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How does adaptive implementation work in practice? Drawing on extensive interviews and observations, this paper contrasts the ways in which an adaptive component of a major health care project was implemented in three program and three matched comparison states in Nigeria. The paper examines the bases on which claims and counterclaims about the effectiveness of these approaches were made by different actors, concluding that resolution requires any such claims to be grounded in a...
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This rapid review summarises the evidence on how to scale up inclusive approaches to complex social change. It looks at how to design scalable inclusive change interventions, as well as how to plan and manage the scale-up process. Focusing on interventions with the aim of reaching the most marginalised and transform social norms, it covers programmes aiming to deliver inclusive outcomes for women and girls (with a particular focus on preventing violence against women and girls) and persons...
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Fragile, conflict and violence-affected settings (FCVAS) are messy and ambiguous contexts in which to plan and implement development initiatives. To work there, external actors are increasingly adopting an adaptive approach to empowerment and accountability (E&A) programming, whatever the setting. This means using a compass rather than map, where real-time political economy analysis (PEA) in relation to context and programme monitoring and evidence-informed learning in relation to...
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LASER synthesis papers aim to help donors and other stakeholders better understand why and how to approach investment climate reform programming differently. The papers reflect emerging best practice and lessons learnt on what works and what does not work in doing development differently. The papers have been peer-reviewed by experts in the field including senior advisers at DFID, World Bank, IFC and the Donor Committee for Enterprise Development (amongst others).
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Adaptive management is at the heart of ‘Doing Development Differently’. It emerges from stakeholders’ calls for development programmes to be more flexible and responsive to their contexts. Whether it becomes a mainstreamed practice depends on how much it is
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Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.
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Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.
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Wily aid practitioners have long understood the importance of adapting their programs to the political environment, and even use their activities to push politics in a progressive direction. But this magic was spun secretly, hidden behind logframes and results frameworks. Only recently has a range of programs been permitted to escape the dead hand of technocracy. But there was one corner of the development and humanitarian world that never needed to shroud its political ambitions; those...
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One of GIZ’s core competencies is understanding how cooperation works in societies, and supporting that process. The kind of process we mean is cooperation between state, civil society and private-sector actors who wish to jointly shape societal changes. GIZ has systematised its knowledge on how to achieve this, and made it available in the Capacity WORKS management model. The model describes how to manage cooperation systems.
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The clear development gains achieved in recent decades should not deflect attention from the scale and type of challenges that remain. The strategies largely responsible for these initial gains have been technical reforms promoting economic growth and logistical systems supplying basic inputs. Today, strategies are needed that focus on enhancing the quality of implementation— for example, ensuring learning and not just building schools and enrolling students. This concern now spans numerous...
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There are increasing criticisms of dominant models for scaling up health systems in developing countries and a recognition that approaches are needed that better take into account the complexity of health interventions. Since Reform and Opening in the late 1970s, Chinese government has managed complex, rapid and intersecting reforms across many policy areas. As with reforms in other policy areas, reform of the health system has been through a process of trial and error. There is increasing...
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UK aid, at its best, makes a real and positive difference to the lives and livelihoods of poor people around the world. Ensuring the best possible performance across a large and multifaceted aid programme is, however, a complex management challenge. This report reviews ICAI’s previous 44 reports and looks at how well DFID ensures positive, long-term, transformative impact across its work.
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Theme
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Adaptive Approaches [+]
- Adaptive Learning (4)
- Adaptive Management (39)
- Capacity WORKS (6)
- CLA (Collaborating Learning Adapting) (4)
- Design Thinking / HCD (2)
- Doing Development Differently (3)
- Global Delivery Initiative (2)
- MSD - Market Systems Development (3)
- Other Adaptive approaches (3)
- PDIA (Problem-Driven Iterative Adaptation) (2)
- PEA (Political Economy Analysis) (3)
- Results Based Management (12)
- Systems Thinking / Complexity (4)
- TWP (Thinking & Working Politically) (5)
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Development Actors Perspectives
- Canada - GAC & IDRC (3)
- China (2)
- DCED - Donor Committee for Enterprise Development (1)
- DFAT (Australia) (4)
- FCDO/DFID (UK) (21)
- GIZ (Germany) (7)
- Hivos - Netherlands (1)
- ILO (1)
- New Zealand (1)
- NGO Perspectives (4)
- OECD/DAC - Results Based Management (12)
- SDC - Swiss Agency for Development and Cooperation (1)
- SIDA - Swedish International Development Cooperation Agency (4)
- USAID (9)
- World Bank (13)
- Cases (24)
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Geography
(13)
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Africa
(5)
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Eastern Africa
(2)
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West Africa
(5)
- Nigeria (4)
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Eastern Africa
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Americas
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Central America
(1)
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North America
(1)
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Central America
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Asia
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Eastern Asia
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South-eastern Asia
(2)
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Northern Europe
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Western Europe
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Northern Europe
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Africa
(5)
- MEL4 Adaptive Management (10)
- Networks and Communities of Practice (1)
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Practical
(5)
- Tools (1)
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Sectors [+]
(18)
- Alternative Development (5)
- Citizen Engagement (1)
- Economic development (1)
- Environmental Management (1)
- Fragile and Conflict Aflicted Settings (1)
- Governance and Accountability (3)
- Health (2)
- Innovation (in Development) (1)
- Institutional Capacity & Change (2)
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- Scaling up / Propagating (2)
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- Report (55)
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