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This paper presents an analysis of evidence from seven case studies of results-based management by development co-operation providers. Analysis of themes from the case studies reveal six interrelated challenges which providers face in their efforts to manage for the results of development co-operation. The six challenges are: linking results to development goals, ensuring the purpose of results systems is well-defined, weighing up the benefits of aggregating and attributing results from...
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Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders. These trademarks complement the findings from The McKinsey Global Survey Results: How to create an agile organization.
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Suitable agile metrics reflect either a team’s progress in becoming agile or your organization’s progress in becoming a learning organization.
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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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Making tech effective - building on what we already know
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This slide deck, from a presentation to the Local Systems Community by Tjip Walker and David Jacobstein, shows various ways in which assessing the political economy of a context and understanding that context through the lens of systems thinking can reinforce each other. Effective systems practice should be grounded in the incentives and power dynamics of a particular local system; thinking and working politically requires understanding the systems dynamics of an issue or sector.
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Essential points for practitioners and donors • Mediation offers a cost-effective and proven method for resolving armed conflict. Between 1985 and 2015, 75 per cent of armed conflicts in the world were resolved through agreement rather than by force. In most cases these processes will have involved third party facilitation or support. • Professional mediators understand the high stakes involved in their work to prevent, mitigate and resolve armed conflict. In addition, they and their...
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Everyone is talking about systems. Or at least, that's how it seems in my wonkish corner of the philanthropic world. You can't attend a conference or even have a meeting without hearing about systems, whether it's people trying to disrupt them, map them, learn from them, or catalyze them.
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Aid programmes need to be able to adapt their objectives and operations to changes in their political environment, since development processes are subject to political contestation. Change takes time and is often a matter of seizing the opportunity.
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The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing projects and supportive activities to implement strategic plans; and 3) Learning from performance monitoring, evaluations, and other...
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The Istanbul Regional Hub partnered with Nesta and 4 country offices (fYR Macedonia, Moldova, Georgia and Kyrgyzstan) to develop a program that can help us bring innovation closer to the center of the organization by embedding it in the key project management business processes - The Project Cycle Hackers Toolkit.
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There now is a persuasive volume of evidence that demonstrates that capacity and technical knowledge alone are insufficient to change deeply entrenched political interests and bureaucratic norms. These critiques demonstrate that an understanding of power asymmetries is frequently the critical missing ingredient in project design and implementation. Many eminent thinkers have looked at the difference between success and failure in development, and all point to the primacy of domestic...
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The National Monitoring and Evaluation System of Costa Rica and its corresponding laws were established during the 1990s. Since then, the country has endeavored to implement monitoring and evaluation (M&E) activities as part of its public policy framework. Nevertheless, hardly any systematic evaluations had been conducted, and monitoring activities had been reduced mainly to the institutional self-reporting of implementation compliance. Persisting regional disparities and growing levels of...
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