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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...
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In order to help enhance the effectiveness of donors and development practitioners on the ground, LASER has produced a range of practical guidance and tools. These are primarily intended for the international development community engaged in designing and implementing investment climate programmes, though can also be used more widely by other stakeholders across sectors. General guidance and tools: Politically smart approaches to donor investment climate programming (and annexes) Revised...
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In order to help enhance the effectiveness of donors and development practitioners on the ground, LASER has produced a range of practical guidance and tools. These are primarily intended for the international development community engaged in designing and implementing investment climate programmes, though can also be used more widely by other stakeholders across sectors. General guidance and tools: Monday morning in Kigali January 2016 - what do you do when you get off the plane? Practical guidance for PDIA practitioners
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1. Background This internal stocktake assesses whether DFID is “getting real about politics” - how it is taking power and politics into account in all its operations. Country Poverty Reduction Diagnostics undertaken by DFID teams identify politics as the most frequent barrier to poverty reduction and growth. The UK 2015 Aid Strategy has committed DFID to spending 50% of Official Development Assistance (ODA) in fragile states. This requires a “patient, long-term approach” to addressing...
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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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Lessons for DFID in addressing complex problems without creating complicated, workload heavy programmes.
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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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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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Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.
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Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.
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Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.
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DFID values civil society organisations (CSOs), but its funding and partnership practices do not fully support the long-term health of the civil society sector.
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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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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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