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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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Guest post from Chris Roche on practical ways of introducing adaptive management, learning from failure etc in aid programmes
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Nearly three years ago we wrote about the “Missing Middle” in the innovation lifecycle[i], a gap that kept successful pilot programs from reaching the goal of replication and optimization in multiple contexts. Since then, scaling humanitarian innovation has received a great deal of attention from the sector, with a number of new initiatives specifically focused on the scaling challenge.
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Research shows they’re more successful in three important ways.
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Why the Problem with Learning Is UnlearningBonchek, M. - 2016, November 3 - Harvard Business Review
Don’t get stuck in your current ways of thinking.
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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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Recently there has been growing recognition that most development challenges are in actual fact ‘wicked’ problem that requires development actors to recognize that the optimal management approaches…
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Recently, Abt Associates endorsed the “Principles of Digital Development.” These nine principles have been widely adopted by international development funders and practitioners to absorb and disseminate technology best practices in the field of international development. More than 50 organizations ranging from various offices in the United Nations and the U.S. Agency for International Development (USAID) down to niche technology providers have endorsed the principles. The principles are...
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Top-down vs. Bottom-up Hierarchy: Or, How to Design a Self-Managed Organization
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There’s an unforgettable scene in my favorite movie, Goodfellas, where Joe Pesci, Robert DeNiro and Ray Liotta pay a late night visit to…
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written by Peter Harrington After over two years of working with the government of Albania, and as we embark on a new project to work with the government of Sri Lanka, we at the Building State Capa…
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By Tamara Giltsoff
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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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Theme
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Adaptive Approaches [+]
- Adaptive Learning (9)
- Adaptive Management (53)
- Adaptive Rigour (2)
- Agile & Lean approaches (14)
- CLA (Collaborating Learning Adapting) (7)
- Design Thinking / HCD (16)
- Doing Development Differently (8)
- Global Delivery Initiative (1)
- MSD - Market Systems Development (1)
- Multi-Stakeholder Partnerships (3)
- Other Adaptive approaches (4)
- Other sectors (2)
- PDIA (Problem-Driven Iterative Adaptation) (5)
- PEA (Political Economy Analysis) (3)
- Positive Deviance & 2 loops models (2)
- Systems Thinking / Complexity (22)
- TWP (Thinking & Working Politically) (15)
- Cases (22)
- Courses (1)
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Development Actors Perspectives
(10)
- FCDO/DFID (UK) (7)
- ILO (1)
- World Bank (2)
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Geography
(16)
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Africa
(13)
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Eastern Africa
(2)
- Kenya (1)
- Rwanda (1)
- Somaliland (1)
- Tanzania (1)
- Uganda (2)
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West Africa
(12)
- Liberia (2)
- Nigeria (9)
- Sierra Leone (1)
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Eastern Africa
(2)
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Asia
(5)
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Eastern Asia
(1)
- China (1)
- South-eastern Asia (2)
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Southern Asia
(2)
- Bangladesh (1)
- Nepal (1)
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Eastern Asia
(1)
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Africa
(13)
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MEL4 Adaptive Management
(20)
- Evaluating Multi-project programmes (2)
- Impact evaluation (1)
- Indicator-based approaches (1)
- Innovation System Analysis (1)
- Mapping Visualization Methods (1)
- Most Significant Change (1)
- Narrative Based Approaches (1)
- Network Analysis (1)
- Outcome Harvesting (1)
- Outcome Mapping (1)
- Participatory Action Research (1)
- Political Economy Analysis (3)
- Portfolio Management (2)
- Rigour (1)
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Sense-making
(1)
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- Stakeholder Feedback (1)
- Systemic Change (3)
- Theory-based evaluations (1)
- TOC (Theory of Change) (2)
- Value for Money (2)
- Networks and Communities of Practice (5)
- Practical (14)
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Sectors [+]
(29)
- Advocacy and Activism (1)
- Alternative Development (5)
- Behavioural Change (2)
- Citizen Engagement (3)
- Economic development (2)
- Environmental Management (2)
- Gender (1)
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- Innovation (in Development) (2)
- Institutional Capacity & Change (2)
- NGOs (3)
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- Scaling up / Propagating (4)
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Technology (in Development)
(8)
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- Waste Management (1)
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