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To improve the value for money and impact of development interventions by promoting the use of better monitoring, evaluation and learning strategies that support development programmes to gather and respond to emergent evidence on the effects of interventions, as well as changes in the development context. The Global Learning for Adpative Management programme will make available technical assistance to DFID, USAID and partners to develop this ‘adaptive management’ approach, as well as build...
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This note explains what adaptive aid management is; why and when it should be considered; and how it should be applied. It covers all Danish development support channels and modalities, including bilateral country assistance, assistance to and through civil society, the private sector and to and through multilateral organisations. This guide has three chapters. Chapter 1 provides an executive overview of what adaptive management is. Chapter 2 goes deeper into five key operational principles...
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DT Global is proud to introduce our new Guidance Note: Practical Introduction to Adaptive Management There is a growing consensus around adaptive management as an effective (even necessary) approach when programs are tackling complex development problems. While there is no standard definition of adaptive management, there is general agreement that such programs need to routinely engage with and respond to program context; constantly test what works in that context; and adjust approaches,...
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If you are involved in hiring, this tool can help you increase your chances of selecting staff members skilled in adaptive management. It will help answer the questions: Which competencies should I recruit for in order to hire more adaptive employees? Which desired qualifications should I incorporate into position descriptions to attract adaptive employees? Which interview questions should I ask to screen for adaptive employee competencies? You should use this tool when you decide to hire a...
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The United Kingdom’s (UK) Department for International Development (DFID) is an ambitious government department that is committed to reducing poverty and conflict overseas. Many of the issues on which DFID works are complex; whether focused on climate change, gender equality, health or other priorities, simple solutions rarely exist. And to tackle these complex challenges, DFID staff must interact with unpredictable systems of political, organisational and individual behaviours and...
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How and to what degree is the World Bank putting its new institutional citizen engagement (CE) commitments into practice? This question guides an independent assessment that the Accountability Research Center (ARC) at American University has undertaken as part of the Institute of Development Studies-led Action for Empowerment and Accountability (A4EA) research programme’s investigation into how external actors can best support local processes of and conditions for empowerment and...
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• Donors are increasingly using portfolio-based programmes that embrace ‘good failure’ and adaptive, political programming. • However, measuring the impact of these programmes is challenging, especially for those working on policy influence and building country systems; not only do you need to measure the positive and negative impact of the overall portfolio, but also the different pathways tested. • Programmes, therefore, need a light-touch monitoring and evaluation system that allows...
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How does adaptive implementation work in practice? Drawing on extensive interviews and observations, this paper contrasts the ways in which an adaptive component of a major health care project was implemented in three program and three matched comparison states in Nigeria. The paper examines the bases on which claims and counterclaims about the effectiveness of these approaches were made by different actors, concluding that resolution requires any such claims to be grounded in a...
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Among the many principles that currently inform donor-funded development initiatives, three appear to stand out: they should be politically informed, locally led, and adaptive. There is as yet little practical guidance for aid implementers regarding how to operationalise these approaches. What will it take to shift practice away from linear and planned approaches, towards models which foster local leadership and which engage with emergent and complex systems? This paper suggests that the...
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How do reforms that require political engagement differ from traditional technical reforms? Why is political engagement different, and what are the implications for design and evaluation? How should development programmes that engage politics be designed? And how can those who fund or implement such programmes evaluate whether their efforts are contributing to reform? This report …
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Achieving broad-based socio-economic development requires interventions that bridge disciplines, strategies, and stakeholders. Effective sustained progress requires more than simply an accumulation of sector projects, and poverty reduction, individual wellbeing, community development, and societal advancement do not fall neatly into sectoral categories. However, researchers and practitioners recognize key operational challenges to achieving effective integration that stem from the structures...
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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. SAVI Approach Papers summarise key aspects of SAVI’s way of working. They explain what we do, and why – and link to relevant tools and frameworks. Our approach is summarized in...
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LASER synthesis papers aim to help donors and other stakeholders better understand why and how to approach investment climate reform programming differently. The papers reflect emerging best practice and lessons learnt on what works and what does not work in doing development differently. The papers have been peer-reviewed by experts in the field including senior advisers at DFID, World Bank, IFC and the Donor Committee for Enterprise Development (amongst others). First synthesis paper -...
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This paper argues that within-project variations in design can serve as their own counterfactual, reducing the incremental cost of evaluation and increasing the direct usefulness of evaluation to implementing agencies. It suggests combining monitoring (‘M’), structured experiential learning (‘e’), and evaluation (‘E’) so as to facilitate innovation and organisational capability building while also providing accountability …
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Key takeaways. • Development is not linear or straightforward, but rather complex, uncertain and context-specific. This calls for international development actors to work differently, in ways that are based on deliberate experimentation, learning and adaptation, to inform decisions and drive effective development. • Although it might go by different names, adaptive programming has been used in a variety of areas and fields in both the public and private sectors. Development practitioners...
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This report is the second in a program of evaluations that the Independent Evaluation Group (IEG) is conducting on the learning that takes place through World Bank projects. Learning and knowledge are treated as parts of a whole and are presumed to be mutually reinforcing.
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Theme
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Adaptive Approaches [+]
- Adaptive Management
- Adaptive Learning (11)
- Adaptive Rigour (2)
- Agile & Lean approaches (4)
- CLA (Collaborating Learning Adapting) (7)
- Design Thinking / HCD (4)
- Doing Development Differently (4)
- MSD - Market Systems Development (2)
- Other Adaptive approaches (1)
- PDIA (Problem-Driven Iterative Adaptation) (5)
- PEA (Political Economy Analysis) (3)
- Systems Thinking / Complexity (14)
- TWP (Thinking & Working Politically) (9)
- Cases (56)
- Courses (3)
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Development Actors Perspectives
(60)
- DANIDA - Danish International Development Agency (1)
- DFAT (Australia) (2)
- FCDO/DFID (UK) (22)
- GIZ (Germany) (3)
- ILO (1)
- Irish Aid (1)
- NGO Perspectives (12)
- OECD/DAC - Results Based Management (1)
- Private Companies - Development Industry (2)
- SIDA - Swedish International Development Cooperation Agency (1)
- USAID (7)
- World Bank (6)
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Geography
(49)
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Africa
(42)
- Central Africa (2)
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Eastern Africa
(13)
- Ethiopia (1)
- Kenya (1)
- Malawi (1)
- Mozambique (4)
- Rwanda (1)
- Somaliland (1)
- South Sudan (1)
- Tanzania (5)
- Uganda (1)
- Zambia (1)
- Zimbabwe (2)
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Southern Africa
(1)
- South Africa (1)
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West Africa
(33)
- Liberia (2)
- Nigeria (28)
- Sierra Leone (3)
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Americas
(1)
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Central America
(1)
- El Salvador (1)
- Guatemala (1)
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South America
(1)
- Colombia (1)
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Central America
(1)
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Asia
(12)
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South-eastern Asia
(5)
- Myanmar (5)
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Southern Asia
(6)
- Afghanistan (1)
- Bangladesh (2)
- India (1)
- Nepal (3)
- Pakistan (3)
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Western Asia
(2)
- Israel (1)
- State of Palestine (1)
- Syrian Arab Republic (1)
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South-eastern Asia
(5)
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Africa
(42)
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MEL4 Adaptive Management
(44)
- After Action Reviews (2)
- Capacity Development (1)
- Context Monitoring (1)
- Critical Friends (1)
- Evaluating Multi-project programmes (3)
- Impact evaluation (2)
- Impact Oriented Monitoring and Evaluation System (2)
- Knowledge Management (1)
- MEL in International Development (3)
- Outcome Mapping (2)
- Participatory Action Research (1)
- Participatory Learning and Action - PLA (1)
- Peers/Peer-Group Review (2)
- Political Economy Analysis (1)
- Portfolio Management (6)
- Process Tracing (1)
- Randomized Controlled Trials (1)
- Realist Evaluation (1)
- Strategy testing (2)
- Systemic Change (3)
- Systems Mapping (1)
- Theory-based evaluations (2)
- TOC (Theory of Change) (2)
- Utilisation focused evaluation (1)
- Value for Money (5)
- Networks and Communities of Practice (4)
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Practical
(33)
- Tools (2)
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Sectors [+]
(59)
- Advocacy and Activism (1)
- Alternative Development (10)
- Cash Trasfers (1)
- Children (2)
- Citizen Engagement (2)
- Climate Change (1)
- Economic development (3)
- Environmental Management (5)
- Fragile and Conflict Aflicted Settings (5)
- Gender (6)
- Governance and Accountability (13)
- Health (2)
- Humanitarian Aid (1)
- Innovation (in Development) (1)
- Institutional Capacity & Change (3)
- Knowledge to Practice (1)
- Locally driven development (3)
- NGOs (7)
- Organizational Change (2)
- Pastoralism (1)
- Peace Building (2)
- Scaling up / Propagating (2)
- Social Accountability (9)
Resource type
Publication year
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Between 1900 and 1999
(1)
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Between 1980 and 1989
(1)
- 1989 (1)
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Between 1980 and 1989
(1)
- Between 2000 and 2024 (174)