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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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Aid programmes need to be able to adapt their objectives and operations to changes in their political environment, since development processes are subject to political contestation. Change takes time and is often a matter of seizing the opportunity.
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Adaptive programming suggests, at a minimum, that development actors react and respond to changes in the political and socio-economic operating environment. It emphasises learning and the development practitioner is encouraged to adjust their actions to find workable solutions to problems that they may face. Being prepared to react to change may seem like common sense – and indeed it is. However much development thinking and practice remains stuck in a linear planning model which...
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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.
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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.
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In order to help enhance the effectiveness of donors and development practitioners on the ground, LASER has produced a range of practical guidance and tools. These are primarily intended for the international development community engaged in designing and implementing investment climate programmes, though can also be used more widely by other stakeholders across sectors. General guidance and tools: Politically smart approaches to donor investment climate programming (and annexes) Revised...
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Those working to advance social change in the Pacific must understand, work with and respond to the complex and changing relationships and dynamics of power that exist within such networks, and situate their work in the context of decolonisation and self-determination. But the approaches typically used by NGOs to plan our projects and programs have failed to give due attention to these dynamics. The result is that our projects fall short of achieving their promise, despite being technically...
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Essential points for practitioners and donors • Mediation offers a cost-effective and proven method for resolving armed conflict. Between 1985 and 2015, 75 per cent of armed conflicts in the world were resolved through agreement rather than by force. In most cases these processes will have involved third party facilitation or support. • Professional mediators understand the high stakes involved in their work to prevent, mitigate and resolve armed conflict. In addition, they and their...
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This training package includes 7 Training Modules and a set of Annexes (Annexes A-O). The Training Modules build on each other and should ideally be used in a sequenced way in a training setting. However, for groups with specific training needs around particular areas, modules can also be used individually, but need to be tailored by the trainers and facilitators to meet the needs of specific audiences. The annexes provide worksheets and hand-outs that can be used as resources during the training for specific modules and exercises.
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Key Messages New principles for OECD DAC members on ‘Managing for Sustainable Development Results’ emphasise tailoring result management approaches to different contexts; balancing internal compliance with empowerment at ground level; and adapting implementation in the pursuit of long-term outcomes. However development organisations face numerous challenges in aligning with these principles in practice. Reporting and evidence collection processes do not consistently encourage adaptive...
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In May 2016, SAVI transitioned into a successor programme – the ‘Engaged Citizens Pillar’ (ECP) of a wider DFID-funded governance reform programme ‘The Partnership to Engage, Reform and Learn’ (PERL). ECP is managed by the same service provider, Palladium, and the same core management team as SAVI, and many of the SAVI front line staff...
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Development actors increasing agree that managing programs adaptively – especially complex interventions – can improve their effectiveness. But what does adaptive management look like in practice?
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This working paper compares six of the most prominent adaptive approaches to emerge over the past two decades. Three come from the world of innovation, largely in the private sector (agile, lean startup and human-centred design), and three from the global development sector (thinking and working politically, forms of adaptive management and problem-driven iterative adaptation). While all of these approaches are valuable when used in the right context, practitioners may be perplexed by the...
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Multi-project programmes can serve different purposes. For instance, they may coordinate multiple implementing entities; standardise management and technical support; compare intervention approaches across different contexts; enhance leverage through joint action; or foster sustainability by building relationships among organisations. • At the same time, multi-project programmes are costly, potentially duplicate other mechanisms that fulfil similar functions, and can dilute focus and create...
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Internal and external stakeholders have different information needs over a project’s life, for purposes that include adaptive management, accountability, compliance, reporting and learning. A project’s monitoring, evaluation, accountability and learning, or MEAL, system should provide the information needed by these stakeholders at the level of statistical reliability, detail and timing appropriate to inform data use. In emergency contexts where the situation is still fluid, ‘informal...
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In order to help enhance the effectiveness of donors and development practitioners on the ground, LASER has produced a range of practical guidance and tools. These are primarily intended for the international development community engaged in designing and implementing investment climate programmes, though can also be used more widely by other stakeholders across sectors. General guidance and tools: Monday morning in Kigali January 2016 - what do you do when you get off the plane? Practical guidance for PDIA practitioners
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In 2016, the Bureau of Policy, Planning and Learning (PPL) commissioned an internal stocktaking of USAID's mission-based MEL (Monitoring, Evaluation, and Learning) Platforms.
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Adaptive Approaches [+]
- Adaptive Management
- Adaptive Learning (11)
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