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This document offers practical guidance for assessing value for money (VfM) in international development programmes. Since 2016, evaluation expert Julian King has been working with OPM to develop and deploy a robust approach to VfM assessment. The approach combines cutting-edge evaluation practice with concepts from economic evaluation to respond to donor requirements for accountability and good resource allocation, as well as to support reflection, learning, and adaptive management.
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This project that ran from 2006-2012 in Niger and was implemented by three NGOs: CRS, Cooperative for Assistance and Relief Everywhere (CARE), and Helen Keller International (HKI) under the direction of United States Agency for International Development (USAID) Office of Food for Peace (FFP) as a multi-year assistance program (MYAP) to support food security activities in the Dosso, Tahoua, and Zinder regions. PROSAN focused on increasing agricultural production and agro-enterprise, improving...
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This paper tracks the efforts of an Asia Foundation team and local stakeholders as they worked to support improvements in the solid waste management sector in Phnom Penh, Cambodia. The team worked in a flexible way with a range of partners, and with particular focus on understanding the incentives and politics affecting service delivery. While reform of the sector remains in progress, steps have been taken to introduce more competition and better public sector management of solid waste...
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Document description This document is currently being finalised and will be published shortly. Please try again soon. Recent research by The BEAM Exchange seeks to understand theoretical perspectives on how market systems approaches can contribute to inclusive economic development through systemic change. It produced three main insights. Economies are evolving systems, building on the mechanisms of variety creation, selection and amplification. Current economic performance, including...
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- This short paper draws out lessons for working effectively with and through partners, based on the experience of the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Cultivating effective partnerships can be a key part of delivering locally legitimate projects that have the potential to create sustainable change. Adaptive and politically informed ways of working create specific opportunities and challenges for...
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SAVI has established its own framework for assessing Value for Money in annual performance – in relation to expenditure, economy, efficiency, effectiveness and equity. Routine tracking and analysis of expenditure and economy ensure that inputs are supplied and services delivered to partners in line with SAVI’s core values, whilst also meeting DFID requirements and competing...
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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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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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Introduction to the Overview: Tiny Tools Why “Tiny Tools” for assessing change? Currently, change is mostly assessed by NGO staff or external experts. The vision of this paper is that communities assess and reflect change themselves and make use of that reflection with appropriate tools. All the tools presented here are relatively quick and easy to learn (therefore “tiny”). With Tiny Tools we can assess change in one session. They can therefore be used where there are not baselines. They are...
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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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- 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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