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Internal DFID document from the DevAdapt Programme. Based on another previous document (also internal).
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Key messages 1. Development policies and programs increasingly operate in situations of high complexity and uncertainty. 2. There are growing efforts across the sector to design, plan and implement more adaptive responses that are more relevant and appropriate in such contexts 3. At the heart of effective adaptive programming is the capability to gather, interpret and use knowledge, information and data in real-time 4. Strengthening this capability requires a positive enabling...
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Adaptive management is increasingly seen as critical capability for development programmes and policies that are more effective, efficient, relevant and sustainable. There is increasing recognition that such work requires significant changes to the organizational structures, management processes, accountability and performance cultures and indivi
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The RAIN program experience affirms the importance of multi-year and flexible funding as key program design features if progress in resilience building is to be supported in areas with high levels of structural and temporal vulnerability. These features enable management to respond effectively to changing circumstances in order to better meet the needs of communities and to create the necessary conditions for relief-to-development strategies to take hold. Finally, this study found that...
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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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Managing Complexity: Adaptive management at Mercy Corps
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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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The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for...
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In 2016, the Bureau of Policy, Planning and Learning (PPL) commissioned an internal stocktaking of USAID's mission-based MEL (Monitoring, Evaluation, and Learning) Platforms.
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In order to help enhance the effectiveness of donors and development practitioners on the ground, LASER has produced a range of practical guidance and tools. These are primarily intended for the international development community engaged in designing and implementing investment climate programmes, though can also be used more widely by other stakeholders across sectors. General guidance and tools: Monday morning in Kigali January 2016 - what do you do when you get off the plane? Practical guidance for PDIA practitioners
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Multi-project programmes can serve different purposes. For instance, they may coordinate multiple implementing entities; standardise management and technical support; compare intervention approaches across different contexts; enhance leverage through joint action; or foster sustainability by building relationships among organisations. • At the same time, multi-project programmes are costly, potentially duplicate other mechanisms that fulfil similar functions, and can dilute focus and create...
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Development actors increasing agree that managing programs adaptively – especially complex interventions – can improve their effectiveness. But what does adaptive management look like in practice?
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Foreign aid organizations collectively spend hundreds of billions of dollars annually, with mixed results. Part of the problem in these endeavors lies in their execution. When should foreign aid organizations empower actors on the front lines of delivery to guide aid interventions, and when should distant headquarters lead? In Navigation by Judgment, Dan Honig argues that high-quality implementation of foreign aid programs often requires contextual information that cannot be seen by those in...
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Report back from a meeting of international NGOs to set up a research and practice network on 'Doing Development Differently' that can complement other actors
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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...
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Theme
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Adaptive Approaches [+]
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Adaptive Management
- Adaptive Programming (19)
- Adaptive Learning (11)
- Adaptive Rigour (2)
- Agile & Lean approaches (6)
- CLA (Collaborating Learning Adapting) (8)
- Design Thinking / HCD (1)
- Doing Development Differently (10)
- MSD - Market Systems Development (1)
- Other Adaptive approaches (2)
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Other sectors
(2)
- Environmental (1)
- Sport (1)
- PDIA (Problem-Driven Iterative Adaptation) (8)
- PEA (Political Economy Analysis) (2)
- Systems Thinking / Complexity (13)
- TWP (Thinking & Working Politically) (11)
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Adaptive Management
- Cases (53)
- Courses (7)
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Development Actors Perspectives
(39)
- China (2)
- DFAT (Australia) (2)
- FCDO/DFID (UK) (17)
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Geography
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Africa
(34)
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West Africa
(29)
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Asia
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Eastern Asia
(2)
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South-eastern Asia
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Southern Asia
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Eastern Asia
(2)
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Africa
(34)
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MEL4 Adaptive Management
(34)
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- Outcome Mapping (1)
- Participatory Learning and Action - PLA (1)
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- Portfolio Management (6)
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- SWOT Analysis (1)
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Practical
(17)
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(56)
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