses Sida’s organisational capacity for adaptive management...
-
This report presents the findings of an evaluation of Sida’s management of the market systems development (MSD) approach. It aims to inform thinking on how Sida can best manage its growing portfolio of MSD programs. Beyond this, it provides insights relevant to Sida’s wider support to complex and adaptive programs. The evaluation identified several factors that affect Sida’s ability to ensure that conducive conditions are in place for effective MSD programs and good development programming...
-
This report presents the findings of an evaluation of Sida’s management of the market systems development (MSD) approach. It aims to inform thinking on how Sida can best manage its growing portfolio of MSD programs. Beyond this, it provides insights relevant to Sida’s wider support to complex and adaptive programs. The evaluation identified several factors that affect Sida’s ability to ensure that conducive conditions are in place for effective MSD programs and good development programming...
-
This paper examines adaptive approaches to aid programming in Nigeria. Through field research and desk reviews, we have investigated some of the assertions around the ‘adaptive management and programming’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blueprint and linear project plans. This is the second of three case studies in a series which explore if and how adaptive approaches, including rapid learning and planning responses, are...
-
(Spanish version of he PDIA toolkit) The PDIAtoolkit is designed to guide you through the process of solving complex problems which requires working in teams. We call it a Do-it-Yourself (DIY) kit, where the ‘you’ is a committed team of 4-6 people mobilized to work together to solve a complex problem that cannot be solved by one person.
-
The PDIAtoolkit is designed to guide you through the process of solving complex problems which requires working in teams. We call it a Do-it-Yourself (DIY) kit, where the ‘you’ is a committed team of 4-6 people mobilized to work together to solve a complex problem that cannot be solved by one person.
-
Internal DFID document from the DevAdapt Programme. Based on another previous document (also internal).
-
This guide is intended for: people planning communications activity on behalf of agile teams people doing the communications activity (especially blogging, presenting, or filmmaking) people who manage the people described above, who want to understand what they're doing and why The government service standard encourages teams to work in the open as much as possible, echoing item 10 in the government design principles, “make things open, it makes them better”. This guide was written to help teams do just that.
-
This paper examines adaptive approaches in aid programming in a fragile, conflict and violence-affected setting (FCVAS), namely Myanmar. A combination of desk review and field research has been used to examine some of the assertions around the ‘adaptive management’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blue-print and linear project plans. This paper explores if and how adaptive approaches, including rapid learning and planning...
-
This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.
Explore
Theme
-
Adaptive Approaches [+]
- Adaptive Learning (22)
-
Adaptive Management
(123)
- Adaptive Programming (15)
- Adaptive Rigour (2)
- Agile & Lean approaches (14)
- Capacity WORKS (3)
- CLA (Collaborating Learning Adapting) (19)
- Design Thinking / HCD (25)
- Doing Development Differently (12)
- Global Delivery Initiative (3)
- MSD - Market Systems Development (8)
- Multi-Stakeholder Partnerships (2)
- Other Adaptive approaches (6)
- Other sectors (1)
- PDIA (Problem-Driven Iterative Adaptation) (14)
- PEA (Political Economy Analysis) (10)
- Positive Deviance & 2 loops model (2)
- Results Based Management (10)
- Systems Thinking / Complexity (36)
- TWP (Thinking & Working Politically) (37)
- Cases (64)
- Courses (4)
-
Development Actors Perspectives
(55)
- Canada - GAC & IDRC (1)
- DFAT (Australia) (4)
- FCDO/DFID (UK) (19)
- GIZ (Germany) (3)
- Hivos - Netherlands (1)
- ILO (1)
- New Zealand (1)
- NGO Perspectives (2)
- OECD/DAC - Results Based Management (10)
- SDC - Swiss Agency for Development and Cooperation (1)
- SIDA - Swedish International Development Cooperation Agency (4)
- USAID (4)
- World Bank (9)
-
Geography
(49)
-
Africa
(36)
-
Eastern Africa
(8)
- Ethiopia (1)
- Kenya (1)
- Mozambique (1)
- Rwanda (1)
- Somalia (1)
- Somaliland (1)
- South Sudan (1)
- Tanzania (2)
- Uganda (2)
- Zimbabwe (1)
-
West Africa
(30)
- Liberia (2)
- Nigeria (27)
- Sierra Leone (1)
-
Eastern Africa
(8)
-
Americas
(1)
-
North America
(1)
- Canada (1)
-
North America
(1)
-
Asia
(9)
- South-eastern Asia (5)
-
Southern Asia
(4)
- Afghanistan (1)
- Bangladesh (1)
- India (1)
- Nepal (2)
- Pakistan (2)
-
Europe
(3)
-
Northern Europe
(1)
- United Kingdom (1)
-
Western Europe
(2)
- Netherlands (1)
- Switzerland (1)
-
Northern Europe
(1)
-
Oceania
(3)
- Australia and New Zealand (2)
- Melanesia (1)
-
Africa
(36)
-
MEL4 Adaptive Management
(51)
- Action Inquiry/Collective Leadership (1)
- Evaluating Multi-project programmes (3)
- Impact evaluation (2)
- Indicator-based approaches (1)
- Innovation System Analysis (1)
- Knowledge Management (2)
- Mapping Visualization Methods (2)
- MEL in International Development (1)
- Most Significant Change (1)
- Narrative Based Approaches (1)
- Network Analysis (1)
- Outcome Harvesting (1)
- Outcome Mapping (2)
- Participatory Action Research (3)
- Participatory Learning and Action - PLA (1)
- Peers/Peer-Group Review (1)
- Political Economy Analysis (5)
- Portfolio Management (5)
- Scenario Planning (1)
- SenseMaker (1)
- Stakeholder Feedback (1)
- Strategy testing (1)
- Systemic Change (5)
- Theory-based evaluations (1)
- TOC (Theory of Change) (4)
- Utilisation focused evaluation (1)
- Value for Money (3)
- Networks and Communities of Practice (5)
-
Practical
(34)
- Tools (1)
-
Sectors [+]
(68)
- Advocacy and Activism (1)
- Alternative Development (12)
- Citizen Engagement (3)
- Climate Change (1)
- Economic development (4)
- Environmental Management (2)
- Fragile and Conflict Aflicted Settings (3)
- Gender (1)
- Governance and Accountability (14)
- Health (1)
- Innovation (in Development) (3)
- Institutional Capacity & Change (8)
- Knowledge to Practice (3)
- Locally driven development (3)
- NGOs (13)
- Organizational Change (2)
- Peace Building (3)
- Scaling up / Propagating (8)
- Social Accountability (10)
- Technology (in Development) (9)
- Waste Management (1)