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This paper assesses the relevance of adaptive or trial-and-error approaches to the field of governance, peace building and human rights. Tackling the problems of poverty, vulnerability and exclusion that persist in parts of the world that continue to be affected by violence or political insecurity is difficult for several reasons. For one, because of the complexity of the prevailing social, economic and political systems, solutions to chronic problems are far from obvious. One response to...
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Summary In 2016-17, the Department for International Development (DFID) spent £1.4 billion, or 14% of its budget, through commercial suppliers on contracts ranging from school construction to family planning services and the delivery of humanitarian aid. The quality of its procurement and contract management – how it engages and manages commercial firms to support the delivery of aid programmes on time, to budget and at the appropriate quality – is a key driver of value for money for UK...
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Flexibility in program management is essential in all of the countries where USAID works. This is especially true in non-permissive environments (NPEs), where the ability to learn and adapt quickly to changing circumstances can help USAID staff members achieve their desired outcomes.
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The purpose of this briefing note is to review opportunities for using complexity aware approaches to Theory of Change (ToC) to inform the SDC approach. It provides an overview of complexity-aware approaches and then focuses on demonstrating how complexity thinking can support programming by building on the frameworks currently being used in the project/programme cycle management (PCM) processes. It is aimed at SDC staff, in particular Programme Officers and staff of partner organisations...
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The purpose of this briefing note is to add to SDC’s understanding of Theory of Change (ToC), drawing on the literature and practice to sketch out the current state of the art approach. This involves expanding on ToC beyond SDC’s current practice of using Impact Hypotheses (IH) to bridge it to operational practice and use ToC more explicitly in the project/programme cycle management (PCM) processes. Sharing the state of the art on use of ToC in the development sector, this briefing...
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Wily aid practitioners have long understood the importance of adapting their programs to the political environment, and even use their activities to push politics in a progressive direction. But this magic was spun secretly, hidden behind logframes and results frameworks. Only recently has a range of programs been permitted to escape the dead hand of technocracy. But there was one corner of the development and humanitarian world that never needed to shroud its political ambitions; those...
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This rapid review summarises the evidence on how to scale up inclusive approaches to complex social change. It looks at how to design scalable inclusive change interventions, as well as how to plan and manage the scale-up process. Focusing on interventions with the aim of reaching the most marginalised and transform social norms, it covers programmes aiming to deliver inclusive outcomes for women and girls (with a particular focus on preventing violence against women and girls) and persons...
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CONTEXT-DRIVEN ADAPTATION COLLECTION
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For Global Affairs Canada, development innovation includes new or improved business models, policy practices, approaches, technologies, behavioral insights or ways of delivering products and services that benefit and empower the poorest and most vulnerable people in developing countries.
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Adaptive management is at the heart of ‘Doing Development Differently’. It emerges from stakeholders’ calls for development programmes to be more flexible and responsive to their contexts. Whether it becomes a mainstreamed practice depends on how much it is
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Introduction used in the DCED-BEAM seminar
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Introduction used in the DCED-BEAM seminar in Nairobi
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The Whistler principles to accelerate innovation for development impact : 2018 G7 Summit – Canada 2018 G7 Presidency – Charlevoix, Quebec
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ICAI published this review on DFID’s approach to value for money in February 2018, and as value for money is both a process and an outcome and cuts across all aspects of DFID’s operations, did not score this review. We made five recommendations and published a follow-up to this review in July 2019. All UK government departments are required to achieve value for money in their use of public funds. In recent years, DFID has been working to build value for money considerations further into its...
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AbstractForeign aid donors are increasingly focused on changing the way their development agencies function. This discourse has focused on desired qualities, including greater knowledge of local contextual realities, appropriate adaptation to context and greater flexibility to respond to changing circumstances. We argue that more attention needs to be devoted to the achievement of these qualities and turn to contingency theory to identify some under-exploited ways to ?do development...
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