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The SDC's results-based management system ensures that the processes and instruments used for the design and implementation of programs and projects contribute to achieving the desired results (outputs, outcomes and impact). The independent evaluation examines the extent to which these processes and tools have fostered the results culture within the organization, and improved competencies for results-based management decisions, learning and communication. In addition to the findings,...
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Incorporating Geospatial Analysis into USAID Biodiversity Program Design is a biodiversity case example that describes the use of geospatial data and analysis for program design, including examples and lessons learned.
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An important support function of Making All Voices Count South Africa is to design, plan and facilitate community of practice gatherings for sustained learning and sharing across Making All Voices Count grantees. This report aims to capture the content of a one-day Making All Voices Count South African Community of Practice (CoP) Meeting held in November 2016. The South African MAVC CoP has been running for three years and has met between two and four times a year. It is a space for MAVC...
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This How-To Note describes considerations for developing a project logic model, as well as steps for thinking through a more complete theory of change (TOC). A logic model is a graphic or visual depiction that summarizes key elements of a TOC, and it is often used as a facilitation tool during the design process. There are many types of logic models, including but not limited to logical frameworks (logframes), results chains, results frameworks, and local actor-oriented models, among others....
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The broad-ranging benefits of cash transfers are now widely recognized. However, the evidence base highlights that they often fall short in achieving longer-term and second-order impacts related to nutrition, learning outcomes and morbidity. In recognition of these limitations, several ‘cash plus’ initiatives have been introduced, whereby cash transfers are combined with one or more types of complementary support. This paper aims to identify key factors for successful implementation of these...
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Eighteen practices for organizational agility The survey asked respondents about a series of specific actions that underlie each of the 18 practices (9 of them stable, and 9 dynamic) of organizational agility; all of the practices are summarized in the table below. To rate respondents’ organizations, we asked how frequently their performance units engaged in each action that supports a given practice.
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This report takes the Small Business Research Initiative (SBRI), a twophase pre-procurement innovation programme that aims to match social challenges with new ideas, as its primary case study. It suggests augmenting the excellent design thinking deployed through SBRI with a think like a system, act like an entrepreneur lens in order to drive better social outcomes from SBRI-originating innovations. Programmes like SBRI have great potential to drive change and address pressing challenges, but...
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With the growing number of rigorous impact evaluations worldwide, the question of how best to apply this evidence to policymaking processes has arguably become the main challenge for evidence-based policymaking. How can policymakers predict whether a policy will have the same impact in their context as it did elsewhere, and how should this influence the design and implementation of policy? This paper introduces a simple and flexible framework to address these questions of external validity...
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LEARN and USAID/PPL are managing an area of work known as Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer key learning questions:
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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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Development projects don’t always work as planned. This has long been acknowledged by those in the sector, and has led to several approaches that seek to solve complex development problems through enabling and encouraging greater adaptiveness and learning within projects (e.g. Doing Development Differently and Problem-Driven Iterative Adaptation). Digital development projects experience many of these issues. Using technology for transparency and accountability (Tech4T&A) projects in Kenya as...
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This paper shares lessons from Nesta’s research into some of the pioneering innovations in digital democracy which are taking place across Europe and beyond
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Adaptive Approaches [+]
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