Your search
Results 252 resources
-
How can we transform monitoring and evaluation (M&E) into a more adaptive, emergent process to address uncertainty and complexity in todays’ world? How do we move from compliance and accountability to learning – to support better, more timely, decisions? Join GEI Program Manager, Dugan Fraser, as he discusses these questions and others with Special Guest, Søren Haldrup, from UNDP's Strategic Innovation Unit where he manages UNDP's innovation facility and leads a new initiative called the M&E Sandbox.
-
There are many definitions of the term ‘transformation’ or ‘transformational change’. The first section of the report develops a basic understanding of transformations or transitions (used synonymously) viewed from various perspectives. In this, transformations are defined as processes that use disruptive innovations to change systems into fundamentally new systems that subsequently form the new mainstream. Section two describes existing approaches to environmental and climate finance in...
-
Working in environments characterised by a high degree of uncertainty, uncontrollability and unpredictability, development agents try to organise complex realities into manageable units. What principles influence the decision on adequate approaches and necessary steps? Through theoretical considerations and nine case studies, the GIZ traces implementation processes and identifies underlying guiding principles which provide the flexibility and adaptability that is necessary for acting in...
-
Introduction to the Overview: Tiny Tools Why “Tiny Tools” for assessing change? Currently, change is mostly assessed by NGO staff or external experts. The vision of this paper is that communities assess and reflect change themselves and make use of that reflection with appropriate tools. All the tools presented here are relatively quick and easy to learn (therefore “tiny”). With Tiny Tools we can assess change in one session. They can therefore be used where there are not baselines. They are...
-
In recent decades, the World Bank and many bilateral development partners have provided funding to support land administration reform. Traditional land administration reform projects focus on the economic and technical design of interventions based on a library of best practice, commonly avoiding the “messy politics” typically involved in land governance. Experience and lessons from land administration reform initiatives have been documented and a recurrent theme is that many projects fail...
-
While over time theories of change have become synonymous with simple if/then statements, a strong theory of change should actually be a much more detailed, context-specific articulation of how we *theorize* change will happen under a program.
-
The Whistler principles to accelerate innovation for development impact : 2018 G7 Summit – Canada 2018 G7 Presidency – Charlevoix, Quebec
-
The logical framework approach (LFA) has come to play a central role in the planning and management of development interventions over the last twenty years. Although the logical framework has become universally known, it is far from universally liked. It has been the subject of much criticism over the years, concerning both the theoretical basis of the approach, and the way it is applied in practice. In this review, we have attempted to take stock of the current views of international...
-
The UNDP Accelerator Labs were designed as an agile and dynamic Network to allow communication and information transfer between 91 Accelerator Labs in 115 countries, and with the global innovation ecosystem, UNDP as a whole, and thousands of partners including grassroots innovators and their communities. The accumulated knowledge of this Network creates new pathways to the solutions that hold the key to sustainable development problems. What it looked like and how it unfolded last year will...
-
‘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.
-
Any mission-focused government should be well equipped to define, from day one, what outcomes it wants to bring about. But radically changing what the government does is only part of the challenge. We also need to change how government does things. The usual methods, we argue in this paper, are too prone to failure and delay. There’s a different approach to public service organisation, one based on multidisciplinary teams, starting with citizen needs, and scaling iteratively by testing...
-
Theory of Change is thought to be very useful for learning and adaptive management of complex interventions such as advocacy. Nevertheless, the use of Theory of Change is also under critique. One common criticism is that Theory of Change is often used as a framework that fixes agreements rather than as a living, guiding tool that helps reflection and adaptation. However, while such criticism stresses forms of control, little research has looked at the way Theory of Change and advocacy...
-
Executive Summary When Christian Aid (CA) Ireland devised its multi-country and multi-year Irish Aid funded Programme Grant II (2017-2022), they opted to move away from a linear programme management approach and to explore an adaptive one. Across seven countries: Angola, Colombia, El Salvador, Guatemala, Israel and the occupied Palestinian territory, Sierra Leone, and Zimbabwe, CA and partner organisations support marginalised communities to realise their rights, reduce violence and address...
-
Fragile, conflict and violence-affected settings (FCVAS) are messy and ambiguous contexts in which to plan and implement development initiatives. To work there, external actors are increasingly adopting an adaptive approach to empowerment and accountability (E&A) programming, whatever the setting. This means using a compass rather than map, where real-time political economy analysis (PEA) in relation to context and programme monitoring and evidence-informed learning in relation to...
-
Over the last two decades aid agencies and academics have been on a journey of lesson learning and adaptation in relation to `politics.’ This journey has been driven by a determination to improve impact in all areas of development, but for some time it was particularly associated with work on public sector reform. Now, however, there is an increasing expectation that Political Economy Analysis (PEA) should be part and parcel of designing and implementing any programme or activity (and a...
-
Addressing 21st century development challenges requires investments in innovation, including the use of new approaches and technologies. Currently, many development organisations prioritise investments in isolated innovation pilots that leverage a specific approach or technology rather than pursuing a strategic approach to expand the organisation’s toolbox with innovations that have proven their comparative advantage over what is currently used. This Working Paper addresses this challenge of...
-
This guide is a basic reference on systems thinking and practice tailored to the context and needs of the UK Government’s Foreign, Commonwealth & Development Office (FCDO). It is an output of the FCDO Knowledge for Development Programme (K4D), which facilitated a Learning Journey on Systems Thinking and Practice with FCDO staff during 2021 and 2022. The guide offers a common language and shared framing of systems thinking for FCDO and its partners. It explores what this implies for...
Explore
Theme
-
Development Actors Perspectives
- Adaptive Management orgs (1)
- AFD (Agence Française de Développement) (1)
- Canada - GAC & IDRC (12)
- China (3)
- DANIDA - Danish International Development Agency (2)
- DCED - Donor Committee for Enterprise Development (14)
- DFAT (Australia) (14)
- EU (1)
- FCDO/DFID (UK) (44)
- G7 (1)
- GIZ (Germany) (20)
- Hivos - Netherlands (2)
- IFAD (1)
- ILO (1)
- Irish Aid (4)
- KOICA (Korea's International Co-operation Agency) (1)
- New Zealand (1)
- NGO Perspectives (33)
- OECD/DAC - Results Based Management (16)
- Private Companies - Development Industry (5)
- Private Donors (OSF, Hewlett...) (5)
- SDC - Swiss Agency for Development and Cooperation (22)
- SIDA - Swedish International Development Cooperation Agency (5)
- UNDP, UN Global Pulse, UN... (10)
- USAID (36)
- WFP (1)
- World Bank (17)
-
Adaptive Approaches [+]
(135)
- Adaptive Learning (9)
- Adaptive Management (70)
- Adaptive Rigour (1)
- Agile & Lean approaches (2)
- Capacity WORKS (6)
- CLA (Collaborating Learning Adapting) (9)
- Design Thinking / HCD (2)
- Doing Development Differently (3)
- Global Delivery Initiative (2)
- MSD - Market Systems Development (9)
- Other Adaptive approaches (7)
-
Other sectors
(1)
- Government (1)
- PDIA (Problem-Driven Iterative Adaptation) (2)
- PEA (Political Economy Analysis) (6)
- Results Based Management (14)
- Systemcraft (1)
- Systems Thinking / Complexity (18)
- TWP (Thinking & Working Politically) (8)
- Cases (40)
- Courses (3)
-
Geography
(33)
-
Africa
(16)
- Central Africa (2)
-
Eastern Africa
(10)
- Kenya (2)
- Malawi (1)
- Mozambique (3)
- Rwanda (2)
- Somalia (2)
- Somaliland (1)
- Tanzania (1)
- Uganda (2)
- Zimbabwe (1)
-
Northern Africa
(1)
- Egypt (1)
-
West Africa
(11)
- Benim (1)
- Niger (2)
- Nigeria (4)
- Senegal (1)
- Sierra Leone (3)
-
Americas
(7)
-
Central America
(4)
- Costa Rica (1)
- Ecuador (2)
- El Salvador (1)
- Guatemala (1)
- Mexico (2)
-
North America
(1)
- Canada (1)
- South America (3)
-
Central America
(4)
-
Asia
(13)
-
Eastern Asia
(2)
- China (2)
-
South-eastern Asia
(6)
- Cambodia (1)
- Indonesia (1)
- Lao People's Democratic Republic (1)
- Myanmar (5)
- Viet Nam (1)
-
Southern Asia
(4)
- Bangladesh (2)
- Nepal (1)
- Pakistan (2)
-
Western Asia
(2)
- Israel (1)
- State of Palestine (1)
- Syrian Arab Republic (1)
-
Eastern Asia
(2)
-
Europe
(6)
-
Northern Europe
(1)
- United Kingdom (1)
-
Western Europe
(5)
- Germany (3)
- Netherlands (1)
- Switzerland (1)
-
Northern Europe
(1)
- Many geographies (1)
- Oceania (1)
-
Africa
(16)
-
MEL4 Adaptive Management
(65)
- After Action Reviews (2)
- Beneficiary Assessment/Engagement (4)
- Capacity Development (1)
- Context Monitoring (1)
- Contribution Analysis (1)
- Critical Friends (1)
- Desk based research/lit review (1)
- Ethnography / Rapid Ethnography (1)
- Ex-post Evaluation (1)
- Feedback Systems (2)
- Impact evaluation (4)
- Impact Oriented Monitoring and Evaluation System (2)
- Innovation System Analysis (1)
- Institutional Histories (1)
- Logical Framework (3)
- MEL in International Development (10)
- Outcome Mapping (1)
- Participatory Action Research (1)
- Participatory Evaluation (2)
- Participatory Learning and Action - PLA (2)
- Participatory Rural Appraisal - PRA, RRA (1)
- Peers/Peer-Group Review (3)
- Policy Scientific Approach (1)
- Portfolio Management (3)
- Positive Deviance (2)
- Process Tracing (1)
- Realist Evaluation (1)
- Rigour (2)
- Rubrics (2)
- Scenario Planning (1)
- Strategy testing (1)
- Systemic Change (10)
- Systems Mapping (2)
- TOC (Theory of Change) (4)
- Utilisation focused evaluation (1)
- Value for Money (2)
- Networks and Communities of Practice (4)
-
Practical
(45)
- Tools (6)
-
Sectors [+]
(73)
- Agriculture (3)
- Alternative Development (10)
- Children (2)
- Citizen Engagement (1)
- Climate Change (1)
- Economic development (8)
- Environmental Management (4)
- Fragile and Conflict Aflicted Settings (4)
- Gender (4)
- Governance and Accountability (13)
- Health (2)
- Humanitarian Aid (3)
-
Innovation (in Development)
(7)
- Funding (1)
- Institutional Capacity & Change (4)
- Institutional Reform (1)
- Judicial systems (1)
- Knowledge to Practice (2)
- Land Reform (1)
- Locally driven development (8)
- Locally led development (1)
- NGOs (9)
- Organizational Change (4)
- Peace Building (2)
- Scaling up / Propagating (3)
- Social Accountability (6)
- Technology (in Development) (2)
Resource type
- Blog Post (17)
- Book (9)
- Book Section (4)
- Conference Paper (1)
- Document (1)
- Journal Article (10)
- Magazine Article (2)
- Presentation (4)
- Radio Broadcast (1)
- Report (184)
- Thesis (2)
- Video Recording (3)
- Web Page (14)
Publication year
- Between 2000 and 2024 (250)
- Unknown (2)