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Programmes that aim to tackle complex societal issues, such as the worst forms of child labour, require rich partnerships that bring together different perspectives. CLARISSA’s consortium partnership adopts an empowerment approach to the interventions we deliver and our ways of working together. Part of this approach involves ongoing reflection and learning about how we work together in our partnership, and how this can be adapted if needed. This learning note focuses on a method used in...
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This Emerging Evidence Report shares evidence of how, for whom, and under what circumstances, Participatory Action Research (PAR) leads to innovative actions. A rapid realist review was undertaken to develop programme theories that explain how PAR generates innovation. The methodology included peer-reviewed and grey literature and moments of engagement with programme staff, such that their input supported the development and refinement of three resulting initial programme theories (IPTs)...
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This guide published by the Institutional Learning and Change (ILAC) Initiative provides a detailed overview of using outcome mapping as an evaluation tool. Contents Expressing results as changes in behaviour Outcome mapping terms The three stages of outcome mapping Figure 1. The three stages and twelve steps of outcome mapping Stage 1. Intentional design Figure 2. The four basic questions of the intentional design stage Stage 2. Outcome and performance monitoring Stage 3. Evaluation...
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An analysis of how and where Outcome Mapping has been applied, how users have experienced OM and the support options available and required for its use. This research was commissioned by the OMLC Stewards.
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This Frequently Asked Questions (FAQ) document is written for Small Foundation network partners. It accompanies Network Partner Evaluation Toolkit, which outlines four evaluation tools that Small Foundation is encouraging, and supporting, its network partners to use to improve their operations and, ultimately, increase their impact. This FAQ document answers typical questions about these evaluation tools and provides additional detailed recommendations for how network coordinators can...
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Systemcraft is our applied framework to help leaders and organisations get started and keep going when faced with complex problems. It is built on our practical experience. It draws on a broad body of research, action and theory from the worlds of complexity thinking, systems theory, adaptive management, leadership development, social movements, development theory and beyond. Systemcraft has been designed to make systems thinking something any leader can apply when they find themselves faced...
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Most people agree that monitoring and evaluation (M&E) should be used for both learning and accountability. However, there is no consensus about which one is more important. The debate matters as there is sometimes tension between the two purposes. In the past there has often been a disconnect between M&E and learning. Many M&E systems are primarily designed to enable accountability to donors.
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The logical framework, otherwise known as a logframe, is a commonly used planning tool. Initially designed for use within simple projects, it is increasingly being applied to complex programmes and organisations. In these cases the logical framework has limitations. There are several options that can help overcome these limitations. These include expanding the logframe, and using multiple logframes.
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This working paper is a methodological contribution to the emerging debate on monitoring and evaluation (M&E) in the context of climate change adaptationand disaster risk reduction. Effectively managing disaster risk is critical for adapting to the impacts of climate change, however disasters risk reduction M&E practice may be limited in capturing progress towards adaptation. The unique nature of adaptation to climate change calls for experience-based learning M&E processes for discovering...
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Demonstrating results has been a concern in international development cooperation ever since it was started and in recent years there has been an increased focus on achieving and reporting on “results”. Despite the fact that everyone involved in development cooperation wants to make a difference there has been a growing criticism from practitioners about the “results agenda” based on a concern that the approaches used are not fit for purpose. In the EBA-report, Cathy Shutt, at the...
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Calls for more ‘adaptive programming’ have been prominent in international development practice for over a decade. Learning-by-doing is a crucial element of this, but programmes have often found it challenging to become more learning oriented. Establishing some form of reflective practice, against countervailing incentives, is difficult. Incorporating data collection processes that generate useful, timely and practical information to inform these reflections is even more so.This paper...
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Collective leadership feels timely and important in an uncertain, fast changing, and challenging world. This report comes at this heightened moment of urgency and appetite for renewal, bringing potential to do things differently in public services and communities. The opportunities and challenges of true collaboration-in-practice, in the absence of blueprints, mean that it has never been more necessary to change ways of working and foreground learning. As outcomes remain important, and...
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Drawing on action research, this paper recasts evaluation as ‘action inquiry’, an embedded evaluative learning practice that can help navigate complexity when enacting collective leadership. It is offered as an invitation to inquiry amongst a reasonably well-informed audience of policy makers and practitioners who work in and for public services. It will particularly interest those who provide research, evaluation and facilitation support, and those seeking to develop a more relational...
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This document is made up of a range of Evaluation Working Papers (EWP) focused on evaluation for equitable development. Put together by evaluation specialists they present strategic evaluation findings, lessons learned and innovative approaches and methodologies. Part 1:Evaluation and equity Evaluation to accelerate progress towards equity, social justice and human rights 2 Human rights and gender equality in evaluation 13 When human rights is the starting point for evaluation...
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Adaptive management is at the heart of ‘doing development differently’ (Wild et al., 2016). Whether it is here to stay depends on how much it is mainstreamed into existing development programming by donors and implementers alike, especially in planning, monitoring, evaluation, and learning (PMEL) cycles. In this report, we find that mainstreaming adaptive management in PMEL involves three strategies: 1. planning for flexibility; 2. developing locally owned monitoring and evaluation (M&E);...
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CLARISSA (Child Labour: Action-Research-Innovation in South and South-Eastern Asia) has a participatory and child-centred approach that supports children to gather evidence, analyse it themselves and generate solutions to the problems they identify. The life story collection and collective analysis processes supported children engaged in the worst forms of child labour in Bangladesh to share and analyse their life stories. Over 400 life stories were collected from children who worked in...
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