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Achieving broad-based socio-economic development requires interventions that bridge disciplines, strategies, and stakeholders. Effective sustained progress requires more than simply an accumulation of sector projects, and poverty reduction, individual wellbeing, community development, and societal advancement do not fall neatly into sectoral categories. However, researchers and practitioners recognize key operational challenges to achieving effective integration that stem from the structures...
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The world faces converging crises of health, climate, gender and racial injustice and extreme economic inequality. The calls are mounting to ‘build back better’ to create more inclusive, caring and environmentally sustainable futures. But what evidence exists that this is possible? The Inspiring Better Futures case study series investigates whether radical change at scale is possible and how it was achieved. This paper synthesises 18 cases which show that people are already successfully...
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In this blog we are sharing a digest of some of the many useful and innovative monitoring, evaluation and learning resources and efforts that have come through the M&E Sandbox in 2022. A lot of these resources have been shared by our community in response to the overwhelmingly positive feedback from the launch of the Sandbox (please keep them coming!). We hope you find it useful. We have grouped these efforts and resources under six broad questions: - How do we measure systems...
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The SDC's results-based management system ensures that the processes and instruments used for the design and implementation of programs and projects contribute to achieving the desired results (outputs, outcomes and impact). The independent evaluation examines the extent to which these processes and tools have fostered the results culture within the organization, and improved competencies for results-based management decisions, learning and communication. In addition to the findings,...
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How does adaptive implementation work in practice? Drawing on extensive interviews and observations, this paper contrasts the ways in which an adaptive component of a major health care project was implemented in three program and three matched comparison states in Nigeria. The paper examines the bases on which claims and counterclaims about the effectiveness of these approaches were made by different actors, concluding that resolution requires any such claims to be grounded in a...
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Lessons for DFID in addressing complex problems without creating complicated, workload heavy programmes.
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The world changes too much for anyone who is invested in social change work to imagine that this work is linear and predictable. Opportunities come and go, whether caused by a pandemic or political shifts. This much most social movement leaders and activists intuitively understand. But what can be done with this realization? How might movement groups better prepare for moments of opportunity? We want to explore how we can create the changes we want to see by responding to the changes that are outside our control.
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How and to what degree is the World Bank putting its new institutional citizen engagement (CE) commitments into practice? This question guides an independent assessment that the Accountability Research Center (ARC) at American University has undertaken as part of the Institute of Development Studies-led Action for Empowerment and Accountability (A4EA) research programme’s investigation into how external actors can best support local processes of and conditions for empowerment and...
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Development donors invest significantly in governance reform, including in contexts characterised by conflict and fragility. However, there is relatively little comparative study of their change strategies, and little understanding of what works and why. This paper explores the strategies of six recent DFID-funded programmes in Mozambique, Myanmar, and Pakistan with empowerment and accountability aims. Document review and field interviews are used to analyse the application of multi-scalar...
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Excellent learning is essential for UK aid to achieve maximum impact and value for money. We take learning to mean the extent to which DFID uses information and experience to influence its decisions. Each ICAI review assesses how well learning takes place. Our reports to date indicate a mixed performance. This review seeks to identify the way DFID learns and what inhibits it from doing so consistently. We drew on our reviews, assessed data from DFID’s own surveys and carried out interviews...
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The United Kingdom’s (UK) Department for International Development (DFID) is an ambitious government department that is committed to reducing poverty and conflict overseas. Many of the issues on which DFID works are complex; whether focused on climate change, gender equality, health or other priorities, simple solutions rarely exist. And to tackle these complex challenges, DFID staff must interact with unpredictable systems of political, organisational and individual behaviours and...
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Over the last decade, the peace sector has been developing and adapting Monitoring and Evaluation (M&E) systems and tools to fit their contexts and ways of working. This evolution may hold some insights for the aid community in how to go beyond more traditional, backwards-looking M&E to navigate today’s volatile, interest-based world of politics and aid.
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The principal changes to the logframe from the earlier (2008) 4 x 4 matrix are: - Objectively Verifiable Indicators (OVIs) have been separated into their component elements (Indicator, Baseline and Target), and Milestones added. - Means of Verification has been renamed ‘Source’. - Inputs are now quantified in terms of funds (expressed in Sterling for DFID and all partners) and use of DFID staff time (expressed as annual Full-Time Equivalents (FTEs). - A DFID Share box now indicates the...
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DT Global is proud to introduce our new Guidance Note: Practical Introduction to Adaptive Management There is a growing consensus around adaptive management as an effective (even necessary) approach when programs are tackling complex development problems. While there is no standard definition of adaptive management, there is general agreement that such programs need to routinely engage with and respond to program context; constantly test what works in that context; and adjust approaches,...
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This note explains what adaptive aid management is; why and when it should be considered; and how it should be applied. It covers all Danish development support channels and modalities, including bilateral country assistance, assistance to and through civil society, the private sector and to and through multilateral organisations. This guide has three chapters. Chapter 1 provides an executive overview of what adaptive management is. Chapter 2 goes deeper into five key operational principles...
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