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Feedback is information about what happens as a result of what you do. Using that information to adapt what you do or how you do it creates what is called a feedback loop. A digital feedback loop uses digital technology at some stage of the feedback loop. Digital feedback loops help USAID missions improve the effectiveness and efficiency of their activities and can support partner countries on their journey to self-reliance through increased information sharing and improved government and...
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Within DFID, there is now a commitment to more flexible and adaptive programming. This recognises that: • DFID works in contexts that continuously evolve and change, sometimes in unpredictable ways. To respond to this, the agency needs to remain flexible – to expect change and have a good understanding of context, with resources that can be adjusted and scope to change direction if needed. All DFID programmes should be able to do this. • Some DFID programmes aim to support change in...
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What have we learned from implementing results-based management in development co-operation organisations? What progress and benefits can be seen? What are the main challenges and unintended consequences? Are there good practices to address these challenges? To respond to these questions this paper reviews and analyses the findings from various evaluations and reviews of results-based management systems conducted by members of the Development Assistance Committee (DAC), the OECD/DAC Results...
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This BAA allows USAID Operating Units (OUs) to co-create, co-design, co-invest, and collaborate in the research, development, piloting, testing, and scaling of innovative, practical, and cost-effective interventions to catalyze locally led development. The BAA aligns with a number of Agency priorities and policies, including the Journey to Self-Reliance, resilience, procurement innovation, and expanding and diversifying the partner base - as well as the New Partnerships Initiative and...
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This job aid will help you determine how best to resolve a challenge/issue in programming. It is intended for use by USAID, partners, and others working in international development.
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The Maturity Matrix is not a standalone tool. It is one of the three major components of the KRT Model. The Maturity Matrix is meant to be used in conjunction with the KRT Toolkit and Implementation Plan.
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This document is relevant for any position or hiring mechanism. While this document does not explicitly address what happens when someone arrives into a newly-created position, which has its own set of challenges, many of the principles, actions, and resources can be applied in that context. Section 1 offers guidance for how to set up and implement systems at Mission/OU or office to ensure that all staff help preserve institutional memory and enable continuity of relationships. This section...
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Lessons from the market systems development approach The evaluation focuses on Sida’s management of MSD projects. The projects are applying the MSD approach with an aim to: - contribute to improved MSD programming by Sida through better management practices across the project cycle - generate recommendations on how Sida can create conducive conditions for systems approaches and adaptive programming more generally. The brief assesses Sida’s organisational capacity for adaptive management...
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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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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,...
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Uncertainty defines our times. Whether it is in relation to climate change, disease outbreaks, financial volatility, natural disasters or political settlements, every media headline seems to assert that things are uncertain, and increasingly so. Uncertainty, where we do not know the probabilities of either likelihoods or outcomes, is different to risk, the implications of which are explored in this paper through five different ways of thinking about uncertainty, derived from highly diverse...
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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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Adaptive programmes can be accountable, rigorous and high quality in how they use evidence by taking an ’adaptive rigour’ approach. Core development and humanitarian challenges are complex, and require processes of testing, learning and iteration to find solutions – adaptive management offers one approach for this. Yet large bureaucracies and development organisations can have low tolerance for experimentation and learning, and adaptive management can be viewed as an excuse for ‘making...
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The recent rapid evolution of digital technologies has been changing behaviors and expectations in countries around the world. These shifts make it the right time to pose the key question this paper explores: Will digital technologies, both those that are already widespread and those that are still emerging, have substantial impacts on the way citizens engage and the ways through which power is sought, used, or contested? The authors address this question both to mitigate some of the World...
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Evaluative Tools for Improving Campaign Effectiveness Public health campaigns aim to control disease or deliver essential health services and products through time-limited and periodic channels. Many countries use campaigns to augment or replace routine service delivery, to target certain populations, or to accelerate progress towards coverage targets. The Root Cause Analysis and Rapid Evaluation, Action, and Learning toolkits present a systematic but flexible approach to identifying the...
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Key messages • This working paper introduces a set of monitoring and evaluation (M&E) tools and approaches, discussing their potential usefulness in supporting adaptive management in development and humanitarian programmes. It emphasises adaptive programmes characterised by complex aspects, such as: (1) they are innovative; (2) they have uncertain pathways for change; or (3) they operate in uncertain or unstable environments. • The majority of these tools have been used in international...
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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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