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• This paper looks critically at the approach to value for money (VfM) in the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Adaptive, politically smart programmes like I4ID aim to deliver VfM by learning about what will work in complex environments, and quickly incorporating those lessons into delivery. When functioning properly, they can rapidly wind down activities as new information emerges and divert funding...
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In this sequel to "Rural Development: Putting the last first" Robert Chambers argues that central issues in development have been overlooked, and that many past errors have flowed from domination by those with power.Development professionals now need new approaches and methods forinteracting, learning and knowing. Through analyzing experience - of past mistakes and myths, and of the continuing methodological revolution of PRA (participatory rural appraisal) - the author points towards...
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Development assistance programmes that start from careful analysis of what works and what does not in country contexts are still remarkably rare. One reason for this is the lack of well documented examples of ‘politically’ smart aid programming. To this end, this film outlines the experience of the State Accountability and Voice Initiative (SAVI), a DFID-funded programme in Nigeria providing support to civil society, media and governmental organisations.
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- The United Kingdom’s Foreign, Commonwealth and Development Office (FCDO)’s standard economy, efficiency, effectiveness/cost-effectiveness and equity (4E) framework is still relevant for approaching, measuring and managing value for money (VfM) for adaptive programmes. • However, this framework needs to be reframed to capture and incentivise flexibility, learning and adaptation. • VfM appraisal and reporting should be done in a way that draws on beneficiary feedback and informs good...
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This briefing note looks at how the United States Agency for International Development (USAID) Wildlife Asia programme has operationalised the concepts of adaptive rigour and adaptive management as part of its approach to collaborating, learning and adapting. As described by the Global Learning for Adaptive Management (GLAM) initiative, adaptive rigour is about ensuring that the data, information, methods, processes and systems that underpin adaptive management are robust, systematic and...
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This Flagship report analyses 20 years of governance programmes in Nigeria funded by the UK Department for International Development (DFID) and the Foreign, Commonwealth and Development Office (FCDO) in the North-western states of Jigawa (since 2001), Kano (since 2005) and Kaduna (since 2006), as well as the North-eastern state of Yobe (since 2011). The report’s main research question is whether, how, under what conditions and for whom UK-funded state-level governance programmes in Nigeria...
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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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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...
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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. Our approach is summarized in the Introduction to SAVI’s way of working. We have broken our approach down into key components – depicted in the form of our ‘knowledge tree’ –...
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Multiple aid agencies often try to support change in the same places, at the same time, and with similar actors. Surprisingly, their interactions and combined effects are rarely explored. This Policy Briefing describes findings from research conducted on recent aid programmes that overlapped in Mozambique, Nigeria, and Pakistan, and from a webinar with UK Foreign, Commonwealth & Development Office (FCDO) advisors and practitioners. The research found three distinct categories of ‘interaction...
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In this landmark collection, the voices of pathMakers and innovators in peacebuilding evaluation are assembled to provide new direction for the field.
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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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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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We promote attention to gender equality and social inclusion in all of our engagement with CS groups, the media and SHoAs, and in all of the issues and processes they work on. In all the states we work in, we also support partners to focus on some issues and form some partnerships and networks which...
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SAVI state teams provide support to CS groups to become more effective agents of citizens’ voice and public accountability, through a variety of mutually reinforcing interventions. These include: hands-on support to demonstration civil society Advocacy Partnerships (APs) facilitating working partnerships between civil society APs, SHoAs, and the media brokering working relationships between all of these...
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SAVI aims to facilitate replicable and sustainable processes of citizen engagement in governance. The programme in each state is locally defined, flexible and adaptive, and results are not predictable in advance. Standardised monitoring tools are not applicable, and consequently we have evolved our tools and frameworks during the programme through processes of learning by doing....
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Thinking and acting politically is central to the SAVI programme. We support staff and partners to analyse the power relations that shape change in their state, and to use this knowledge to inform their decision-making. This includes decisions made by SAVI state teams relating to the issues and partners they engage with and support, and...
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SAVI’s theory of change is a simple, practical guide that staff and partners use to plan and to monitor change – as well as to reflect on and enhance their own effectiveness. It sets out broad stages of attitude and behaviour change over time to facilitate effective citizen engagement in governance processes, systems and structures....
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