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The international development community has increasingly embraced the idea that finding durable solutions to complex development problems requires new ways of working that move beyond industry norms. This paper makes an important contribution to the current debate by outlining an innovative monitoring system called Strategy Testing (ST). This is the third paper in the Working Politically in Practice paper series, launched together with the Australian Department of Foreign Affairs and Trade.
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In an effort to increase the understanding of conservation enterprises’ activities and outcomes and to improve the effectiveness of biodiversity programming, this brief synthesizes lessons from past USAID-funded efforts to support conservation enterprises
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Causal Link Monitoring (CLM) 1 integrates design and monitoring to support adaptive management of projects. CLM helps project planners and managers identify the processes that are required to achieve desired results, and then to observe whether those processes take place, and how. Result-producing processes specify the causal links between results in a logic model or results framework—in other words, the processes between results.2 CLM focuses on how specific individuals or organizations use...
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This collection of learning and reflection essays from the International Budget Partnership's 2016 Annual Report illustrate the multidimensional nature of budget work and democratic engagement. Read more.
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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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Adaptive management is at the heart of ‘doing development differently’ (Wild et al., 2016). Whether it is here to stay depends on how much it is mainstreamed into existing development programming by donors and implementers alike, especially in planning, monitoring, evaluation, and learning (PMEL) cycles. In this report, we find that mainstreaming adaptive management in PMEL involves three strategies: 1. planning for flexibility; 2. developing locally owned monitoring and evaluation (M&E);...
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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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• This paper revisits how existing advocacy evaluation frameworks classify people and activities, and define and assess outcomes. We discuss how assessments could be more specific and propose bounding the scope of inquiry in one of four ways: strategy specific, outcome oriented, actor-centric or system-wide. • In classifying activities, the same action or event may be situated at different phases of the change pathway – in some cases used as a tactic to influence a policy outcome, and in...
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Resources that contain evidence of market systems interventions. Recently updated.
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EXECUTIVE SUMMARY U.S. government agencies and development organizations around the world are increasingly recognizing and supporting learning activities— often informed by a learning agenda—as important tools for improving organizational effectiveness and efficiency. A learning agenda comprises a set of broad questions directly related to the work that an agency conducts; when answered, they enable the agency to work more effectively and efficiently, particularly pertaining to evaluation,...
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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 Istanbul Regional Hub partnered with Nesta and 4 country offices (fYR Macedonia, Moldova, Georgia and Kyrgyzstan) to develop a program that can help us bring innovation closer to the center of the organization by embedding it in the key project management business processes - The Project Cycle Hackers Toolkit.
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This paper shares lessons from Nesta’s research into some of the pioneering innovations in digital democracy which are taking place across Europe and beyond
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Adaptive Approaches [+]
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