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INTERNATIONAL FUTURES HELP SYSTEM Introduction to IFs Purposes Visual Representation of IFs Issues and Modules Quick Survey of IFs Issues and Modules IFs Background IFs Geographic Representation of the World IFs Time Horizon Instructional Use Acknowledgements Feedback Support for IFs Use Development Mode Features
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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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Development actors are embracing the concept and practice of adaptive management, using evidence to inform ongoing revisions throughout implementation. In this guest blog, Heather Britt, Richard Hummelbrunner and Jackie Greene discuss a practical approach that donors and partners can use to agree on what’s most important to monitor as a project continues to evolve.
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Knowledge-intensive companies that adopt Agile Software Development (ASD) relay on efficient implementation of Knowledge Management (KM) strategies to promotes different Knowledge Processes (KPs) to gain competitive advantage. This study aims to
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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 paper captures lessons from recent experiences on using ‘theories of change’ amongst organisations involved in the research–policy interface. The literature in this area highlights much of the complexity inherent in the policymaking process, as well as the challenges around finding meaningful ways to measure research uptake. As a tool, ‘theories of change’ offers much, but the paper argues that the very complexity and dynamism of the research-to-policy process means that any theory of...
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IN 2013, the Royal United Services Institute for Defence and Security Studies (RUSI) was awarded a grant under the Kanishka Project to develop a handbook for monitoring and evaluating counter violent extremism (CVE) policies and programmes. The aim of this handbook is to support CVE policy-makers and practitioners (those who design, manage and evaluate CVE programmes), by providing them with key terms regarding violent extremism and radicalisation, describing the purpose of evaluation, and...
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Brinkerhoff’s model isn’t restricted to learning. It can be used to analyze any major business change, such as the purchase of new equipment or implementation of a new process. It’s based on the assumption that any initiative, no matter how successful or unsuccessful, will always include some success and some failure. It seeks to uncover the most impactful successes and failures of an initiative and then tell the stories behind them, backed by evidence. Your organization can use these...
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This working paper is a methodological contribution to the emerging debate on monitoring and evaluation (M&E) in the context of climate change adaptationand disaster risk reduction. Effectively managing disaster risk is critical for adapting to the impacts of climate change, however disasters risk reduction M&E practice may be limited in capturing progress towards adaptation. The unique nature of adaptation to climate change calls for experience-based learning M&E processes for discovering...
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This paper assesses the relevance of adaptive or trial-and-error approaches to the field of governance, peace building and human rights. Tackling the problems of poverty, vulnerability and exclusion that persist in parts of the world that continue to be affected by violence or political insecurity is difficult for several reasons. For one, because of the complexity of the prevailing social, economic and political systems, solutions to chronic problems are far from obvious. One response to...
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The Success Case Method approach is useful for documenting stories of impact and for understanding the factors that help or hinder impact. It is particularly useful for uncovering the contextual forces that influence impact. Originally designed for evaluating corporate training programs, the Success Case Method is now being applied to other programs including international development interventions. Last year, I provided technical assistance to a pilot of the Success Case Method as part of...
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The M&E Universe is a free, online resource developed by INTRAC to support development practitioners involved in monitoring and evaluation (M&E). It consists of a series of short papers (2-6 pages) on different subjects related to M&E. It can be explored through an online platform (intrac.org/universe) that is compatible with most web browsers. The M&E Universe is designed for M&E practitioners with different levels of experience and expertise in M&E, from those new to M&E who want an entry...
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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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Despite a swathe of critiques of logframes and other blueprint approaches to development over the last 30 years, most aid infrastructure continues to concentrate on the design and subsequent implementation of closed models. This article does not propose an alternative to blueprints, but challenges the inflexibility of their implementation, which is inadequate given the complex nature of social change. It proposes a supplementary management and learning approach which enables implementers to...
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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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This technical analysis explores previous and ongoing social learning efforts, best practices, challenges, and lessons in USAID as a foundation for improving the implementation and design of the Agency’s forestry and biodiversity programs. This analysis is particularly relevant as the Bureau of Economic Growth, Education and the Environment’s Office of Forestry and Biodiversity (E3/FAB) begins to develop a Cross-Mission Learning Program under the Measuring Impact initiative, a five-year...
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