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Aid programmes need to be able to adapt their objectives and operations to changes in their political environment, since development processes are subject to political contestation. Change takes time and is often a matter of seizing the opportunity.
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There now is a persuasive volume of evidence that demonstrates that capacity and technical knowledge alone are insufficient to change deeply entrenched political interests and bureaucratic norms. These critiques demonstrate that an understanding of power asymmetries is frequently the critical missing ingredient in project design and implementation. Many eminent thinkers have looked at the difference between success and failure in development, and all point to the primacy of domestic...
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The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing projects and supportive activities to implement strategic plans; and 3) Learning from performance monitoring, evaluations, and other...
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Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.
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‘Adaptive management’ is all the rage in international development circles. But to avoid yet another buzzword – we need to learn from the experience of natural resource science.
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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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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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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 [+]
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Adaptive Management
- Adaptive Programming (15)
- Adaptive Learning (6)
- Adaptive Rigour (1)
- Agile & Lean approaches (2)
- CLA (Collaborating Learning Adapting) (7)
- Design Thinking / HCD (1)
- Doing Development Differently (4)
- MSD - Market Systems Development (1)
- PDIA (Problem-Driven Iterative Adaptation) (4)
- PEA (Political Economy Analysis) (1)
- Systems Thinking / Complexity (4)
- TWP (Thinking & Working Politically) (5)
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Adaptive Management
- Cases (46)
- Courses (3)
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Development Actors Perspectives
(34)
- DFAT (Australia) (2)
- FCDO/DFID (UK) (16)
- ILO (1)
- NGO Perspectives (2)
- SIDA - Swedish International Development Cooperation Agency (1)
- USAID (4)
- World Bank (6)
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Geography
(34)
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Africa
(32)
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Eastern Africa
(6)
- Ethiopia (1)
- Kenya (1)
- Mozambique (1)
- Rwanda (1)
- Somaliland (1)
- South Sudan (1)
- Tanzania (2)
- Uganda (1)
- Zimbabwe (1)
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West Africa
(28)
- Liberia (2)
- Nigeria (25)
- Sierra Leone (1)
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Eastern Africa
(6)
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Asia
(4)
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South-eastern Asia
(3)
- Myanmar (3)
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Southern Asia
(3)
- Afghanistan (1)
- Bangladesh (1)
- India (1)
- Nepal (1)
- Pakistan (2)
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South-eastern Asia
(3)
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Africa
(32)
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MEL4 Adaptive Management
(24)
- Evaluating Multi-project programmes (3)
- Impact evaluation (2)
- MEL in International Development (1)
- Outcome Mapping (1)
- Participatory Learning and Action - PLA (1)
- Peers/Peer-Group Review (1)
- Political Economy Analysis (1)
- Portfolio Management (4)
- Strategy testing (1)
- Theory-based evaluations (1)
- TOC (Theory of Change) (1)
- Utilisation focused evaluation (1)
- Value for Money (3)
- Networks and Communities of Practice (4)
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Practical
(14)
- Tools (1)
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Sectors [+]
(30)
- Advocacy and Activism (1)
- Alternative Development (7)
- Citizen Engagement (2)
- Climate Change (1)
- Economic development (1)
- Environmental Management (2)
- Fragile and Conflict Aflicted Settings (2)
- Gender (1)
- Governance and Accountability (8)
- Health (1)
- Institutional Capacity & Change (3)
- Knowledge to Practice (1)
- Locally driven development (1)
- NGOs (6)
- Peace Building (1)
- Social Accountability (7)