Your search
Results 849 resources
-
This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.
-
This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.
-
This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.
-
The Strategic Program for Analyzing Complexity and Evaluating Systems (SPACES MERL) project is an activity funded by USAID’s Global Development Lab and the Bureau for Policy, Planning and Learning (PPL). This three-year activity aims to bring a variety of tools and methodologies that decision-makers can use (alone or in combination) to provide comprehensive systems analysis. The activity is being implemented from 2015 to 2018 by a consortium of organizations expert in systems and...
-
Learning how to communicate and work with different groups builds constituencies to support conservation aims. An analysis by USAID's research partner the American Museum of Natural History evaluated 148 references, selected through a rigorous systematic review process, to identify key lessons for stakeholder engagement. This briefer describes the analysis, which will soon be published in full.
-
USAID’s Program Cycle Operational Policy (ADS 201) provides guidance to missions and other operating units on how to implement the Program Cycle. A key principle of the Program Cycle is to “Promote Sustainability through Local Ownership.” The purpose of this Technical Note is to describe the “5Rs Framework”, a practical methodology for supporting sustainability and local ownership in projects and activities through ongoing attention to local actors and local systems. This Note is rooted in...
-
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...
-
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 supportive projects and/or activities to implement these strategic plans; and 3) Learning from performance monitoring, evaluations,...
-
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...
-
his guide from the US General Accounting Office outlines good practice in case study evaluation and establishes a set of principles for applying case studies to evaluations. The paper outlines new ways of thinking about case studies and examines the methodology necessary to get the best from a case study analysis.
-
The UNDP Accelerator Labs were designed as an agile and dynamic Network to allow communication and information transfer between 91 Accelerator Labs in 115 countries, and with the global innovation ecosystem, UNDP as a whole, and thousands of partners including grassroots innovators and their communities. The accumulated knowledge of this Network creates new pathways to the solutions that hold the key to sustainable development problems. What it looked like and how it unfolded last year will...
-
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.
-
Many development organizations, national and local governments and civil society organizations are faced with the issue of scaling up development interventions — the main questions raised time and again are: a) what should be scaled up, and how it can be scaled up; b) is there a strong reason for a particular initiative to be scaled up; and c) what should be the value-added of the scaling up efforts, and how can practitioners ensure that technological and other innovations are being...
-
Based on experience from running Sensemaking workshops for UNDP offices and government partners, the Asia-Pacific Regional Innovation Centre developed the Sensemaking Preparation Guide and Facilitator Guide to share its knowledge with teams and organization that are interested in using the Sensemaking process.
-
In order to support the digital transformation of government operations Digital Learning Modules for Civil Servants are available, an off-the-shelf package of capacity development in form of replicable training modules to empower public servants at both the local and central government level to be leaders of digital transformation for delivering better public services. The modules cover a multitude of fundamental areas: comprehending digital government and services, human-centered design...
Explore
Theme
-
Adaptive Approaches [+]
(426)
- Adaptive Learning (43)
- Adaptive Management (175)
- Adaptive Rigour (4)
- Agile & Lean approaches (22)
- Capacity WORKS (3)
- CLA (Collaborating Learning Adapting) (27)
- Design Thinking / HCD (34)
- Doing Development Differently (12)
- Global Delivery Initiative (3)
- Human Learning Systems (1)
- MSD - Market Systems Development (12)
- Multi-Stakeholder Partnerships (4)
- Other Adaptive approaches (9)
-
Other sectors
(6)
- Government (1)
- Military (2)
- Organizational Management (2)
- Philosophical roots (1)
- Participation (4)
- PDIA (Problem-Driven Iterative Adaptation) (15)
- PEA (Political Economy Analysis) (18)
- Positive Deviance & 2 loops model (5)
- Results Based Management (11)
- Systemcraft (1)
- Systems Thinking / Complexity (76)
- TWP (Thinking & Working Politically) (47)
- Cases (111)
- Courses (8)
-
Development Actors Perspectives
(184)
- AFD (Agence Française de Développement) (1)
- Canada - GAC & IDRC (6)
- DANIDA - Danish International Development Agency (2)
- DCED - Donor Committee for Enterprise Development (6)
- DFAT (Australia) (9)
- EU (1)
- FCDO/DFID (UK) (38)
- G7 (1)
- GIZ (Germany) (14)
- Hivos - Netherlands (2)
- ILO (1)
- Irish Aid (2)
- KOICA (Korea's International Co-operation Agency) (1)
- New Zealand (1)
- NGO Perspectives (26)
- OECD/DAC - Results Based Management (13)
- Private Companies - Development Industry (5)
- Private Donors (OSF, Hewlett...) (4)
- SDC - Swiss Agency for Development and Cooperation (18)
- SIDA - Swedish International Development Cooperation Agency (5)
- UNDP, UN Global Pulse, UN... (6)
- USAID (28)
- World Bank (11)
-
Geography
(102)
-
Africa
(62)
-
Central Africa
(4)
- Angola (1)
- Cameroon (1)
- Democratic Republic of the Congo (2)
-
Eastern Africa
(24)
- Ethiopia (1)
- Kenya (2)
- Malawi (2)
- Mozambique (8)
- Rwanda (2)
- Somalia (4)
- Somaliland (1)
- South Sudan (1)
- Tanzania (5)
- Uganda (3)
- Zambia (1)
- Zimbabwe (3)
- Northern Africa (2)
-
Southern Africa
(3)
- South Africa (3)
- West Africa (43)
-
Central Africa
(4)
-
Americas
(9)
-
Central America
(4)
- Ecuador (2)
- El Salvador (1)
- Guatemala (2)
- Mexico (3)
-
North America
(3)
- Canada (1)
- United States of America (2)
- South America (4)
-
Central America
(4)
-
Asia
(35)
-
Eastern Asia
(1)
- China (1)
-
South-eastern Asia
(12)
- Cambodia (1)
- Indonesia (3)
- Myanmar (6)
- Philippines (2)
- Thailand (1)
- Timor Leste (1)
-
Southern Asia
(20)
- Afghanistan (1)
- Bangladesh (9)
- India (2)
- Nepal (11)
- Pakistan (6)
- Sri Lanka (1)
-
Western Asia
(3)
- Israel (1)
- Jordan (1)
- Lebanon (1)
- State of Palestine (1)
- Syrian Arab Republic (1)
-
Eastern Asia
(1)
-
Europe
(8)
-
Northern Europe
(2)
- United Kingdom (2)
-
Southern Europe
(1)
- Spain (1)
-
Western Europe
(5)
- Germany (3)
- Netherlands (1)
- Switzerland (1)
-
Northern Europe
(2)
- Many geographies (3)
-
Oceania
(3)
- Australia and New Zealand (2)
- Melanesia (1)
-
Africa
(62)
-
MEL4 Adaptive Management
(288)
- Action Inquiry/Collective Leadership (4)
- After Action Reviews (4)
- Appreciative Inquiry (1)
- Beneficiary Assessment/Engagement (8)
- Capacity Development (1)
- Case Study (4)
- Causal Mechanisms (1)
- Circular charts applications (radar, pie, sunburst, spiderweb, orbic, etc) (1)
- Context Monitoring (1)
- Contribution Analysis (5)
- Critical Friends (1)
- Critical Systems Heuristics (3)
- Democratic Evaluation (2)
- Desk based research/lit review (2)
- Developmental Evaluation (8)
- Diaries (1)
- Empowerment Evaluation (1)
- Ethnography / Rapid Ethnography (2)
- Evaluability assessment (2)
- Evaluating Multi-project programmes (5)
- Ex-post Evaluation (3)
- Feedback Systems (3)
- Focus Group Discussions (1)
- Horizontal Evaluation (1)
- Impact evaluation (7)
- Impact Oriented Monitoring and Evaluation System (3)
- Indicator-based approaches (4)
- Innovation History (1)
- Innovation System Analysis (3)
- Institutional Histories (2)
- Knowing Unknowns (1)
- Knowledge Management (4)
- Logical Framework (5)
- Mapping Visualization Methods (3)
- MEL Bricolage (1)
- MEL in International Development (12)
- Most Significant Change (3)
- Narrative Based Approaches (2)
- Network Analysis (2)
- Outcome Harvesting (8)
- Outcome Mapping (17)
- Participatory Action Research (9)
- Participatory Evaluation (10)
- Participatory Learning and Action - PLA (5)
- Participatory Rural Appraisal - PRA, RRA (1)
- Peers/Peer-Group Review (2)
- Political Economy Analysis (12)
- Political Sentiment Analysis (PSA) (1)
- Portfolio Management (11)
- Positive Deviance (3)
- Post Project Evaluations (1)
- Process Tracing (3)
- Public Management Theory (1)
- Qualitative Comparative Analysis (4)
- Qualitative data analysis and grounded theory (1)
- Qualitative Impact Assessment Protocol (3)
- Quality Improvement (1)
- Randomized Controlled Trials (8)
- Realist Evaluation (4)
- Remote Monitoring (1)
- Rigour (2)
- Rubrics (6)
- Scenario Planning (3)
- SenseMaker (4)
- Social Return on Investment (1)
- Stakeholder analysis (2)
- Stakeholder Feedback (2)
- Strategy testing (2)
- Success Case Method (1)
- Surveys (2)
- Sustainability (3)
- Systemic Change (25)
- Systems Mapping (4)
- Tech 4 MEL (4)
- Theory-based evaluations (4)
- TOC (Theory of Change) (30)
- Utilisation focused evaluation (3)
- Value for Investment (3)
- Value for Money (7)
- Networks and Communities of Practice (23)
-
Practical
(98)
- Tools (10)
-
Sectors [+]
(281)
- Advocacy and Activism (3)
- Agriculture (1)
- Alternative Development (39)
- Cash Trasfers (1)
- Children (7)
- Citizen Engagement (14)
- Climate Change (5)
- Combatting violent extremism (3)
- Economic development (12)
- Education (4)
- Employment (1)
- Environmental Management (11)
- Fragile and Conflict Aflicted Settings (11)
- Gender (9)
- Governance and Accountability (82)
- Health (4)
- Humanitarian Aid (8)
-
Innovation (in Development)
(28)
- Funding (1)
- Institutional Capacity & Change (15)
- Institutional Reform (5)
- Judicial systems (3)
- Knowledge to Practice (14)
- Locally driven development (15)
- NGOs (22)
- Organizational Change (9)
- Pastoralism (1)
- Peace Building (6)
- Scaling up / Propagating (14)
- Social Accountability (64)
- Technology (in Development) (16)
- Waste Management (1)
Resource type
Publication year
-
Between 1900 and 1999
(14)
- Between 1970 and 1979 (2)
-
Between 1980 and 1989
(1)
- 1989 (1)
- Between 1990 and 1999 (11)
-
Between 2000 and 2024
(832)
- Between 2000 and 2009 (56)
- Between 2010 and 2019 (585)
- Between 2020 and 2024 (190)
-
Between 2030 and 2024
(1)
- 2034 (1)
- Unknown (3)