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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...
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For organizations committed to social change, advocacy often figures as a crucial strategic element. How to assess effectiveness in advocacy is, therefore, important. The usefulness of Monitoring, Evaluation and Learning (MEL) in advocacy are subject to much current debate. Advocacy staff, MEL professionals, senior managers, the funding community, and stakeholders of all kinds are searching for ways to improve practices – and thus their odds of success – in complex and contested advocacy...
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Various communities of practice have been established recently to advance the general idea of thinking and working politically in development agencies. This paper makes a contribution by describing the practice of what has been called development entrepreneurship and explaining some of the ideas from outside the field of development that have inspired it.
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On current trends, it will take decades or longer to bring basic services to the world’s most disadvantaged people. Meeting this challenge means recognising the political conditions that enable or obstruct development progress - a radical departure from the approach of the Millennium Development Goals.
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Mercy Corps finds adaptive management is supported by four different but interconnected elements: Culture, People & Skills, Tools & Systems, and Enabling Environment. These elements are discussed in the context of one of Mercy Corps’ complex programmes in pastoral Ethiopia.
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Adaptive management is increasingly seen as critical capability for development programmes and policies that are more effective, efficient, relevant and sustainable. There is increasing recognition that such work requires significant changes to the organizational structures, management processes, accountability and performance cultures and indivi
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In November 2014, the doing development differently community got together in Harvard to discuss what successful development interventions look like. Two years on, our community is broader than aid. It's broader than donors. It's about all organisations delivering change, producing real solutions to real problems that have real impact. It's about building trust, empowering people and promoting sustainability. Over the past two years, the community has been putting these ideas into practice...
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Collaborate and Newcastle University Business School Publish Research into Complexity-Friendly Funding
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How Mercy Corps Adapts at the Organizational Level
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Report back from a meeting of international NGOs to set up a research and practice network on 'Doing Development Differently' that can complement other actors
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The Doing Development Different (DDD) community emerged in August 2014 and advocates that (a) the barriers to development are as much political as tec...
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AbstractForeign aid donors are increasingly focused on changing the way their development agencies function. This discourse has focused on desired qualities, including greater knowledge of local contextual realities, appropriate adaptation to context and greater flexibility to respond to changing circumstances. We argue that more attention needs to be devoted to the achievement of these qualities and turn to contingency theory to identify some under-exploited ways to ?do development...
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Accountability is rightly at the center of the conversation regarding how to improve governance systems, particularly health and education systems. But efforts to address accountability deficits often focus primarily on improving what can be counted and verified—what we term “accountingbased accountability.” We argue that introducing greater accounting-based accountability will only very rarely be the appropriate solution for addressing accountability problems. We illustrate this by...
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