@techreport{chapela_trillo_partnering_2034, title = {Partnering with communities to co-design humanitarian health strategies: {A} {SeeChange} {CommunityFirst} {Framework} for implementation in {MSF} projects}, url = {https://www.seechangeinitiative.org/}, abstract = {The CommunityFirst Framework is intended to be implemented by field teams at MSF. The theoretical aspects and evidence presented on the importance of community engagement are intended for all MSF staff seeking to learn more about why and how to shift the way we work with communities as humanitarians. We believe this guideline, and other tools like it (including OCA’s Person-Centred Approach Guidance07, and MSF Vienna Evaluation Unit’s Guidance for Involving Communities08), to be an important contribution to the growing movement of communities and humanitarian actors who are pushing for changes in the humanitarian system that translate to dignity, health, justice, equity and self-determination for communities around the world. Specifically, the CommunityFirst Framework is intended to guide MSF teams to co-design health strategies with communities, throughout all stages of the project cycle, for exploratory missions, projects that are just opening, projects that have been running for some time, or those that are closing. At the time of publication, the CommunityFirst Framework has been tested in pilot projects in: (1) Madre de Dios, Peru (MSF OCP, August 2022), (2) Tonkolili, Sierra Leone (MSF OCA, November 2022) and (3) Anzoátegui, Venezuela (MSF OCB, February 2023) The experiences from these pilots (feedback from teams, implementation results, adaptations to each context, etc.) have informed the adaptation of the Framework. CommunityFirst builds on existing community engagement work inside MSF and contributes a practical framework for co-designing health initiatives with communities. To avoid duplicating efforts and resources around community engagement inside MSF, the appendices in this guideline largely refer to already existing MSF resources.09 This guideline is meant to be a living document that can evolve and be adapted given the experience of MSF staff and community members and diverse community contexts. This guide can be used by anyone in MSF who is interested in partnering with communities to improve the responsiveness and impact of their humanitarian programs. This is the first iteration of the document. Subsequent iterations will be published based on additional testing during future phases of the CommunityFirst TIC project.}, urldate = {2024-03-25}, institution = {MSF}, author = {Chapela Trillo, Violeta and Farber, Jessica}, month = mar, year = {2034}, } @techreport{sayem_life_2023, address = {Brighton}, title = {Life {Stories} {From} {Children} {Working} in {Bangladesh}’s {Leather} {Sector} and its {Neighbourhoods}: {Told} and {Analysed} by {Children}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {Life {Stories} {From} {Children} {Working} in {Bangladesh}’s {Leather} {Sector} and its {Neighbourhoods}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18168}, abstract = {CLARISSA (Child Labour: Action-Research-Innovation in South and South-Eastern Asia) has a participatory and child-centred approach that supports children to gather evidence, analyse it themselves and generate solutions to the problems they identify. The life story collection and collective analysis processes supported children engaged in the worst forms of child labour in Bangladesh to share and analyse their life stories. Over 400 life stories were collected from children who worked in the leather supply chain, or who lived and worked in leather sector neighbourhoods. Using causal mapping, 53 children who were engaged in or had experience of the worst forms of child labour collectively analysed the data. This resulted in children’s life stories becoming the evidence base for revealing macro‑level system dynamics that drive the worst forms of child labour. This paper is a record of the children’s analysis of the life stories and key themes they identified, which formed the basis of a series of seven child-led Participatory Action Research groups.}, language = {en}, number = {5}, urldate = {2023-11-13}, institution = {Institute of Development Studies}, author = {Sayem, Mashrique and Sayed, Sayma and Maksud, A. K. M. and Reaz Hossain, Khandaker and Afroze, Jiniya and Burns, Danny and Raw, Anna and Hacker, Elizabeth}, month = nov, year = {2023}, note = {Accepted: 2023-11-07T09:14:57Z Publisher: Institute of Development Studies}, } @techreport{burkett_challenge-led_2023, address = {Logan}, title = {Challenge-led {Innovation} {Workbook}. {Organising} for {Systems} {Innovation} at {Scale}}, url = {https://www.griffith.edu.au/__data/assets/pdf_file/0033/1881573/GCSI-Challenge-Led-Innovation-Workbook.pdf}, abstract = {Organising for Systems Innovation at Scale Our team at Griffith Centre for Systems Innovation have been experimenting with and evolving a Challenge-led Innovation Approach (based on Mission-oriented approaches developed by Mariana Mazzucato at UCL IIPP and others internationally). We are using this approach to guide the way we work internally and engage with our systems innovation partners. We’ve facilitated intensive Re:Treats, worked with government bodies, businesses and civic organisations, and engaged deeply with others exploring this work. We have a bias for developing and testing HOW such approaches could be applied to respond to both local and global challenges rather than getting too caught up in the what and why of such approaches. We decided to openly share our learnings and thinking to date in this workbook, to spark conversations and innovation in both practice and thinking amongst those exploring how we work, and to learn together to address complex systems and challenges. We see this booklet as a first step in a longer learning journey. In it we share an overview of: the principles and processes that sparked our evolution to a Challenge-led Innovation framework (from Mission-oriented). examples of our learnings from other system innovators who are experimenting. an adaptable process to help guide the learning journey. learning tools and canvases to catalyse thinking, practice, and further adaptations. Part One sets out some foundations we’ve identified as important to Challenge-led Innovation. If you want to jump straight into the mapping process, we suggest you skip to Part Two. The final section, Part Three, focuses on what we have learnt about the conditions needed and how to get started on a Challenge-led initiative.}, language = {en}, urldate = {2024-02-29}, institution = {Griffith Centre for Systems Innovation}, author = {Burkett, Ingrid}, month = nov, year = {2023}, } @misc{better_evaluation_theory_2023, title = {Theory of change software}, url = {https://www.betterevaluation.org/tools-resources/theory-change-software}, abstract = {There are a number of options when it comes to using software to help create a logic model. These range from generic word processing tools (Word, Powerpoint, or their Google Doc or Mac equivalents), to software that has been specifically tailored for visualising Theories of Change, like TOCO or Miradi. You should consider what resources you have to invest in software, both in terms of cost and in time to learn and use the features. If you only have a short timeframe and have simple needs, then a basic tool may suit you better than some of the more complex software available. It's important to investigate a few options and see what is going to be best for you.}, language = {en}, urldate = {2023-07-04}, author = {Better Evaluation}, month = jul, year = {2023}, } @misc{gover_practitioners_2023, title = {Practitioners {Guidance} to {Assessing} {Systems} {Change}: {Co}-{Authors} {Preview}}, url = {https://www.youtube.com/watch?v=X_szw6nIwbA}, abstract = {Check out this video to see what’s inside our new resource: Practitioners' Guidance to Assessing Systems Change, developed by MEL Managers for MEL Managers. (Check out the Guidance here https://bit.ly/MSPMELClinics.) Hear from the authors about which parts they love the most and how this guide challenges MEL managers to assess systems change as an ongoing aspect of implementation, generating feedback that teams need to better understand and catalyze change, for more impact.}, urldate = {2023-10-02}, publisher = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, month = jul, year = {2023}, } @techreport{halse_guide_2023, title = {Guide to {Innovation} {Partnerships} – {A} {United} {Nations} {Ghide}}, url = {https://www.unglobalpulse.org/document/guide-to-innovation-partnerships/}, language = {en-US}, urldate = {2023-09-08}, institution = {UN Global Pulse}, author = {Halse, Michelle and Ginsberg-Fletcher, Gabriella and Balbi, Luisa}, month = jul, year = {2023}, } @techreport{pact_applied_2023, address = {Washington DC}, title = {Applied political economy analysis for human rights programs and campaigns: {A} guide for practitioners (second edition)}, shorttitle = {Applied political economy analysis for human rights programs and campaigns}, url = {https://www.pactworld.org/library/applied-political-economy-analysis-human-rights-programs-and-campaigns-guide-practitioners}, abstract = {This updated guide provides practical guidance to practitioners in the human rights sector and beyond on how to integrate Applied Political Economy Analysis}, language = {en}, urldate = {2023-10-06}, institution = {Pact}, author = {Pact}, month = jul, year = {2023}, } @techreport{smith_participation_2023, address = {London}, title = {Participation for {Humanitarian} {Innovation} - {Toolkit}}, url = {https://www.elrha.org/researchdatabase/participation-for-humanitarian-innovation/}, abstract = {A resource designed to help organisations, teams and individuals manage innovation journeys responsibly and successfully. We have partnered with MIT D-Lab to develop a new resource to drive greater diversity and inclusion within project design and implementation. The Participation for Humanitarian Innovation (PfHI) toolkit sets out a robust approach to setting expectations for and monitoring the degree of participation within research and innovation projects for, with, and by people affected by crisis. The PfHI toolkit is composed of five tools: Opportunity Adviser: Identify and prioritise the desired benefits of participation while weighing the potential barriers. Participation Matrix: Agree on the precise degree of participation to target at a given project stage. Resource Navigator: Select tools and processes to address the needs of stakeholders, the project objectives and context. Quality Guidance: Ensure engagements are delivered to the highest standard. Assessment Matrix: Collectively evaluate the degree of participation achieved during an activity or project phase, learn and adapt. By applying these tools before, during and after a research and/or innovation project, implementors can ensure that stakeholders/end-users are included and participating at the highest possible degree. We encourage users of the PfHI toolkit to consider how else to integrate the tools into existing practices. For instance, the Evaluation Matrix could be used to supplement existing MEAL activities to: Establish baselines to measure changes in participation over time. Track the degree of participation/engagement of stakeholders. Regularly assess the degree of participation. Seek feedback from participants about the degree of their participation. Monitor the progress of activities related to stakeholder engagement. Our Participation for Humanitarian Innovation toolkit represents our ongoing commitment to responsible research and innovation across our portfolio of grants and for the humanitarian sector more broadly. We hope you will consider downloading and using the toolkit on your next project.}, language = {en-GB}, urldate = {2023-06-14}, institution = {Elrha}, author = {Smith, Amy and Thompson, Martha and {Saida Benhayoune} and Crespo Cardona, Omar}, month = jun, year = {2023}, } @techreport{barnes_celebrating_2023, address = {Brighton, UK}, title = {Celebrating {Adaptive} {Delivery}: {A} {View} from the {Frontline} in {Myanmar}}, shorttitle = {Celebrating {Adaptive} {Delivery}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17860}, abstract = {The conversation on adaptive management has grown fast amongst development actors. These conversations often focus on designing, commissioning, and managing large-scale development programmes. Exactly how this impacts the frontline, the implementers, and day-to-day project delivery is still being debated. Yet, perspectives drawn directly from practice are often largely missing within these debates. This paper is written by two development practitioners. Through this paper, we reflect on the difference between adaptive management and adaptive delivery, and how this interacts with risk and aid accountability, particularly in contexts of fragility. Drawing on examples of Oxfam in Myanmar work and our personal insights in relation to delivering programming across humanitarian, peace-building, and development, we suggest that in complex, conflict-affected, and highly political environments adaptive delivery already happens far more regularly than is currently recognised, as a necessity to get activities delivered. However, it happens despite the system, not because of it, and is therefore often hidden and carried out ‘under the radar’ rather than celebrated as a success in difficult environments. This paper was written in 2019, before the military seized control of Myanmar in February 2021. Whilst it draws on examples from pre-2021 Myanmar to illustrate real life cases, it is a contribution to a broader global debate on adaptive management in practice, specifically in fragile contexts. This is not specifically aimed at practitioners working in Myanmar at present, who are now working in a protracted crisis. This paper makes tangible recommendations on steps that donors, international non-governmental organisations, local staff, and partners could take to promote a system of encouraging and celebrating adaptability in programme delivery in fragile contexts.}, language = {en}, number = {586}, urldate = {2023-02-06}, institution = {IDS}, author = {Barnes, Katrina and Lonsdale, Jane}, month = feb, year = {2023}, note = {Accepted: 2023-02-02T14:48:03Z Publisher: Institute of Development Studies}, } @techreport{whaites_understanding_2023, address = {London}, title = {Understanding {Political} {Economy} {Analysis} and {Thinking} and {Working} {Politically}}, url = {https://www.gov.uk/government/publications/understanding-political-economy-analysis-and-thinking-and-working-politically}, abstract = {This guide is adapted from work by the UK Foreign, Commonwealth and Development Office (FCDO) with inputs from members of the Thinking and Working Politically Community of Practice (TWP CoP). It outlines how to understand and use a set of analytical tools that are collectively known as Political Economy Analysis (PEA). The guide aims to equip practitioners to act in an informed manner, given that development objectives are invariably politically complex, and entail engaging with counterparts’ political incentives and preferences. The guide summarises different types of tools – from very light-touch to more in-depth approaches – and provides advice on how development professionals can decide what is most appropriate in a given context, with illustrations based on the experiences of teams working on these issues. This guide will help development professionals and others to make use of PEA and to apply it to their own specific needs. The first part of the guide offers a general picture of the approach. The second part provides more specific guidance for those who are tasked with deploying a PEA. Contents --{\textgreater} Main audience What is PEA, its role and purpose (Section 2) --{\textgreater} General information for all readers The main elements of PEA (Section 3) Thinking and Working Politically (Section 4) --{\textgreater} Core information for teams planning and using PEA How to ensure quality (Section 5) --{\textgreater} Essential reading for those directly responsible for a PEA Important concepts and terminology (Annex) --{\textgreater} General information for all readers}, language = {en}, urldate = {2023-10-04}, institution = {FCDO and TWP CoP}, author = {Whaites, Alan and Piron, Laure-Hélène and Menocal, Alina Rocha and Teskey, Graham}, month = feb, year = {2023}, } @misc{social_impact__inc_strengthen_2023, title = {Strengthen {Your} {Team}’s {CLA} {Practices}: {Introducing} the {CLA} {Maturity} {Tool} for {USAID} {Implementers}}, shorttitle = {Strengthen {Your} {Team}’s {CLA} {Practices}}, url = {https://www.youtube.com/watch?v=zwdO9FZq_PM}, abstract = {The Collaborating, Learning \& Adapting (CLA) Maturity Tool has been used by USAID operating units since 2015. The tool enables staff to self-assess their current CLA practice and plan ways to improve their internal and external collaboration, organizational learning efforts, and adaptive management practices. Recently, SI built on this resource to create the CLA Maturity Tool for implementing partners (IPs) to provide a version that speaks more directly to the experience of international and local organizations. Learn more here.}, urldate = {2023-03-20}, author = {{Social Impact , Inc}}, month = jan, year = {2023}, } @techreport{akf_creative_2023, title = {Creative {Activities} for {Work} {Teams} and {Communities} of {Practice}. {A} guide for designing participatory, productive, and engaging sessions}, url = {https://akflearninghub.org/documents/creative-activities-for-work-teams-and-communities-of-practice}, abstract = {This free guide aims to build the skills and confidence of people designing and facilitating participatory, productive, and engaging workshop sessions for work teams and communities of practice by providing them with a series of creative activities that can be run in-person or virtually. By the time they have gone through this guide, session leads will be able to: Describe ways in which creative activities can be of value to teams and communities of practice, Design both in-person and virtual workshop sessions that incorporate creative activities, Facilitate participatory, productive and engaging workshop sessions that incorporate one or several creative activities, and Lead an effective debrief following a creative activity. This toolkit was developed by the Aga Khan Foundation.}, language = {en-US}, urldate = {2023-10-02}, author = {AKF}, year = {2023}, } @techreport{akf_virtual_2023, title = {Virtual {Facilitation} {Techniques} for {Work} {Teams} and {Communities} of {Practice}. {A} guide for designing and running dynamic and engaging remote sessions and meetings}, url = {https://akflearninghub.org/documents/virtual-facilitation-techniques-for-akfs-communities-of-practice/}, abstract = {This free guide aims to build the skills and confidence of people designing and facilitating virtual meetings, including online community of practice sessions. By the time they have gone through this guide, community of practice facilitators will be able to: Design an engaging and participatory virtual session, Develop an effective, varied and realistic agenda for a virtual session, Apply a wide range of virtual facilitation techniques, and Using technology to facilitate virtual sessions. This toolkit was developed by the Aga Khan Foundation.}, language = {en-US}, urldate = {2023-10-02}, author = {AKF}, year = {2023}, } @techreport{colchester_si_2023, title = {Si {Guides} on {System} {Innovation}}, url = {https://www.systemsinnovation.network/spaces/7250774}, abstract = {So you have just hear about systems thinking and systems innovation and are keen to know more, Ok sparky let's get started.We have structured all the content into four main areas that we think you ...}, language = {en}, urldate = {2023-10-03}, institution = {Si Network}, author = {Colchester, Joss and Si Network}, year = {2023}, } @techreport{gover_building_2023, title = {Building a team culture for {Adaptive} {Management} in {MSD}: 5 {Strategies} {MEL} {Managers} {Say} {Work}}, url = {https://agrilinks.org/sites/default/files/media/file/MSD%20in%20MEL%20Brief%202_Building%20Culture_508.pdf}, language = {en}, number = {2}, urldate = {2023-10-02}, institution = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, year = {2023}, keywords = {Bolder Meghan, Gover Dun, Henao Lina, Nasution Zulka, Okutu David}, } @techreport{gover_enhancing_2023, title = {Enhancing partner and system-level learning: 8 {Tips} from {MEL} {Managers}}, url = {https://agrilinks.org/sites/default/files/media/file/MSD%20in%20MEL%20Brief%203_PS%20Learning_508.pdf}, abstract = {Effective learning is a key driver of market systems change, with the potential to enhance system competitiveness, resilience, and inclusiveness. Shifting the Locus of Learning: Catalyzing Private Sector Learning to Drive Systemic Change recently outlined a rationale for enhancing the scale and quality of learning in a system and identifying 10 strategies programs can contextualize to catalyze learning. These strategies are also backed with robust examples from 13 programs doing this work across 11 countries. To deepen insights on what MSD Monitoring, Evaluation and Learning (MEL) Managers have experienced in putting several of those strategies into practice, the Feed the Future Market Systems and Partnerships (MSP) Activity convened a series of peer discussions as part of a larger initiative (see Figure 1). This brief shares the collective learning and experience on this topic of three senior MEL Managers who were interested in and had experience with this topic. The group represented full-time, program-based MEL Leads working on MSD programs funded by USAID and DFAT, based in Fiji, Albania, and Kosovo working for Adam Smith International, SwissContact, and DT Global, respectively. From those discussions, this paper synthesizes eight tips from MEL Managers for practically enhancing partner and system-level learning: 1. Identify the right decision-maker(s) at potential partners. 2. Use a co-creation process to identify learning opportunities. 3. Use diagnostics and assessments to strengthen partner and system capacity for actionable learning. 4. Use a phased capacity strengthening process tied to behavior change. 5. Measure partners’ continued investment in and use of learning—not the continuation of specific learning activities. 6. Work with sector-level institutions for scale but be aware of risks. 7. Leverage informal communities of practice to share learning. 8. Use the right terminology to talk about partner and system-focused learning.}, language = {en}, number = {3}, urldate = {2023-10-02}, institution = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, year = {2023}, } @techreport{gover_practioners_2023, title = {Practioners {Guide} to {Assessing} {Systems} {Change}}, url = {https://agrilinks.org/sites/default/files/media/file/MSD%20in%20MEL%20Brief%201_Practioners%20Guide%20to%20Assessing%20Systems%20Change_06.14.pdf}, number = {1}, urldate = {2023-10-02}, institution = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, year = {2023}, } @techreport{king_assessing_2023, address = {Oxford}, title = {Assessing {Value} for {Money}: the {Oxford} {Policy} {Management} {Approach}}, url = {http://www.opml.co.uk/publications/opm%E2%80%99s-approach-assessing-value-money}, abstract = {This document offers practical guidance for assessing the Value for Money (VfM) of government- and donor-financed programmes and policy interventions. In line with OPM’s focus and mission, it has been predominantly applied in the international development sector, but the approach upon which it is based is also used in the context of domestic public policy and programmes.1 There is increasing scrutiny on VfM in international development, but a lack of appropriate methods to support its assessment. There is a risk of reaching invalid conclusions if VfM evaluation is tied to a narrow set of indicators devoid of any evaluative judgement—for example, by emphasising the most readily quantifiable measures rather than the most important (but harder to quantify) aspects of performance, or by focusing on the quantification of outputs and outcomes at the expense of more nuanced consideration of their quality, value, and importance. The approach presented in this guide combines theory and practice from evaluation and economics to respond to requirements for accountability and good resource allocation, as well as to support reflection, learning, and adaptive management. It involves developing and implementing a framework for: • organising evidence of performance and VfM; • interpreting the evidence on an agreed basis; and • presenting a clear and robust performance story. This guide sets out a framework for making and presenting judgements in a way that opens both the reasoning process and the evidence to scrutiny. The approach is designed to be used in alignment with broader monitoring, evaluation, and learning (MEL) systems—both for efficiency's sake, and to ensure conceptual coherence between VfM evaluation and wider MEL work. The VfM framework achieves these aims by: • using explicit criteria (aspects of performance) and standards (levels of performance) to provide a transparent basis for making sound judgements about performance and VfM; • combining quantitative and qualitative forms of evidence to support a richer and more nuanced understanding than can be gained from the use of indicators alone; • accommodating economic evaluation (where feasible and appropriate) without limiting the analysis to economic methods and metrics alone; and • incorporating and building on an approach to VfM evaluation which is familiar to international aid donors.}, language = {en}, urldate = {2018-03-16}, institution = {Oxford Policy Management}, author = {King, Julian and {Daniel Wate} and {Esther Namukasa} and {Alex Hurrell} and {Frances Hansford} and {Patrick Ward} and {Shiva Faramarzifar}}, year = {2023}, } @techreport{laudes_foundation_laudes_2023, title = {Laudes {Rubrics} - {Measurement} and {Learning} {Approach}}, url = {https://www.laudesfoundation.org/grants/rubrics}, abstract = {How can we measure and learn when promoting systems change? It’s a challenge that has inspired Laudes Foundation to develop a rubrics-based methodology to help us, our partners and the wider field of philanthropy, understand our contribution to change, while learning and adapting to new and unforeseen circumstances. Change cannot be captured by numbers alone because metrics put the focus on what can be counted, not always what’s most important. Rubrics are a framework that set a standard for what ‘good’ looks like – and create a shared language for describing and assessing it using both quantitative and qualitative evidence. At Laudes Foundation, the rubrics are integrated into our grantmaking processes – from the design phase through to measurement, evaluation and learning. The four Laudes Foundation rubrics categories Laudes Foundation has developed 21 rubrics that work across different levels, from processes to long-term impact. When measuring a specific initiative, a smaller set of relevant rubrics are chosen and assessed on a rating scale from ‘harmful’ to ‘thrivable’. The 21 rubrics are categorised into four groups, with some natural overlap between categories B, C and D. Category A focuses on the process-related aspects of initiatives, including design, implementation, monitoring, communication and learning, and organisation and network effectiveness. Category B focuses on the early and later changes that need to happen to create the right conditions to achieve the 2025 outcomes. Category C captures the 2025 outcomes, focusing on how policymakers, financiers, business leaders, and workers and producers behave. Category D captures the 2030 impacts, describing the new reality created as a result of sustained efforts.}, language = {en}, urldate = {2023-06-14}, institution = {Laudes Foundation}, author = {Laudes Foundation}, year = {2023}, } @misc{strhive_propel_2023, title = {Propel}, url = {https://www.propelapp.org/}, abstract = {Learn from experience. Together. In the complex landscape of international development, organisations need a way to learn from their experiences and build on what works. Propel is the software solution that revolutionises the way organisations capture, access, and reuse learnings to adapt, innovate, and create lasting change on a global scale. Let's stop reinventing the wheel and build on what works, together.}, urldate = {2023-08-07}, author = {Strhive}, year = {2023}, } @techreport{lynn_how_2022, address = {Seattle}, title = {How to do {Process} {Tracing}: {A} {Method} for {Testing} “{How} {Change} {Happened}” in {Complex} and {Dynamic} {Settings}}, url = {https://www.orsimpact.com/directory/how-to-do-process-tracing.htm}, abstract = {Process tracing is a causal methodology that can help people understand how a particular large-scale change actually happened within a complex dynamic environment. Much of the existing literature provides important information about the method; we wrote this brief to help more people operationalize the concepts and learn about practical steps for using this method more easily, with quality, and toward a more equitable world. This piece was written based on our experiences implementing process tracing when our experience showed that existing materials on the method had a lot more conceptual than practical information. We’ve approached this as people with some successful (and some unsuccessful) experience with the method itself, alongside deep experience in evaluating initiatives and strategies in complex and dynamic settings. We focus not on the Bayesian side of process tracing but rather on how this can be implemented in a way that’s more participatory and lifts up the experiences and wisdom of those closest to the work and the problems being tackled. We hope this contributes to and helps make more approachable the important work of political scientists and methodologists upon which this work sits.}, urldate = {2024-02-19}, institution = {ORS Impact}, author = {Lynn, Jewlya and Stachowiak, Sarah and Beyers, Jennifer}, month = oct, year = {2022}, } @techreport{undp_undp_2022, title = {{UNDP} {Digital} {Leadership} {Learning} {Modules}}, url = {https://www.undp.org/publications/undp-digital-leadership-learning-modules}, abstract = {In order to support the digital transformation of government operations Digital Learning Modules for Civil Servants are available, an off-the-shelf package of capacity development in form of replicable training modules to empower public servants at both the local and central government level to be leaders of digital transformation for delivering better public services. The modules cover a multitude of fundamental areas: comprehending digital government and services, human-centered design for inclusivity and agile learning cycles; feature the importance of security and privacy, the value of data and how to manage data and technology related risks; spotlight the key role of supportive leadership and offer practical tools for assessing and overcoming main barriers to ensure a successful digital transformation journey.}, language = {en}, urldate = {2022-10-21}, institution = {United Nations Development Programme}, author = {UNDP}, month = oct, year = {2022}, } @book{guijt_learning_2022, title = {The {Learning} {Power} of {Listening}}, isbn = {978-1-78853-200-6}, url = {https://practicalactionpublishing.com/book/2622/the-learning-power-of-listening}, abstract = {Steff had the pleasure to co-author the first SenseMaker Practitioner Guide with a group of friends and colleagues supported and published by Oxfam and CRS. This practical guide is for those who wish to use SenseMaker to conduct assessments, monitor progress, and undertake evaluations or research. Drawing on more than a decade of experience, the authors share dozens of examples from international development, providing practical tips and ideas for context-specific adaptations. They show how the method can be used to for difficult-to-measure outcomes related to poverty reduction, social justice, peacebuilding, resilience, gender norms, behavior change, governance and environmental management. ​ SenseMaker is a unique participatory method of inquiry that encourages and enables novel insights not obtained from conventional quantitative and quantitative and qualitative methods. It is action-oriented and, therefore, well-suited for people needing data- informed insights for adaptive management. "Writing this guide together with Irene, Veronica, Anna and Rita was an enormous learning process in itself and has further shaped our thinking and practice. We hope it will support first-time and experienced users to enhance their practice and that it will inspire people to explore and innovate further with the method."}, urldate = {2022-07-26}, publisher = {PRACTICAL ACTION PUBLISHING}, author = {Guijt, Irene and Gottret, Maria Veronica and Hanchar, Anna and Deprez, Steff and Muckenhirn, Rita}, month = jun, year = {2022}, doi = {10.3362/9781788532006}, note = {Pages: 1-188}, } @techreport{lafond_measuring_2022, address = {Washington DC}, title = {Measuring and {Monitoring} {Adaptive} {Learning}: {A} {Landscape} {Review}}, url = {https://usaidmomentum.org/resource/adaptive-learning-measures-landscape-review/}, abstract = {This landscape review on measuring and monitoring adaptive learning highlights the learning from five adaptive programming guidelines and toolkits and one implementation science framework to inform the monitoring and evaluation of adaptive learning. The introduction of adaptive learning processes and skillsets in global health programming is part of an emerging strategy to advance a learning culture within projects and teams to improve health program performance. The monitoring and evaluation of adaptive learning is an emergent field aiming to monitor how adaptive learning processes have been introduced, how they are used, and whether they are having the intended results. Although there is a growing body of literature on adaptive programming more generally, there is a limited knowledge base on the monitoring and evaluation of adaptive learning interventions and their impacts. Unlike other implementation strategies or program management approaches, there are no standard metrics or a monitoring and evaluation framework to track the integration, implementation, and effectiveness of adaptive learning in health programming.}, language = {en}, institution = {USAID MOMENTUM Knowledge Accelerator}, author = {LaFond, Anne and Adrian, Haley}, month = may, year = {2022}, } @misc{aston_what_2022, title = {What, so what, now what?}, url = {https://thomasmtaston.medium.com/what-so-what-now-what-4cef4d7e0281}, abstract = {Getting serious about systems change}, language = {en}, urldate = {2022-04-01}, journal = {Medium}, author = {Aston, Thomas}, month = mar, year = {2022}, } @techreport{salib_theory_2022, type = {Text}, title = {Theory of {Change} {Workbook}: {A} {Step}-by-{Step} {Process} for {Developing} or {Strengthening} {Theories} of {Change}}, shorttitle = {Theory of {Change} {Workbook}}, url = {https://usaidlearninglab.org/library/theory-change-workbook-step-step-process-developing-or-strengthening-theories-change}, abstract = {While over time theories of change have become synonymous with simple if/then statements, a strong theory of change should actually be a much more detailed, context-specific articulation of how we *theorize* change will happen under a program.}, language = {en}, urldate = {2022-03-17}, institution = {USAID}, author = {Salib, Monalisa}, month = feb, year = {2022}, } @techreport{woodhill_systems_2022, address = {Brighton}, title = {Systems {Thinking} and {Practice}: {A} {Guide} to {Concepts}, {Principles} and {Tools} for {FCDO} and {Partners}}, copyright = {https://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/}, shorttitle = {Systems {Thinking} and {Practice}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17862}, abstract = {This guide is a basic reference on systems thinking and practice tailored to the context and needs of the UK Government’s Foreign, Commonwealth \& Development Office (FCDO). It is an output of the FCDO Knowledge for Development Programme (K4D), which facilitated a Learning Journey on Systems Thinking and Practice with FCDO staff during 2021 and 2022. The guide offers a common language and shared framing of systems thinking for FCDO and its partners. It explores what this implies for working practices, business processes and leadership. It also offers links to additional resources and tools on systems thinking. We hope it can support systems thinking to become more commonplace within the culture and practices of FCDO and working relations with partner organisations.}, language = {en}, urldate = {2023-02-08}, institution = {Institute of Development Studies}, author = {Woodhill, Jim and Millican, Juliet}, month = feb, year = {2022}, note = {Accepted: 2023-02-03T15:47:58Z Publisher: Institute of Development Studies}, } @techreport{loveridge_market_2022, address = {Oxford}, title = {Market systems change rubric}, abstract = {This systems change rubric describes different performance levels according to various systems elements, such as policy (formal rules), practices and relationships and connections. Programmes can use the rubric to assess the performance of systems to help decide where and how to intervene, or during and post-implementation to conduct progress assessments, and assess the effectiveness of interventions and type, breadth and depth of systems change. Each performance level description highlights the type of data and information that needs to be collected. One analysis is completed, users can compare this to the performance descriptions to see which level best matches the analysis. This helps programmes draw conclusions about systems changes. The rubric was developed in 2020 and tested in 2021 and builds on systems change thinking and frameworks from two previous FSG publications. It can be used as: pre-intervention to conduct an assessment during an intervention to conduct progress assessments and reflect on the effectiveness of interventions to change systems and inform decision making post intervention to make judgements about whether interventions were valuable given the resources, time and effort spent Useful for: Implementation managers to determine the effectiveness of interventions, as well as by Monitoring, Evaluation and Learning (MEL) teams to track progress against expected outcomes.}, language = {en}, institution = {Oxford Policy Management}, author = {Loveridge, Donna}, month = jan, year = {2022}, } @techreport{palavicino_motion_2022, address = {Utrecht}, title = {{MOTION} {HANDBOOK} - {Developing} a transformative {Theory} of {Change}}, url = {https://transitionshub.climate-kic.org/publications/motion-handbook-developing-a-transformative-theory-of-change/}, abstract = {A step-by-step guide on how to develop a Transformative Theory of Change, for innovation projects, programmes and organisations working on systems transformation. The MOTION project was initiated with one key question in mind: how can we help projects and organisations be more transformative, using the framework and concept provided by the multi-level perspective? And what kind of tools, methods and frameworks can we co-design that translate scientific concepts into practises relevant for policy practitioners? This led us into a co-creation journey during which researchers from the Transformative Innovation Policy Consortium (TIPC) and EIT Climate-KIC project partners experimented, reflected and learned from each other in building the approach that we share in this handbook. Through this journey, we gained a deeper understanding of what the portfolio approach means in a transformative system change context and which skills and competences are needed to facilitate processes of co-creation in the science-policy-practice interface. We had the opportunity to configure the key building blocks of our theoretical approach, the Transformative Outcomes, into practical insights and actions that can easily be applied by innovation organisations at many levels. This handbook is the culmination of the journey as it translates key learnings from the MOTION project into practical insights that are relevant to practitioners working on systems transformation.}, urldate = {2023-01-24}, institution = {TIPC, Utrecht University}, author = {Palavicino, Carla Alvial and Matti, Cristian and Witte, Jenny}, month = jan, year = {2022}, } @techreport{undp_sensemaking_2022, title = {Sensemaking {Workshop} {Preparation} {Guide} and {Facilitator} {Guide} and {Sensemaking} {Training}}, url = {https://www.undp.org/publications/sensemaking-workshop-preparation-guide-and-facilitator-guide-and-sensemaking-training}, abstract = {Based on experience from running Sensemaking workshops for UNDP offices and government partners, the Asia-Pacific Regional Innovation Centre developed the Sensemaking Preparation Guide and Facilitator Guide to share its knowledge with teams and organization that are interested in using the Sensemaking process.}, language = {en}, urldate = {2023-01-24}, institution = {UNDP}, author = {UNDP}, month = jan, year = {2022}, } @techreport{dt_global_guidance_2022, title = {Guidance {Note}: {Practical} introduction to adaptive management}, url = {https://dt-global.com/assets/files/dt-global-guidance-note-introduction-to-adaptive-management.pdf}, abstract = {DT Global is proud to introduce our new Guidance Note: Practical Introduction to Adaptive Management There is a growing consensus around adaptive management as an effective (even necessary) approach when programs are tackling complex development problems. While there is no standard definition of adaptive management, there is general agreement that such programs need to routinely engage with and respond to program context; constantly test what works in that context; and adjust approaches, plans, and activities based on continuous learning. However, there remains a more limited body of evidence about what this looks like in practice—the enabling conditions, systems, resourcing, skills, and attitudes to effectively operationalise adaptive management. There is also limited guidance around when adaptive management is required, and to what extent—both critical and often overlooked considerations when planning for successful adaptive management. This Guidance Note draws together lessons and good practice in adaptive management from across DT Global’s diverse portfolio of donor-funded programs. It outlines our conceptual framework for adaptive management, with practical guidance on how it can be applied by our program teams. It is also designed to help our teams distinguish adaptive management from good (non adaptive) project management, consider when adaptive management is most useful on a program, and how adaptive a program (or part of a program) should be.}, urldate = {2023-01-24}, institution = {DT Global}, author = {DT Global}, year = {2022}, } @techreport{lowe_human_2022, address = {London}, title = {Human {Learning} {Systems}: {A} practical guide for the curious}, url = {https://www.centreforpublicimpact.org/partnering-for-learning/human-learning-systems/a-practical-guide-for-the-curious48hjg7}, abstract = {Our new guide provides practical advice to help any organisation working in public service apply the Human Learning Systems approach to their work. In doing so, they will be better equipped to explore, learn and respond to the unique strengths and needs of each person, family and community they serve.}, urldate = {2022-08-02}, institution = {Centre for Public Impact}, author = {Lowe, Toby and Padmanabhan, Chandrima and McCart, Des and McNeill, Karen and Brogan, Andy and Smith, Mark}, year = {2022}, } @techreport{pickwick_context-monitoring_2022, title = {Context-monitoring for adaptive management}, url = {https://oxfamapps.org/fp2p/wp-content/uploads/2022/01/World-Vision-Context-monitoring-for-adaptive-management-.docx}, urldate = {2022-01-12}, institution = {World Vision}, author = {Pickwick, Sarah}, year = {2022}, } @techreport{uk_government_introductory_2022, address = {London}, title = {An introductory systems thinking toolkit for civil servants}, url = {https://www.gov.uk/government/publications/systems-thinking-for-civil-servants/toolkit}, abstract = {This document is a an Introductory Toolkit for for civil servants. It is one component of a suite of documents that aims to act as a springboard into systems thinking for civil servants unfamiliar with this approach. These documents introduce a small sample of systems thinking concepts and tools, chosen due to their accessibility and alignment to civil service policy development, but which is by no means comprehensive. They are intended to act as a first step towards using systems thinking approaches to solve complex problems and the reader is encourage to explore the wider systems thinking field further.}, language = {en}, urldate = {2023-02-08}, institution = {UK Government Office for Science}, author = {UK Government}, year = {2022}, } @techreport{usaid_learn_cla_2022, address = {Washington DC}, title = {{CLA} {Maturity} {Tool} - {Card} {Deck} ({Implementing} {Partners} version 1)}, url = {https://usaidlearninglab.org/sites/default/files/2022-08/508c_cla_maturity_tool_card_deck_ip_v1_2022-07-29.pdf}, abstract = {USAID’s Bureau for Policy, Planning and Learning (PPL) and its support mechanism, LEARN, have developed a Collaborating, Learning, and Adapting (CLA) Framework and Maturity tool to help USAID missions think more deliberately about how to plan for and implement CLA approaches that fit the mission’s context and assist them in achieving their development objectives. While the tool is intended primarily for USAID audiences to be used in participatory self-assessment workshops, the CLA Framework and maturity spectrum are relevant to a wider audience. USAID’s CLA Framework identifies key components and subcomponents of daily work that may be opportunities for intentional, systematic, and resourced CLA. The framework recognizes the diversity of what CLA can look like in various organizations and programs while also giving CLA structure, clarity, and coherence across two key dimensions: • CLA in the Program Cycle: how CLA is incorporated throughout Program Cycle processes, including strategy, project, and activity design and implementation; and • Enabling Conditions: how an organization’s culture, business processes, and resource allocation support CLA integration. Recognizing that CLA is not binary—it’s not an issue of “doing it or not doing it”—PPL and LEARN have developed a spectrum of practice for each of the 16 subcomponents in the framework. The spectrum offers examples of what integration might look like at different stages: Not Yet Present, Emergent, Expanding, Advanced and Institutionalized. The maturity stage descriptions are only illustrative and are intended to spark reflection on current practice and opportunities for improvements. In this resource, each CLA subcomponent page describes the key concepts for that topic and includes a description of the maturity stages. Although the descriptions were originally developed for USAID, the majority of the concepts easily transfer or have equivalents in the partner community. For example, although organizations outside of USAID may not hold “Portfolio Reviews” (part of the Pause \& Reflect subcomponent), the majority hold some type of meeting to review programmatic progress. This is the seventh version of the CLA Framework and maturity spectrum. PPL and LEARN will continue reviewed and periodically update them based on user feedback, so if you have comments about the content, please email learning@usaid.gov. We would also love to hear how you’ve used this content with your team or organization.}, urldate = {2023-01-03}, institution = {USAID}, author = {USAID LEARN}, year = {2022}, } @techreport{usaid_learn_collaborating_2022, address = {Washington DC}, title = {Collaborating, {Learning} and {Adapting} ({CLA}) {Maturity} {Spectrum} (v7)}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/cla_maturity_spectrum_handouts_20170612_0.pdf}, abstract = {USAID’s Bureau for Policy, Planning and Learning (PPL) and its support mechanism, LEARN, have developed a Collaborating, Learning, and Adapting (CLA) Framework and Maturity tool to help USAID missions think more deliberately about how to plan for and implement CLA approaches that fit the mission’s context and assist them in achieving their development objectives. While the tool is intended primarily for USAID audiences to be used in participatory self-assessment workshops, the CLA Framework and maturity spectrum are relevant to a wider audience. USAID’s CLA Framework identifies key components and subcomponents of daily work that may be opportunities for intentional, systematic, and resourced CLA. The framework recognizes the diversity of what CLA can look like in various organizations and programs while also giving CLA structure, clarity, and coherence across two key dimensions: • CLA in the Program Cycle: how CLA is incorporated throughout Program Cycle processes, including strategy, project, and activity design and implementation; and • Enabling Conditions: how an organization’s culture, business processes, and resource allocation support CLA integration. Recognizing that CLA is not binary—it’s not an issue of “doing it or not doing it”—PPL and LEARN have developed a spectrum of practice for each of the 16 subcomponents in the framework. The spectrum offers examples of what integration might look like at different stages: Not Yet Present, Emergent, Expanding, Advanced and Institutionalized. The maturity stage descriptions are only illustrative and are intended to spark reflection on current practice and opportunities for improvements. In this resource, each CLA subcomponent page describes the key concepts for that topic and includes a description of the maturity stages. Although the descriptions were originally developed for USAID, the majority of the concepts easily transfer or have equivalents in the partner community. For example, although organizations outside of USAID may not hold “Portfolio Reviews” (part of the Pause \& Reflect subcomponent), the majority hold some type of meeting to review programmatic progress. This is the seventh version of the CLA Framework and maturity spectrum. PPL and LEARN will continue reviewed and periodically update them based on user feedback, so if you have comments about the content, please email learning@usaid.gov. We would also love to hear how you’ve used this content with your team or organization.}, urldate = {2023-01-03}, institution = {USAID}, author = {USAID LEARN}, year = {2022}, } @techreport{usaid_learn_collaborating_2022, address = {Washington DC}, title = {Collaborating, {Learning}, and {Adapting} {Framework} \& {Key} {Concepts} ({Implementing} {Partner} {Version} 1)}, url = {https://usaidlearninglab.org/sites/default/files/2022-08/508c_cla_maturity_tool_card_deck_ip_v1_2022-07-29.pdf}, abstract = {Although collaborating, learning, and adapting (CLA) are not new to USAID and its implementing partners, they often do not happen regularly or systematically and are not intentionally resourced. The CLA Framework above identifies components and subcomponents to help you think more deliberately about what approach to CLA might be best tailored to your organizational or project context. The framework recognizes the diversity of what CLA can look like in various organizations and projects while also giving CLA structure, clarity, and coherence across two key dimensions: - CLA in the Program Cycle: how CLA is incorporated into planning and design processes throughout the Program Cycle in order to improve their effectiveness; and - Enabling Conditions: how an organization’s culture, daily operating processes, and resource allocation support CLA integration. Organizations need both integrated CLA practices appropriate for their context and conducive enabling conditions to become stronger learning organizations capable of managing adaptively. The framework stresses the holistic and integrated nature of the various components of CLA to reinforce the principle that CLA is not a separate workstream—it should be integrated into existing processes to strengthen the discipline of development and improve aid effectiveness.}, language = {en}, urldate = {2023-01-03}, institution = {USAID}, author = {USAID LEARN}, year = {2022}, } @techreport{dppd_dppd_2021, title = {{DPPD} {Handbook}. {A} step-by-step guide for development practitioners to apply the {Data} {Powered} {Positive} {Deviance} method}, url = {https://static1.squarespace.com/static/614dae085246883818475c39/t/619f7f163ed02a77d13fd1bd/1637842759939/DPPD+Handbook+Nov+2021.pdf}, abstract = {The Method Positive Deviance (PD) is based on the observation that in every community or organization, there are a few individuals who achieve significantly better outcomes than their peers, despite having similar challenges and resources. These individuals are referred to as positive deviants, and adopting their solutions is what is referred to as the PD approach¹. The method described in this Handbook follows the same logic as the PD approach but uses pre-existing, non-traditional data sources instead of — or in conjunction with — traditional data sources. Non-traditional data in this context broadly refers to data that is digitally captured (e.g. mobile phone records and financial data), mediated (e.g. social media and online data), or observed (e.g. satellite imagery). The integration of such data to complement traditional data sources generally used in PD is what we refer to as Data Powered Positive Deviance² (DPPD). The digital data opportunity Recent developments in the availability of digital data provide an opportunity to look for positive deviants³ in new ways and in unprecedented geographical and on temporal scales. A number of studies⁴ have described the challenges related to the application of the PD approach in development. Given these challenges, there are obvious opportunities for innovation in PD and our particular interest here is in the innovative opportunities offered by non-traditional data, following the increasing “datafication” of development and the growing availability of big datasets in a variety of development sectors⁵. DPPD builds on this and expands our ability to extract value from non-traditional digital data while providing a systematic process for leveraging local know-how and the collective wisdom of communities. Data Powered Positive Deviance The DPPD method described in this Handbook emerged from a process of research and testing and follows the same stages as the PD approach. The difference is that DPPD integrates pre-existing, non-traditional data across the five stages, requiring a series of new and specific methods and practices that are not required in the PD approach. The first stage is also somewhat different because it not only defines the problem, but it also checks if it is suitable and feasible to use the DPPD method for the proposed project. Table 1 lists the five stages of the DPPD method. This Handbook dedicates a section to each stage. Stage 1 Assess problem-method fit Stage 2 Determine positive deviants Stage 3 Discover underlying factors Stage 4 Design and implement interventions Stage 5 Monitor and evaluate}, urldate = {2021-11-25}, institution = {DPPD Initiative}, author = {DPPD}, month = nov, year = {2021}, } @techreport{pawelke_lessons_2021, title = {Lessons {Learned} from {Applying} the {Data} {Powered} {Positive} {Deviance}}, abstract = {This report presents six learnings from four pilot projects conducted by the Data Powered Positive Deviance (DPPD) initiative, a global collaboration between the GIZ Data Lab, the UNDP Accelerator Labs Network, the University of Manchester Center for Digital Development, and UN Global Pulse Lab Jakarta. The pilots seek out grassroots solutions to development challenges that range from the interaction between livestock farming and deforestation to gender-based violence and insecurity in dense urban environments in Ecuador, Mexico, Niger and Somalia. The learnings relate to the early stages of the DPPD method, originally proposed by Albanna \& Heeks [1], and focus mainly on the access to, and use of digital data. They are summarized as follows: 1. Remain flexible in the face of data unavailability 2. Leverage existing partnerships for data access 3. Map and fill know-how gaps early 4. Scale with caution 5. Look at deviance over time 6. Look beyond individual or community practices and behavior The report is written for development practitioners, data analysts, domain experts, and more generally anyone interested in using new data sources and technologies to uncover successful local solutions to development challenges.}, institution = {DPPD}, author = {Pawelke, Andreas and Glücker, Andreas and Albanna, Basma and Boy, Jeremy}, month = oct, year = {2021}, } @techreport{van_ongevalle_learning_2021, title = {Learning to adapt \& adapting to learn - {Using} elements of outcome mapping in the ‘{Resilient} {Adolescents} in the {Syria} {Crisis}’ programme}, url = {https://www.outcomemapping.ca/download/Outcome%20Mapping%20Learning%20Paper_SAP_02062021.pdf}, abstract = {This learning paper highlights how elements of outcome mapping were used by Save the Children Sweden in a project (2018-2020) that supports adolescents, affected by the Syria crisis, to become more resilient. The paper first outlines how the spheres of influence framework has been applied to develop an actor focused theory of change. It then describes how progress markers, as an alternative to SMART indicators, were formulated to monitor the programme’s results. The paper also outlines how long lists of progress markers were categorised in a more realistic and practical results framework. The paper then continues to elaborate how outcome journals, qualitative data analysis techniques and regular review meetings and reflection workshops were utilised for data collection, for collective learning among programme stakeholders and for informing planning and programme adjustment. Various practical guidelines and tips on how to implement elements of outcome mapping are provided. The final part of the paper explores to what extent outcome mapping was able to foster several key enablers of adaptive programme management and highlights some of the challenges that programme stakeholders faced. Practical recommendations towards the use of outcome mapping in future programmes are also proposed.}, urldate = {2022-09-30}, institution = {Save the Children}, author = {van Ongevalle, Jan and Kvintradze, Ana and Rennesson, Gaël and Miller, David}, month = jun, year = {2021}, } @techreport{jane_booth-tobin_understanding_2021, address = {Baltimore}, title = {Understanding {Strategic} {Capacity} in {Constituency}-{Based} {Organizations}}, url = {https://www.p3researchlab.org/strategic_capacity_blog}, abstract = {Movement organizations work in inherently uncertain political environments. Whether an organization is advocating for a new minimum wage, working to close a private prison, or seeking to influence an election, the terrain they are operating on shifts nearly every day. That is increasingly true as political uncertainty rises in the 21st century, particularly for historically race-class subjugated communities. Any movement-based organization seeking to build, exercise, and win political power must have sophisticated strategic capacities to be able to navigate these uncertain, dynamic, and constantly shifting political environments. Yet, our knowledge of how movements can nurture the kind of strategic capacities that allows them to build constituencies and leadership that can operate in the flexible ways needed for these dynamic circumstances is limited. This report seeks to synthesize what is currently known about organizations that successfully build and wield strategic capacity, with a particular eye toward how it might apply to constituency-based organizations. The report concludes with an assessment and facilitated conversation guide to support movements and movement organizations in understanding how developed (or not) their strategic capacities are.}, urldate = {2021-12-15}, institution = {The P3 Lab, Johns Hopkins University}, author = {{Jane Booth-Tobin} and {Kal Munis} and {Lynsy Smithson-Stanley} and {Hahrie Han}}, month = may, year = {2021}, } @techreport{teskey_implementing_2021, address = {Canberra}, title = {Implementing adaptive management: {A} front-line effort — {Is} there an emerging practice?}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2021/04/abt-associates_adaptive-management_a-frontline-effort_digital-1.pdf}, abstract = {Among the many principles that currently inform donor-funded development initiatives, three appear to stand out: they should be politically informed, locally led, and adaptive. There is as yet little practical guidance for aid implementers regarding how to operationalise these approaches. What will it take to shift practice away from linear and planned approaches, towards models which foster local leadership and which engage with emergent and complex systems? This paper suggests that the answer is not to throw out the discipline of the logical framework, results frameworks, or theories of change. Rather they need to be handled rather more reflectively and ‘elastically’. The purpose of this paper is to set out how this can be achieved, and to propose 15 tools for donors, implementors and front-line staff to apply adaptive management (AM) in practice, at critical stages of the project cycle and within the dominant aid paradigm. This is what we are calling PILLAR: politically informed, locally led and adaptive responses. We are framing PILLAR to cover the full project cycle (design, implementation and review), hence the nomenclature of an ‘end to end’ approach. Our hope is that these tools will eventually replace the current planned, log-frame driven and top-down approach to aid design and delivery which dominates the development sector.}, urldate = {2024-02-12}, institution = {Abt Associates}, author = {Teskey, Graham and Tyrrel, Lavinia}, month = apr, year = {2021}, } @techreport{worker_guide_2021, address = {Washington DC}, type = {Working {Paper}}, title = {A {Guide} to {Assessing} the {Political} {Economy} of {Domestic} {Climate} {Change} {Governance}}, url = {https://www.wri.org/publication/guide-assessing-political-economy-domestic-climate-change-governance}, abstract = {This paper discusses how understanding the domestic political economy of climate governance is critical for developing informed strategies to build and sustain political ambition. It provides guidance and a methodology for domestic stakeholders to determine the types of institutional reforms, incentives, coalitions, and policy design that can entrench long-term political support for climate ambition. The assessment can also help users identify political barriers to more equitable climate action and identify reforms that may strengthen inclusion and accountability. EXECUTIVE SUMMARY Highlights ▪ There is overwhelming evidence of the social, economic, and environmental case to reduce greenhouse gas (GHG) emissions and rapidly scale up adaptation. Yet, despite a proliferation of climate laws and policies over the last 10–15 years, emissions are still rising, and adaptation needs remain urgent. ▪ This calls for a more sophisticated assessment of the political economy factors that may enable or constrain implementation of policies and actions and sustain political commitment at the country level. ▪ This guide offers an assessment methodology to understand how structural factors, rules and norms, stakeholders and interests, and ideas and narratives influence the political economy of climate action in a given country context. ▪ The methodology was developed on the basis of climate policy, governance, and political economy literature with contributions from subject matter experts. ▪ We intend the assessment to support civil society coalitions, reform-minded civil servants and politicians, international organizations, and other stakeholders. ▪ The resulting analysis should deepen the understanding of context while informing the advocacy, policy design, coalition building, capacity building, and communications of domestic stakeholders.}, language = {en}, urldate = {2021-03-23}, institution = {World Resources Institute}, author = {Worker, Jesse and Palmer, Niki}, month = mar, year = {2021}, } @techreport{ross_adaptive_2021, address = {Washington DC}, title = {Adaptive {Learning} {Guide}: {A} pathway to stronger collaboration, learning, and adapting}, abstract = {The purpose of this Adaptive Learning Guide is to provide MOMENTUM project teams with the information and resources to integrate adaptive learning into the design, implementation, and improvement of MNCH/FP/RH programs. This guide provides a conceptual introduction to adaptive learning using links to existing resources and real-world examples of how adaptive learning can drive continuous learning and improvement in project work. The guide is built upon three foundational assumptions: We work in dynamic, often unpredictable environments. Unexpected turns of events will occur. Progress is rarely, if ever, linear. Integrating the principles and practices of USAID’s Collaborating, Learning, and Adapting Toolkit into projects and initiatives requires designing for learning and adaptation. We intend the guide to serve as a “starting point” for interested individuals and teams to begin or strengthen the processes that support the integration of adaptive learning into project work.}, language = {en}, institution = {USAID MOMENTUM Knowledge Accelerator}, author = {Ross, Joey and Karlage, James and Etheridge, James and Alade, Mayowa and Fifield, Jocelyn and Goodwin, Christian and Semrau, Katherine and Hirschhorn, Lisa}, month = mar, year = {2021}, pages = {86}, } @article{blair_systems_2021, title = {A {Systems} {Framework} for {International} {Development}: {The} {Data}-{Layered} {Causal} {Loop} {Diagram}}, volume = {30}, issn = {1937-5956}, shorttitle = {A {Systems} {Framework} for {International} {Development}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/poms.13492}, doi = {10.1111/poms.13492}, abstract = {Meeting the United Nations Sustainable Development Goals (SDGs) will require adapting or redirecting a variety of very complex global and local human systems. It is essential that development scholars and practitioners have tools to understand the dynamics of these systems and the key drivers of their behavior, such as barriers to progress and leverage points for driving sustainable change. System dynamics tools are well suited to address this challenge, but they must first be adapted for the data-poor and fragmented environment of development work. Our key contribution is to extend the causal loop diagram (CLD) with a data layer that describes the status of and change in each variable based on available data. By testing dynamic hypotheses against the system's actual behavior, it enables analysis of a system's dynamics and behavioral drivers without simulation. The data-layered CLD was developed through a 4-year engagement with USAID/Uganda. Its contributions are illustrated through an application to agricultural financing in Uganda. Our analysis identified a lack of demand for agricultural loans as a major barrier to broadening agricultural financing, partially refuting an existing hypothesis that access to credit was the main constraint. Our work extends system dynamics theory to meet the challenges of this practice environment, enabling analysis of the complex dynamics that are crucial to achieving the SDGs.}, language = {en}, number = {12}, urldate = {2022-07-01}, journal = {Production and Operations Management}, author = {Blair, Courtney and Gralla, Erica and Wetmore, Finley and Goentzel, Jarrod and Peters, Megan}, year = {2021}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/poms.13492}, pages = {4374--4395}, } @techreport{jordan_dont_2021, title = {Don’t {Build} {It}: {A} {Guide} {For} {Practitioners} {In} {Civic} {Tech} / {Tech} {For} {Development}}, url = {https://mitgovlab.org/resources/dont-build-it-a-guide-for-practitioners-in-civic-tech}, abstract = {If you just remember these... If you can avoid building it, don’t build it; if you have to build it, hire a CTO, ship early, and mature long; and no matter what, draw on a trusted crew, build lean and fast, and get close to and build with your users as soon as possible. --- This guide aims to help you avoid bad projects, structure the team right, ship and learn quicker, and mature longer. The guide starts with project selection, including why the best project to select is no project at all. It moves on to team structure, and the extreme importance of a full-time senior tech lead (or chief technology officer (CTO), understood as an excellent engineering manager). It then covers timelines, emphasizing shipping early but having enormous patience getting to maturity, above all in finding product-use-fit, and avoiding vanity metrics. The guide then goes into some detail on hiring, covering the CTO role, senior contractors, designers and young engineers. The longest section, by some distance, is that on hiring. Hiring is the one thing considered critical in every piece of the lore, by founders and investors and managers alike, across all sectors. It is also the field in which I think I got it mostly right, and for reasons I can explain in ways that I believe will be helpful.}, language = {en}, urldate = {2021-04-29}, institution = {Grassroot and MIT Governance Lab}, author = {Jordan, Luke}, year = {2021}, } @misc{matter_of_focus_outnav_2021, title = {{OutNav} - {Evaluate} outcomes and impact}, url = {https://www.matter-of-focus.com/outnav/}, abstract = {Make better use of your data and information to learn, improve and tell an evidenced story of the difference your organisation is making.}, language = {en-GB}, urldate = {2021-02-18}, journal = {Matter of Focus}, author = {Matter of Focus}, year = {2021}, } @misc{small_foundation_small_2021, title = {Small {Foundation} {Network} {Partner} {Evaluation} {Toolkit}: {Network} {Evaluation} for {Network} {Coordinators}}, url = {https://smallfoundation.ie/wp-content/uploads/2021/06/SF-Eval-Toolkit_June-2021.pdf}, abstract = {This Toolkit This Toolkit presents an approach to network evaluation that is designed for network coordinators. This Toolkit provides guidance for network coordinators on how to: • More effectively use information they are already collecting as part of their routine coordination duties; • Collect other useful data that would support their network’s health and development; • Integrate network evaluation tasks into network activities, like convenings, to streamline the process; • Use data to effectively coordinate, grow, and sustain their networks. The Toolkit also provides examples of surveys, questionnaires, and dashboards, as well as tips for easy implementation.}, urldate = {2022-06-17}, author = {Small Foundation}, year = {2021}, } @misc{waters_center_thinking_2021, title = {Thinking {Tools} {Studio}}, url = {https://thinkingtoolsstudio.waterscenterst.org/}, abstract = {Tools to help you Think}, language = {en}, urldate = {2021-07-30}, journal = {Waters Center for Systems Thinking}, author = {Waters Center}, year = {2021}, } @techreport{kehrer_diseno_2020, address = {Bonn}, title = {Diseño transformacional de proyectos}, url = {https://www.giz.de/expertise/downloads/GIZ-BMU_2020_Transformative%20Project%20Design_EN.pdf}, abstract = {There are many definitions of the term ‘transformation’ or ‘transformational change’. The first section of the report develops a basic understanding of transformations or transitions (used synonymously) viewed from various perspectives. In this, transformations are defined as processes that use disruptive innovations to change systems into fundamentally new systems that subsequently form the new mainstream. Section two describes existing approaches to environmental and climate finance in international cooperation and discusses them in light of the proposed definition. All of the approaches have the potential to be further refined and in that process often to increase the precision of what is understood by each type of transformation. The definitions already state which criteria and indicators are referred to and how relevant they are. There is wide diversity in the type of criteria and indicators used by the various organisations, and how they are classified, but certain common features can be identified and with the aid of the literature on transformations they can be combined to form a comprehensive framework. With this in mind, the derivation of quality criteria for transformative interventions is explained in section 3.1. Transformational change at one and the same time calls for big decisions and innumerable projects in a particular field of transformation; the projects cannot be planned on the drawing board but still should be coordinated with each other. Section 3.2 offers guidance on this. Section 3.3 argues in favour of focusing more closely on the ‘process promise’ and employing a more iterative and more adaptable commissioning procedure. Finally, section 3.4 introduces two types of indicators under the various criteria: design indicators, which measure the quality of interventions that are aimed at influencing transformations (process orientation), and outcome indicators, which measure the process and/or progress of a transformation itself.}, urldate = {2021-03-31}, institution = {GIZ}, author = {Kehrer, Daniel}, month = nov, year = {2020}, } @techreport{kehrer_transformative_2020, address = {Bonn}, title = {Transformative project design}, url = {https://www.giz.de/expertise/downloads/GIZ-BMU_2020_Transformative%20Project%20Design_EN.pdf}, abstract = {There are many definitions of the term ‘transformation’ or ‘transformational change’. The first section of the report develops a basic understanding of transformations or transitions (used synonymously) viewed from various perspectives. In this, transformations are defined as processes that use disruptive innovations to change systems into fundamentally new systems that subsequently form the new mainstream. Section two describes existing approaches to environmental and climate finance in international cooperation and discusses them in light of the proposed definition. All of the approaches have the potential to be further refined and in that process often to increase the precision of what is understood by each type of transformation. The definitions already state which criteria and indicators are referred to and how relevant they are. There is wide diversity in the type of criteria and indicators used by the various organisations, and how they are classified, but certain common features can be identified and with the aid of the literature on transformations they can be combined to form a comprehensive framework. With this in mind, the derivation of quality criteria for transformative interventions is explained in section 3.1. Transformational change at one and the same time calls for big decisions and innumerable projects in a particular field of transformation; the projects cannot be planned on the drawing board but still should be coordinated with each other. Section 3.2 offers guidance on this. Section 3.3 argues in favour of focusing more closely on the ‘process promise’ and employing a more iterative and more adaptable commissioning procedure. Finally, section 3.4 introduces two types of indicators under the various criteria: design indicators, which measure the quality of interventions that are aimed at influencing transformations (process orientation), and outcome indicators, which measure the process and/or progress of a transformation itself.}, urldate = {2021-03-31}, institution = {GIZ}, author = {Kehrer, Daniel}, month = nov, year = {2020}, } @misc{aston_guide_2020, title = {A {Guide} {To} {Agile} {Project} {Management} {Methodology} \& {Tools}}, url = {https://thedigitalprojectmanager.com/agile-project-management/}, abstract = {Looking to brush-up on agile? Here's your complete guide to agile project management, agile principles and key components, and the best agile tools for 2020.}, language = {en-US}, urldate = {2020-11-19}, journal = {The Digital Project Manager}, author = {Aston, Ben}, month = oct, year = {2020}, } @techreport{byom_adaptive_2020, address = {Washington DC}, title = {Adaptive management: {A} practical guide to mitigating uncertainty and advancing evidence-based programming}, shorttitle = {Adaptive management}, url = {https://www.pactworld.org/library/adaptive-management-practical-guide-mitigating-uncertainty-and-advancing-evidence-based}, abstract = {Pact’s Adaptive Management Guide provides practical guidance to development practitioners globally on the mindsets, behaviors, resources, and processes that underpin an effective adaptive management system. It presents an approach to managing adaptively that is rooted in complexity analysis and program theory. It draws on Pact’s global experiences and work on topics as diverse as health, livelihoods, markets, governance, capacity development, women and youth, and more. This document begins with an introduction to adaptive management, then walks through successive steps to determine how much adaptation a project requires and how to design an appropriate system. The second half of this guidebook contains a toolkit of examples and templates that projects can tailor to their needs.}, language = {en}, urldate = {2021-01-04}, institution = {PACT}, author = {Byom, K. and Ingram, M. and Oakley, A. and Serpe, L.}, month = oct, year = {2020}, } @misc{pett_four_2020, title = {Four ways development practitioners can borrow from private sector adaptive approaches}, url = {https://medium.com/learnadapt/four-ways-development-practitioners-can-borrow-from-private-sector-adaptive-approaches-e5af0689ca78}, abstract = {Agile, lean startup and human-centred design can be an answer — if you’re asking the right questions}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Pett, Jamie}, month = sep, year = {2020}, } @misc{pett_long_2020, title = {The {Long} and {Short} of {It}: {Responding} to immediate needs while pursuing long-term goals}, shorttitle = {The {Long} and {Short} of {It}}, url = {https://medium.com/learnadapt/the-long-and-short-of-it-responding-to-immediate-needs-while-pursuing-long-term-goals-b8c4471857b1}, abstract = {How can we balance our need to respond to a crisis with our long-term goals for systemic change?}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Pett, Jamie}, month = sep, year = {2020}, } @techreport{simpson_systemcraft_2020, address = {Nairobi}, title = {{SystemCraft} - a primer: {How} to {Tackle} our {Toughest} {Problems}}, url = {https://www.wasafirihub.com/wp-content/uploads/2020/10/Wasafiri-SystemCraft-2020-Small.pdf}, abstract = {Systemcraft is our applied framework to help leaders and organisations get started and keep going when faced with complex problems. It is built on our practical experience. It draws on a broad body of research, action and theory from the worlds of complexity thinking, systems theory, adaptive management, leadership development, social movements, development theory and beyond. Systemcraft has been designed to make systems thinking something any leader can apply when they find themselves faced with a complex problem and asking, ‘So what do I do next?’}, urldate = {2021-11-09}, institution = {Wasafiri}, author = {Simpson, Kate and Randall, Ian}, month = sep, year = {2020}, } @misc{proud_managing_2020, title = {Managing uncertainty when your brain doesn’t like it}, url = {https://medium.com/learnadapt/managing-uncertainty-when-your-brain-doesnt-like-it-9f220ffe1252}, abstract = {Over lockdown there were a lot of tantrums in our household. The tears and tussles were at a dramatic high when the schools closed, and…}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Proud, Emma}, month = jul, year = {2020}, } @misc{proud_physically_2020, title = {Physically distanced adaptive management}, url = {https://medium.com/learnadapt/physically-distanced-adaptive-management-58f1aa672d45}, abstract = {Opportunities and challenges for local leadership}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Proud, Emma}, month = jul, year = {2020}, } @techreport{tyrrel_uncertainty_2020, title = {Uncertainty and {COVID}-19: {A} turning point for {Monitoring} {Evaluation}, {Research} and {Learning}? - {A} discussion note for aid actors, policymakers and practitioners}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2020/05/200514-uncertainty-and-covid19-a-turning-point-for-merl-final.pdf}, abstract = {The COVID-19 pandemic has significantly shifted the context in which aid and development is being delivered. The global scale of the pandemic and the speed at which it is spreading mean that the ‘normal’ economic, ideological and organisational influences which shape (if not determine) aid delivery are in flux. This means that – for a relatively short-period – there is scope for aid actors to work collectively to embed more locally-led, politically-informed and adaptive forms of MERL in aid and development practice. These forms of Monitoring Evaluation Research and Learning (MERL) are not only well-suited to the current global pandemic. They also offer ways for aid program decision makers and practitioners to make sense of the complex and uncertain contexts in which much development work takes place. Applying locally-led, politically-informed and adaptive forms of MERL in the COVID-19 context and beyond requires a shift in mindset and approaches. Situations of complexity, in which it is difficult to predict the relationships between cause and effect, do not lend themselves to linear approaches and fixed indicators. Instead, they require ‘navigation by judgement’, ongoing learning and adaptation and greater privileging of local knowledge, and of the perspectives of those who are often excluded. Rather than being focused on upwards accountability, simple numbers and good news stories, the core function of MERL in this context is to support a better understanding – in real-time – of the changing operating context, to generate learning about the immediate impact of policy and program responses and their longer-term effects, and to inform decision making by front line staff. Whether the opportunities afforded by this ‘critical juncture’ are realised will depend on the degree to which those in the aid and development sector use this opportunity to promote a shift in the deep incentive structures within which development agencies are embedded. On the one hand, the pandemic underscores the limits of the linear understandings of change which underpin many orthodox approaches to planning, design and associated MERL. On the other hand, there is a vested interest in the status quo amongst many organisations, consultants, researchers and MERL practitioners. This is because approaches which promote locally-led development inevitably require those in power to relinquish control. While a range of factors make this shift difficult, there is more scope to change internal ways of working in development agencies than is commonly acknowledged. There is no time like the present to advocate for a ‘new normal’ for MERL.}, urldate = {2020-10-15}, institution = {Abt Associates}, author = {Tyrrel, Lavinia and Roche, Chris and Jackson, Elisabeth}, month = may, year = {2020}, } @misc{miehlbradt_pragmatic_2020, title = {A pragmatic approach to assessing system change - {Webinar}}, url = {https://beamexchange.org/community/webinar/assessing-system-change/}, abstract = {Few topics inspire as much confusion and debate as systemic change. What is it? How do you measure it? Does it even matter? Assessing changes in systems might be more doable than you think. This webinar explored a back-to-basics approach to assessing system change. In November 2019, thirty results measurement specialists, managers and consultants got together in Bangkok. They took part in workshops on a back-to-basics approach to assessing system changes, applying it to cases from participants’ programmes. Since then, the insights from the workshop have been further developed into a pragmatic approach to assessing system changes that builds on what programmes are actually doing and learning from practice. It can be: applied by programmes using a variety of different systemic change frameworks applied across a variety of sectors implemented with internal resources using familiar methods for information gathering The speakers walked through the approach using examples from the 2019 workshop, including PRISMA in Indonesia and Skills for Jobs (S4J) in Albania.}, language = {en}, urldate = {2020-10-15}, publisher = {DCED}, collaborator = {Miehlbradt, Alexandra and Posthumus, Hans and Shah, Rachel and Kessler, Adam}, month = apr, year = {2020}, } @techreport{dominique_morel_monitoring_2020, address = {Baltimore, USA}, title = {Monitoring for problem-solving, adaptive management, reporting and learning}, url = {https://www.crs.org/sites/default/files/tools-research/monitoring_for_problem_solving_adaptive_mgt_reporting_and_learning_2020.pdf}, abstract = {Internal and external stakeholders have different information needs over a project’s life, for purposes that include adaptive management, accountability, compliance, reporting and learning. A project’s monitoring, evaluation, accountability and learning, or MEAL, system should provide the information needed by these stakeholders at the level of statistical reliability, detail and timing appropriate to inform data use. In emergency contexts where the situation is still fluid, ‘informal monitoring’ has proved helpful to staff’s ongoing assessment of the broader environment in order to identify changes in the situation, in other actors’ responses, and in priority unmet needs that would require corresponding changes in the response.2 The same distinction between informal monitoring of possible changes in the project’s operating context—whether identified as project assumptions and risk factors or not—and formal monitoring of the activities included in the response and project indicators, is relevant for development contexts too. Informal monitoring: Ongoing assessment of changes in operating context Formal monitoring: Tracking progress against project activities and indicators Within formal monitoring, it is useful to further differentiate between light monitoring and rigorous monitoring: - Light monitoring aims to provide timely feedback on new activities (or new locations or target groups) or aspects of the project’s theory of change (activity-to-output or output-to-IR change) logic that staff are less confident about, to check for early signs that progress is being made and that assumptions are holding true while there is still ample time to make adjustments if necessary.3 - Rigorous monitoring aims to collect representative data for evidence-based project management, reporting and learning, not just at midterm but throughout project implementation.}, urldate = {2022-02-24}, institution = {Catholic Relief Services}, author = {{Dominique Morel} and Dzino-Silajdzic, Velida and Hagens, Clara}, month = apr, year = {2020}, } @unpublished{wadeson_process_2020, title = {Process {Tracing} as a {Practical} {Evaluation} {Method}: {Comparative} {Learning} from {Six} {Evaluations}}, url = {https://mande.co.uk/wp-content/uploads/2020/03/Process-Tracing-as-a-Practical-Evaluation-Method_23March-Final-1.pdf}, language = {en}, author = {Wadeson, Alix and Monzani, Bernardo and Aston, Tom}, month = mar, year = {2020}, } @misc{simpson_adaptive_2020, title = {Adaptive {Bureaucracies}: lessons from {DFID} to the world}, shorttitle = {Adaptive {Bureaucracies}}, url = {https://medium.com/learnadapt/adaptive-bureaucracies-lessons-from-dfid-to-the-world-20c72b46d565}, abstract = {How many times have you worked on something that you know is failing, or just isn’t going as well as we’d all have hoped, but haven’t had…}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Simpson, Lea}, month = feb, year = {2020}, } @techreport{loureiro_governance_2020, address = {Brighton}, title = {Governance {Diaries}: {An} {Approach} to {Governance} {Research} from the {Ground} {Up}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated. http://creativecommons.org/licenses/by/4.0/legalcode}, shorttitle = {Governance {Diaries}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15119}, abstract = {Research on empowerment and accountability tends to focus on collective action and its potential for empowering citizens undertaking the action and on achieving state accountability. In fragile, conflict and violence-affected settings (FCVAS) collective action is rare and risky. So how do citizens, particularly the chronically poor and most marginalised, interact and make claims on the different public authorities that exist in these settings, and how do these interactions contribute to citizens’ sense of empowerment and accountability? Given the current agenda of ‘leave no one behind’, an understanding of how such populations interact with public authorities to meet their governance needs can help identify the constraints to achieving development for all in these challenging settings. We developed ‘governance diaries,’ a cross between a panel survey and multi-sited ethnographies, as an iterative approach to capture their experiences around governance issues over time. We explain here how this approach works, and the challenges and opportunities it offers for research.}, language = {en}, urldate = {2020-10-01}, institution = {IDS}, author = {Loureiro, Miguel and Joshi, Anuradha and Barnes, Katrina and Chaimite, Egídio}, month = feb, year = {2020}, } @techreport{care_listen_2020, title = {Listen carefully. {Tread} lightly. {Adapt} quickly. {Approaching} {Adaptive} {Management}: {Examples} from our {Somalia} {Education} {Programming}}, url = {https://insights.careinternational.org.uk/media/k2/attachments/CARE_Adaptive-Management-and-the-GEC-in-Somalia_2020.pdf}, abstract = {Adaptive management approaches potentially offer us opportunities to deliver high quality results in circumstances where change is complex, including in fragile, unstable or conflict affected places. However, building adaptive programming continues to be a challenge for the sector. For CARE, our Department for International Development -UK Aid funded Girls’ Education Challenge (GEC) programming has provided useful learning on how to operationalise adaptive approaches. In this paper we expand on our learning from this project and offer some recommendations for how to create more opportunities for truly adaptive programming in the future. In particular: • Projects that are designed to adapt need budget structures, results frameworks and governance that enable the process of adaptation. In our GEC projects the approaches employed by DFID, including the introduction of Review and Adaptation meetings have served to support meaningful adaptation. • Adaptive projects require both strong participatory elements and flexible governance and accountability structures. Whilst rigorous and comprehensive Monitoring, Evaluation and Learning (MEL) systems are important without these other elements appropriate adaptation can be hindered. • Adaptive Management requires resources. Where the expected change is complex, adaptation is frequently necessary to ensure we are responding to context and evidence. This should be adequately resourced if we are to expect results. In an environment where many INGOs work consistently within complex environments, the sector also needs more opportunities to trial these approaches and could benefit from more funding streams available which include the kinds of approaches used by DFID in current GEC programming}, urldate = {2020-10-15}, institution = {CARE}, author = {CARE}, year = {2020}, } @misc{changeroo_changeroo_2020, title = {Changeroo - {Theory} of {Change} platform}, url = {https://changeroo.com/}, abstract = {Changeroo assists organisations, programs and projects with a social mission to develop and manage high-quality Theories of Change. It allows you to - together with stakeholders co-create Theories of Change, and - present these in an interactive and engaging way. It helps keep a Theory of Change alive, enables reflective monitoring, and supports capacity building among social organisations. Changeroo helps you utilize your Theory of Change for strategic learning, communication, stakeholder engagement, impact measurement, scaling, planning, monitoring and evaluation. Thus you build a culture of critical thinking, constant analysis, co-creation and continuous learning. In sum, a truly strategic approach to societal value creation that helps you to assist your target groups to flourish!}, urldate = {2020-10-15}, author = {Changeroo}, year = {2020}, } @misc{davies_parevo_2020, title = {{ParEvo} - {Web}-assisted participatory evolution of scenarios}, url = {https://parevo.org/}, abstract = {ParEvo is a method of exploring alternative futures or histories, using a participatory evolutionary process (hence ParEvo). The process is designed to be used by multiple people, to produce a branching structure of storylines about what did, or could, happen. Participants are anonymous and can choose the extent to which they collaborate with others. Participants are also able to tag, comment on, and evaluate the storylines that are generated. Completed exercises can be analysed using downloaded data describing the content of storylines and the structure of people’s participation. Outcomes can be both cognitive (e.g. how we think about the future) and behavioural (e.g. how we respond to the future).}, urldate = {2022-07-01}, author = {Davies, Rick}, year = {2020}, } @article{koleros_actor-based_2020, title = {The {Actor}-{Based} {Change} {Framework}: {A} {Pragmatic} {Approach} to {Developing} {Program} {Theory} for {Interventions} in {Complex} {Systems}}, volume = {41}, issn = {1098-2140, 1557-0878}, shorttitle = {The {Actor}-{Based} {Change} {Framework}}, url = {http://journals.sagepub.com/doi/10.1177/1098214018786462}, doi = {10.1177/1098214018786462}, abstract = {Despite a wide body of literature on the importance of program theory and the need to tackle complexity to improve international development programming, the use of program theory to underpin interventions aimed at facilitating change in complex systems remains a challenge for many program practitioners. The actor-based change framework offers a pragmatic approach to address these challenges, integrating concepts and frameworks drawn from complexity science and behavioral change literature to develop robust program theory for complex interventions. This article presents the conceptual framework for the approach and describes how it has been applied in practice on an evaluation of a security and justice program in Nepal. It concludes with a discussion of the strengths and weaknesses of the approach in practice and how it can be applied more widely to improve program theory for interventions in complex systems.}, language = {en}, number = {1}, urldate = {2021-05-06}, journal = {American Journal of Evaluation}, author = {Koleros, Andrew and Mulkerne, Sean and Oldenbeuving, Mark and Stein, Danielle}, month = mar, year = {2020}, pages = {34--53}, } @techreport{mercy_corps_adaptscan_2020, title = {{AdaptScan} - {Improving} your {Team}'s {Adaptive} {Management}}, url = {https://www.mercycorps.org/sites/default/files/2020-05/AdaptScan_Module.pdf}, urldate = {2020-10-15}, institution = {Mercy Corps}, author = {Mercy Corps}, year = {2020}, } @techreport{miehlbradt_pragmatic_2020, title = {A {Pragmatic} {Approach} to {Assessing} {System} {Change}: {How} to put it into practice}, url = {https://beamexchange.org/community/webinar/assessing-system-change/}, abstract = {Planning for and assessing system change is a strategic management issue. It is critical for everything from developing a strategy and designing interventions, to adapting strategy, improving implementation and reporting impact. But many programmes get stuck when it comes to assessing system change. The private sector development field has struggled to agree on an approach that programmes can implement and stakeholders can understand. However some mature programmes are starting to assess system change more effectively. Building on these emerging practices, this paper outlines a process that programmes can use to assess system changes regularly and practically. Two complementary papers: Overview and How to put it into practice The Overview summarises the approach and How to put it into practice provides more detailed implementation guidance, worked examples, and useful tips. The Overview explores how to: develop a system change strategy and intervention plans that lay the groundwork for system change assessment, including how to set system boundaries and how to identify the system changes a programme aims to catalyse assess system changes using both: - an intervention lens focused on changes introduced by specific interventions - a helicopter lens that provides a whole system view By analysing findings from both lenses, programmes can improve their strategy and report on their contribution to system change. How to put it into practice uses two case examples for illustration throughout the paper - PRISMA’s work in the maize system in East Java and Indonesia and S4J’s work in the Vocational Education and Training (VET) system in Albania. It targets practitioners responsible for facilitating and/or assessing system change. The paper explains how to: articulate the system changes that a programme aims to catalyse assess those changes use the results to inform decision making and reporting The approach described in the paper builds on the practices outlined in the DCED Results Measurement Standard. The guidance provided has been designed to be useful to programmes that aim to catalyse system changes whether or not they apply the DCED Standard.}, language = {en}, urldate = {2020-10-15}, institution = {DCED}, author = {Miehlbradt, Alexandra and Shah, Rachel and Posthumus, Hans and Kessler, Adam}, year = {2020}, pages = {91}, } @techreport{poirrier_measuring_2020, address = {Washington DC}, title = {Measuring {Governance}, {Advocacy} and {Power}: {A} {Database} of {Existing} {Indicators}, {Tools} and {Indices}}, shorttitle = {Measuring {Governance}, {Advocacy} and {Power}}, url = {https://r4d.org/resources/measuring-governance-advocacy-and-power/}, abstract = {Measuring Governance, Advocacy, and Power is an excel sheet that brings together existing indicators, tools, and indices that may be useful to practitioners responsible for the measurement of outcomes in the field of governance, advocacy, and power in an easily accessible and filterable format.}, language = {English}, urldate = {2021-03-30}, institution = {R4D}, author = {Poirrier, Caroline and Tolmie, Courtney}, year = {2020}, } @article{punton_keeping_2020, title = {Keeping it {Real}: {Using} {Mechanisms} to {Promote} {Use} in the {Realist} {Evaluation} of the {Building} {Capacity} to {Use} {Research} {Evidence} {Program}}, volume = {2020}, issn = {1534-875X}, shorttitle = {Keeping it {Real}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20427}, doi = {10.1002/ev.20427}, abstract = {This chapter explores the use of mechanisms within the realist evaluation of the Building Capacity to Use Research Evidence (BCURE) program, a £15.7 million initiative aiming to improve the use of evidence in decision-making in low and middle-income countries. The evaluation was commissioned to establish not just whether BCURE worked but also how and why capacity building can contribute to increased use of evidence in policymaking in the very different contexts in which the program operated. This chapter argues that using mechanisms helped provide nuanced and robust insights into these questions, while also strengthening the usefulness and policy relevance of the evaluation. Drawing primarily on qualitative data, including interviews with more than 500 stakeholders over 3 years, the evaluation explored the mechanisms that promote capacities to use evidence in decision-making, through developing and testing realist context-intervention-mechanism-outcome configurations (CIMOs). Uncovering the value of mechanisms for policy and program learning was not easy, and the chapter sets out some of the thorny challenges faced and how the BCURE evaluation navigated these. Ultimately, the use of mechanisms in the BCURE evaluation helped to generate practical and nuanced insights that fed directly into the design of a £17 million follow-up program. The seven mechanisms uncovered are continuing to inform our own and others’ work on institutional capacity change in a wide range of fields.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Punton, Melanie and Vogel, Isabel}, year = {2020}, pages = {87--100}, } @article{raimondo_getting_2020, title = {Getting {Practical} {With} {Causal} {Mechanisms}: {The} application of {Process}-{Tracing} {Under} {Real}-{World} {Evaluation} {Constraints}}, volume = {2020}, issn = {1534-875X}, shorttitle = {Getting {Practical} {With} {Causal} {Mechanisms}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20430}, doi = {10.1002/ev.20430}, abstract = {Over the past decade, the field of development evaluation has seen a renewed interest in methodological approaches that can answer compelling causal questions about what works, for whom, and why. Development evaluators have notably started to experiment with Bayesian Process Tracing to unpack, test, and enhance their comprehension of causal mechanisms triggered by development interventions. This chapter conveys one such experience of applying Bayesian Process Tracing to the study of citizen engagement interventions within a conditional cash transfer program under real-world evaluation conditions. The chapter builds on this experience to discuss the benefits, challenges, and potential for the applicability of this approach under real-world evaluation conditions of time, money, and political constraints.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Raimondo, Estelle}, year = {2020}, pages = {45--58}, } @misc{root_change_pando_2020, title = {Pando}, url = {https://mypando.org/index}, abstract = {Pando is a platform that gives organizations a way to visualize, learn from, and engage with the social systems in which they work. We have designed Pando to help users build trust, strengthen relationships, and work together to achieve greater social impact. Grounded in social network analysis, Pando allows users to collect and visualize organizations and their relationships in real-time on simple and easy-to-use relationship maps. Relationship maps are managed by map administrators. These are actors interested in learning about a particular system and making the tool available to those working in the system. Pando is integrated with Keystone Accountability’s Feedback Commons, an online tool that allows map administrators to collect and analyze qualitative feedback about levels of trust and relationship quality among map participants. Key features of Pando include relationship mapping, feedback surveys, and dashboards.}, urldate = {2020-10-15}, journal = {Root Change}, author = {Root Change}, year = {2020}, } @book{vaessen_evaluation_2020, title = {Evaluation of {International} {Development} {Interventions}: {An} {Overview} of {Approaches} and {Methods}}, shorttitle = {Evaluation of {International} {Development} {Interventions}}, url = {http://elibrary.worldbank.org/doi/book/10.1596/34962}, abstract = {This guide provides an introductory overview of a range of methods that have been selected for their actual and potential use in the field of international development evaluation. For each method, a detailed guidance note presents the method’s main features and procedural steps, key advantages and disadvantages, as well as its applica­bility. Each guidance note includes references for relevant background readings (basic and advanced) as well as references to other additional resources of interest. Both the choice of approaches and methods and the associated guidance are by no means definitive. IEG plans to periodically update the guide as evaluation prac­tices evolve.}, language = {en}, urldate = {2021-08-05}, publisher = {World Bank}, author = {Vaessen, Jos and Lemire, Sebastian and Befani, Barbara}, month = nov, year = {2020}, doi = {10.1596/34962}, } @misc{intrac_me_2019, title = {The {M}\&{E} ({Monitoring} \& {Evaluation}) {Universe}}, url = {https://www.intrac.org/projects/the-me-universe/}, abstract = {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. To begin exploring the Universe right away, use the button below. To find out more, read on.}, language = {en}, urldate = {2022-01-28}, journal = {INTRAC}, author = {INTRAC}, month = sep, year = {2019}, } @techreport{anderson_lac_2019, type = {Text}, title = {{LAC} {MEL} {Specialists} {Use} {Peer} {Network} to {Improve} {Quality} and {Use} of {Evidence}}, url = {https://usaidlearninglab.org/library/lac-mel-specialists-use-peer-network-improve-quality-and-use-evidence}, abstract = {Based on consultations and stocktakings with LAC Missions, the LAC Bureau identified Mission Monitoring, Evaluation and Learning (MEL) Specialists as influential decision makers regarding data and evidence use. The LAC Bureau aims to improve the quality and use of evidence for decision making, and ultimately to improve development outcomes.}, language = {en}, urldate = {2020-02-14}, institution = {USAID}, author = {Anderson, Todd M and Prevatt, Amy}, month = aug, year = {2019}, } @techreport{janoch_failing_2019, type = {Text}, title = {Failing {Forward}: {How} {CARE} is {Focusing} on {What} {Goes} {Wrong} to {Improve} {Impact}}, shorttitle = {Failing {Forward}}, url = {https://usaidlearninglab.org/library/failing-forward-how-care-focusing-what-goes-wrong-improve-impact}, abstract = {CARE's Failing Forward initiative is sparking opportunities to showcase the ideas that don't work so we can spend more time implementing the ones that do. It's changing the conversation inside the organization, and leading to changes in the way we design and implement programs.}, language = {en}, urldate = {2020-02-14}, institution = {CARE}, author = {Janoch, Emily}, month = aug, year = {2019}, } @article{banuri_biased_2019, title = {Biased {Policy} {Professionals}}, volume = {33}, issn = {0258-6770}, url = {https://academic.oup.com/wber/article/33/2/310/5530388}, doi = {10.1093/wber/lhy033}, abstract = {Although the decisions of policy professionals are often more consequential than those of individuals in their private capacity, there is a dearth of studies on the biases of policy professionals: those who prepare and implement policy on behalf of elected politicians. Experiments conducted on a novel subject pool of development policy professionals (public servants of the World Bank and the Department for International Development in the UK) show that policy professionals are indeed subject to decision-making traps, including the effects of framing outcomes as losses or gains, and, most strikingly, confirmation bias driven by ideological predisposition, despite having an explicit mission to promote evidence-informed and impartial decision making. These findings should worry policy professionals and their principals in governments and large organizations, as well as citizens themselves. A further experiment, in which policy professionals engage in discussion, shows that deliberation may be able to mitigate the effects of some of these biases.}, language = {en}, number = {2}, urldate = {2019-08-12}, journal = {The World Bank Economic Review}, author = {Banuri, Sheheryar and Dercon, Stefan and Gauri, Varun}, month = jun, year = {2019}, keywords = {bias}, pages = {310--327}, } @techreport{whittle_guide_2019, title = {A {Guide} to {Digital} {Feedback} {Loops}. {An} approach to strengthening program outcomes through data for decision making}, url = {https://www.usaid.gov/sites/default/files/documents/15396/A_Guide_to_Digital_Feedback_Loops.pdf}, abstract = {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 civil society capacity. USAID missions and their partners have used digital feedback loops to improve HIV treatment targeting in Zimbabwe, engage three million young people in Nigeria in policy, and reduce field reporting times from one month to one day. Digital feedback loops provide access to information faster and more cheaply than ever before. As part of an adaptive management approach, digital feedback loops increase our ability to act on opportunities and respond to challenges. That in turn can improve outcomes and reduce the risk of waste and failure. This guide outlines the case for integrating digital feedback loops into your work, and provides tools, resources and guiding questions to support you as you get started. The guide includes examples of how USAID missions are using digital feedback loops to improve their programs in various sectors and provides worksheets to help you apply digital feedback loops to your own context.}, urldate = {2019-05-31}, institution = {USAID}, author = {Whittle, Dennis and Campbell, Megan}, month = may, year = {2019}, } @article{whynot_how_2019, title = {How {We} {Model} {Matters}: {A} {Manifesto} for the {Next} {Generation} of {Program} {Theorizing}}, volume = {33}, issn = {1496-7308, 0834-1516}, shorttitle = {How {We} {Model} {Matters}}, url = {https://journalhosting.ucalgary.ca/index.php/cjpe/article/view/53070}, doi = {10.3138/cjpe.53070}, abstract = {In this concluding article, grounded on the exemplary contributions contained in the preceding pages, the guest editors scale the proverbial soapbox and present a manifesto to guide the pursuit and advancement of the next generation of program theorizing. Formulating ten declarations for program theory development and examination, the modest hope of the authors is to motivate and inspire reflective evaluation practitioners to broaden their views, approaches, and techniques for future program theorizing.}, language = {en}, number = {3}, urldate = {2019-08-12}, journal = {Canadian Journal of Program Evaluation}, author = {Whynot, Jane and Lemire, Sebastian and Montague, Steve}, month = mar, year = {2019}, } @techreport{arora_bringing_2019, address = {Oxford}, title = {Bringing adaptive management to life: {Insights} from practice}, url = {http://www.acclimatise.uk.com/2019/03/26/bringing-adaptive-management-to-life-insights-from-practice/}, language = {en}, urldate = {2019-05-15}, institution = {Oxford Policy Management}, author = {Arora, Anmol and Gogoi, Elizabeth and Joy, Divya and Kumar, Pankaj and Luthra, Rajni and Pal, Uma and Pervaiz, Arif}, month = mar, year = {2019}, } @misc{koleros_thinking_2019, title = {Thinking and {Working} {Politically} in {Economic} {Development} {Programmes} – {Some} {Sprints} and {Stumbles} from a {DFID} {Programme} in {Kyrgyzstan}}, url = {https://oxfamblogs.org/fp2p/thinking-and-working-politically-in-economic-development-programmes-some-sprints-and-stumbles-from-a-dfid-programme-in-kyrgyzstan/}, abstract = {A DFID programme in Kyrgyzstan offers useful insights into how the Thinking and Working Politically approach can escape from its governance ghetto}, language = {en-GB}, urldate = {2019-02-06}, journal = {From Poverty to Power}, author = {Koleros, Andrew and Rinnert, David}, month = feb, year = {2019}, keywords = {Case Study}, } @techreport{ernstorfer_peacebuilding_2019, address = {New York}, title = {Peacebuilding design, monitoring, and evaluation: {A} {Training} {Package} for participants and trainers at intermediate to advanced levels}, url = {https://www.cdacollaborative.org/wp-content/uploads/2019/02/PB-DME-Training-Package-final.pdf}, abstract = {This training package includes 7 Training Modules and a set of Annexes (Annexes A-O). The Training Modules build on each other and should ideally be used in a sequenced way in a training setting. However, for groups with specific training needs around particular areas, modules can also be used individually, but need to be tailored by the trainers and facilitators to meet the needs of specific audiences. The annexes provide worksheets and hand-outs that can be used as resources during the training for specific modules and exercises.}, urldate = {2022-06-17}, institution = {Carnegie Corporation}, author = {Ernstorfer, Anita and Barnard-Webster, Kiely}, month = feb, year = {2019}, } @misc{davies_evalc3_2019, title = {{EvalC3}}, url = {https://evalc3.net/}, abstract = {Tools for developing, exploring and evaluating predictive models of expected outcomes}, urldate = {2017-05-25}, author = {Davies, Rick}, year = {2019}, } @techreport{khan_monitoring_2019, title = {Monitoring and {Result} {Measurement} for {Adaptive} {Programming} - {How} to {Use} {Data} to {Manage} a {MSD} {Program}: {Lessons} from {PRISMA}}, url = {https://aip-prisma.or.id/data/public/uploaded_file/05_Monitoring%20and%20Result%20Measurement%20for%20Adaptive%20Programming%20-%20How%20to%20Use%20Data%20to%20Manage%20a%20MSD%20Program%20-%20Lessons%20from%20PRISMA.pdf}, abstract = {Using monitoring data to improve interventions is harder than it seems. Decision-makers are often busy implementing activities, unclear about their roles in data collection and analysis, and uncertain what data matters most or when. PRISMA, an AUD77 million agricultural Market Systems Development (MSD) programme funded by DFAT Australia, has encountered these challenges. With the programme completing its first five year phase, this case study shares ten key lessons divided into three sections: shaping the culture, developing systems, and top management decisions. These lessons aim to help program, sector and intervention managers make better use of monitoring data to improve interventions.}, urldate = {2020-02-14}, institution = {PRISMA}, author = {Khan, Khaled and Seely, Kevin and Ridwan, Mustika and Mulya, Bodhiya}, year = {2019}, } @misc{matter_of_focus_supporting_2019, title = {Supporting users with the {OutNav} approash}, url = {https://www.outnav.net/view-live-report/g/nlzyexVgPgXqtvgKvfBf2wJvIjw5syiM#findings-pathway-406-stone-4583}, abstract = {This report has been generated in OutNav, using the theory-based approach to evaluation pioneered by Matter of Focus. Example of a report from the tool, explaining OutNav approach}, language = {en}, urldate = {2021-02-18}, author = {Matter of Focus}, year = {2019}, } @techreport{path_rapid_2019, title = {The {Rapid} {Evaluation}, {Action}, and {Learning} ({REAL}) {Approach}: {A} toolkit to measure and refine changes and interventions in health campaigns}, url = {https://media.path.org/documents/RapidTestingProtocol_Toolkit02.pdf}, abstract = {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 root causes of campaign bottlenecks and then designing, testing, and refining solutions to optimize potential impact. These toolkits respond to a growing need for “fit-for-purpose” rapid-testing, adaptive learning approaches to evaluation and the need for a culture shift toward iterative adaptation and improvement that integrates measurement and evidence-informed decision-making into daily practice. The comprehensive package of toolkits, in addition to the individual Root Cause Analysis toolkit and Rapid Evaluation, Action, and Learning toolkit are available below.}, urldate = {2023-11-15}, institution = {PATH}, author = {PATH}, year = {2019}, } @misc{elhra_humanitarian_2018, title = {Humanitarian {Innovation} {Guide}}, url = {https://higuide.elrha.org/}, abstract = {The Humanitarian Innovation Guide is a growing online resource to help individuals and organisations define humanitarian problems and successfully develop innovative solutions. ABOUT THE GUIDE The humanitarian sector is investing in exciting innovations, but it is not yet producing a steady pipeline of well-designed solutions that effectively address problems, evidence their impact, and have the potential to be scaled. As stated in a recent independent evaluation of the Humanitarian Innovation Fund (Triple Line, 2017), a review of the innovation ecosystem in 2015 found significant gaps in resources for innovation, including a shortage of guidance on the skills needed to manage successful innovation projects. These findings were echoed in the research carried out to inform this resource. As part of a grant agreement with the European Commission to provide financial and technical support to emerging humanitarian innovations, and in line with our strategic aim to develop the sector’s skills and capabilities in humanitarian innovation, this resource aims to translate our own learning, along with learning from across the sector, into a practical, grounded guide for innovators working in humanitarian contexts. Building on our unique position in the sector, the Humanitarian Innovation Guide is designed to provide targeted support to individuals and organisations attempting to develop innovative solutions to the challenges facing humanitarian assistance, resulting in a more effective humanitarian response. The Guide is written with two audiences in mind: humanitarian practitioners who are seeking to develop a new approach to their work and want to apply an innovation lens to solving problems; and social entrepreneurs from outside the sector who have identified an opportunity to engage with the sector and need a humanitarian framework to contextualise their innovation plans. We also hope that it will be a useful resource for innovation managers who are tasked with supporting innovation in their agencies, labs or networks. As the first step-by-step guide to managing innovation in the humanitarian sector, we hope that its continued development will better enable individuals, organisations and the wider sector to: Plan the activities involved in an innovation process and systematise the management of innovation. Manage a successful innovation project and generate evidence for innovation. Ensure that innovations are developed in an ethical way, with full consideration of risks and responsibilities.}, language = {en-GB}, urldate = {2022-06-10}, author = {ELHRA}, month = jul, year = {2018}, } @techreport{desai_managing_2018, title = {Managing to {Adapt}: {Analysing} adaptive management for planning, monitoring, evaluation, and learning}, shorttitle = {Managing to {Adapt}}, url = {https://policy-practice.oxfam.org.uk/publications/managing-to-adapt-analysing-adaptive-management-for-planning-monitoring-evaluat-620446}, abstract = {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}, language = {English}, urldate = {2018-05-14}, institution = {Oxfam}, author = {Desai, Harsh and Maneo, Gabriele and Pellfolk, Erica and Schlingheider, Annika}, month = mar, year = {2018}, } @techreport{king_opms_2018, address = {Oxford}, title = {{OPM}’s approach to assessing {Value} for {Money}}, url = {http://www.opml.co.uk/publications/opm%E2%80%99s-approach-assessing-value-money}, abstract = {This document offers practical guidance for assessing value for money (VfM) in international development programmes. Since 2016, evaluation expert Julian King has been working with OPM to develop and deploy a robust approach to VfM assessment. The approach combines cutting-edge evaluation practice with concepts from economic evaluation to respond to donor requirements for accountability and good resource allocation, as well as to support reflection, learning, and adaptive management.}, language = {en}, urldate = {2018-03-16}, institution = {Oxford Policy Management}, author = {King, Julian and OPM}, month = feb, year = {2018}, } @techreport{gordijn_reflection_2018, address = {Wageningen}, title = {Reflection methods: {Tools} to make learning more meaningful}, shorttitle = {Reflection methods}, url = {https://research.wur.nl/en/publications/b03d4b46-36ad-4d89-a7cf-2669f0b43319}, abstract = {This handbook summarises methods that can be used to facilitate the process of reflection on the knowledge and experiences people acquire during a capacity development trajectory or training event. We believe that by explicitly integrating reflection in the learning process the learning will become clearer and better articulated and will contribute more strongly to meaningful change. Therefore we advise facilitators to deliberately include reflective learning sessions in their process design and implementation. This handbook can inspire you to do so and provides many methods which help to facilitate this.}, language = {en}, urldate = {2023-02-09}, institution = {Wageningen Centre for Development Innovation}, author = {Gordijn, Femke and Eernstman, Natalia and Helder, Jan and Brouwer, Herman}, month = jan, year = {2018}, doi = {10.18174/439461}, } @techreport{campbell_whats_2018, address = {London}, title = {What's missing? {Adding} context to the urban response toolbox}, url = {https://www.alnap.org/system/files/content/resource/files/main/Whats%20Missing_Adding%20context%20to%20the%20urban%20response%20toolbox_Digital.pdf}, urldate = {2019-03-06}, institution = {ALNAP/ODI}, author = {Campbell, Leah}, year = {2018}, } @techreport{obrecht_dynamic_2018, title = {Dynamic gridlock: {Adaptive} {Humanitarian} {Action} in the {Democratic} {Republic} of {Congo}}, url = {https://www.alnap.org/system/files/content/resource/files/main/alnap-2018-adaptiveness-DRC-case-study_1.pdf}, urldate = {2018-11-10}, institution = {ODI/ALNAP}, author = {Obrecht, Alice}, year = {2018}, pages = {51}, } @techreport{arntson_mission-based_2017, address = {Washington DC}, title = {Mission-{Based} {Monitoring}, {Evaluation} and {Learning} ({MEL}) {Platforms} {Assessment} {Report}}, url = {https://usaidlearninglab.org/library/mission-based-monitoring%2C-evaluation-and-learning-platforms-assessment-report}, abstract = {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.}, language = {en}, urldate = {2019-03-12}, institution = {USAID}, author = {Arntson, Laura and Giannoni, Tonya and Peek, Nancy and Saarlas, Kristin}, month = dec, year = {2017}, } @techreport{usaid_program_2017, address = {Washington D.C.}, title = {Program {Cycle} - {How}-{To} {Note}: {Strategy}-{Level} {Portfolio} {Review}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/how_to_note_portfolio_review_final_compliant_1_r.pdf}, urldate = {2019-02-25}, institution = {USAID PPL}, author = {USAID}, month = jul, year = {2017}, } @techreport{whaites_beginners_2017, address = {London}, title = {The {Beginner}’s {Guide} to {Political} {Economy} {Analysis} ({PEA})}, url = {https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/766478/The_Beginner_s_Guide_to_PEA.pdf}, abstract = {Over the last two decades aid agencies and academics have been on a journey of lesson learning and adaptation in relation to `politics.’ This journey has been driven by a determination to improve impact in all areas of development, but for some time it was particularly associated with work on public sector reform. Now, however, there is an increasing expectation that Political Economy Analysis (PEA) should be part and parcel of designing and implementing any programme or activity (and a brief history of the meandering journey of development actors on PEA can be found in The Policy Practice’s Briefing Paper 11 – see below). DFID in the UK is fairly typical among large development organisations in running an excellent course on political economy analysis, complete with 200 pages of resources and various online videos and case studies (and this type of course is recommended for those who want to take their exploration of PEA further). Even so, PEA is not just for those who have `done the course and bought the T-shirt,’ it is something that can be absorbed and implemented quickly by everybody. Indeed, the growth of interest in PEA is a reminder that this can look like a complex and daunting field and so this guide aims to offer an entry-point for all those who want to use PEA in their own work. In doing so, this guide borrows from the best materials that are available while also adapting some approaches by incorporating wider ideas on politics and institutions. This guide affirms that there should never be an official `orthodoxy’ for PEA and so the emphasis here is on questions, prompts and ideas to help thinking and practice. There is also an attempt to clarify jargon wherever needed, while recognising that The Policy Practice (TPP) and the Overseas Development Institute (ODI) have produced a more complete glossary of PEA terminology. The note will instead focus on `the essentials’ of PEA as they relate to the following questions:  Why do we do political economy analysis, and what is it?  What kinds of issues and ingredients are often included in a PEA?  How do we make sense of the different varieties of PEA?  What tools are out there to help us conduct a PEA?  What is thinking and working politically?}, urldate = {2021-01-04}, institution = {National School of Government International}, author = {Whaites, Alan}, month = jul, year = {2017}, } @techreport{sidel_amateur_2017, title = {Amateur hour: {CfC}'s 'surprising' success in addressing school congestion in the philippines}, url = {http://asiafoundation.org/publication/strategy-testing-an-innovative-approach-to-monitoring-highly-flexible-aid-programs/}, abstract = {The international development community has increasingly embraced the idea that finding durable solutions to complex development problems requires new ways of working that move beyond industry norms. This paper makes an important contribution to the current debate by outlining an innovative monitoring system called Strategy Testing (ST). This is the third paper in the Working Politically in Practice paper series, launched together with the Australian Department of Foreign Affairs and Trade.}, urldate = {2016-03-23}, institution = {Asia Foundation}, author = {Sidel, John T.}, month = may, year = {2017}, keywords = {IMPORTANT}, } @misc{bhatia_using_2017, title = {Using {PDIA} to {Put} {Data} {Into} {Action}}, url = {http://www.developmentgateway.org/blog/using-pdia-put-data-action}, abstract = {We recently wrote about how the data for development community needs to take a more context aware, demand-driven approach to data. Applying theories of change...}, urldate = {2017-06-03}, journal = {Development Gateway}, author = {Bhatia, Vinisha and Powell, Josh}, month = mar, year = {2017}, } @techreport{gilberds_one_2017, title = {One step to a thousand miles: building accountability in {Liberia}}, shorttitle = {One step to a thousand miles}, url = {http://www.makingallvoicescount.org/publication/one-step-thousand-miles-building-accountability-liberia}, abstract = {Lessons for enabling accountability and integrity in Liberia}, urldate = {2017-05-12}, institution = {Accountability Lab Liberia}, author = {Gilberds, Heather}, year = {2017}, } @techreport{jass_we_2017, address = {Washington DC}, title = {We {Rise} - {Movement} {Building} {Reimagined}}, url = {https://werise-toolkit.org/en}, abstract = {In our virtual toolkit, We Rise: Movement Building Reimagined, we describe in detail four interconnected cycles of movement building – Rising Up, Building Up, Standing Up, and Shaking Up. At the heart of these cycles lies an analysis of how to challenge and transform power. Each cycle features key ideas, relevant tools, and practical tips from our work and activists in our network that movement builders around the world can learn from and adapt in their own work.}, urldate = {2022-10-03}, institution = {Just Associates}, author = {JASS}, year = {2017}, } @techreport{aceron_going_2016, address = {Brighton}, title = {Going vertical: citizen-led reform campaigns in the {Philippines}}, copyright = {this work is distributed under the terms of the Creative Commons Attribution 4.0 International licence, which permits unrestricted use, distribution and reproduction in any medium, provided the original authors and source are credited. http://creativecommons.org/licenses/by/4.0/legalcode}, shorttitle = {Going vertical}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12718}, abstract = {The Philippines has a long history of state–society engagement to introduce reforms in government and politics. Forces from civil society and social movements have interfaced with reform-oriented leaders in government on a range of social accountability initiatives – to make governance more responsive, to introduce policy reforms, and to make government more accountable. Several theoretical propositions on which strategic approaches work best for social accountability initiatives have been put forward – including the idea of vertically integrated civil society monitoring and advocacy. This multi-authored research report uses vertical integration as a framework for examining seven successful civil society social accountability initiatives in the Philippines, looking at what made them successful, and how the gains they realised can be deepened and sustained.}, language = {en}, urldate = {2017-01-04}, institution = {IDS}, author = {Aceron, Joy and Isaac, Francis}, month = dec, year = {2016}, } @techreport{pegus_crowdsourcing_2016, address = {Brighton}, title = {Crowdsourcing citizen feedback on district development in {Ghana} using interactive voice response surveys}, url = {https://opendocs.ids.ac.uk/opendocs/bitstream/handle/123456789/12716/VOTOMobile_PracticePaper_Online.pdf}, institution = {IDS}, author = {Pegus, Ciana-Marie}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @misc{salehi_analysis_2016, title = {From analysis to action: operationalising learning and adaptation in {Savings} at the {Frontier}}, url = {http://www.opml.co.uk/projects/savings-frontier}, author = {Salehi, Yusef}, month = nov, year = {2016}, keywords = {IMPORTANT}, } @techreport{learning_lab_learn_2016, address = {Washington DC}, title = {{LEARN} {Monitoring}, {Evaluation}, {Research}, and {Learning} {Plan}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/public_learn_merl_plan_update_20160922.pdf}, abstract = {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:}, urldate = {2016-09-23}, institution = {USAID}, author = {Learning Lab}, month = nov, year = {2016}, } @techreport{denney_thinking_2016, address = {Birmingham}, title = {Thinking and {Working} politically to support developmental leadership and coalitions: {The} {Pacific} {Leadership} {Program}}, url = {http://publications.dlprog.org/Denney_McLaren.pdf}, number = {41}, urldate = {2018-09-24}, institution = {DLP Program}, author = {Denney, Lisa and McLaren, Rebecca}, month = oct, year = {2016}, } @misc{usaid_cla_2016, title = {{CLA} {Maturity} {Tool}: {Example} {Spectrum} {Cards}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/subcomponent_card_examples_11x17_20171212.pdf}, urldate = {2018-03-09}, author = {{USAID}}, month = oct, year = {2016}, } @techreport{usaid_collaborating_2016, title = {Collaborating, {Learning} and {Adapting} ({CLA}) - {Maturity} {Matrix} {Overview}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/cla_maturity_tool_overview_ll.pdf}, abstract = {Collaborating, Learning and Adapting (CLA) involves strategic collaboration, continuous learning, and adaptive management. CLA approaches to development include collaborating intentionally with stakeholders to share knowledge and reduce duplication of effort, learning systematically by drawing on evidence from a variety of sources and taking time to reflect on implementation, and applying learning by adapting intentionally. The purpose of the maturity matrix tool is to help USAID Missions think more deliberately about how to plan for and implement CLA approaches that fit the Mission’s context and needs. Through a set of easy-to-use cards, the CLA maturity matrix offers examples of what CLA looks like at different stages of maturity. USAID staff can use the decks of cards to both assess current practice and plan for the future. The maturity matrix consists of two decks of cards corresponding to the dimensions of CLA: ● CLA in the Program Cycle: By using the matrix cards to guide a conversation, teams can explore how well CLA is incorporated into the planning and implementation processes of the Program Cycle. ● Enabling Conditions: The cards encourage discussion of the conditions that can significantly influence how CLA and the Program Cycle are implemented at a Mission, including operating processes, organizational culture, and resourcing. Within these decks, the matrix covers 16 subcomponents of CLA. Each has one key concept card and five matrix cards that describe the component in practice, along a spectrum ranging from Not Yet Present to Institutionalized.}, urldate = {2018-03-09}, institution = {Policy, Planning and Learning}, author = {{USAID}}, month = oct, year = {2016}, pages = {3}, } @techreport{derbyshire_adaptive_2016, title = {Adaptive programming in practice: shared lessons from the {DFID}-funded {LASER} and {SAVI} programmes}, url = {http://savi-nigeria.org/wp-content/uploads/2016/08/Laser_Savi_Report-online-version-final-120816pdf.pdf}, abstract = {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).}, urldate = {2019-06-10}, institution = {DFID-LASER Programme}, author = {Derbyshire, Helen and Donovan, Elbereth}, month = aug, year = {2016}, keywords = {IMPORTANT, Practice}, } @inproceedings{aceron_getting_2016, title = {Getting strategic: vertically integrated approaches}, copyright = {http://creativecommons.org/licenses/by-nc-nd/4.0/}, shorttitle = {Getting strategic}, url = {http://opendocs.ids.ac.uk/opendocs/handle/123456789/11737}, abstract = {Holding power to account requires understanding where power lies and how it is exercised. It entails understanding how decisions are made, who makes them and what decision criteria are used to make them. Vertically integrated civil society action takes into account how power is exercised and how decisions are made in a given policy, programme or process.}, language = {en}, urldate = {2016-07-20}, publisher = {Institute of Development Studies}, author = {Aceron, Joy and Isaac, Francis}, month = jun, year = {2016}, } @misc{odi_methods_2016, title = {The {Methods} {Lab} evaluation toolkit}, url = {https://www.odi.org/publications/10378-methods-lab-evaluation-toolkit}, abstract = {The Methods Lab develops and tests flexible approaches to impact evaluation for interventions that are harder to evaluate because of their complexity. This toolkit brings together analysis, guidance and templates for anyone: planning an impact evaluation designing a monitoring and evaluation system working in a consortium or managing a portfolio of projects}, author = {{ODI}}, month = jun, year = {2016}, } @techreport{denney_reforming_2016, title = {Reforming solid waste management in {Phnom} {Penh}}, url = {http://asiafoundation.org/publication/reforming-solid-waste-management-phnom-penh}, abstract = {This paper tracks the efforts of an Asia Foundation team and local stakeholders as they worked to support improvements in the solid waste management sector in Phnom Penh, Cambodia. The team worked in a flexible way with a range of partners, and with particular focus on understanding the incentives and politics affecting service delivery. While reform of the sector remains in progress, steps have been taken to introduce more competition and better public sector management of solid waste collection in the city. This case study lays out the real-time decisions and processes which drove the strategy and implementation of this project, providing useful insights into how politically astute and flexible programs can be successfully implemented. This case has emerged from an action research process, which was led by a researcher from the Overseas Development Institute (ODI) and conducted over the course of almost two years. By capturing and analyzing the experiences of the program team in Phnom Penh, the paper intends to provide practical insights for others in the development community aiming to implement similar kinds of programming.}, number = {8}, urldate = {2016-03-23}, author = {Denney, Lisa}, month = may, year = {2016}, } @techreport{cole_reflections_2016, title = {Reflections on implementing politically informed, searching programs: lessons for aid practitioners and policy makers}, url = {http://asiafoundation.org/publication/reflections-implementing-politically-informed-searching-programs}, number = {5}, urldate = {2016-03-23}, author = {Cole, William and Ladner, Debra and Koenig, Mark and Tyrrel, Lavinia}, month = apr, year = {2016}, } @techreport{global_knowledge_initiative_overview_2016, title = {Overview for {Social} {Sector} {Leaders}: {Assessing} {Innovation} {Potential} for {Social} {Impact}}, url = {http://globalknowledgeinitiative.org/wp-content/uploads/2016/10/AIIP-Toolset-Overview-With-Tools_GKI-FINAL.pdf}, abstract = {We aim to provide decision makers with greater insight and confidence into the process of assessing innovation impact potential. Rather than considering the role innovation plays after an investment is made, or based on historic evaluations of how innovation has or has not delivered solutions to a problem, this approach is forward-looking. This customizable toolset assesses the future impact that innovation can deliver in a system to tackle particularly complex problems}, urldate = {2018-03-09}, author = {Global Knowledge Initiative}, month = apr, year = {2016}, pages = {30}, } @techreport{tyrrel_dealing_2016, title = {Dealing with uncertainty: {Reflections} on donor preferences for pre-planned project models}, url = {http://asiafoundation.org/publication/dealing-with-uncertainty}, number = {6}, urldate = {2016-03-23}, author = {Tyrrel, Lavinia and Cole, William}, month = apr, year = {2016}, keywords = {IMPORTANT}, } @techreport{denney_using_2016, type = {Toolkit}, title = {Using political economy analysis in conflict, security and justice programmes}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10362.pdf}, urldate = {2018-12-10}, institution = {ODI}, author = {Denney, Lisa}, month = mar, year = {2016}, pages = {20}, } @techreport{harris_leather_2016, title = {Leather sector reform in {Bangladesh}}, url = {http://asiafoundation.org/publication/leather-sector-reform-bangladesh/}, abstract = {This paper examines the Asia Foundation’s efforts to support change in Bangladesh’s leather sector. Working closely with local partners, the Asia Foundation team has specifically supported efforts to move tanneries out of a dangerously polluted location to a modern industrial park that will improve compliance with health and environmental protection standards, and potentially lead to growth in the sector. At the time of release, this critical relocation has already begun. This case study lays out the real-time decisions and processes which drove the strategy and implementation of this project, providing useful insights into how politically astute and flexible programs can be successfully implemented. This case has emerged from an action research process, which was led by a researcher from the Overseas Development Institute (ODI) and conducted over the course of almost two years. By capturing and analyzing the experiences of the program team in Bangladesh, the paper intends to provide practical insights for others in the development community aiming to implement similar kinds of programming. This is the seventh paper in the DFAT-TAF Partnership Working Politically in Practice Paper Series released under the Australian Government Department of Foreign Affairs and Trade (DFAT) and The Asia Foundation (TAF) Partnership.}, number = {7}, urldate = {2016-03-23}, author = {Harris, Dan}, month = mar, year = {2016}, } @techreport{derbyshire_moving_2016, title = {Moving {Targets}, {Widening} {Nets}: monitoring incremental and adaptive change in an {Empowerment} and {Accountability} programme. {The} experience of the {State} {Accountability} and {Voice} {Initiative} in {Nigeria}}, url = {http://savi-nigeria.org/resource/moving-targets-widening-nets-monitoring-incremental-adaptive-change-empowerment-accountability-programme/}, urldate = {2016-07-27}, institution = {DFID}, author = {Derbyshire, Helen and Barr, Julian and Fraser, Steve and Mwamba, Wilf}, month = feb, year = {2016}, keywords = {IMPORTANT, Practice}, } @techreport{laser_monday_2016, title = {Monday morning in {Kigali}: what do you do when you get off the plane? {Practical} guidance for {PDIA} practitioners}, url = {http://www.laserdev.org/media/1151/monday-morning-in-kigali-updated-january-2016.pdf}, abstract = {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}, urldate = {2016-09-07}, institution = {DFID-LASER Programme}, author = {LASER}, month = jan, year = {2016}, keywords = {IMPORTANT, Practice}, } @book{brouwer_msp_2016, address = {Wageningen}, title = {The {MSP} {Tool} {Guide}: {Sixty} tools to facilitate {Multi}-{Stakeholder} {Partnerships}}, isbn = {978-1-85339-965-7 978-1-78044-669-1}, shorttitle = {The {MSP} {Guide}}, url = {https://www.developmentbookshelf.com/doi/book/10.3362/9781780446691}, abstract = {What is ‘The MSP Tool Guide’ all about? This compilation of 60 tools is an companion to The MSP Guide, the Wageningen University \& Research CDI resource on how to design and facilitate effective multi-stakeholder partnerships. At the request of many readers we have compiled them into one document to enable easy storing and sharing. These tools are available in summarized version in the MSP Guide in Chapter 6. The detailed versions on how to use the tool, and when to use it, are available on the portal www.mspguide.org/tools-and-methods. The content of this portal is compiled in this Tool Guide.}, language = {en}, urldate = {2023-02-09}, publisher = {CDI, Wageningen University and Research}, author = {Brouwer, Herman and Brouwers, Jan}, month = jan, year = {2016}, doi = {10.3362/9781780446691}, } @book{brouwer_msp_2016, title = {The {MSP} {Guide}: {How} to {Design} and {Facilitate} {Multi}-{Stakeholder} {Partnerships}}, isbn = {978-1-85339-965-7 978-1-78044-669-1}, shorttitle = {The {MSP} {Guide}}, url = {https://www.developmentbookshelf.com/doi/book/10.3362/9781780446691}, abstract = {In recent years, multi-stakeholder partnerships (MSPs) have become popular for tackling the complex challenges of sustainable development. This guide provides a practical framework for the design and facilitation of these collaborative processes that work across the boundaries of business, government, civil society and science. The guide links the underlying rationale for multistakeholder partnerships, with a clear four phase process model, a set of seven core principles, key ideas for facilitation and 60 participatory tools for analysis, planning and decision making. The guide has been written for those directly involved in MSPs – as a stakeholder, leader, facilitator or funder – to provide both the conceptual foundations and practical tools that underpin successful partnerships. What’s inside draws on the direct experience of staff from the Wageningen Centre of Development Innovation (WCDI), at Wageningen University \& Research, in supporting MSP processes in many countries around the world. The guide also compiles the ideas and materials behind WCDI’s annual three week international course on facilitating MSPs and social learning. This work has been inspired by the motivation and passion that comes when people dare to “walk in each other’s shoes” to find new paths toward shared ambitions for the future.}, language = {en}, urldate = {2023-02-09}, publisher = {Practical Action Publishing}, author = {Brouwer, Herman and Woodhill, Jim and Hemmati, Minu and Verhoosel, Karèn and van Vugt, Simone}, month = jan, year = {2016}, doi = {10.3362/9781780446691}, } @misc{mercy_corps_adaptive_2016, title = {Adaptive {Management} {Self}-assessment tool}, url = {https://www.mercycorps.org/sites/default/files/2020-05/ADAPT_Self_Assessment.pdf}, abstract = {The Adaptive Management self-assessment tool has been designed to help teams assess the extent to which they have a supportive environment for adaptive management within their country program. The self-assessment tool helps you think about five different areas that have been identified as important for supporting adaptive management: 1. Culture \& leadership 2. Dynamic teams 3. Appropriate analysis 4. Responsive implementation \& operations 5. Enabling environment (for example donor funding and relationships)}, publisher = {Mercy Corps}, author = {mercy Corps}, year = {2016}, } @techreport{savi_state_2016, address = {London}, title = {State {Accountability} and {Voice} {Initiative} ({SAVI}) - {Approach} {Paper} {Series}}, url = {http://savi-nigeria.org/approach/}, abstract = {We are piloting a new approach to identifying and supporting our partners.  This breaks with convention in many ways in order to improve impact. Our approach is summarized in the Introduction to SAVI’s way of working. We have broken our approach down into key components – depicted in the form of our ‘knowledge tree’ –...}, urldate = {2017-02-14}, institution = {DFID}, author = {SAVI}, year = {2016}, keywords = {IMPORTANT}, } @techreport{van_es_theory_2015, title = {Theory of {Change} {Thinking} in {Practice}}, copyright = {Creative Commons 3.0}, url = {https://www.hivos.org/theory-change-thinking-practice}, abstract = {Want to know better how your interventions can contribute to change? A Theory of Change (ToC) approach helps in deepening your understanding - and that of your partners - of how you collectively think change happens and what the effect will be of your intervention. Not only does it show what political, social, economic, and/or cultural factors are in play, it also clarifies your assumptions. Once a ToC has been developed, it can be used to continually reflect on it in ways that allow for adaptation and checking of assumptions of your intervention. This user friendly guideline helps you to use a Theory of Change approach. Theories of change are the ideas and beliefs people have – consciously or not – about why and how the world and people change. How people perceive and understand change and the world around them is infused by their underlying beliefs about life, human nature and society. They are deep drivers of people’s behaviour and of the choices they make. Social change processes are complex and characterised by non-linear feedback loops: our own actions interact with those of others and a myriad of influencing factors. This triggers reactions that cannot be foreseen and makes outcomes of change interventions unpredictable. Given these uncertainties, how can we plan strategically and sensibly? How can social change initiatives move forward in emerging change processes in a flexible way, while remaining focused on the goal? In this context of complexity, Hivos has found a theory of change (ToC) approach useful in guiding its strategic thinking and action, as well as its collaborative efforts with others. As it fosters critical questioning of all aspects of change interventions and supports adaptive planning and management in response to diverse and quickly changing contexts. It contributes to the quality and transparency of strategic thinking, and therefore to personal, organisational and social learning. This guide builds on the experiences of Hivos working with a ToC approach. It is a practical guide for Hivos staff in applying a Theory of Change approach, but is also very useful for others working on social change such as social entrepreneurs and innovators. This guide builds on the work of a ToC Learning Group initiated by Hivos and comprising of staff of the Centre for Development Innovation (CDI) of Wageningen University and Research Centre and of experts Iñigo Retolaza Eguren, Isabel Vogel and Irene Guijt. For current thinking and work on the use of Theory of Change thinking in complex change processes, see http://www.theoryofchange.nl}, language = {English}, urldate = {2016-04-20}, author = {van Es, Marjan and Guijt, Irene and Vogel, Isabel}, month = nov, year = {2015}, } @techreport{reboot_design_implementing_2015, title = {Implementing {Innovation}: {A} {User}'s {Manual} for {Open} {Government} {Programs}}, shorttitle = {Introducing “{Implementing} {Innovation}}, url = {http://reboot.org/2015/10/27/introducing-implementing-innovation-users-manual-open-government-programs/}, abstract = {This guide draws from our experience around the world helping government reformers achieve real change. It is a practical resource for anyone working to implement an open government initiative.}, urldate = {2016-03-23}, author = {Reboot Design}, month = oct, year = {2015}, } @book{stroh_systems_2015, address = {White River Junction}, title = {Systems {Thinking} {For} {Social} {Change}: {A} {Practical} {Guide} to {Solving} {Complex} {Problems}, {Avoiding} {Unintended} {Consequences}, and {Achieving} {Lasting} {Results}}, isbn = {978-1-60358-580-4}, shorttitle = {Systems {Thinking} {For} {Social} {Change}}, abstract = {Donors, leaders of nonprofits, and public policy makers usually have the best of intentions to serve society and improve social conditions. But often their solutions fall far short of what they want to accomplish and what is truly needed. Moreover, the answers they propose and fund often produce the opposite of what they want over time. We end up with temporary shelters that increase homelessness, drug busts that increase drug-related crime, or food aid that increases starvation. How do these unintended consequences come about and how can we avoid them? By applying conventional thinking to complex social problems, we often perpetuate the very problems we try so hard to solve, but it is possible to think differently, and get different results. Systems Thinking for Social Change enables readers to contribute more effectively to society by helping them understand what systems thinking is and why it is so important in their work. It also gives concrete guidance on how to incorporate systems thinking in problem solving, decision making, and strategic planning without becoming a technical expert. Systems thinking leader David Stroh walks readers through techniques he has used to help people improve their efforts to end homelessness, improve public health, strengthen education, design a system for early childhood development, protect child welfare, develop rural economies, facilitate the reentry of formerly incarcerated people into society, resolve identity-based conflicts, and more.  The result is a highly readable, effective guide to understanding systems and using that knowledge to get the results you want.}, language = {English}, publisher = {Chelsea Green Publishing}, author = {Stroh, David Peter}, month = oct, year = {2015}, } @techreport{mercy_corps_adaptive_2015, address = {Edinburgh}, title = {Adaptive {Management} {Tools}: {Concept} {Notes} {System}}, shorttitle = {Adaptive {Management} {Tools}}, url = {https://www.mercycorps.org.uk/research-resources/adaptive-management-tools-concept-notes-system}, abstract = {Mercy Corps finds adaptive management is supported by four different but interconnected elements: Culture, People \& Skills, Tools \& Systems, and Enabling Environment. These elements are discussed in the context of one of Mercy Corps’ complex programmes in pastoral Ethiopia.}, urldate = {2016-11-14}, institution = {Mercy Corps}, author = {Mercy Corps}, month = sep, year = {2015}, } @techreport{ladner_strategy_2015, title = {Strategy {Testing}: {An} innovative approach to monitoring highly flexible aid programs}, url = {http://asiafoundation.org/publication/strategy-testing-an-innovative-approach-to-monitoring-highly-flexible-aid-programs/}, abstract = {The international development community has increasingly embraced the idea that finding durable solutions to complex development problems requires new ways of working that move beyond industry norms. This paper makes an important contribution to the current debate by outlining an innovative monitoring system called Strategy Testing (ST). This is the third paper in the Working Politically in Practice paper series, launched together with the Australian Department of Foreign Affairs and Trade.}, number = {3}, urldate = {2019-05-16}, institution = {The Asia Foundation}, author = {Ladner, Debra}, month = sep, year = {2015}, } @phdthesis{honig_navigating_2015, type = {Doctoral dissertation}, title = {Navigating by {Judgment}: {Organizational} {Structure}, {Autonomy}, and {Country} {Context} in {Delivering} {Foreign} {Aid}}, copyright = {open}, shorttitle = {Navigating by {Judgment}}, url = {https://dash.harvard.edu/handle/1/17467366}, abstract = {This dissertation examines when initiatives by International Development Organizations (IDOs) are more, and less, successful. The core argument is that allowing field-level agents to drive initiatives – what I call organizational Navigation by Judgment – will often be the most effective way to deliver aid. This inverts what a classical application of the principal agent model – the workhorse of studies of public management and bureaucracy – would predict, with better performance resulting from less control. In the delivery of foreign aid the costs of monitoring to the principal are often overshadowed by the deleterious effects of the monitoring itself. The core of the argument is that development implementation requires soft information, tacit knowledge, and flexibility that are crowded out by tight controls or an organizational navigation strategy focused on short term measurement and targets. As a result there are increasing returns to Navigation by Judgment in environments that are uncertain or difficult to understand from the outside and tasks where outputs are difficult to observe and/or poorly correlated with long term intervention goals. Insecure political authorizing environments which constrain the autonomy of IDOs prevent these organizations from Navigating by Judgment in situations where this is the best strategy. Empirically, this dissertation examines a cross-IDO dataset of projects (including over 14,000 projects over 50 years over 9 organizations), which I have assembled. It also examines eight cases of development interventions in Liberia and South Africa. These cases are matched pairs comparing the performance and navigation strategies of the US Agency for International Development (a low autonomy IDO) and the UK’s Department for International Development (a higher autonomy IDO) in capacity building and health sector interventions.}, language = {en}, urldate = {2018-02-12}, school = {Harvard University, Graduate School of Arts \& Sciences}, author = {Honig, Daniel}, month = may, year = {2015}, keywords = {IMPORTANT}, } @techreport{bain_institutional_2015, address = {Washington DC}, title = {Institutional {Change}, {Political} {Economy}, and {State} {Capabilities} : {Learning} from {Edo} {State}, {Nigeria}}, url = {https://openknowledge.worldbank.org/handle/10986/22379}, abstract = {This paper is one of a series aimed at deepening the World Bank’s capacity to follow through on commitments made in response to the World Development Report (WDR) 2011, which gave renewed prominence to the nexus between conflict, security, and development. Nigeria is a remarkable illustration of how deeply intractable the cycle of poverty, conflict, and fragility can become when tied to the ferocious battles associated with the political economy of oil. This paper places the corpus of analytic and programmatic work concerning institutional reform in conversation with a now substantial body of work on resource politics and most especially, the debate over the politico-institutional character (sometimes called political settlements or pacting arrangements associated with the order of power) and reform landscape of the petro-state. Recent institution reform policy writing appears to have little to say about the political and economic conditions in which crises and institutional disjunctures may authorize, and thereby enable, agents to embark on institutional reforms. The authors focus on Edo state for two reasons. First, it does not on its face appear to be an obvious location in which to explore a reform experience, given its entanglement in the Niger Delta conflict and the maladies typically associated with state fragility. Second, Edo is of interest also because of the changes that its experience is contributing to the World Bank country team’s effort to engage operationally across all its instruments with the political economy of institutional reform in Nigeria, its largest client country in Africa.}, urldate = {2018-01-17}, institution = {World Bank}, author = {Bain, Katherine and Porter, Doug and Watts, Michael}, year = {2015}, } @techreport{savi_introduction_2015, address = {London}, title = {Introduction to {SAVI}'s way of working - {State} {Accountability} and {Voice} {Initiative} ({SAVI})}, url = {http://savi-nigeria.org/introduction-to-savis-way-of-working/}, abstract = {We are piloting a new approach to identifying and supporting our partners.  This breaks with convention in many ways in order to improve impact.  SAVI Approach Papers summarise key aspects of SAVI’s way of working. They explain what we do, and why – and link to relevant tools and frameworks. Our approach is summarized in...}, urldate = {2016-07-27}, institution = {DFID}, author = {SAVI}, year = {2015}, keywords = {Practice}, } @techreport{the_springfield_centre_operational_2015, title = {The {Operational} {Guide} - for the making markets work for the poor ({M4P}) approach ({Second} {Edition})}, url = {https://beamexchange.org/resources/167/}, abstract = {In 2008, SDC and DFID published three documents aimed at improving the understanding and use of the Making Markets Work for the Poor (M4P) approach: the M4P Synthesis, M4P Perspectives and M4P Operational Guide. Since then the field has grown, diversified and, importantly, learned much more. A second edition was commissioned to capture that learning, maintain the momentum and realise the ambition that development can still 'do better'. The second edition provides an accessible resource to help practitioners put the market systems development approach into practice. It explains the key principles and frameworks which guide effective intervention in – and development of – market systems. It addresses common challenges with examples of good practice based on practitioner experience. Who is it for? The Operational Guide is for people whose job entails trying to make market systems work better for poor women and men. These people include: Individuals currently involved in funding or implementing the approach. Development agencies wishing to incorporate market systems thinking and practice in their work. National stakeholders that wish to play a more strategic and catalytic role within market systems. What is new? Application, application, application! Whilst the key principles and frameworks will be familiar, the advice on their operational application – from start to finish – has been significantly bolstered Enhanced guidance on facilitation. Greater emphasis on what constitutes good facilitation practice, building on a wealth of practitioner experience More real-life examples. The Operational Guide is laced with examples from programmes past and present, working in a diverse array of systems Peer learning focus. Direct insights from practitioners, highlighting 'bumps in the road' and how to avoid them. The Guide aims to provide an accessible operational resource to help practitioners put the market systems development approach into practice. It explains the key principles and frameworks which guide the process of effective intervention in – and development of – market systems, addressing common challenges with examples of good practice based on practitioner experience. HOW SHOULD IT BE USED? The Guide explores, sequentially, the key elements of the implementation process: strategy, diagnosis, vision, intervention, measurement and management. It is not intended to be read from cover to cover; readers can go directly to the chapter most relevant to their needs without having read preceding chapters. However each chapter does build upon the preceding one and may refer to other chapters. THE GUIDE IS STRUCTURED AS FOLLOWS: INTRODUCTION Overview of the objectives, structure and format of the Guide CONTEXT A reminder of what market systems development means 1. STRATEGY Core principles and framework for setting programme strategy 2. DIAGNOSIS Core principles and framework for diagnosing system constraints 3. VISION Core principles and frameworks for defining and planning intervention 4. INTERVENTION Core principles and framework to guide effective intervention 5. MEASUREMENT Core principles and framework for measuring results 6. MANAGEMENT Key considerations in managing market systems development programmes GLOSSARY Definition of key terms used in market systems development}, language = {en}, urldate = {2021-01-15}, institution = {SDC \& DFID}, author = {The Springfield Centre}, year = {2015}, } @techreport{faustino_development_2014, title = {Development entrepreneurship: how donors and leaders can foster institutional change}, shorttitle = {Development entrepreneurship}, url = {http://www.odi.org/publications/9118-development-entrepreneurship}, abstract = {Various communities of practice have been established recently to advance the general idea of thinking and working politically in development agencies. This paper makes a contribution by describing the practice of what has been called development entrepreneurship and explaining some of the ideas from outside the field of development that have inspired it.}, number = {2}, urldate = {2016-03-23}, institution = {The Asia Foundation}, author = {Faustino, Jaime and Booth, David}, month = dec, year = {2014}, } @techreport{allana_navigating_2014, address = {Portland}, title = {Navigating complexity: {Adaptive} management in the {Northern} {Karamoja} {Growth}, {Health} \& {Governance} program}, shorttitle = {Navigating complexity}, url = {https://www.mercycorps.org/research-resources/navigating-complexity-adaptive-management-northern-karamoja-growth-health}, abstract = {Development actors increasing agree that managing programs adaptively – especially complex interventions – can improve their effectiveness. But what does adaptive management look like in practice?}, urldate = {2017-04-18}, institution = {MercyCorps}, author = {Allana, Amir}, month = oct, year = {2014}, keywords = {IMPORTANT, Practice}, } @article{allana_navigating_2014, title = {Navigating complexity: adaptive management and organizational learning in a development project in {Northern} {Uganda}}, volume = {10}, url = {https://www.km4djournal.org/index.php/km4dj/article/view/204}, abstract = {Adaptive management is a management paradigm for intervening in complex, unpredictable systems where continual learning and adaptation is vital for success. This management approach requires a fundamentally different set of tools, processes, and most importantly, staff behaviors and organizational culture than ‘traditional’ management. A facilitative approach to development, where the goal is creating systemic change that spreads in networks of local businesses, government, and civil society organizations, necessitates an adaptive approach. Mercy Corps Uganda’s Northern Karamoja Growth, Health, and Governance Program (GHG) has been an ongoing experiment in applying the principles of adaptive management and facilitation. This article details two examples from GHG where adaptation has occurred, and provides an analysis of the tools, processes, and organizational culture that exists. Three salient takeaways for effective facilitation are elaborated on: the importance of staff behaviors and underlying beliefs, particularly with regards to ‘failure’, flexibility to experiment, dissent \& debate, and curiosity with the subject matter of their work; importance of consistent messaging from senior management with regards to the same; and tools and processes playing a support function to these behaviours, rather than being their source. Lessons and implications are drawn out from the GHG experience for funders and implementing organizations wanting to apply adaptive management in the context of development programming. These include building flexibility into budgeting and contracts, rethinking the structure and content of reports, and utilizing alternative hiring criteria to attract senior managers who are more likely to succeed at adaptive management.}, number = {3}, urldate = {2022-06-30}, journal = {Knowledge Management for Development Journal}, author = {Allana, Amir and Sparkman, Timothy}, year = {2014}, pages = {101--112}, } @book{dawson_learning_2014, title = {Learning and adapting: the use of monitoring and evaluation in countering violent extremism: a handbook for practitioners}, isbn = {978-0-85516-124-8}, shorttitle = {Learning and adapting}, url = {http://www.publicsafety.gc.ca/lbrr/archives/cnmcs-plcng/cn31896-eng.pdf}, abstract = {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 providing examples of key methodologies they can employ to conduct monitoring and evaluation (M\&E) in this emerging policy field. The handbook will enable readers to understand why, when and how to conduct an evaluation of a CVE policy, programme or project. .}, language = {English}, urldate = {2019-09-17}, publisher = {Royal United Services Institute for Defence and Security Studies}, author = {Dawson, Laura and Edwards, Charlie and Jeffray, Calum and {Royal United Services Institute for Defence and Security Studies}}, year = {2014}, note = {OCLC: 1079851950}, } @misc{learning_lab_learning_2013, type = {Text}, title = {Learning {Lab} - {Collaborate}, {Learn} and {Adapt} for better development outcomes}, url = {https://usaidlearninglab.org}, abstract = {CLA is: a component of several missions' CDCSes. a conceptual framework for some principles and operational processes that can enable USAID to become a more effective learning organization and thereby a more effective development organization. an approach to facilitating local participation and capacity and promoting country-led development. For more information on CLA visit:}, language = {und}, urldate = {2016-08-05}, journal = {USAID}, author = {Learning Lab}, month = jan, year = {2013}, } @techreport{causemann_tiny_2012, address = {Stuttgart}, title = {Tiny {Tools} - {Measuring} {Change} in {Communities} and {Groups}}, url = {http://www.ngo-ideas.net/tiny_tools/index.html}, abstract = {Introduction to the Overview: Tiny Tools Why “Tiny Tools” for assessing change? Currently, change is mostly assessed by NGO staff or external experts. The vision of this paper is that communities assess and reflect change themselves and make use of that reflection with appropriate tools. All the tools presented here are relatively quick and easy to learn (therefore “tiny”). With Tiny Tools we can assess change in one session. They can therefore be used where there are not baselines. They are structured and systematic, and they are all widely tested: Experience shows that these tools lead to new insights, mobilise enthusiasm and increase the capacity of communities to bring about further change. The Tiny Tools are in line with what Participatory Rural Appraisal (PRA) wanted to achieve. Many are slight variations of PRA tools. For a detailed description of concepts, see the NGO-IDEAs Impact Toolbox (www.ngo-ideas.net/impact\_toolbox) and the NGO-IDEAs Manual Self-Effectiveness (www.ngo-ideas.net/monitoring\_self\_effectiveness). The tools are designed to visualise change, but also enable communities to reflect on the reasons of change or verify assessments. They may be implemented once or continuously over time. We know that the time of community members is precious, and limited. Therefore all Tiny Tools can be performed in a relatively short session, provided facilitators (it could be field staff or project officers) are experienced – and the community knows and trusts them. The amount of time spent on the application of the tools may however be prolonged according to the needs of a community or NGO. All of these tools are easy to learn for a facilitator experienced in participatory processes. Which tool should be introduced to which community? It is typically the decision of a development organisation (or external experts) which tools they want to introduce into a community. The staff need to assess which tool will lead to learning and action. It could also be that the staff realise aspects of change that they do not understand well enough. These tools are good for exploring change that we have not planned for and not anticipated. They are also good for exploring change in a context where we have no prior information. Communities are the best experts for their situation, but we emphasise that the tools should be used in ways that benefit and empower the communities or individuals participating. The tool implementations should lead to consequences on the grassroots as well as the NGO level. All Tiny Tools can be integrated into PIAR, the Analysis tool in the NGO-IDEAs Impact Toolbox. Also, the Tiny Tools can help to prepare for the application of the Toolbox tools. They help to make people aware of changes that can be observed. The following box gives some hints how Tiny Tools relate to the Impact Toolbox tools, and to what extent they help to attribute change to development interventions.}, language = {en}, urldate = {2023-07-14}, institution = {Impact+}, author = {Causemann, Bernward and Gohl, Eberhard and Brenner, Verena}, month = jan, year = {2012}, } @techreport{dominique_morel_monitoring_2012, address = {Baltimore, USA}, title = {Monitoring, {Evaluation}, {Accountability} and {Learning} in {Emergencies}}, url = {https://www.crs.org/sites/default/files/tools-research/monitoring-evaluation-accountability-and-learning-in-emergencies.pdf}, urldate = {2022-02-24}, institution = {Catholic Relief Services}, author = {{Dominique Morel} and Hagens, Clara}, year = {2012}, } @techreport{gohl_ngo-ideas_2011, address = {Stuttgart}, title = {{NGO}-{IDEAs} {Impact} {Toolbox} - {Participatory} {Monitoring} of {Outcome} and {Impact}}, url = {http://www.ngo-ideas.net/tiny_tools/index.html}, abstract = {NGO-IDEAs (NGO – Impact on Development, Empowerment and Actions) NGO-IDEAs is a cooperation of about 40 non-govermental organisations (NGOs) from South Asia, East Africa and the Philippines and 14 German NGOs working in the field of development cooperation. It identifies and develops jointly with all partners, concepts and tools for NGOs in the areas of Outcome and Impact Assessment and Monitoring \& Evaluation (M\&E). NGO-IDEAs is further being supported by VENRO, the umbrella organisation of development non-governmental organisations in Germany as well as PARITÄT, the legal holder of the project. The Federal Ministry for Economic Cooperation and Development (BMZ) has cofinanced the project. NGO-IDEAs is not just another study evaluating the impact of NGOs’ work – it combines research \& development, knowledge management, learning \& training as well as advice \& coaching to initiate a collective learning process for all partners involved. Additionally, NGOIDEAs intends to create a valuable resource base for use by NGOs. NGO-IDEAs aims at: • Empowering community based organisations or groups and the poor among the rural communities to use and practice impact monitoring for project management • Empowering NGOs to further improve the effectiveness, impact and sustainability of their efforts • Making social changes more visible for implementing and funding NGOs, thus improving development practice • Improving public recognition of NGOs and CBOs and their contribution to development. The NGO-IDEAs “Impact Toolbox” is to enable NGOs and grassroots organisations to monitor projects together with the so called target groups involved, in a manner that will enhance positive outcomes and impacts, and reduce negative ones. It focuses on joint setting of goals, on monitoring them and finally on taking joint decisions about the further design and direction of interventions. The instruments of the NGO-IDEAs “Impact Toolbox” are simple and participatory. Simple means: setting out from people’s knowledge and know-how, therefore, easy to understand and apply. Application can easily be fitted into the “normal” activities of the NGOs or grassroots organisations. The participatory character emerges through democratic elements promoting a “Culture of Learning” that the people can assimilate}, language = {en}, urldate = {2023-07-14}, institution = {Impact+}, author = {Gohl, Eberhard and Causemann, Bernward}, year = {2011}, } @article{grove_beyond_2008, title = {Beyond the log frame: a new tool for examining health and peacebuilding initiatives}, volume = {18}, issn = {0961-4524}, shorttitle = {Beyond the log frame}, url = {https://doi.org/10.1080/09614520701778850}, doi = {10.1080/09614520701778850}, abstract = {How do we move from identifying ethical principles to enhancing development practice? How can donors and NGOs move beyond the reporting of technical outputs to explore less tangible aspects of their health projects: contributions to rebuilding trust, promoting social cohesion, and enhancing good governance at community level? This article considers these questions in relation to health and peace-building activities in conflicted settings. It describes difficulties facing practitioners and donors seeking to undertake health and peace work, in particular focusing on the lack of appropriate tools for screening, monitoring, and evaluating projects. It critiques the logical framework, a tool commonly used in project planning, monitoring, and evaluation, and considers it alongside a new tool, the Health and Peace Building Filter, which has been designed to reflect on health programming in fragile or conflicted settings. The authors argue that such tools can help to move us beyond focusing on inputs and outputs to examining processes, relationships, and the indirect consequences of aid programmes.}, number = {1}, urldate = {2023-01-12}, journal = {Development in Practice}, author = {Grove, Natalie J. and Zwi, Anthony B.}, month = feb, year = {2008}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/09614520701778850}, pages = {66--81}, } @book{pretty_trainers_2002, address = {London}, edition = {Reprint}, series = {{IIED} {Participatory} methodology series}, title = {A trainer's guide for participatory learning and action}, isbn = {978-1-899825-00-4}, language = {eng}, editor = {Pretty, Jules and Guijt, Irene}, year = {2002}, } @misc{sopact_impact_nodate, title = {Impact {Management} {Software} \& {Measurement} {Platform}}, url = {https://www.sopact.com/impact-management}, abstract = {Impact Management platform is designed for social impact investing funds, grantmakers \& public agency to provide comprehensive social impact measurement \& impact management.}, language = {es}, urldate = {2021-02-17}, author = {Sopact}, }