Your search
Results 111 resources
-
SAVI, is seeking to support processes of citizen engagement in governance in ways that are effective in influencing reform, and that are able to take on a life of their own without continuing donor support. SAVI is also an adaptive programme, putting learning and adaptation at the centre of all decision-making. Money is used and...
-
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...
-
SAVI, a DFID funded programme implemented by Palladium, is an adaptive programme, aiming to put learning and adaptation at the centre of all decision-making. Learning and adaptation takes place in SAVI at three levels: the work of partners; the work of SAVI delivery teams; and the enabling environment of the programme as a whole. Achieving...
-
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...
-
SAVI supports citizen engagement in governance through a facilitated partnership approach, in contrast to the usual approach of grants to civil society organisations (CSOs). The overall aim is to facilitate and support working relationships and processes of reform that are home-grown, self-sustaining and, after initial engagement, not dependent on external support. Our way of working...
-
SAVI’s theory of change is a simple, practical guide that staff and partners use to plan and to monitor change – as well as to reflect on and enhance their own effectiveness. It sets out broad stages of attitude and behaviour change over time to facilitate effective citizen engagement in governance processes, systems and structures....
-
Thinking and acting politically is central to the SAVI programme. We support staff and partners to analyse the power relations that shape change in their state, and to use this knowledge to inform their decision-making. This includes decisions made by SAVI state teams relating to the issues and partners they engage with and support, and...
-
SAVI aims to facilitate replicable and sustainable processes of citizen engagement in governance. The programme in each state is locally defined, flexible and adaptive, and results are not predictable in advance. Standardised monitoring tools are not applicable, and consequently we have evolved our tools and frameworks during the programme through processes of learning by doing....
-
SAVI state teams provide support to CS groups to become more effective agents of citizens’ voice and public accountability, through a variety of mutually reinforcing interventions. These include: hands-on support to demonstration civil society Advocacy Partnerships (APs) facilitating working partnerships between civil society APs, SHoAs, and the media brokering working relationships between all of these...
-
We promote attention to gender equality and social inclusion in all of our engagement with CS groups, the media and SHoAs, and in all of the issues and processes they work on. In all the states we work in, we also support partners to focus on some issues and form some partnerships and networks which...
-
The overall aim of SAVI engagement with the media is for media representation of citizens’ interests to become normal, and play its part in helping state governments to be more responsive, inclusive and accountable to their citizens. Media partners – individual media personnel and selected media houses – are supported to be more effective agents...
-
The overall aim of SAVI engagement with SHoAs is to promote lasting reforms that are not dependent on external funding and which promote an increasingly more responsive and accountable relationship between Nigerian state governments and their citizens. SHoAs are supported to be more effective agents of citizen voice and public accountability, demanding better performance from...
-
We are piloting a new approach to identifying and supporting our partners. This breaks with convention in many ways in order to improve impact. Our approach is summarized in the Introduction to SAVI’s way of working. We have broken our approach down into key components – depicted in the form of our ‘knowledge tree’ –...
-
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...
-
This case study is part of the AIP-Rural Learning Series. Funders and implementers of international development programs largely agree that adaptive management is industry best practice. Most development experts also broadly agree on what ‘adaptive management’ means. In this case study, we use a common definition of ‘adaptive management’, including the following features: Flexibility. Implementers create, modify and drop interventions when circumstances change or new information emerges,...
-
The first case of COVID-19 in Nigeria was confirmed on 27 February 2020, with the first lockdown orders issued on 30 March 2020. The pandemic and resultant containment measures have had farreaching socio-cultural, economic, financial and political implications, globally as well as in Nigeria. For the Partnership to Engage, Reform and Learn (PERL) and its partners, the pandemic has required considerable adaptation of their strategic approach and working practices. This report reflects on...
-
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...
-
Recognising that aid and development programming takes place in complex contexts, Mercy Corps is increasingly seeking to understand how best to manage programs which iterate, adapt and respond to the consistently evolving settings in which we work. This brief Practice Paper provides some examples of what adaptive management looks like in practice on the Prospects youth employment program in Liberia. It does not seek to function as a manual or set of guidelines, but simply provides some...
-
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...
-
Integrating Food Security and Wild Caught Fisheries Management in USAID Programming is an illustrative case example that demonstrates how two adaptive management programming tools—situation models and results chains—can help USAID staff and its partners to better design and implement activities that integrate food security, nutrition, and sustainable management of wild fisheries.
Explore
Theme
- Cases
-
Adaptive Approaches [+]
(81)
- Adaptive Learning (4)
- Adaptive Management (56)
- MSD - Market Systems Development (2)
- Multi-Stakeholder Partnerships (1)
- Participation (1)
- PDIA (Problem-Driven Iterative Adaptation) (2)
- PEA (Political Economy Analysis) (1)
- Results Based Management (8)
- Systems Thinking / Complexity (2)
- TWP (Thinking & Working Politically) (13)
-
Development Actors Perspectives
(32)
- AFD (Agence Française de Développement) (1)
- Canada - GAC & IDRC (1)
- FCDO/DFID (UK) (13)
- GIZ (Germany) (1)
- Hivos - Netherlands (2)
- Irish Aid (1)
- KOICA (Korea's International Co-operation Agency) (1)
- New Zealand (1)
- NGO Perspectives (4)
- OECD/DAC - Results Based Management (9)
- Private Companies - Development Industry (1)
- SDC - Swiss Agency for Development and Cooperation (1)
- SIDA - Swedish International Development Cooperation Agency (2)
- USAID (3)
- World Bank (3)
-
Geography
(79)
-
Africa
(49)
-
Central Africa
(4)
- Angola (1)
- Cameroon (1)
- Democratic Republic of the Congo (2)
-
Eastern Africa
(13)
- Ethiopia (1)
- Kenya (2)
- Malawi (1)
- Mozambique (3)
- Rwanda (1)
- Somalia (2)
- Somaliland (1)
- South Sudan (1)
- Tanzania (2)
- Uganda (3)
- Zambia (1)
- Zimbabwe (3)
- Northern Africa (1)
-
Southern Africa
(2)
- South Africa (2)
-
West Africa
(38)
- Liberia (2)
- Niger (1)
- Nigeria (31)
- Senegal (1)
- Sierra Leone (3)
-
Central Africa
(4)
-
Americas
(5)
-
Central America
(2)
- El Salvador (1)
- Guatemala (2)
- Mexico (1)
-
North America
(3)
- Canada (1)
- United States of America (2)
- South America (2)
-
Central America
(2)
-
Asia
(25)
-
South-eastern Asia
(8)
- Cambodia (1)
- Indonesia (2)
- Myanmar (4)
- Philippines (1)
-
Southern Asia
(14)
- Afghanistan (1)
- Bangladesh (6)
- India (2)
- Nepal (8)
- Pakistan (3)
- Sri Lanka (1)
-
Western Asia
(3)
- Israel (1)
- Jordan (1)
- Lebanon (1)
- State of Palestine (1)
- Syrian Arab Republic (1)
-
South-eastern Asia
(8)
-
Europe
(4)
-
Northern Europe
(1)
- United Kingdom (1)
-
Southern Europe
(1)
- Spain (1)
-
Western Europe
(2)
- Netherlands (1)
- Switzerland (1)
-
Northern Europe
(1)
- Many geographies (3)
-
Oceania
(2)
- Australia and New Zealand (1)
- Melanesia (1)
-
Africa
(49)
-
MEL4 Adaptive Management
(31)
- After Action Reviews (2)
- Capacity Development (1)
- Case Study (1)
- Critical Friends (1)
- Ex-post Evaluation (2)
- Focus Group Discussions (1)
- Impact evaluation (1)
- Impact Oriented Monitoring and Evaluation System (1)
- Innovation System Analysis (1)
- MEL in International Development (1)
- Outcome Harvesting (1)
- Outcome Mapping (1)
- Participatory Action Research (5)
- Political Economy Analysis (2)
- Public Management Theory (1)
- Quality Improvement (1)
- Rubrics (1)
- Strategy testing (1)
- Surveys (1)
- Systemic Change (1)
- Systems Mapping (2)
- TOC (Theory of Change) (3)
- Value for Money (2)
- Practical (10)
-
Sectors [+]
(52)
- Advocacy and Activism (2)
- Agriculture (1)
- Children (6)
- Citizen Engagement (1)
- Climate Change (1)
- Combatting violent extremism (3)
- Economic development (6)
- Education (1)
- Employment (1)
- Fragile and Conflict Aflicted Settings (10)
- Gender (7)
- Governance and Accountability (16)
- Health (2)
- Humanitarian Aid (1)
- Innovation (in Development) (2)
- Institutional Capacity & Change (1)
- Institutional Reform (2)
- Judicial systems (2)
- Knowledge to Practice (1)
- Locally driven development (1)
- NGOs (2)
- Peace Building (3)
- Scaling up / Propagating (2)
- Social Accountability (6)
- Waste Management (1)