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Results 186 resources
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The overall aim of SAVI engagement with the media is for media representation of citizens’ interests to become normal, and play its part in helping state governments to be more responsive, inclusive and accountable to their citizens. Media partners – individual media personnel and selected media houses – are supported to be more effective agents...
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The overall aim of SAVI engagement with SHoAs is to promote lasting reforms that are not dependent on external funding and which promote an increasingly more responsive and accountable relationship between Nigerian state governments and their citizens. SHoAs are supported to be more effective agents of citizen voice and public accountability, demanding better performance from...
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Managing Complexity: Adaptive management at Mercy Corps
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UK aid, at its best, makes a real and positive difference to the lives and livelihoods of poor people around the world. Ensuring the best possible performance across a large and multifaceted aid programme is, however, a complex management challenge. This report reviews ICAI’s previous 44 reports and looks at how well DFID ensures positive, long-term, transformative impact across its work.
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LASER synthesis papers aim to help donors and other stakeholders better understand why and how to approach investment climate reform programming differently. The papers reflect emerging best practice and lessons learnt on what works and what does not work in doing development differently. The papers have been peer-reviewed by experts in the field including senior advisers at DFID, World Bank, IFC and the Donor Committee for Enterprise Development (amongst others). First synthesis paper -...
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Learning is fundamental to work on transparency and accountability in complex environments. But how can funding practices best support learning?
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On current trends, it will take decades or longer to bring basic services to the world’s most disadvantaged people. Meeting this challenge means recognising the political conditions that enable or obstruct development progress - a radical departure from the approach of the Millennium Development Goals.
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Effective public service delivery begins with knowing whether the services offered are working as intended. We launched a system to enable citizen input on the delivery of public services.
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How do reforms that require political engagement differ from traditional technical reforms? Why is political engagement different, and what are the implications for design and evaluation? How should development programmes that engage politics be designed? And how can those who fund or implement such programmes evaluate whether their efforts are contributing to reform? This report …
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We are piloting a new approach to identifying and supporting our partners. This breaks with convention in many ways in order to improve impact. SAVI Approach Papers summarise key aspects of SAVI’s way of working. They explain what we do, and why – and link to relevant tools and frameworks. Our approach is summarized in...
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This report is the second in a program of evaluations that the Independent Evaluation Group (IEG) is conducting on the learning that takes place through World Bank projects. Learning and knowledge are treated as parts of a whole and are presumed to be mutually reinforcing.
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Development actors increasing agree that managing programs adaptively – especially complex interventions – can improve their effectiveness. But what does adaptive management look like in practice?
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More examples are needed of aid programming that works by being responsive to country realities: politically smart, problem-driven and locally led DFID’s SAVI programme has revealed a hitherto untapped potential for change leading to better development results at state level in Nigeria SAVI provides low-profile support to state-level organisations and partnerships, building their capacity to engage constructively with government It avoid the pitfalls of a donor-driven approach by...
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Aid works better – especially in complex and conflict-affected environments – when there is scope to trial and adapt programme strategies. So argues Amir Allana in Navigating Complexity, a case study of Northern Karamoja's Growth, Health and Governance (GHG) Programme that is adopting an 'adaptive management' approach. This BEAM Exchange webinar invited Amir, Tim Sparkman and Peter Roggekamp to discuss lessons from their work in Uganda and Cambodia. What does adaptive management look like in...
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Adaptive Approaches [+]
- Adaptive Management
- Adaptive/Emergent Learning (12)
- Adaptive Rigour (2)
- Agile & Lean approaches (4)
- CLA (Collaborating Learning Adapting) (8)
- Design Thinking / HCD / Appropriate tech (4)
- Doing Development Differently (4)
- MSD - Market Systems Development (2)
- Other Adaptive approaches (1)
- Other sectors (4)
- PDIA (Problem-Driven Iterative Adaptation) (5)
- PEA (Political Economy Analysis) (3)
- Systems Thinking / Complexity (16)
- TWP (Thinking & Working Politically) (9)
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Cases
(59)
- A4EA - Action for Empowerment and Accountability (3)
- LASER (8)
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Development Actors Perspectives
(66)
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Africa
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MEL4 Adaptive Management
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Practical
(36)
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Sectors [+]
(66)
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Between 1900 and 1999
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Between 1980 and 1989
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