@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{greenway_radical_2024, address = {London}, title = {The {Radical} {How}}, url = {https://options2040.co.uk/wp-content/uploads/2024/02/The-Radical-How.pdf}, abstract = {Any mission-focused government should be well equipped to define, from day one, what outcomes it wants to bring about. But radically changing what the government does is only part of the challenge. We also need to change how government does things. The usual methods, we argue in this paper, are too prone to failure and delay. There’s a different approach to public service organisation, one based on multidisciplinary teams, starting with citizen needs, and scaling iteratively by testing assumptions. We’ve been arguing in favour of it for years now, and the more it gets used, the more we see success and timely delivery. We think taking a new approach makes it possible to shift government from an organisation of programmes and projects, to one of missions and services. It offers even constrained administrations an opportunity to improve their chances of delivering outcomes, reducing risk, saving money, and rebuilding public trust. The Radical How in a nutshell The struggles and shortcomings of delivering in government are well rehearsed. Many of the root causes that make it tough have been restated several times over several decades. But what to do? We believe the government can and should change how it delivers, by: organising around multidisciplinary teams embracing incremental, feedback-driven iteration focusing more on outcomes. The Radical How is a change of mindset as much as a change in organisation. It promotes methods and processes that have been shown to work, multiple times, at scale. They are the default ways of working for many of the world’s most successful companies. However, the occasions where they have been deployed are rare in government. These occasions have come about thanks to exceptional leaders, exceptional circumstances, or both. We think they’d make a big difference if they became the norm, rather than the exception. We also think that without them, mission oriented government will not become a reality. New policy ideas will remain just that, rather than translating into profound improvements to society. Central to this approach is the widespread adoption of internet-era ways of working. This paper explains both those and our thinking in more detail, with reference to real examples.}, urldate = {2024-03-15}, institution = {Nesta and Public Digital}, author = {Greenway, Andrew and Loosemore, Tom}, month = mar, year = {2024}, } @misc{begovic_3_2023, title = {3 things that are enabling the {UNDP}’s shift to portfolios}, url = {https://medium.com/@undp.innovation/3-things-that-are-enabling-the-undps-shift-to-portfolios-874a6183decd}, abstract = {By Millie Begovic, Head of the UNDP Strategic Innovation Unit}, language = {en}, urldate = {2023-11-07}, journal = {Medium}, author = {Begovic, Milica}, month = nov, year = {2023}, } @misc{kratzer_how_2023, title = {How adaptive {M}\&{E} from the peace sector can help demonstrate the value of aid}, url = {https://frompoverty.oxfam.org.uk/how-adaptive-me-from-the-peace-sector-can-help-demonstrate-the-value-of-aid/}, abstract = {Over the last decade, the peace sector has been developing and adapting Monitoring and Evaluation (M\&E) systems and tools to fit their contexts and ways of working. This evolution may hold some insights for the aid community in how to go beyond more traditional, backwards-looking M\&E to navigate today’s volatile, interest-based world of politics and aid.}, urldate = {2023-08-15}, author = {Kratzer, Sebastian}, month = oct, year = {2023}, } @techreport{fowler_lasting_2023, address = {Washington DC}, title = {Lasting {Roots}: {Naatal} {Mbay} and the {Integrated} {Finance} {Model} in {Senegal}}, url = {https://agrilinks.org/post/lasting-roots-ex-post-study-senegal-naatal-mbay-and-integrated-finance-model}, abstract = {This report addresses the well-recognized evidence gap1 on the longer-term impacts created by marketdriven programming; specifically, programming influenced by market systems development (MSD) principles. It does so by presenting the findings of an ex-post study conducted three and a half years after the close of USAID’s Feed the Future Senegal Naatal Mbay Activity (hereafter Naatal Mbay) in 2019. It examines the scale and sustainability of changes resulting from Naatal Mbay’s introduction of an integrated finance model (IFM) – described in Error! Reference source not found. below – in the domestic rice sector. This study is one in a series of ex-post evaluations that are being conducted between 2023-2026 on USAID-funded MSD interventions around the world. This study focused on four questions, noted below in Figure 1. These were addressed using a mix of desk research, 122 key informant interviews with market actors and other stakeholders remotely and in Senegal, focus group discussions with 26 rice producers networks in Senegal, and a validation workshop with USAID/Senegal, implementing partner staff and market actors. Findings were analyzed leveraging the Disrupting System Dynamics (DSD) framework (see Figure 4 in the body of the report) as an analytical tool for understanding systems change.}, language = {en}, urldate = {2023-10-02}, institution = {USAID}, author = {Fowler, Ben and Courbois, Laura}, month = aug, 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{lonsdale_applying_2023, title = {Applying {Adaptive} {Management} in a {Fragile} {Context} – {Case} {Study}}, url = {https://dt-global.com/assets/files/dt-global-applying-adaptive-management-in-fragile-contexts-case-study.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 = {Lonsdale, Jane and Green, Duncan and Robertson, Kelly}, 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}, } @article{algoso_how_2023, title = {How to {Build} {Movements} with {Cyclical} {Patterns} in {Mind} - {Non} {Profit} {News} {\textbar} {Nonprofit} {Quarterly}}, url = {https://nonprofitquarterly.org/how-to-build-movements-with-cyclical-patterns-in-mind/?utm_source=substack&utm_medium=email}, abstract = {The world changes too much for anyone who is invested in social change work to imagine that this work is linear and predictable. Opportunities come and go, whether caused by a pandemic or political shifts. This much most social movement leaders and activists intuitively understand. But what can be done with this realization? How might movement groups better prepare for moments of opportunity? We want to explore how we can create the changes we want to see by responding to the changes that are outside our control.}, urldate = {2023-10-03}, journal = {Nonprofit Quarterly}, author = {Algoso, Dave and Guerzovich, Florencia and Gattoni, Soledad}, month = jun, year = {2023}, } @techreport{usaid_usaid_2023, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Operational} {Policy} for the {Program} {Cycle} ({Update} 05/22/2023)}, url = {https://www.usaid.gov/about-us/agency-policy/series-200/201}, abstract = {The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing supportive projects and/or activities to implement these strategic plans; and 3) Learning from performance monitoring, evaluations, and other relevant sources of information to make course corrections as needed and inform future programming.}, language = {en}, urldate = {2024-02-22}, institution = {USAID}, author = {USAID}, month = may, year = {2023}, pages = {151}, } @techreport{kumpf_adoption_2023, address = {Paris}, title = {The adoption of innovation in international development organisations: lessons for development co-operation}, url = {https://doi.org/10.1787/21f63c69-en}, abstract = {Addressing 21st century development challenges requires investments in innovation, including the use of new approaches and technologies. Currently, many development organisations prioritise investments in isolated innovation pilots that leverage a specific approach or technology rather than pursuing a strategic approach to expand the organisation’s toolbox with innovations that have proven their comparative advantage over what is currently used. This Working Paper addresses this challenge of adopting innovations. How can development organisations institutionalise a new way of working, bringing what was once novel to the core of how business is done? Analysing successful adoption efforts across five DAC agencies, the paper lays out a proposed process for the adoption of innovations. The paper features five case-studies and concludes with a set of lessons and recommendations for policy makers on innovation management generally, and adoption of innovation in particular.}, language = {en}, number = {112}, urldate = {2023-09-14}, institution = {OECD Publishing}, author = {Kumpf, Benjamin and Jhunjhunwala, Parnika}, month = may, year = {2023}, } @misc{acevedo_new_2023, type = {Better {Evaluation}}, title = {A new pathway: how can funders support meaningful monitoring, evaluation, and learning practice in the field? - {Blog} post on {Better} {Evaluation}}, shorttitle = {A new pathway}, url = {https://www.betterevaluation.org/blog/new-pathway-how-can-funders-support-meaningful-monitoring-evaluation-learning-practice-field}, abstract = {How can donors and grantees work together to create effective monitoring, evaluation, and learning (MEL) practices that drive field-wide transformation?}, language = {en}, urldate = {2023-07-04}, author = {Acevedo, Andrea and Colnar, Megan}, month = apr, year = {2023}, } @misc{begovic_building_2023, title = {Building {Capacity} for {Strategic} {Innovation}: an {Emerging} {Competency} {Framework} for {Portfolio} {Work}}, shorttitle = {Building {Capacity} for {Strategic} {Innovation}}, url = {https://medium.com/@undp.innovation/building-capacity-for-strategic-innovation-an-emerging-competency-framework-for-portfolio-work-fadb768242be}, abstract = {In a previous post we reflected on how a key learning from our “project to portfolio” journey to date is that it is ultimately about mustering the organizational will to transform. If the early days of our innovation work were about demonstrating results quickly and creating space for experimentation, now the challenge is of a different order. Eventually this means helping UNDP transition to a different value proposition and business model, as eloquently articulated by Gerd Trogemann: “No matter how well conceived and relevant in their own right, projects tend to pursue single point rather than systemic solutions, limit strategic space and the ability to adapt continuously and to connect the dots systemically. Systemic solutions need adaptive ways of working, strategic space, iterative learning, and radical collaboration.”}, language = {en}, urldate = {2023-11-07}, journal = {Medium}, author = {Begovic, Milica and Colville, Jenniffer and Quaggiotto, Giulio and Vester, Søren and Naatujuna, Deborah and Oprunenco, Alex and Sadiku and Lejla and Uusikyla, Ida and Uriartt, Simone and Zorouali, Kawtar}, month = apr, 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{vester_innovative_2023, title = {Innovative {M}\&{E} from the {Sandbox} and beyond}, url = {https://medium.com/@undp.innovation/innovative-m-e-from-the-sandbox-and-beyond-9234d0977796}, abstract = {In this blog we are sharing a digest of some of the many useful and innovative monitoring, evaluation and learning resources and efforts that have come through the M\&E Sandbox in 2022. A lot of these resources have been shared by our community in response to the overwhelmingly positive feedback from the launch of the Sandbox (please keep them coming!). We hope you find it useful. We have grouped these efforts and resources under six broad questions: - How do we measure systems transformation? - How do we know if we are on track? - How do we rethink complexity and independence in evaluation? - Why, how and for whom do we measure? - How do we generate insights and learn? - How do we make decisions and adapt?}, language = {en}, urldate = {2023-01-24}, journal = {Medium}, author = {Vester, Søren and Tran, Samuel}, 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{colnar_setting_2023, title = {Setting new standards for better {MEL}. {Lessons} for grantees \& funders}, url = {https://www.betterevaluation.org/sites/default/files/2023-04/Setting%20new%20standards%20for%20better%20MEL.pdf}, abstract = {How can donors and grantees work together to create effective monitoring, evaluation, and learning (MEL) practices that drive field-wide transformation? The Open Society Foundation’s Fiscal Governance Program found success by focusing on six key approaches, including empowering grantees and relinquishing power. In 2021, an external close-out evaluation by Intention to Impact of the program (which ran for 7 years and gave over \$150 million in grants) revealed something pretty remarkable—the program’s deliberate focus on strengthening field-wide monitoring, evaluation, and learning practices was a success. Substantial capacity increases were observed across key institutions and grantees, new complexity-sensitive practices and methods were being actively championed and deployed, and a growing community of better-connected practitioners were exchanging tips and tricks on how to apply smart, context-specific MEL across fiscal governance issues. What’s more, in this evaluation, most grantees gave high praise to these efforts. So, how did this come about? We detail the six different approaches we used in our new publication Setting new standards for better MEL: Lessons for funders and grantees. The approaches range from checking power dynamics to growing skills for evaluative thinking and seeding peer learning and field-wide research. The publication is paired with a toolkit and showcases resources we used and iterated on across the various approaches.}, language = {en}, urldate = {2023-07-04}, institution = {Better Evaluation}, author = {Colnar, Megan and Azevedo, Andrea and Tolmie, Courtney and Caddick, Hannah}, 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{fraser_transforming_2022, title = {Transforming {M}\&{E} for {Uncertain} and {Complex} {Contexts}: {The} {UNDP}’s {Innovation} {Sandbox} {Approach}}, shorttitle = {Transforming {M}\&{E} for {Uncertain} and {Complex} {Contexts}}, url = {https://www.globalevaluationinitiative.org/podcast/transforming-me-uncertain-and-complex-contexts-undps-innovation-sandbox-approach}, abstract = {How can we transform monitoring and evaluation (M\&E) into a more adaptive, emergent process to address uncertainty and complexity in todays’ world? How do we move from compliance and accountability to learning – to support better, more timely, decisions? Join GEI Program Manager, Dugan Fraser, as he discusses these questions and others with Special Guest, Søren Haldrup, from UNDP's Strategic Innovation Unit where he manages UNDP's innovation facility and leads a new initiative called the M\&E Sandbox.}, language = {en}, urldate = {2023-01-03}, journal = {Powered by Evidence Podcast}, author = {Fraser, Dugan and Haldrup, Søren}, month = nov, year = {2022}, } @techreport{uk_aid_beneficiary_2022, address = {London}, title = {Beneficiary feedback mechanisms}, abstract = {This guidance seeks to ensure that UK Aid Direct applicants and grant holders understand what the Foreign, Commonwealth \& Development Office (FCDO) means by beneficiary feedback mechanisms, and more specifically, that they: • Understand the terms used that relate to beneficiary feedback mechanisms in UK Aid Direct guidance and templates • Understand beneficiary feedback mechanisms and why they are a useful tool for project monitoring and learning • Learn how to use beneficiary feedback mechanisms during project implementation. • Can demonstrate that using beneficiary feedback mechanisms can lead to greater accountability.}, language = {en}, institution = {FCDO}, author = {UK Aid}, month = nov, 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}, } @techreport{usaid_local_2022, address = {Washington DC}, title = {Local {Capacity} {Strengthening} {Policy}}, url = {https://www.usaid.gov/sites/default/files/2022-10/LCS-Policy-2022-10-17.pdf}, language = {en}, urldate = {2023-09-05}, institution = {USAID}, author = {USAID}, month = oct, year = {2022}, } @inproceedings{burns_thinking_2022, address = {Warsaw, Poland}, title = {Thinking and {Working} {Politically} in the {Land} {Sector} in {Mekong} {Region}}, abstract = {In recent decades, the World Bank and many bilateral development partners have provided funding to support land administration reform. Traditional land administration reform projects focus on the economic and technical design of interventions based on a library of best practice, commonly avoiding the “messy politics” typically involved in land governance. Experience and lessons from land administration reform initiatives have been documented and a recurrent theme is that many projects fail to create effective, transformative change and gain the critical mass, and the community participation, necessary to ensure the sustainability of land administration reform. Over the last decade there have been concerted efforts to develop more politically informed ways of thinking and working using a range of methodologies referred to, variously, as Thinking and Working Politicallyi (TWP), Problem Driven Iterative Adaptation (PDIA) and Doing Development Differently (DDD). There is little evidence that these different approaches have been applied in the land sector.}, language = {en}, author = {Burns, Tony and Ingalls, Micah and Rickersey, Kate}, month = sep, year = {2022}, } @techreport{johnson_integrating_2022, address = {Washington DC}, title = {Integrating {Local} {Knowledge} in {Development} {Programming}}, abstract = {The objective of this report, Integrating Local Knowledge in Development Programming is to share knowledge of how development donors and implementing organizations leverage local knowledge to inform programming. In a recent speech at Georgetown University, United States Agency for International Development (USAID) Administrator Samantha Power said, “As Americans with a fraught history living up to our own values, we’ve got to approach this work with intention and humility. But the entire development community needs to interrogate the traditional power dynamics of donor-driven development and look for ways to amplify the local voices of those who too often have been left out of the conversation.” To that end, USAID’s Agency Knowledge Management and Organizational Learning (KMOL) function facilitated conversations with multilateral and bilateral donors and local organizations to understand how organizations define, utilize, and incorporate local knowledge into their programmatic and operational activities. Using qualitative tools to gather data for this report, the research team explored five overarching themes: 1. Local Knowledge Nomenclature and Definitions 2. Best Practices 3. Outcomes 4. Ethics and Power Dynamics 5. Challenges}, language = {en}, institution = {USAID}, author = {Johnson, Madelyn and Maunder, Ishan and Pinga, Andie}, month = jul, year = {2022}, } @techreport{sharp_evidence-led_2022, address = {London}, title = {Evidence-led adaptive programming: {Lessons} from {MUVA}}, shorttitle = {Evidence-led adaptive programming}, url = {https://odi.org/en/publications/evidence-led-adaptive-programming-lessons-from-muva/}, abstract = {Calls for more ‘adaptive programming’ have been prominent in international development practice for over a decade. Learning-by-doing is a crucial element of this, but programmes have often found it challenging to become more learning oriented. Establishing some form of reflective practice, against countervailing incentives, is difficult. Incorporating data collection processes that generate useful, timely and practical information to inform these reflections is even more so.This paper explores MUVA - an adaptive female economic empowerment programme in Mozambique. MUVA, we suggest, is atypically evidence-led. It combines systematic, inclusive reflective practice with extensive real-time data collection. We describe the fundamental features of MUVA’s monitoring, evaluation and learning (MEL) approach that supported this. One, how data collection and analysis are synchronised with set cycles for learning and adapting projects. Two, how MEL systems are designed to prioritise actionable learning, with data collection oriented more to the needs of implementing staff than to the reporting requirements of funders.This approach was enabled by building collective ownership over the programme’s objectives and the purpose of MEL from the outset. Implementers are asked about their motivations, and these are related to the programme’s Theory of Change. The evidence culture is supported by the proximity of MEL staff to implementing staff; and through structuring upwards accountability to funders around justifying evidence-based adaptations instead of reporting on more narrow indicators. We conclude by considering the relevance, or not, of MUVA’s approach to programmes in other contexts or issue areas trying to replicate a similarly evidence-informed approach to adaptive management. Key messages Learning-by-doing is essential to adaptive programming, but it can be challenging to establish data collection processes that generate useful, timely and practical information. MUVA – a female economic empowerment programme in Mozambique – has an atypically evidence-led adaptive management approach. This has two fundamental features. One, data collection and analysis are synchronised with set cycles for learning and adapting projects. Two, data collection is oriented more to the needs of implementing staff than to the reporting requirements of funders. Monitoring, evaluation and learning (MEL) systems are designed to prioritise actionable learning. This approach was enabled by building collective ownership over the programme’s objectives and the purpose of MEL from the outset. Implementers are asked about their motivations, and these are related to the programme’s Theory of Change. The evidence culture is supported by the proximity of MEL staff to implementing staff; and through structuring upwards accountability to funders around justifying evidence-based adaptations instead of reporting on more narrow indicators.}, language = {en-gb}, urldate = {2022-07-04}, institution = {ODI}, author = {Sharp, Samuel and Riemenschneider, Nils and Selvester, Kerry}, month = jun, year = {2022}, } @techreport{frazer_integrated_2022, address = {Research Triangle Park, NC}, title = {Integrated {Governance}: {Achieving} {Governance} {Results} and {Contributing} to {Sector} {Outcomes}}, shorttitle = {Integrated {Governance}}, url = {https://www.rti.org/rti-press-publication/integrated-governance}, abstract = {Achieving broad-based socio-economic development requires interventions that bridge disciplines, strategies, and stakeholders. Effective sustained progress requires more than simply an accumulation of sector projects, and poverty reduction, individual wellbeing, community development, and societal advancement do not fall neatly into sectoral categories. However, researchers and practitioners recognize key operational challenges to achieving effective integration that stem from the structures and processes associated with the current practice of international development. Integration calls for the intentional linking of intervention designs, implementation, and evaluation across sectors and disciplines to achieve mutually reinforcing outcomes. In this report, we summarize the results of a study we conducted to explore the challenges facing governance programs that integrate with sector interventions to achieve governance outcomes and contribute to sector outcomes. Through a review of policy documents and project reports from recent integrated governance programs and interviews with donor and practitioner staff, we found three integrated governance programming variants, an emphasis on citizen and government collaboration to improve service delivery, interventions that serve as the glue between sectors, and a balancing act for indicators to measure contribution to sectoral outcomes. Our analysis identified four key success factors: contextual readiness, the application of learning and adapting approaches, donor support, and recognition of the limitations of integrated governance. We then discuss recommendations and implications and for answering the challenge of integrating governance and sector programming to achieve development outcomes.}, language = {en}, number = {RR-0046-2205}, urldate = {2022-07-01}, institution = {RTI Press}, author = {Frazer, Sarah and Granius, Mark and Brinkerhoff, Derick W. and McGregor, Lisa}, month = may, year = {2022}, doi = {10.3768/rtipress.2022.rr.0046.2205}, } @techreport{ingram_locally_2022, title = {Locally driven development: {Overcoming} the obstacles}, url = {https://www.brookings.edu/essay/locally-driven-development-overcoming-the-obstacles/}, abstract = {Locally led development is a complex process that the development community, in the U.S. and around the world, has spent several decades trying to get right. Yet, despite all the experience and lessons learned, it feels like we are barely beyond the starting line. This publication aims to contribute to the ongoing dialogue on locally led development, especially as to how the United States can address the obstacles posed by U.S. law, regulation, policy, and practice. It consists of two parts: • An essay by George Ingram that notes the path that has taken us to this point, identifies key obstacles, and invites a discussion of how to overcome impediments and move forward. • A set of 15 commentaries written by development experts that add a range of perspectives and nuances to the discussion}, language = {en}, number = {173}, urldate = {2023-04-27}, institution = {Brookings Institution}, author = {Ingram, George}, month = may, year = {2022}, pages = {58}, } @techreport{widmer_capacity_2022, address = {Brighton}, title = {Capacity {Development} in a {Participatory} {Adaptive} {Programme}: the {Case} of the {Clarissa} {Consortium}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {Capacity {Development} in a {Participatory} {Adaptive} {Programme}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17351}, abstract = {Doing development differently rests on deliberate efforts to reflect and learn, not just about what programmes are doing and achieving, but about how they are working. This is particularly important for an action research programme like Child Labour: Action- Research-Innovation in South and South-Eastern Asia (CLARISSA), which is implemented by a consortium of organisations from across the research and development spectrum, during a rapidly changing global pandemic. Harnessing the potential of diverse skills and complementary strengths across partners in responding to the complex challenge of the worst forms of child labour, requires capacity to work together in novel ways. This Research and Evidence Paper documents how CLARISSA approached capacity development, and what we learnt from our challenges and successes. From the start, the programme incorporated a capacity development strategy resting on self-assessment of a wide range of behavioural and technical competencies that were deemed important for programme implementation, formal training activities, and periodic review of progress through an after-action review (AAR) process. An inventory of capacity development activities that took place during the first year of implementation reveals a wide range of additional, unplanned activities, enabled by the programme’s flexibility and adaptive management strategy. These are organised into eight modalities, according to the individual or collective nature of the activity, and its sequencing – namely, whether capacity development happens prior to, during, or after (from) implementation. We conclude with some reflections on the emergent nature of capacity development. Planning capacity development in an adaptive programme provides a scaffolding in terms of time, resources, and legitimacy that sustains adaptiveness. We also recognise the gaps that remain to be addressed, particularly on scaling up individual learning to collective capabilities, and widening the focus from implementation teams to individuals working at consortium level.}, language = {en}, number = {1}, urldate = {2022-07-04}, institution = {IDS}, author = {Widmer, Mireille and Apgar, Marina and Afroze, Jiniya and Malla, Sudhir and Healey, Jill and Constant, Sendrine}, month = apr, year = {2022}, note = {Accepted: 2022-04-25T10:25:54Z Publisher: Institute of Development Studies}, } @techreport{wellsch_system_2022, address = {Bangkok}, title = {System {Change}: {A} {Guidebook} for {Adopting} {Portfolio} {Approaches}}, shorttitle = {System {Change}}, url = {https://www.undp.org/publications/system-change-guidebook-adopting-portfolio-approaches}, abstract = {This guidebook codifies the principles and methods of applying systems change and portfolio approaches to complex development challenges with practical tools and examples. It is based on the empirical learning generated from the collaborative initiatives in UNDP Country Offices in Bhutan, Pakistan, the Philippines, and Viet Nam with support from Regional Innovation Centre for Asia and the Pacific.}, language = {en}, urldate = {2023-11-07}, institution = {UNDP}, author = {Wellsch, Brent}, 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{gray_difference_2022, address = {London}, title = {The {Difference} {Learning} {Makes} - {Factors} that enable and inhibit adaptive programming}, url = {https://www.christianaid.ie/sites/default/files/2022-12/the-difference-learning-makes-factors-that-enable-and-inhibit-adaptive-programming.pdf}, abstract = {Executive Summary When Christian Aid (CA) Ireland devised its multi-country and multi-year Irish Aid funded Programme Grant II (2017-2022), they opted to move away from a linear programme management approach and to explore an adaptive one. Across seven countries: Angola, Colombia, El Salvador, Guatemala, Israel and the occupied Palestinian territory, Sierra Leone, and Zimbabwe, CA and partner organisations support marginalised communities to realise their rights, reduce violence and address gender inequality. Since 2019, Adapt Peacebuilding has accompanied CA Ireland, CA country teams and partner organisations as they experimented with using a deliberate adaptive approach. The authors were also asked to follow up on an initial study by CA Ireland and Overseas Development Institute in 2018, which described the rationale for adopting this new approach and included early lessons from its first year of implementation. The aim of this study is to help deepen CA Ireland, CA country teams’ and partners’ understanding of (a) whether their application of adaptive programming has resulted in better development outcomes, and (b) how they can better understand the factors that enabled or inhibited the effectiveness of using this approach. Over the past three years, this study has found evidence and multiple examples that show adaptive programming contributed to better development outcomes. The main reasons cited were that these were made possible both from improvements to programming strategies based on proactive reflection and learning, as well as those that stem from the reactive capacity of adaptive programmes to change course in response to unanticipated changes in operating conditions. This study found that adaptive programming has enabled better development practice where organisations are enhancing their skills to better respond and be flexible to contextual challenges. 72\% of partners surveyed described adaptive programming as the most useful approach to programme management that they have used. The programme approach has meant that CA and partner staff were better able to explore the significance of change in the context and their contributions to them. It also enabled spaces for meaningful engagement with communities in learning and programme planning processes and encouraged opportunities for experimentation in programming. The study also found that adaptive programming has supported flexible delivery. This led to better outcomes that would not have been possible were the programme not able to make flexible adjustments. The main focus has been the analysis of nine factors that can determine the effectiveness and impact (or otherwise) of using an adaptive approach, flagging important issues for understanding. These factors are identified as: 1) Leadership; 2) Organisational culture; 3) Conceptual understanding; 4) Staff capacities; 5) Partnership approaches; 6) Participation; 7) Methods and tools; 8) Administrative procedures; and 9) The operating context. Together these can provide an analytical framework for assessing an organisation’s ‘adaptive scope’, which can be used as a tool for better understanding an organisation’s potential to generate improved development outcomes via adaptive programming and how to strengthen them. The study concludes with several recommendations for CA Ireland, all of which have relevance for a broader community of donors and implementing organisations interested in the potential of adaptive programming.}, urldate = {2024-01-29}, institution = {Christian Aid}, author = {Gray, Stephen and Carl, Andy}, month = feb, year = {2022}, } @techreport{ministry_of_foreign_affairs_of_denmark_guidance_2022, address = {Copenhagen}, title = {Guidance {Note} for {Adaptive} {Management}}, url = {https://amg.um.dk/bilateral-cooperation/guidelines-for-country-strategic-frameworks-programmes-and-projects}, abstract = {This note explains what adaptive aid management is; why and when it should be considered; and how it should be applied. It covers all Danish development support channels and modalities, including bilateral country assistance, assistance to and through civil society, the private sector and to and through multilateral organisations. This guide has three chapters. Chapter 1 provides an executive overview of what adaptive management is. Chapter 2 goes deeper into five key operational principles of adaptive management. Chapter 3 details the main tenets of adaptive management processes during the programming cycle.}, language = {en}, urldate = {2023-09-29}, institution = {Government of Denmark}, author = {Ministry of Foreign Affairs of Denmark}, month = feb, 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{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{undp_accelerator_labs_undp_2022, title = {The {UNDP} {Accelerator} {Labs} enter a year of maturity: let a thousand flowers bloom! - {Annual} report 2022}, url = {https://www.undp.org/acceleratorlabs/publications/annualreport2022}, abstract = {The UNDP Accelerator Labs were designed as an agile and dynamic Network to allow communication and information transfer between 91 Accelerator Labs in 115 countries, and with the global innovation ecosystem, UNDP as a whole, and thousands of partners including grassroots innovators and their communities. The accumulated knowledge of this Network creates new pathways to the solutions that hold the key to sustainable development problems. What it looked like and how it unfolded last year will be illuminated in this annual report: The UNDP Accelerator Labs enter a year of maturity: let a thousand flowers bloom!}, urldate = {2023-10-20}, institution = {UNDP}, author = {UNDP accelerator labs}, 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{fcdo_fcdo_2021, address = {London}, title = {{FCDO} {Programme} {Operating} {Framework}}, url = {https://www.gov.uk/government/publications/fcdo-programme-operating-framework}, abstract = {The Programme Operating Framework (PrOF) sets the standard for how the Foreign, Commonwealth \& Development Office (FCDO) delivers its programmes and projects.}, language = {en}, urldate = {2024-02-22}, institution = {FCDO}, author = {FCDO}, month = jun, 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{fcdo_fcdo_2021, address = {London}, title = {{FCDO} {Beneficiary} {Engagement}}, url = {https://www.bond.org.uk/resources/fcdo-beneficiary-engagement/}, abstract = {This guide has been developed to help build confidence and capability, distilling useful tips and considerations that may help teams think through programme delivery issues and interpret elements of the PrOF Rules. This PrOF Guide lays out: - The definition of beneficiary engagement. - The case for beneficiary engagement. - FCDO’s approach to beneficiary engagement. - Practical tips for how to integrate beneficiary engagement throughout the programme cycle, including guiding questions to ask, rules of thumb to apply, tools to use and challenges and special topics to consider during Design, Mobilisation, Delivery and Closure phases. At its core, beneficiary engagement is about processes that recognise the dignity and support the agency of the people whose lives we are trying to improve. It is about beneficiaries and programme constituents having a say over what assistance they receive and how they receive it. It is about engaging beneficiaries and programme constituents as people with valuable insights and capabilities, rather than a compliance exercise. It is about empowering all beneficiaries and programme constituents to improve their lives by engaging them in helping us make better design and delivery decisions for the programmes that affect their lives. It’s about ensuring that a diverse set of voices are heard. Harnessing the power of beneficiary engagement can also improve outcomes and help programmes reach them more efficiently. It helps define and promote Value for Money, improve transparency and ensure that beneficiaries are safe from harm and empowered to speak out wherever harm does occur. Beneficiary engagement is supported by FCDO policy commitments, PrOF Rules, internal guidance and key international commitments. Beneficiary engagement is applicable to, and valuable in, a range of contexts, including humanitarian contexts. Beneficiary engagement requires time and resources, but programmes can help ensure the benefits of engagement outweigh the costs by Doing No Harm, Engaging Early and Closing the Loop. It is ultimately the Programme Responsible Owner’s responsibility to determine what beneficiary engagement is suitable and feasible for a programme. Quality beneficiary engagement is not about applying the one “right” approach but rather thoughtfully considering key questions and applying key principles and proven tools to the programme’s context to achieve a programme that supports the dignity and agency of all beneficiaries as much as possible.}, language = {en-GB}, urldate = {2023-07-17}, institution = {FCDO}, author = {FCDO}, month = mar, year = {2021}, } @techreport{laws_learnadapt_2021, address = {London}, title = {{LearnAdapt}: a synthesis of our work on adaptive programming with {DFID}/{FCDO} (2017–2020)}, url = {https://cdn.odi.org/media/documents/learnadapt_summary_note_2021.pdf}, abstract = {Key takeaways. • Development is not linear or straightforward, but rather complex, uncertain and context-specific. This calls for international development actors to work differently, in ways that are based on deliberate experimentation, learning and adaptation, to inform decisions and drive effective development. • Although it might go by different names, adaptive programming has been used in a variety of areas and fields in both the public and private sectors. Development practitioners have much to learn from and contribute to these different approaches and experiences. • Trust and relationship-building across all relevant stakeholders are among the most critical enabling factors for adaptive management. They are essential to give partners the space, autonomy and authority needed to try, test, reflect, iterate and feed back at the frontline of implementation, and to give donors the confidence that decisions are being made on the basis of evidence and learning to improve effectiveness. • There is an urgent need to rethink how accountability requirements, results frameworks, value for money considerations, performance markers, procurement and contracting mechanisms and other processes are understood and applied so that they are better aligned with and can support adaptive management more effectively. • The role of senior managers leading adaptive programmes from the donor side should be to create a space for experimentation and learning. Funders should hold their partners accountable for learning and how it feeds into effective programming, rather than for delivering on predetermined targets. • While formal guidance is important, leadership, champions, institutional incentives, a supportive management culture and appropriate mindsets are essential to encourage adaptive ways of working. • Adaptive management is resource-intensive. It requires skill, commitment, time for building trust and investments in learning. It is a journey, not an immediate destination – so it calls for patience, open-mindedness and a more nuanced approach to risk.}, urldate = {2021-08-05}, institution = {ODI}, author = {Laws, Ed and Pett, Jamie and Proud, Emma and Rocha Menocal, Alina}, month = mar, year = {2021}, } @book{oecd_applying_2021, address = {Paris}, title = {Applying {Evaluation} {Criteria} {Thoughtfully}}, url = {https://www.oecd-ilibrary.org/content/publication/543e84ed-en}, abstract = {Relevance, coherence, effectiveness, efficiency, impact, and sustainability are widely used evaluation criteria, particularly in international development co-operation. They help to determine the merit or worth of various interventions, such as strategies, policies, programmes or projects. This guidance aims to help evaluators and others to better understand those criteria, and improve their use. It starts by describing what they are, and how they are meant to be used. Then the definitions and concepts underpinning each criterion are explained. Finally, examples provide the reader with concrete ideas for using them. The criteria were originally laid out in the early 2000s by the Network on Development Evaluation (EvalNet) of the OECD Development Assistance Committee (DAC). Although they have been widely used in evaluation, and beyond, this document is the first to comprehensively explore the concepts in detail, explain their intended use and offer practical guidance. It captures current thinking and best practice in evaluation, drawing on the inputs of internationally renowned evaluation experts from EvalNet and beyond.}, publisher = {OECD}, author = {OECD}, month = mar, year = {2021}, note = {Type: doi:https://doi.org/10.1787/543e84ed-en}, } @techreport{sharp_opportunities_2021, title = {Opportunities and challenges for {DAC} members in ‘adapting to context’}, copyright = {All rights reserved}, url = {https://odi.org/en/publications/opportunities-and-challenges-for-dac-members-in-adapting-to-context/}, abstract = {Key Messages New principles for OECD DAC members on ‘Managing for Sustainable Development Results’ emphasise tailoring result management approaches to different contexts; balancing internal compliance with empowerment at ground level; and adapting implementation in the pursuit of long-term outcomes. However development organisations face numerous challenges in aligning with these principles in practice. Reporting and evidence collection processes do not consistently encourage adaptive practice, reflecting their orientation towards accountability over learning. Context analysis is common during programme design, but used less on an ongoing basis. Popular tools –such as logical frameworks and theories of change - are often intepreted in linear ways, not as ‘living documents’ that react and change over time. Organisations need to meaningfully empower staff to work adaptively, including examining incentives and cultures that can make staff more comfortable with traditional results management. Even when senior leadership is supportive of adaptive ways of working, they can lack a clear understanding of the resourcing required and appropriate governance and management processes. Development organisations and their partners have attempted to address these challenges through the use of different monitoring and evaluation tools and methods, changes to reporting frameworks and templates, and initiatives to create positive incentives and motivate staff, leadership and partners at different levels.}, language = {en-gb}, urldate = {2021-05-25}, author = {Sharp, Samuel and Wild, Leni}, month = mar, year = {2021}, keywords = {\_tablet}, } @techreport{wadley_peer_2021, address = {Geneve}, title = {Peer reviews - {Guidance} for facilitators and participants}, url = {https://www.hdcentre.org/wp-content/uploads/2017/12/HDC_MPS7_EN-REV2-WEB.pdf}, abstract = {Essential points for practitioners and donors • Mediation offers a cost-effective and proven method for resolving armed conflict. Between 1985 and 2015, 75 per cent of armed conflicts in the world were resolved through agreement rather than by force. In most cases these processes will have involved third party facilitation or support. • Professional mediators understand the high stakes involved in their work to prevent, mitigate and resolve armed conflict. In addition, they and their financial supporters are increasingly required to demonstrate ‘value-for-money’ to ensure continued funding. • However, traditional monitoring and evaluation (M\&E) methods are not well suited to this task, typically imposing artificially linear project models on a dynamic conflict situation, as well as compliance reporting that moves attention away from real value. • Traditional M\&E methods tend to focus on documenting the past and generating vast amounts of data, rather than enabling timely adaptation of the project in the present. • Traditional M\&E approaches rely heavily on external evaluation consultants. Even in the best of cases this may interfere with the mediation process and impose a heavy time burden on the project team, leading to low acceptance of traditional M\&E approaches by mediation practitioners. • In contrast, an ideal M\&E approach for mediation should deliver useful insights in even the most dynamic and sensitive mediation environments, impose a light reporting burden, and be readily accepted by mediation teams. It should protect discretion and trust, enable rapid adaptation, and also provide some assurance that donor funds are being well spent.}, urldate = {2023-08-15}, institution = {Centre for Humanitarian Dialogue}, author = {Wadley, Ian}, month = mar, year = {2021}, } @techreport{mclarnon_adaptive_2021, address = {Washington DC}, title = {Adaptive {Management}: {Learning} and {Action} {Approaches} to {Implementing} {Norms}-shifting {Interventions}}, url = {https://prevention-collaborative.org/wp-content/uploads/2021/08/IRH_2021_Adaptive-Management.pdf}, abstract = {What Passages has Learned about Adaptive Management: • Be reflective about information that is collected and create a culture of learning. • Be systematic about establishing monitoring and learning systems. • Be strategic about data sources and analysis, prioritizing areas for learning and addressing issues raised. • Be inclusive about information collection: who is collecting what, how, and how is it being used.}, language = {en}, urldate = {2022-10-24}, institution = {USAID / Passages}, author = {McLarnon, Courtney and Gayles, Jennifer and Deepan, Prabu}, month = jan, year = {2021}, } @techreport{usaid_usaid_2021, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Operational} {Policy} for the {Program} {Cycle} ({Update} 01/23/2021)}, abstract = {The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing projects and supportive activities to implement strategic plans; and 3) Learning from performance monitoring, evaluations, and other relevant sources of information to make course corrections as needed and inform future programming.}, language = {en}, institution = {USAID}, author = {USAID}, month = jan, year = {2021}, pages = {151}, } @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}, } @incollection{dillan_nuru_2020, address = {London}, title = {Nuru {Kenya} transition from {Nuru} {International}, {Kenya}}, abstract = {This case study is an example of a phased transfer of ownership and responsibility from INGO Nuru International to Nuru Kenya, including the exit of all international staff. Post-transition, Nuru Kenya is managed entirely by Kenyan staff, although it continues to receive financial support from Nuru International. A lot of the elements described are aligned with Adaptive Management ways of working.}, language = {en}, booktitle = {What {Transformation} {Takes} - {Evidence} of {Responsible} {INGO} {Transitions} to {Locally} {Led} {Development} {Around} the {World}}, publisher = {Peace Direct}, author = {Dillan, Haley and Ouma, Joel and Yamron, David}, editor = {Renoir, Megan and Boone, Grace}, month = dec, year = {2020}, pages = {31}, } @misc{proud_principles_2020, title = {Principles for managing in complexity}, url = {https://medium.com/learnadapt/principles-for-managing-in-complexity-daee9a056b9d}, abstract = {Written by Toby Lowe and Shaheen Warren (Centre for Public Impact) and Sam Sharp (Overseas Development Institute), with input from Jamie…}, language = {en}, urldate = {2023-08-06}, journal = {LearnAdapt}, author = {Proud, Emma}, month = nov, year = {2020}, } @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}, } @techreport{ministry_of_foreign_affairs_of_denmark_guidelines_2020, address = {Copenhagen}, title = {Guidelines for {Country} {Strategic} {Frameworks} {Programmes} and {Projects}}, url = {https://amg.um.dk/tools/guidance-note-for-adaptive-management}, language = {en}, urldate = {2023-09-29}, institution = {Government of Denmark}, author = {Ministry of Foreign Affairs of Denmark}, month = nov, 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}, } @techreport{guijt_inspiring_2020, address = {London}, title = {Inspiring {Radically} {Better} {Futures} - {Evidence} and {Hope} for {Impact} at {Scale} in a {Time} of {Crisis}}, abstract = {The world faces converging crises of health, climate, gender and racial injustice and extreme economic inequality. The calls are mounting to ‘build back better’ to create more inclusive, caring and environmentally sustainable futures. But what evidence exists that this is possible? The Inspiring Better Futures case study series investigates whether radical change at scale is possible and how it was achieved. This paper synthesises 18 cases which show that people are already successfully building better futures, benefitting millions of people, even against the odds in some of the world’s toughest contexts in lower-income countries. Together they offer hope that transformative change and radically better futures after the pandemic are within reach.}, language = {en}, institution = {Oxfam}, author = {Guijt, Irene and Mayne, Ruth}, month = oct, year = {2020}, pages = {53}, } @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{mason_farewell_2020, title = {Farewell {DFID} … a personal obituary}, url = {https://www.linkedin.com/pulse/farewell-dfid-phil-mason-obe/}, abstract = {Reflection on how DFID was created.}, urldate = {2020-10-15}, journal = {LinkedIn - Phil Mason}, author = {Mason, Phil}, month = jun, year = {2020}, } @article{beier_smart_2020, title = {Smart {Implementation} of complex change processes}, url = {https://www.global-solutions-initiative.org/wp-content/uploads/2020/04/GSJ5_Beier_Kirsch.pdf}, abstract = {Cooperation management facilitates the recoupling of progress toward sustainable development}, language = {en}, number = {5}, urldate = {2020-12-11}, journal = {Global Solutions Journal}, author = {Beier, Christoph and Kirsch, Renate}, month = may, year = {2020}, pages = {206--211}, } @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{learning_lab_learn_2020, title = {{LEARN} {End} of {Contract} {Report}}, abstract = {In September of 2014, USAID’s Office of Learning, Evaluation \& Research (LER) awarded the Learning and Knowledge Management (LEARN) contract to Dexis Consulting Group and subcontractor RTI International.1 This document—the End of Contract Report—captures five and half years of results and reflections for our stakeholders. Our intention is to share the good and the bad, and while this report would not be considered a “tell all,” we think we have a story worth sharing, particularly to USAID CORs and AORs, activity managers, and other implementers of institutional support contracts.2 LEARN’s primary purpose was to support organizational change at USAID. More specifically, the contract was focused on helping USAID staff integrate collaborating, learning, and adapting (CLA) approaches into the design, implementation, monitoring, and evaluation of programs (what is known at USAID as the Program Cycle). It was clear that most USAID staff, whether they realized it or not, were already integrating CLA into their work to some extent. The focus of our efforts, therefore, was to make those practices more systematic, intentional, resourced, and ultimately more widespread throughout the Agency, which would have a ripple effect on implementing partners and even other stakeholders, such as host country governments. This was based on the theory—later borne out by evidence—that by becoming a better learning organization, USAID could be a more effective development organization. And that theory brought the USAID CLA team within USAID’s Bureau for Policy, Planning \& Learning (PPL) and LEARN contractors together, driven by a shared purpose of improving how USAID does business. LEARN was designed based on this belief and, as you might expect from a learning-oriented contract, began with more questions than answers. Primary among those questions was: could an institutional support contract do more than carry out requested services—could it actually accelerate positive organizational change at USAID? And if so, how and under what conditions?}, language = {en}, institution = {USAID}, author = {Learning Lab}, month = apr, year = {2020}, pages = {92}, } @techreport{anderson_how_2020, type = {Working {Paper}}, title = {How {Do} {Donor}-led {Empowerment} and {Accountability} {Activities} {Take} {Scale} into {Account}? {Evidence} from {DFID} {Programmes} in {Contexts} of {Fragility}, {Conflict} and {Violence}}, 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.}, shorttitle = {How {Do} {Donor}-led {Empowerment} and {Accountability} {Activities} {Take} {Scale} into {Account}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15211}, abstract = {Development donors invest significantly in governance reform, including in contexts characterised by conflict and fragility. However, there is relatively little comparative study of their change strategies, and little understanding of what works and why. This paper explores the strategies of six recent DFID-funded programmes in Mozambique, Myanmar, and Pakistan with empowerment and accountability aims. Document review and field interviews are used to analyse the application of multi-scalar or multi-level change strategies, since such approaches are hypothesised to potentially generate more leverage for public accountability reforms. Analysis suggests that these strategies can strengthen citizen ability to navigate governance systems to resolve problems and claim accountability, and can bolster pro-accountability coalitions’ internal solidarity and external legitimacy. Multi-level strategies also appear associated with establishing more significant pressure for reform than exclusively local or national approaches. Yet conventional project reporting focuses on counting activities and outputs rather than analysing the dynamic, interactive processes at work in these strategies, and few evaluations are publicly accessible. To fully understand what kinds of action strengthen citizen demands for accountability requires a more transparent and rigorous approach to learning from donor-led governance interventions.}, language = {en}, number = {536}, urldate = {2020-08-25}, institution = {IDS}, author = {Anderson, Colin and Fox, Jonathan and Gaventa, John}, 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}, } @techreport{kehrer_transforming_2020, address = {Bonn}, title = {Transforming our work: {Getting} ready for transformational projects}, url = {https://www.giz.de/fachexpertise/downloads/Transfomation%20Guidance_GIZ_02%202020.pdf}, urldate = {2021-03-31}, institution = {GIZ}, author = {Kehrer, Daniel and Flossmann-Kraus, Ursula and Ronco Alarcon, Sabrina Valeria and Albers, Vivien and Aschmann, Gwendolin}, month = feb, year = {2020}, } @techreport{ashoka_embracing_2020, title = {Embracing complexity - {Towards} a shared understanding of funding systems change}, url = {https://www.ashoka.org/files/embracing-complexitypdf}, language = {en-us}, urldate = {2023-11-20}, institution = {Ashoka}, author = {Ashoka}, month = jan, year = {2020}, } @techreport{prieto_martin_adaptive_2020, address = {Brighton}, title = {Adaptive {Management} in {SDC}: {Challenges} and {Opportunities}}, copyright = {© Swiss Agency for Development and Cooperation (SDC) 2019 All rights reserved. Reproduction, copy, transmission, or translation of any part of this publication may be made only under the following conditions: • with the prior permission of the publisher; or • with a licence from the Copyright Licensing Agency Ltd., 90 Tottenham Court Road, London W1P 9HE, UK, or from another national licensing agency; or • under the terms set out below. This publication is copyright, but may be reproduced by any method without fee for teaching or nonprofit purposes, but not for resale. Formal permission is required for all such uses, but normally will be granted immediately. For copying in any other circumstances, or for re-use in other publications, or for translation or adaptation, prior written permission must be obtained from the publisher and a fee may be payable.}, shorttitle = {Adaptive {Management} in {SDC}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15117}, abstract = {Adaptive management (AM) is a programme management approach that helps international development organisations to become more learning-oriented and more effective in addressing complex development challenges. AM practices have been applied for decades within other sectors as varied as logistics, manufacturing, product design, military strategy, software development and lean enterprise. At its core, AM is not much more than common sense, as it essentially recognises that the solutions to complex and dynamic problems cannot be identified at the outset of a programme but need to emerge throughout the process of implementation as a result of systematic and intentional monitoring and learning. The generic AM process typically involves an iterative cycle of design, implementation, reflection and adaptation activities, supported both by system monitoring and stakeholder involvement to obtain a better understanding of the evolving system and improve how the intervention is managed. A favourable context for AM in development. During recent decades, the international development sector has aimed to increase its results and impact orientation. As a result, a growing number of development organisations and governments have become increasingly aware of the limitations of traditional ‘linear and prescriptive’ programming approaches. They are now recognising the need to handle complexity better, and have begun to adapt their policies and practices to facilitate adaptive approaches. The World Bank, for example, now acknowledges that aid agencies need to increase flexibility of implementation, tolerate greater risk and ambiguity, devolve power from aid providers to aid partners, and avoid simplistic linear schemes for measuring results. Multilateral and bilateral organisations such as the World Bank, the United Kingdom’s (UK) Department for International Development (DFID) and the United States Agency for International Development (USAID) are currently experimenting with adaptive approaches. A multitude of adaptive approaches and communities of practice have emerged that aim to improve the effectiveness of aid, including Collaborating, Learning, and Adapting, Thinking and Working Politically, Doing Development Differently, Market Systems Development, Conflict-Sensitive Programme Management, and Science of Delivery. Since generic AM approaches have existed for decades in other sectors, AM has the potential to act as a neutral ‘bridge language’ that facilitates exchange and learning among the different communities and donors. This report is the result of a learning partnership between the Swiss Agency for Development and Cooperation (SDC) and the Institute of Development Studies (IDS). It assesses the relevance of AM to SDC, how it relates to working practices across SDC, and the key challenges and opportunities for SDC. Its process of elaboration involved a literature review on AM, an exploration of AM approaches from several bilateral donors, a series of 6 interviews with SDC staff and partners working in different countries and thematic domains, and a learning workshop at SDC headquarters (HQ), where staff from several SDC divisions reflected on AM and on how to advance the organisation’s capacity for adaptive programming and learning.}, language = {en}, urldate = {2021-03-04}, institution = {IDS}, author = {Prieto Martin, Pedro and Apgar, Marina and Hernandez, Kevin}, month = jan, year = {2020}, } @techreport{care_learning_2020, title = {Learning {From} {Failure} 2020 - {What} {CARE}’s evaluations tell us about how to improve our work}, url = {https://usaidlearninglab.org/lab-notes/fail-again-fail-better}, abstract = {“Ever failed. No matter. Try again. Fail again. Fail better.” --Samuel Beckett Here’s my favorite part of that quote: the ultimate goal is not a lack of failure; it’s better failures. That’s good news for CARE, because we just published round two of our Learning From Failure initiative, and…I know this will surprise everyone…we haven’t stopped failures yet. We do have some hopeful signs that we’re failing better; or at least, that we’re improving on some concrete weaknesses we identified in the first round. It’s an interesting process to launch the second phase of learning from failure. The first round, we didn’t know what we were going to find. We spent as much time talking about how it was the first-ever report of its kind as we did about the actual failures. Our case study admitted, “It's still very early to see specific development impacts.” Round two isn’t quite the same. It’s not new anymore, so there’s less excitement at having invented something. We’re not discovering data and themes for the first time. In a lot of ways, the stakes are higher. Round two of learning from failure becomes an exercise in continuous performance improvement, rather than a journey of discovery. If we don’t see improvements, we don’t have the excuse that it’s too early to tell. It also takes a sustained commitment. Launching an exploratory exercise at a small scale is easy, especially when no one quite knows what the answers will be. Pulling together a few pieces of content over a few months is pretty straightforward. It takes some staying power—and real support from leadership—to keep up the work over time, especially in the middle of a pandemic. That’s even more true once we’ve seen one round of results and had a chance to understand the work that it takes to improve.}, language = {en}, institution = {CARE}, author = {CARE}, year = {2020}, pages = {6}, } @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}, } @techreport{ho_hidden_2020, title = {The {Hidden} {Life} of {Theories} of {Change}}, url = {https://www.hivos.org/assets/2020/09/The-Hidden-Life-of-Theories-of-Change.pdf}, abstract = {Theory of Change is thought to be very useful for learning and adaptive management of complex interventions such as advocacy. Nevertheless, the use of Theory of Change is also under critique. One common criticism is that Theory of Change is often used as a framework that fixes agreements rather than as a living, guiding tool that helps reflection and adaptation. However, while such criticism stresses forms of control, little research has looked at the way Theory of Change and advocacy practice relate. This is a pertinent issue considering that formally agreed Theories of Change and realities on the ground can be very different. This raises questions: Do advocates work in ways different from what Theory of Change states, and if so, how, and why? How does the way they strategize relate to formal Theories of Change? With what implications? In this brief, we explore these more hidden aspects of the life of Theories of Change.}, urldate = {2020-10-15}, institution = {Hivos}, author = {Ho, Wenny and Tamas, Peter and van Wessel, Margit}, year = {2020}, } @phdthesis{janus_examining_2020, address = {Manchester}, type = {{PhD} {Thesis}}, title = {Examining the results and adaptation ideas in foreign aid}, url = {https://www.research.manchester.ac.uk/portal/en/theses/examining-the-results-and-adaptation-ideas-in-foreign-aid(33eb1913-0918-4147-8080-f36f3f444c18).html}, abstract = {This thesis applies ideational and institutional theories to analyse how two specific ideas, results and adaptation, have changed the theory and practice of development cooperation. The thesis addresses the question of why the results and adaptation ideas are often treated as binaries and how this debate has evolved historically. In a first theoretical paper, the evolution of results and adaptation is conceptualised as a combination of institutional layering and diffusion within development organisations. The second theoretical paper applies ideational theory, in particular, the coalition magnet framework, to China as a donor country. The empirical papers apply ideational and institutional theories to study aid projects funded by the World Bank and China in the Rwandan agriculture sector. The third paper analyses through which mechanism, results-based principal-agent relationships or problem-driven iterative adaptation, the World Bank’s Program for Results in the agriculture sector in Rwanda has led to increased agricultural productivity. The paper combines causal process tracing and contribution analysis to investigate two underlying theories of change of the Program for Results. The fourth paper applies the same framework and methodology to the Chinese Agricultural Technology Demonstration Center in Rwanda. The fifth paper compares both projects, the World Bank project and the Chinese project. The thesis finds that the ideas of results and adaptation are often presented as mutually exclusive mainly at the general level of public philosophies or paradigms, but show overlap and potential for integration on the level of framing policy problems and policy solutions. The thesis also demonstrates that there is unexplored potential for convergence between China and Development Assistance Committee donors around “coalition magnet” ideas. The empirical part of the thesis reveals how results-based and adaptive causal mechanisms co-exist within given aid interventions by the World Bank and China, how these interact and how they ultimately contribute to achieving development outcomes. The key finding is that the broader political context of the Rwandan agricultural sector is the main factor for determining development outcomes, which neither the World Bank project nor the Chinese projects take into account. The comparison of the World Bank’s and China’s interventions finds that donor organisations need to address how results-based ideas in combination adaptive development ideas can be better tailored to fit into the specific context of the Rwandan agriculture sector.}, language = {en}, urldate = {2022-03-30}, school = {University of Manchester}, author = {Janus, Heiner}, year = {2020}, } @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{posthumus_pragmatic_2020, title = {A {Pragmatic} {Approach} to {Assessing} {System} {Change}}, 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 = {Posthumus, Hans and Shah, Rachel and Miehlbradt, Alexandra and Kessler, Adam}, year = {2020}, pages = {16}, } @techreport{von_schiller_applying_2020, address = {Bonn}, title = {Applying {Rigorous} {Impact} {Evaluation} in {GIZ} {Governance} {Programmes}: {Results} of a {GIZ} {Initiative} on {Impacts} in {Governance}}, url = {https://www.idos-research.de/uploads/media/giz2021-0020en-rigorous-impact-evaluation-giz-governance-programmes-results.pdf}, abstract = {Pressure is mounting on international development cooperation agencies to prove the impact of their work. Private and public commissioners as well as the general public are increasingly asking for robust evidence of impact. In this context, rigorous impact evaluation (RIE) methods are increasingly receiving attention within the broader German development system and in GIZ. Compared to other implementing agencies such as DFID or USAid, the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH has so far relatively little experience in systematically applying rigorous methods of impact evaluation. This is particularly true in the governance sector. In order to gain more experience and to understand which methods and formats are best suited for GIZ governance programmes, the Governance and Conflict division and the Africa department launched the ‘Impact Initiative Africa’ in 2016, a cooperative effort with several programmes in Africa. The Initiative set out to apply the experiences from GIZ governance programmes to design and conduct RIEs, and to use the results to steer programme implementation. Initially, the Initiative included three countries: Benin (Programme for Decentralisation and Local Development), Malawi (Support to Public Financial and Economic Management) and Mozambique (Good Financial Governance in Mozambique). During its implementation, the Initiative also benefitted from the experience of two additional governance programmes which had already undertaken RIEs, namely Peru (Citizen-oriented State Reform Programme) and Pakistan (Support to Local Governance Programme II). This report summarizes the insights gained from these experiences and discusses opportunities and limitations regarding the use and usability of RIEs in GIZ governance programmes as well as proposals on how to organise RIEs to maximise learning potential and benefits for the specific programmes and the GIZ Governance sector at large.}, urldate = {2023-03-28}, institution = {GIZ GmbH}, author = {von Schiller, Armin}, year = {2020}, } @techreport{von_schiller_rigorous_2020, address = {GIZ}, title = {Rigorous {Impact} {Evaluation} in {GIZ} {Governance} {Programmes}}, url = {https://www.idos-research.de/uploads/media/giz2021-0019en-rigorous-impact-evaluation-giz-governance-programmes_01.pdf}, abstract = {Why should I integrate an impact assessment in my programme? How will the programme benefit from it? Are the benefits worth the effort and expenses? How do I design and implement it in detail? Who is addressable for support? What should I pay attention to in order to get the most out of it? This note is meant to answer these questions. It addresses leaders and project staff of governance programmes who are interested in using this tool within their specific governance programme or project. This note provides a guideline and good practice recommendations on how to design and conduct an impact assessment and on how to fully utilise the benefits of the results for the programme and for communication with commissioners, partners and other donors. Additionally, this note will point to indirect benefits that can arise and that should not be ignored. Results of impact assessments are highly relevant for the GIZ as an institution. However, in this note we stress the benefits for the programme or project itself. In particular this note addresses the following aspects: • What are rigorous impact assessments and why should GIZ Governance programmes conduct them more often within their programmes? • Which phases does an impact assessment include? How do I set one up and which aspects deserve special attention in each phase to maximise the benefits for my programme? • What are the benefits I can expect from implementing and impact assessment? • Whom to ask at headquarters in case I need support? This note complements the policy brief “Strategic use of Rigorous Impact Evaluation” and the corporate strategic review on “Rigorous Impact Evaluation” written by the GIZ evaluation unit which focuses on the strategic use of rigorous impact evaluations (RIE) at GIZ. Based on the review findings, the policy brief presents recommendations for strategic planning and implementation of purpose-sensitive RIE using a number of key levers. By adopting central coordination and needs-based support mechanisms, the evaluation unit intends to promote the strategic use of RIE for evidence-based learning and decision-making within the organisation.}, urldate = {2023-03-28}, institution = {Bonn}, author = {von Schiller, Armin}, year = {2020}, } @techreport{janoch_failing_2019, title = {Failing {Forward}: {How} {CARE} is focusing on what goes wrong to improve impact}, url = {https://usaidlearninglab.org/resources/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. It's also allowing us to make connections across a global portfolio of more than 900 projects, and with new and different partners to learn from their experience.}, language = {en}, institution = {USAID LEARN}, author = {Janoch, Emily}, month = aug, year = {2019}, pages = {5}, } @misc{gray_calibrating_2019, title = {Calibrating adaptive programming across multi-country, multi-partner programs}, url = {https://adaptpeacebuilding.org/blog/calibrating-adaptive-programming-across-multi-country-multi-partner-programs}, abstract = {This past week Andy Carl and I joined the international NGO Christian Aid Ireland team in Dublin to reflect on progress in a key feature of their work - adaptive programming. This post presents what Andy Carl and I learned in reflecting this week with the international NGO Christian Aid Ireland r}, language = {en-US}, urldate = {2019-08-08}, journal = {Adapt Peacebuilding}, author = {Gray, Stephen and Carl, Andy}, month = jul, year = {2019}, } @techreport{christie_case_2019, address = {Brighton}, title = {The {Case} for an {Adaptive} {Approach} to {Empowerment} and {Accountability} {Programming} in {Fragile} {Settings}: {Synthesis} report}, shorttitle = {Adaptive {Programming} in {Fragile}, {Conflict} and {Violence}-{Affected} {Settings}, {What} {Works} and {Under} {What} {Conditions}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14556}, abstract = {Fragile, conflict and violence-affected settings (FCVAS) are messy and ambiguous contexts in which to plan and implement development initiatives. To work there, external actors are increasingly adopting an adaptive approach to empowerment and accountability (E\&A) programming, whatever the setting. This means using a compass rather than map, where real-time political economy analysis (PEA) in relation to context and programme monitoring and evidence-informed learning in relation to intervention are used in combination and in shorter-than-usual planning cycles to maintain and adapt strategic direction. This paper brings together three case studies of large Department for International Development (DFID) governance projects in Myanmar, Nigeria and Tanzania.}, language = {en}, urldate = {2018-08-02}, institution = {Itad, Oxfam and IDS}, author = {Christie, Angela and Green, Duncan}, month = jun, year = {2019}, keywords = {A4EA, Adaptive Development, Economy, Fishery}, } @techreport{bridges_implementing_2019, address = {Washington DC}, title = {Implementing {Adaptive} {Approaches} in {Real} {World} {Scenarios}: {A} {Nigeria} {Case} {Study}, with {Lessons} for {Theory} and {Practice}}, shorttitle = {Implementing {Adaptive} {Approaches} in {Real} {World} {Scenarios}}, url = {http://documents.worldbank.org/curated/en/300301560883977057}, abstract = {How does adaptive implementation work in practice? Drawing on extensive interviews and observations, this paper contrasts the ways in which an adaptive component of a major health care project was implemented in three program and three matched comparison states in Nigeria. The paper examines the bases on which claims and counterclaims about the effectiveness of these approaches were made by different actors, concluding that resolution requires any such claims to be grounded in a fit-for-purpose theory of change and evaluation strategy. The principles of adaptive development may be gaining broad acceptance, but a complex array of skills, expectations, political support, empirical measures, and administrative structures needs to be deftly integrated if demonstrably positive operational results are to be obtained, especially when undertaken within institutional systems, administrative logics, and political imperatives that are predisposed to serve rather different purposes.}, language = {en}, number = {WPS8904}, urldate = {2019-07-05}, institution = {The World Bank}, author = {Bridges, Kate and Woolcock, Michael}, month = jun, year = {2019}, pages = {1--37}, } @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{usaid_broad_2019, address = {Washington DC}, title = {Broad {Agency} {Announcement} for {Locally} {Led} {Development} {Innovation}}, url = {https://www.grants.gov/web/grants/view-opportunity.html?oppId=316600}, abstract = {This BAA allows USAID Operating Units (OUs) to co-create, co-design, co-invest, and collaborate in the research, development, piloting, testing, and scaling of innovative, practical, and cost-effective interventions to catalyze locally led development. The BAA aligns with a number of Agency priorities and policies, including the Journey to Self-Reliance, resilience, procurement innovation, and expanding and diversifying the partner base - as well as the New Partnerships Initiative and Acquisition and Assistance Strategy. E3/LS has put up the BAA’s first Addendum, "New Directions in Advancing Locally Led Development," which seeks Expressions of Interest on the following: - Engaging the Local Private Sector - Conflict, Post-Conflict, and Non-Permissive Environments - Effective Partnerships - The Changing Role of the Donor - Local Giving, Philanthropy, and Other Private Resources}, urldate = {2019-06-04}, institution = {USAID}, author = {USAID}, month = may, year = {2019}, } @book{mclean_scaling_2019, title = {Scaling {Impact}: {Innovation} for the {Public} {Good}}, isbn = {978-0-429-88638-6}, shorttitle = {Scaling {Impact}}, url = {https://www.idrc.ca/en/book/scaling-impact-innovation-public-good}, abstract = {Scaling Impact introduces a new and practical approach to scaling the positive impacts of research and innovation. Inspired by leading scientific and entrepreneurial innovators from across Africa, Asia, the Caribbean, Latin America, and the Middle East, this book presents a synthesis of unrivalled diversity and grounded ingenuity. The result is a different perspective on how to achieve impact that matters, and an important challenge to the predominant more-is-better paradigm of scaling. For organisations and individuals working to change the world for the better, scaling impact is a common goal and a well-founded aim. The world is changing rapidly, and seemingly intractable problems like environmental degradation or accelerating inequality press us to do better for each other and our environment as a global community. Challenges like these appear to demand a significant scale of action, and here the authors argue that a more creative and critical approach to scaling is both possible and essential. To encourage uptake and co-development, the authors present actionable principles that can help organisations and innovators design, manage, and evaluate scaling strategies. Scaling Impact is essential reading for development and innovation practitioners and professionals, but also for researchers, students, evaluators, and policymakers with a desire to spark meaningful change.}, language = {en}, publisher = {Routledge}, author = {McLean, Robert and Gargani, John}, month = may, year = {2019}, note = {Google-Books-ID: 9X6YDwAAQBAJ}, keywords = {Developing \& Emerging Countries}, } @misc{learnadapt_how_2019, title = {How to manage complexity: four lessons for {DFID}’s new {Secretary} of {State}}, shorttitle = {How to manage complexity}, url = {https://medium.com/learnadapt/how-to-manage-complexity-four-lessons-for-dfids-new-secretary-of-state-b1bdf06b513c}, abstract = {Lessons for DFID in addressing complex problems without creating complicated, workload heavy programmes.}, urldate = {2019-05-15}, journal = {Medium}, author = {LearnAdapt}, month = may, year = {2019}, } @misc{davda_monitoring_2019, title = {Monitoring, {Evaluation} and {Learning} for {Complex} {Programs} in {Complex} {Contexts}: {Three} {Facility} {Case} {Studies} – {Governance} {Soapbox}}, url = {https://abtassocgovernancesoapbox.wordpress.com/2019/04/11/monitoring-evaluation-and-learning-for-complex-programs-in-complex-contexts-three-facility-case-studies/}, urldate = {2019-06-21}, journal = {Abt Associates - Governance Soapbox}, author = {Davda, Tara and Tyrrel, Lavinia}, month = apr, year = {2019}, } @techreport{nadelman_how_2019, address = {Brighton}, title = {How {Does} the {World} {Bank} {Build} {Citizen} {Engagement} {Commitments} into {Project} {Design}? {Results} from {Pilot} {Assessments} in {Mozambique}, {Myanmar}, {Nigeria}, and {Pakistan}}, 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 = {How {Does} the {World} {Bank} {Build} {Citizen} {Engagement} {Commitments} into {Project} {Design}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14449}, abstract = {How and to what degree is the World Bank putting its new institutional citizen engagement (CE) commitments into practice? This question guides an independent assessment that the Accountability Research Center (ARC) at American University has undertaken as part of the Institute of Development Studies-led Action for Empowerment and Accountability (A4EA) research programme’s investigation into how external actors can best support local processes of and conditions for empowerment and accountability. This report investigates the World Bank’s incorporation of CE into project design, the critical early stage of donor engagement. To accomplish this, ARC reviewed the World Bank’s fiscal year 2015–17 investment project portfolios for four A4EA priority countries, Mozambique, Myanmar, Nigeria, and Pakistan, which covers 57 projects that range from US\$19 million to U\$600 million. The analysis determines whether projects commit to seeking a strategic approach to CE, which involves combining multiple tactics so that the whole could be greater than the sum of the parts. This assessment of CE commitments is intended to help to inform possible national, civil society organisation strategies to monitor whether and how these commitments are actually implemented in practice.}, language = {en}, urldate = {2019-04-17}, institution = {IDS}, author = {Nadelman, Rachel and Le, Ha and Sah, Anjali}, month = apr, year = {2019}, } @techreport{icai_dfids_2019, address = {London}, title = {{DFID}’s partnerships with civil society organisations - {A} performance review}, url = {https://icai.independent.gov.uk/report/csos/}, abstract = {DFID values civil society organisations (CSOs), but its funding and partnership practices do not fully support the long-term health of the civil society sector.}, language = {en-GB}, urldate = {2019-05-15}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = apr, year = {2019}, } @techreport{vahamaki_learning_2019, title = {Learning from {Results}-{Based} {Management} evaluations and reviews}, url = {https://www.oecd-ilibrary.org/development/learning-from-results-based-management-evaluations-and-reviews_3fda0081-en}, abstract = {What have we learned from implementing results-based management in development co-operation organisations? What progress and benefits can be seen? What are the main challenges and unintended consequences? Are there good practices to address these challenges? To respond to these questions this paper reviews and analyses the findings from various evaluations and reviews of results-based management systems conducted by members of the Development Assistance Committee (DAC), the OECD/DAC Results Community Secretariat and other bodies in the past four years (2015-2018). It also draws on emerging lessons from new methods for managing development co-operation results. This analytical work aims to: identify recent trends in results-based management, explore challenges faced by providers when developing their results approaches and systems, select good practices in responding to these challenges that can be useful for the OECD/DACResults Community, considering new approaches, new technologies and evolving contexts. This body of evidence will inform the development of a core set of generic guiding principles for results-based management in development co-operation.}, language = {en}, urldate = {2019-04-05}, institution = {OECD}, author = {Vähämäki, Janet and Verger, Chantal}, month = mar, year = {2019}, } @techreport{usaid_knowing_2019, address = {Washington DC}, title = {Knowing {When} to {Adapt} - {A} {Decision} {Tree}}, url = {https://usaidlearninglab.org/library/knowing-when-adapt-decision-tree}, abstract = {This job aid will help you determine how best to resolve a challenge/issue in programming. It is intended for use by USAID, partners, and others working in international development.}, language = {en}, urldate = {2019-03-28}, institution = {USAID LEARN}, author = {USAID}, month = mar, year = {2019}, } @techreport{sharp_how_2019, address = {London}, type = {Briefing paper}, title = {How {DFID} can better manage complexity in development programming}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/12675.pdf}, abstract = {The United Kingdom’s (UK) Department for International Development (DFID) is an ambitious government department that is committed to reducing poverty and conflict overseas. Many of the issues on which DFID works are complex; whether focused on climate change, gender equality, health or other priorities, simple solutions rarely exist. And to tackle these complex challenges, DFID staff must interact with unpredictable systems of political, organisational and individual behaviours and incentives. There is a risk that complex problems spur more complicated programmes; that the complexity of development challenges is addressed through designing programmes with too many projects and implementers. While there may be valid reasons for this, too many of these complicated programmes will overburden staff. This briefing note is the outcome of an ongoing process within DFID to confront these issues and answer the question: how can DFID design and manage programmes to address complex development challenges without creating too much staff workload? Key messages DFID deals with complex problems, which require flexible systems to support testing, learning and adaptation. • Complex problems do not necessarily require workload-heavy delivery structures, but simpler approaches depend on delivery partners’ experience and competence. • However, programmes that tackle complex problems do require more hands-on engagement and face more workload from inflexible compliance requirements. We suggest that DFID and similar agencies: • Pay closer attention to delivery options in programme design, making use of existing options where possible and, where not, fostering local organisations through long-term investments. • Encourage programme designers to articulate how ambition matches resources and consider ‘good enough’ design. • Reduce the burden of compliance by cultivating partner autonomy, reassessing results and valuefor-money requirements and promoting more flexible contracting and procurement. • Plan and prioritise management resources across a portfolio of programmes to make sure they can be focused in the right areas, where the complexity of the problem requires greater engagement.}, language = {en}, urldate = {2019-05-15}, institution = {ODI}, author = {Sharp, Samuel and Valters, Craig and Whitty, Brendan}, month = mar, year = {2019}, } @misc{green_what_2019, title = {What is different about how {INGOs} do {Adaptive} {Management}/{Doing} {Development} {Differently}?}, url = {https://oxfamblogs.org/fp2p/some-great-new-research-on-adaptive-management-doing-development-differently-by-ingos/}, urldate = {2019-11-04}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = feb, year = {2019}, } @techreport{davda_monitoring_2019, title = {Monitoring, {Evaluating} and {Learning} for {Complex} {Programs} in {Complex} {Contexts}: {Three} {Facility} {Case} {Studies}}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2019/03/abt-governance-working-paper-series-issue-no-6-final-8-march-2019.pdf}, language = {en}, urldate = {2019-06-21}, institution = {Abt Associates}, author = {Davda, Tara and Tyrrel, Lavinia}, month = feb, year = {2019}, } @techreport{dfat_aid_2019, title = {{AID} {Programming} {Guide}}, url = {https://dfat.gov.au/about-us/publications/Pages/aid-programming-guide.aspx}, urldate = {2019-03-12}, institution = {Australian Government}, author = {DFAT}, month = feb, year = {2019}, } @techreport{usaid_local_2019, address = {Washington DC}, title = {Local {Works} {Guidance} - {Round} 4}, url = {https://www.usaid.gov/partnership-opportunities/ngo/localworks}, urldate = {2019-02-13}, institution = {USAID}, author = {USAID}, month = feb, year = {2019}, } @misc{noauthor_conflict_2019, title = {Conflict and {Human} {Rights} {Shareweb}}, url = {https://www.shareweb.ch/site/Conflict-and-Human-Rights/startpage-tools/cspm-tool/scenarios/#goto}, urldate = {2019-03-06}, year = {2019}, } @techreport{dfid_dfid_2019, address = {London}, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {X} (2019.01)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/779532/Smart-Rules-External-Jan19.pdf}, urldate = {2019-05-16}, institution = {DFID}, author = {DFID}, year = {2019}, } @techreport{koenig_joint_2019, address = {Brussels}, title = {Joint {Programming} in {Conflict}-{Affected} and {Fragile} {States}}, abstract = {On the Joint Programming Practices from the EU in fragile settings}, language = {en}, institution = {Joint Programming - EU}, author = {Koenig, Sibylle and Brusset, Emery}, year = {2019}, pages = {43}, } @techreport{oecd_dac_2019, title = {{DAC} {Peer} {Review} of {Switzerland} - 2019}, url = {https://www.oecd.org/dac/peer-reviews/Switzerland-2019-Memorandum.pdf}, language = {en}, urldate = {2019-08-20}, institution = {OECD}, author = {{OECD}}, year = {2019}, } @misc{oecd_evaluation_2019, title = {Evaluation of development programmes - {OECD}}, url = {https://www.oecd.org/dac/evaluation/}, abstract = {Data \& research on evaluation of development programmes inc. paris declaration, budget support, multilateral effectiveness, impact evaluation, joint evaluations, governance, aid for trade}, urldate = {2019-11-27}, author = {OECD}, year = {2019}, } @techreport{tim_ruffer_doing_2019, title = {Doing adaptive management at {Sida}}, url = {https://beamexchange.org/resources/1413/}, abstract = {Lessons from the market systems development approach The evaluation focuses on Sida’s management of MSD projects. The projects are applying the MSD approach with an aim to: - contribute to improved MSD programming by Sida through better management practices across the project cycle - generate recommendations on how Sida can create conducive conditions for systems approaches and adaptive programming more generally. The brief assesses Sida’s organisational capacity for adaptive management in three dimensions: - leadership and culture - staff capacities - skills, and systems and procedures}, language = {en}, urldate = {2022-07-01}, institution = {SIDA}, author = {{Tim Ruffer} and {Helen Bailey} and {Stefan Dahlgren} and {Patrick Spaven} and {Mark Winters}}, year = {2019}, } @techreport{sdc_was_2018, title = {Was bedeutet “{Staying} {Engaged}” im {Kontext} der aktuellen {Krise} in {Nicaragua}? Überlegungen und {Strategien} der {ALAK} ({Internal} memo)}, abstract = {«Mitigation» (im Sinne von Notlinderung) und «Transformation» sind die zwei Schlagworte, an welchen sich die Neuausrichtung des Portfolios in Nicaragua über die nächsten Monate orientieren wird. Ziel ist es, dass die Schweiz ihr über die letzten Jahrzehnte akquiriertes politisches Kapital und ihre Expertise nutzt, um zu einer Linderung der Auswirkung der Krise für die Bevölkerung beizutragen und mithilft die Grundlagen für eine Transformation der politischen Kultur und eine langfristig angelegte Demokratisierung zu schaffen.}, institution = {SDC}, author = {SDC}, month = dec, year = {2018}, } @techreport{care_doing_2018, address = {Nairobi}, title = {Doing {Development} {Differently} in the {Global} {South} - {Workshop} {Report}}, url = {https://insights.careinternational.org.uk/media/k2/attachments/CARE_British-Council_DDD-workshop-report-Dec-2018.pdf}, urldate = {2019-02-01}, institution = {CARE and British Council}, author = {CARE}, month = dec, year = {2018}, } @techreport{ruffer_evaluation_2018, address = {Stockholm}, title = {Evaluation of the market systems development approach: {Lessons} for expanded use and adaptive management at {Sida} {Volume} {I}: {Evaluation} {Report}}, url = {https://www.sida.se/contentassets/bfe15e8902fa4dbb864bd478c2f14df1/2018_2a_evaluation_market_systems_dev_approach_vol-1.pdf}, abstract = {This report presents the findings of an evaluation of Sida’s management of the market systems development (MSD) approach. It aims to inform thinking on how Sida can best manage its growing portfolio of MSD programs. Beyond this, it provides insights relevant to Sida’s wider support to complex and adaptive programs. The evaluation identified several factors that affect Sida’s ability to ensure that conducive conditions are in place for effective MSD programs and good development programming more generally. Sida’s relatively flexible framework of rules, guidelines and systems for project management provide the space needed for staff to innovate and manage adaptively. But for this to happen consistently and effectively, Sida needs to invest more deliberately in building the capacity of its staff in relevant areas. In addition, leadership and incentives are key to shaping a culture of active experimentation and learning. This needs to be supported with clearer guidance for those involved in the design and appraisal of MSD projects; and strengthened oversight of project performance, including through adjustments to Sida’s contracts and funding agreements.}, urldate = {2019-01-08}, institution = {Sida}, author = {Ruffer, Tim and Bailey, Helen and Dahlgren, Stefan and Spaven, Patrick and Winters, Mark}, month = dec, year = {2018}, } @techreport{ruffer_evaluation_2018, address = {Stockholm}, title = {Evaluation of the market systems development approach: {Lessons} for expanded use and adaptive management at {Sida} {Volume} {II}: {Case} studies}, url = {https://www.sida.se/contentassets/bfe15e8902fa4dbb864bd478c2f14df1/2018_2a_evaluation_market_systems_dev_approach_vol-1.pdf}, abstract = {This report presents the findings of an evaluation of Sida’s management of the market systems development (MSD) approach. It aims to inform thinking on how Sida can best manage its growing portfolio of MSD programs. Beyond this, it provides insights relevant to Sida’s wider support to complex and adaptive programs. The evaluation identified several factors that affect Sida’s ability to ensure that conducive conditions are in place for effective MSD programs and good development programming more generally. Sida’s relatively flexible framework of rules, guidelines and systems for project management provide the space needed for staff to innovate and manage adaptively. But for this to happen consistently and effectively, Sida needs to invest more deliberately in building the capacity of its staff in relevant areas. In addition, leadership and incentives are key to shaping a culture of active experimentation and learning. This needs to be supported with clearer guidance for those involved in the design and appraisal of MSD projects; and strengthened oversight of project performance, including through adjustments to Sida’s contracts and funding agreements.}, urldate = {2019-01-08}, institution = {Sida}, author = {Ruffer, Tim and Bailey, Helen and Dahlgren, Stefan and Spaven, Patrick and Winters, Mark}, month = dec, year = {2018}, } @techreport{usaid_acquisition_2018, title = {Acquisition and {Assistance} {Strategy} - {USAID}}, url = {http://sk.sagepub.com/reference/disasterrelief/n303.xml}, abstract = {The U.S. Agency for International Development (USAID) of tomorrow is one in which the Agency enables partner countries to plan, resource, and manage their own development through strengthened capacity and commitment — this is the essence of the Journey to Self-Reliance. In Fiscal Year (FY) 2018, the Agency obligated over 80 percent of its programmatic funding — a total of \$17 billion — through acquisition and assistance (A\&A) mechanisms. Partnering and procurement are central to how we do our work. Therefore, we must think holistically about with whom we work and how we work, if we are to achieve our ambitious goals for the USAID of tomorrow. The purpose of this document is to provide a transparent strategy that guides changes to Agency policy and practice for both our staff and implementing partners in how we approach our core A\&A work. This strategy, which builds on previous and current reform efforts, outlines the shifts we will make to embrace a self-reliance model for A\&A and move concretely toward the goal of ending the need for foreign assistance. GUIDING PRINCIPLES OF PARTNERING AT USAID USAID’s partnering approaches have evolved significantly over time as we have tested new and innovative ways of working. The principles outlined below support the Journey to Self-Reliance by empowering our staff and partners to produce results-driven solutions responsive to partner country needs and priorities — building capacity and commitment based on creative and entrepreneurial approaches that have already begun to develop. The Agency must move beyond our traditional approaches to embrace greater collaboration, co-design, and co-financing to improve upon our models of partnering.}, language = {en}, urldate = {2020-10-15}, institution = {USAID}, collaborator = {USAID}, month = dec, year = {2018}, doi = {10.4135/9781412994064.n303}, } @techreport{punton_adaptive_2018, address = {Brighton}, title = {Adaptive {Programming} in {Fragile}, {Conflict} and {Violence}-{Affected} {Settings}, {What} {Works} and {Under} {What} {Conditions}?: {The} {Case} of {PERL}, {Nigeria}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14148}, abstract = {This paper examines adaptive approaches to aid programming in Nigeria. Through field research and desk reviews, we have investigated some of the assertions around the ‘adaptive management and programming’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blueprint and linear project plans. This is the second of three case studies in a series which explore if and how adaptive approaches, including rapid learning and planning responses, are particularly relevant and useful for promoting empowerment and accountability in fragile, conflict and violence-affected settings (FCVAS). This case study focuses on PERL (Partnership to Engage, Reform and Learn) in Nigeria, a five-year governance programme (2016-21) with a total budget of £100 million. It aims to promote better service delivery through bringing together government and citizens groups to collectively address governance challenges. PERL is viewed by DFID as the final stage of a 20-year investment, building on learning, experience and partnerships from 15 years of DFID-funded governance programming in Nigeria. It was designed to incorporate learning and adaptation through a ‘living’ theory of change, continuous political economy analysis at different levels, adaptive implementation by location-based delivery teams who are encouraged to be flexible and let partners take the lead, regular learning and reflection, and adaptive resourcing, HR and administrative systems. The case study draws on a conceptual framework (the ‘adaptive triangle’) that looks at three types of adaptation – adaptive management, adaptive programming and adaptive delivery – and the interconnections and tensions between them.}, language = {en}, urldate = {2019-02-04}, institution = {Itad, Oxfam and IDS}, author = {Punton, Melanie and Burge, Richard}, month = nov, year = {2018}, keywords = {A4EA, Adaptive Development, Economy, Fishery}, } @article{xiao_evaluation_2018, title = {Evaluation and learning in complex, rapidly changing health systems: {China}’s management of health sector reform}, volume = {14}, issn = {1744-8603}, shorttitle = {Evaluation and learning in complex, rapidly changing health systems}, url = {https://doi.org/10.1186/s12992-018-0429-7}, doi = {10.1186/s12992-018-0429-7}, abstract = {Healthcare systems are increasingly recognised as complex, in which a range of non-linear and emergent behaviours occur. China’s healthcare system is no exception. The hugeness of China, and the variation in conditions in different jurisdictions present very substantial challenges to reformers, and militate against adopting one-size-fits-all policy solutions. As a consequence, approaches to change management in China have frequently emphasised the importance of sub-national experimentation, innovation, and learning. Multiple mechanisms exist within the government structure to allow and encourage flexible implementation of policies, and tailoring of reforms to context. These limit the risk of large-scale policy failures and play a role in exploring new reform directions and potentially systemically-useful practices. They have helped in managing the huge transition that China has undergone from the 1970s onwards. China has historically made use of a number of mechanisms to encourage learning from innovative and emergent policy practices. Policy evaluation is increasingly becoming a tool used to probe emergent practices and inform iterative policy making/refining. This paper examines the case of a central policy research institute whose mandate includes evaluating reforms and providing feedback to the health ministry. Evaluation approaches being used are evolving as Chinese research agencies become increasingly professionalised, and in response to the increasing complexity of reforms. The paper argues that learning from widespread innovation and experimentation is challenging, but necessary for stewardship of large, and rapidly-changing systems.}, number = {1}, urldate = {2019-03-15}, journal = {Globalization and Health}, author = {Xiao, Yue and Husain, Lewis and Bloom, Gerald}, month = nov, year = {2018}, pages = {112}, } @misc{tyrrel_getting_2018, title = {Getting {Past} the {Rhetoric} \#2: {Managing} for ‘{Thinking} and {Working} {Politically}’ in {Large} {Facilities}}, url = {https://abtassocgovernancesoapbox.wordpress.com/2018/10/30/getting-past-the-rhetoric-2-managing-for-thinking-and-working-politically-in-large-facilities/}, urldate = {2019-06-21}, journal = {Abt Associates - Governance Soapbox}, author = {Tyrrel, Lavinia}, month = oct, year = {2018}, } @techreport{usaid_usaid_2018, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Program} {Cycle} {Operational} {Policy} ({Update} 10/29/2018)}, url = {https://www.usaid.gov/sites/default/files/documents/1870/201.pdf}, urldate = {2019-05-16}, institution = {USAID}, author = {USAID}, month = oct, year = {2018}, } @misc{tyrrel_getting_2018, title = {Getting {Past} the {Rhetoric} \#1: {Tendering} for ‘{Thinking} and {Working} {Politically}’ in {Large} {Facilities}}, url = {https://abtassocgovernancesoapbox.wordpress.com/2018/10/26/getting-past-the-rhetoric-1-tendering-for-thinking-and-working-politically-in-large-facilities/}, urldate = {2019-06-21}, journal = {Abt Associates - Governance Soapbox}, author = {Tyrrel, Lavinia}, month = oct, year = {2018}, } @techreport{booth_learning_2018, address = {London}, title = {Learning to make a difference: {Christian} {Aid} {Ireland}’s adaptive programme management in governance, gender, peace building and human rights}, shorttitle = {Learning to make a difference}, url = {https://www.odi.org/publications/11191-learning-make-difference-christian-aid-ireland-s-adaptive-programme-management-governance-gender}, abstract = {This paper assesses the relevance of adaptive or trial-and-error approaches to the field of governance, peace building and human rights. Tackling the problems of poverty, vulnerability and exclusion that persist in parts of the world that continue to be affected by violence or political insecurity is difficult for several reasons. For one, because of the complexity of the prevailing social, economic and political systems, solutions to chronic problems are far from obvious. One response to this aspect of the challenge is adaptive programme design and management. This paper is the product of a multi-year collaboration between ODI and the core team of Christian Aid Ireland to assess the relevance of adaptive or trial-and-error approaches to the field of governance, peace building and human rights. It explains the basis on which Christian Aid Ireland’s current five-year programme has become committed to an adaptive approach. It then describes and seeks to draw lessons from the programme’s first year of experience, considering the possible implications for implementation over the coming years. The authors find that to get full benefits from the move to adaptive management, the new ways of working and their underlying principles will need to become more embedded in organisational practices and cultures.}, language = {en}, urldate = {2019-02-01}, institution = {ODI}, author = {Booth, David and Balfe, Karol and Gallagher, Róisín and Kilcullen, Gráinne and O'Boyle, Sarah and Tiernan, Alix}, month = sep, year = {2018}, } @techreport{icai_achieving_2018, title = {Achieving value for money through procurement. {Part} 2: {DFID}’s approach to value for money through tendering and contract management - {A} performance review}, url = {https://icai.independent.gov.uk/wp-content/uploads/ICAI-Achieving-value-for-money-through-procurement-Part-2-.pdf}, abstract = {Summary In 2016-17, the Department for International Development (DFID) spent £1.4 billion, or 14\% of its budget, through commercial suppliers on contracts ranging from school construction to family planning services and the delivery of humanitarian aid. The quality of its procurement and contract management – how it engages and manages commercial firms to support the delivery of aid programmes on time, to budget and at the appropriate quality – is a key driver of value for money for UK aid. It is also a subject of considerable Parliamentary and public interest. In recent years, DFID has implemented a range of initiatives to strengthen its procurement practices and embed commercial capability across the department – including its 2017 Supplier Review, undertaken to address concerns about excessive profit-making by DFID suppliers. This review on achieving value for money through procurement (part 2) was published in September 2018. We awarded a green-amber score and made three recommendations to government. The follow-up to this review was published in July 2020, and rated the government’s response as ‘inadequate’, as a result of DFID’s failure to put in place a formal contract management regime, despite the risks this entails for programme results. We will return to this in the next follow-up in summer 2021. Review Our review found an appropriate overall approach to procurement with good performance in most areas of tendering, but significant weaknesses in contract management. We therefore awarded a green-amber score and made three recommendations to government. Findings Since 2015, DFID has progressed towards a more mature procurement approach. DFID’s tender process follows current EU legislation and UK government guidelines and cross-government peer reviews confirm improvements in DFID’s procurement approach. The Supplier Review lent momentum to the reforms but risks having unintended consequences. Poor consultation with suppliers has heightened the risk of unintended consequences. DFID is reviewing its business processes to protect aid recipients from sexual abuse and exploitation. DFID does not always choose the most appropriate procurement process but a new strategic sourcing process has resulted in stronger procurement planning. DFID has built up its commercial capability, but this will need to be an ongoing process. The contract management function in DFID is poorly defined and contracts are frequently amended or extended beyond their advertised length and values. Inception phases are often too short for adequate preparation and planning. Progress on flexible and adaptive programming will require more innovative approaches to tendering and contract management. Recommendations Before the next major revision of its supplier code and contracting terms, or future changes that may materially affect suppliers, DFID should conduct an effective consultation process with its supplier market, to ensure informed decisions and minimise the risks of unintended consequences. DFID should accelerate its timetable for acquiring a suitable management information system for procurement, to ensure that its commercial decisions are informed by data. DFID should instigate a formal contract management regime, underpinned by appropriate training and guidance and supported by a senior official responsible for contract management across the department. The new regime should include appropriate adaptive contract management techniques, to ensure that supplier accountability is balanced with the need for innovation and adaptive management in pursuit of development results.}, urldate = {2021-06-04}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = sep, year = {2018}, } @misc{pryor_procuring_2018, title = {Procuring and {Managing} {Adaptively}: 5 {Case} {Studies} of {Adaptive} {Mechanisms}}, shorttitle = {Procuring and {Managing} {Adaptively}}, url = {https://usaidlearninglab.org/lab-notes/procuring-and-managing-adaptively-5-case-studies-adaptive-mechanisms}, abstract = {Flexibility in program management is essential in all of the countries where USAID works. This is especially true in non-permissive environments (NPEs), where the ability to learn and adapt quickly to changing circumstances can help USAID staff members achieve their desired outcomes.}, language = {en}, urldate = {2019-08-22}, journal = {USAID Learning Lab, USAID}, author = {Pryor, Tony}, month = aug, year = {2018}, } @techreport{dfat_independent_2018, title = {Independent {Review} of {Facilities}: review and management response}, url = {https://dfat.gov.au/about-us/publications/Pages/independent-review-of-facilities-review-and-management-response.aspx}, urldate = {2019-05-16}, institution = {DFAT}, author = {{DFAT}}, month = aug, year = {2018}, } @techreport{goodier_opportunities_2018, address = {Brighton}, title = {Opportunities for {Using} {Complexity}-{Aware} {Approaches} to {Theory} of {Change}}, copyright = {© Swiss Agency for Development and Cooperation (SCD). All rights reserved.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14040}, abstract = {The purpose of this briefing note is to review opportunities for using complexity aware approaches to Theory of Change (ToC) to inform the SDC approach. It provides an overview of complexity-aware approaches and then focuses on demonstrating how complexity thinking can support programming by building on the frameworks currently being used in the project/programme cycle management (PCM) processes. It is aimed at SDC staff, in particular Programme Officers and staff of partner organisations involved in the management of SDC interventions.}, language = {en}, urldate = {2019-03-06}, institution = {IDS}, author = {Goodier, Sarah and Apgar, Marina}, month = aug, year = {2018}, } @techreport{goodier_state_2018, address = {Brighton}, title = {State of the {Art} on {Use} of {Theory} of {Change} in the {Development} {Sector}}, copyright = {© Swiss Agency for Development and Cooperation (SCD). All rights reserved.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14039}, abstract = {The purpose of this briefing note is to add to SDC’s understanding of Theory of Change (ToC), drawing on the literature and practice to sketch out the current state of the art approach. This involves expanding on ToC beyond SDC’s current practice of using Impact Hypotheses (IH) to bridge it to operational practice and use ToC more explicitly in the project/programme cycle management (PCM) processes. Sharing the state of the art on use of ToC in the development sector, this briefing note outlines what a ToC is, what it is used for and why it is needed in the development sector. It discusses ToC as both a process and a product, providing step by step guidance on how to facilitate a ToC process. The differences between a ToC and a logframe are highlighted. Some key criteria for recognising when you have a ‘good’ ToC are also included. This brief is aimed at SDC staff, in particular Programme Officers, and staff of partner organisations involved in the management of SDC interventions.}, language = {en}, urldate = {2019-03-06}, institution = {IDS}, author = {Goodier, Sarah and Apgar, Marina and Clark, Louise}, month = aug, year = {2018}, } @techreport{obrecht_making_2018, address = {London}, type = {{ALNAP} {Background} {Paper}}, title = {Making humanitarian response more flexible: {Challenges} and questions}, url = {https://www.alnap.org/system/files/content/resource/files/main/ALNAPpaper%20Making%20humanitarian%20response%20more%20flexible_1.pdf}, urldate = {2018-09-18}, institution = {ALNAP/ODI}, author = {Obrecht, Alice and Bourne, S.}, month = aug, year = {2018}, } @misc{douglas_what_2018, title = {What can the {Thinking} and {Working} {Politically} community learn from peace and conflict mediation?}, url = {https://frompoverty.oxfam.org.uk/what-can-the-thinking-and-working-politically-community-learn-from-peace-and-conflict-mediation/}, abstract = {Wily aid practitioners have long understood the importance of adapting their programs to the political environment, and even use their activities to push politics in a progressive direction. But this magic was spun secretly, hidden behind logframes and results frameworks. Only recently has a range of programs been permitted to escape the dead hand of technocracy. But there was one corner of the development and humanitarian world that never needed to shroud its political ambitions; those of us working on resolving violent conflicts. Donors have always understood our work could never be disembodied from politics. This field included elements of the UN, regional organisations, and NGOs, such as the one I work for: the Centre for Humanitarian Dialogue. With a new focus on development being enabled by a series of ‘deals’ between different actors, it seems timely to examine the strategies used to reach peace agreements and whether they contain broader lessons for TWP/DDD/Adaptive Management.}, urldate = {2023-08-15}, journal = {From Poverty to Power}, author = {Douglas, Alex}, month = jul, year = {2018}, } @article{carter_scaling_2018, title = {Scaling {Up} {Inclusive} {Approaches} for {Marginalised} and {Vulnerable} {People}}, copyright = {This report was prepared for the UK Government’s Department for International Development (DFID). It is licensed for non-commercial purposes only. © DFID – Crown copyright 2018.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13964}, abstract = {This rapid review summarises the evidence on how to scale up inclusive approaches to complex social change. It looks at how to design scalable inclusive change interventions, as well as how to plan and manage the scale-up process. Focusing on interventions with the aim of reaching the most marginalised and transform social norms, it covers programmes aiming to deliver inclusive outcomes for women and girls (with a particular focus on preventing violence against women and girls) and persons with disabilities. To date, many interventions seeking to change harmful gender and disability norms have been implemented as small-scale projects. There are limited experiences of scale-up and fewer evaluations of these experiences. However, there are some documented case studies as well as emerging analysis that draw out lessons learned. From this evidence base, this rapid desk review identifies eight critical issues commonly highlighted as important considerations when scaling up inclusive change interventions: 1. Opportunities for systemic approach, including integrating political and community-level scale-up, and coordinating across multiple sectors and stakeholders 2. Political support for scale-up 3. Strategic choices: balancing reach, speed, cost, quality, equity, and sustainability 4. Catalysing change: tipping points, diffusion effects, and local champions 5. Locally grounded, participatory, and adaptive approaches 6. Long-term approaches with funding models to match 7. Cost-effective and financially feasible scale-up strategies 8. Measuring impact and sustainability.}, language = {en}, urldate = {2019-02-15}, author = {Carter, Becky and Joshi, Anu and Remme, Michelle}, month = jul, year = {2018}, } @misc{jacobstein_context-driven_2018, type = {Text}, title = {Context-{Driven} {Adaptation} ({Overview})}, url = {https://usaidlearninglab.org/context-driven-adaptation-overview}, abstract = {CONTEXT-DRIVEN ADAPTATION COLLECTION}, language = {en}, urldate = {2021-01-04}, journal = {USAID Learning Lab}, author = {Jacobstein, David}, month = jun, year = {2018}, } @techreport{usaid_usaid_2018, address = {Washington DC}, title = {{USAID} {Risk} {Appetite} {Statement}}, url = {https://www.usaid.gov/policy/risk-appetite-statement}, urldate = {2019-02-18}, institution = {USAID}, author = {USAID}, month = jun, year = {2018}, } @techreport{gac_global_2018, address = {Ottawa}, title = {Global {Affairs} {Canada}: an approach to development innovation}, url = {https://international.gc.ca/world-monde/issues_development-enjeux_developpement/priorities-priorites}, abstract = {For Global Affairs Canada, development innovation includes new or improved business models, policy practices, approaches, technologies, behavioral insights or ways of delivering products and services that benefit and empower the poorest and most vulnerable people in developing countries.}, language = {eng}, urldate = {2019-05-19}, institution = {Global Affairs Canada}, author = {GAC}, month = apr, 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{laws_thinking_2018, address = {London}, title = {Thinking and working politically: {Reviewing} the evidence on the integration of politics into development practice over the past decade}, url = {https://twpcommunity.org/wp-content/uploads/2018/04/Thinking-and-working-politically-reviewing-the-evidence.pdf}, language = {en}, urldate = {2019-05-16}, institution = {TWP Community of Practice}, author = {Laws, Ed and Marquette, Heather}, month = mar, year = {2018}, } @misc{bekkers_introduction_2018, address = {Nairobi}, title = {An {Introduction} to the {DCED} {Standard} for {Results} {Measurement}}, url = {https://www.enterprise-development.org/dced-beam-seminar-2018/}, abstract = {Introduction used in the DCED-BEAM seminar}, language = {en}, author = {Bekkers, Nabanita Sen}, month = feb, year = {2018}, } @misc{mitra_using_2018, address = {Nairobi}, title = {Using elements of {DCED} {Standards} for {CLA}}, url = {https://www.enterprise-development.org/dced-beam-seminar-2018/}, abstract = {Introduction used in the DCED-BEAM seminar in Nairobi}, language = {en}, author = {Mitra, Bilash and Jalil, Mohammad Muaz}, month = feb, year = {2018}, } @techreport{g7_whistler_2018, address = {G7 Summit 2018}, title = {The {Whistler} principles to accelerate innovation for development impact}, url = {http://www.g7.utoronto.ca/dev/180602-innovation.html}, abstract = {The Whistler principles to accelerate innovation for development impact : 2018 G7 Summit – Canada 2018 G7 Presidency – Charlevoix, Quebec}, language = {en-US}, urldate = {2018-11-13}, institution = {G7}, author = {{G7}}, month = feb, year = {2018}, } @techreport{icai_dfids_2018, address = {London}, title = {{DFID}’s approach to value for money in programme and portfolio management}, url = {https://icai.independent.gov.uk/report/value-for-money/}, abstract = {ICAI published this review on DFID’s approach to value for money in February 2018, and as value for money is both a process and an outcome and cuts across all aspects of DFID’s operations, did not score this review. We made five recommendations and published a follow-up to this review in July 2019. All UK government departments are required to achieve value for money in their use of public funds. In recent years, DFID has been working to build value for money considerations further into its management processes and its relationships with implementers and multilateral partners, establishing itself as a global champion on value for money. Review This review was published in February. Though it was not rated, ICAI made five recommendations, and found that the Department for International Development’s approach to value for money was helping to make UK aid spending go further, but improvements are still needed. Findings This review found that DFID has strengthened its processes and systems for ensuring it gains maximum value for each pound spent, has taken swift remedial action to tackle under-performing programmes, and has become a strong global champion on value for money. The review also found that DFID has been diligent in its efforts to cut waste, detect fraud, and improve efficiency, and that this work is improving the return on the UK investment in aid. However, the review found that DFID’s approach was not adequately reporting and capturing results and value for money at the country portfolio level, or how programmes work together to deliver lasting impact, including reducing future dependency on aid. It also found that weakness in the annual review process could undermine DFID’s approach to value for money. It found that targets were frequently revised, and that there could be pressures for optimistic scoring of programmes. Recommendations Based on this review, we made the following five recommendations to help DFID improve its approach to value for money still further: DFID country offices should articulate cross-cutting value for money objectives at the country portfolio level, and should report periodically on progress at that level. Drawing on its experience with introducing adaptive programming, DFID should encourage programmes to experiment with different ways of delivering results more cost-effectively, particularly for more complex programming. DFID should ensure that principles of development effectiveness – such as ensuring partner country leadership, building national capacity and empowering beneficiaries – are more explicit in its value for money approach. Programmes should reflect these principles in their value for money frameworks, and where appropriate incorporate qualitative indicators of progress at that level. DFID should be more explicit about the assumptions underlying the economic case in its business cases, and ensure that these are taken into account in programme monitoring. Delivery plans should specify points in the programme cycle when the economic case should be fully reassessed. Senior responsible owners should also determine whether a reassessment is needed following material changes in the programme, results targets or context. Annual review scores should include an assessment of whether programmes are likely to achieve their intended outcomes in a cost-effective way. DFID should consider introducing further quality assurance into the setting and adjustment of logframe targets.}, language = {en-GB}, urldate = {2019-03-12}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = feb, year = {2018}, } @article{honig_making_2018, title = {Making good on donors’ desire to {Do} {Development} {Differently}}, volume = {39}, issn = {0143-6597}, url = {https://doi.org/10.1080/01436597.2017.1369030}, doi = {10.1080/01436597.2017.1369030}, abstract = {AbstractForeign aid donors are increasingly focused on changing the way their development agencies function. This discourse has focused on desired qualities, including greater knowledge of local contextual realities, appropriate adaptation to context and greater flexibility to respond to changing circumstances. We argue that more attention needs to be devoted to the achievement of these qualities and turn to contingency theory to identify some under-exploited ways to ?do development differently?. The qualities sought by donors are emergent properties of complex organisational systems and will only be achieved through a micro-level and interlinked focus on the fundamentals of organisation.}, number = {1}, journal = {Third World Quarterly}, author = {Honig, Dan and Gulrajani, Nilima}, month = jan, year = {2018}, pages = {68--84}, } @techreport{amakom_doing_2018, address = {Abuja}, title = {Doing {Accountability} {Differently}: {A} '{Vertically} {Integrated}' {Approach}}, url = {https://www.christianaid.org.uk/sites/default/files/2018-03/Doing-Accountability-Differently-V2P-Governance-January2018.pdf}, urldate = {2019-03-06}, institution = {Christian Aid}, author = {Amakom, Uzochukwu and Fashola, Temitope and Gay, Charles and Shutt, Cathy}, month = jan, year = {2018}, } @misc{noauthor_about_2018, title = {About the {BEAM} {Exchange}}, url = {https://beamexchange.org/about-beam/}, language = {en}, urldate = {2019-03-01}, journal = {BEAM Exchange}, year = {2018}, } @misc{noauthor_donor_2018, title = {Donor {Committee} for {Enterprise} {Development}}, url = {https://www.enterprise-development.org/}, abstract = {The DCED is a forum for learning about the most effective ways to fulfil the SDGs – based on practical experience in Private Sector Development (PSD).}, language = {en-GB}, urldate = {2019-03-01}, journal = {DCED}, year = {2018}, } @misc{noauthor_swiss_2018, title = {Swiss {Programme} for {Research} on {Global} {Issues} for {Development} (r4d programme) - {NFP} [{Nr}.]}, url = {http://www.r4d.ch/r4d-programme}, abstract = {Research and innovation are decisive factors for sustainable global development. With their knowledge, skills, experience and worldwide network of partners, researchers can make an important contribution towards the solution of global problems.}, language = {en}, urldate = {2019-03-01}, year = {2018}, } @misc{dfid_rwanda_2018, title = {Rwanda {Multi}-{Donor} {Civil} {Society} {Support} {Programme} (2015-2021)}, url = {https://devtracker.dfid.gov.uk/projects/GB-1-203927/documents}, abstract = {Project data for the Rwanda Multi-Donor Civil Society Support Programme (2015-2021). Strengthened civil society engagement on critical social cohesion, reconciliation and governance issues in Rwanda. DFID will provide funding and technical support to Rwandan civil society organisations to support the design and implementation of governance and reconciliation focused initiatives, and to support more effective engagement (influencing) with government on these issues.}, urldate = {2019-04-16}, journal = {Development Tracker}, author = {DFID}, year = {2018}, } @misc{gac_our_2018, title = {Our priorities in international assistance}, url = {https://international.gc.ca/world-monde/issues_development-enjeux_developpement/priorities-priorites}, abstract = {For Global Affairs Canada, development innovation includes new or improved business models, policy practices, approaches, technologies, behavioral insights or ways of delivering products and services that benefit and empower the poorest and most vulnerable people in developing countries.}, language = {eng}, urldate = {2019-05-31}, journal = {GAC}, author = {{GAC}}, year = {2018}, } @techreport{giz_gizs_2018, address = {Bonn}, title = {{GIZ}'s {Evaluation} {Policy}: {Principles}, guidelines and requirements of our evaluation practice}, url = {https://www.giz.de/en/downloads/GIZ_EVAL_EN_evaluation%20policy.pdf}, institution = {GIZ}, author = {{GIZ}}, year = {2018}, pages = {16}, } @techreport{giz_evaluation_unit_gizs_2018, address = {Bonn}, title = {{GIZ}’s evaluation system}, url = {https://www.giz.de/en/downloads/GIZ_EVAL_EN_general%20description.pdf}, abstract = {This provides a general description of GIZ’s new evaluation system, which is designed to implement our new policy and to achieve the objectives of evaluation reform. This general description is accompanied by two other documents that provide supplementary details of GIZ’s key evaluation instruments: project evaluations for BMZ business and corporate strategic evaluations. They are geared in particular to GIZ staff members who commission, implement or support evaluations and to evaluators who conduct evaluations on behalf of GIZ as well as repre-sentatives of commissioning parties, clients and cooperation partners. The current versions are very much a ‘work in progress’ in many regards. We are well aware that we will only be able to meet our own high expectations of our evaluations if we continue to develop their quality in dialogue with project staff, our commissioning parties, clients and partners and with evaluation practitioners and experts from the academic, scientific and research community. We look forward to taking on this task and to sharing our experience with all interested parties.}, urldate = {2023-03-28}, institution = {GIZ GmbH}, author = {GIZ Evaluation Unit}, year = {2018}, } @techreport{icampus_building_2018, address = {Washington DC}, title = {Building a {Learning} {Community} in {Liberia} {Through} {Partnerships} at {iCampus}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/building_a_learning_community_in_liberia_through_partnerships_at_icampus.pdf}, abstract = {Accountability Lab Liberia (ALab) and iLab Liberia established iCampus- a shared innovation, co-working and community space for organizations focusing on the intersection of technology, accountability and social change in Liberia. ALab implements DAI’s Learning activities at iCampus, and it is referred to as the Strategic Learning Partner of USAID Liberia Accountability and Voice Initiative (LAVI). LAVI is a five year USAID program with an overarching goal to strengthen multi-stakeholder partnerships to advocate for and monitor policy and accountability reforms. The iCampus CLA case scenario captures joint efforts of Accountability Lab Liberia, iLab Liberia and USAID LAVI, to ensure that learning and methodologies are shared and applied by development actors; address common capacity challenges that particularly hinder civil society from engaging in evidence-based and issues-based advocacy using various approaches, including network-building, creation of a cross-sectoral learning space- through collaboration and learning. In 2017, iCampus conducted a learning mapping survey to understand how organizations are learning in Liberia. The result indicated that frameworks and concepts of organizational learning are not yet well understood or used to guide strategic or programmatic practices, by either Liberian or international organizations. ALab, iLab and USAID LAVI then adopted a set of strategies, that led to the implementation of a CLA, enabling the establishment of the first multi-sectoral learning community in Liberia.}, urldate = {2019-02-11}, institution = {USAID LEARN}, author = {iCampus}, year = {2018}, } @techreport{oecd_oecd_2018, title = {{OECD} {Development} {Assistance} {Committee} {Peer} {Review} of {Canada}}, url = {https://www.oecd.org/dac/peer-reviews/Memorandum-of-Canada-2018.pdf}, urldate = {2019-05-31}, institution = {OECD}, author = {{OECD}}, year = {2018}, } @incollection{pellini_doing_2018, address = {Singapore}, title = {Doing {Development} {Differently} at {Scale}}, isbn = {9789811301674}, url = {https://doi.org/10.1007/978-981-13-0167-4_8}, abstract = {In recent decades there has been an increasing recognition that politics and political institutions matter for development. There is also a much greater interest in contextually grounded approaches. This has stemmed from an acknowledgement that purely technocratic approaches to development often result in failure because they do not take into account the nature of political institutions. Nor do they take account of the context in a particular developing country and the interests and incentives of powerful national actors. Policy processes are embedded in specific social, political and organisational contexts. Approaches that focus on implementing universal best practices in evidence-informed policymaking are unlikely to be successful. Instead, what is needed is an approach that takes the local context as the starting point for understanding what issues are relevant to policymakers and developing contextually appropriate solutions. The authors of this chapter reflect on the management approaches and systems that may be required to enable and support large-scale development programmes to be flexible and adaptive to the local policy context and circumstances. The chapter argues that such programmes struggle to adopt adaptive management principle and that to do that at scale requires some changes in the way such programmes are managed.}, language = {en}, urldate = {2018-09-21}, booktitle = {Knowledge, {Politics} and {Policymaking} in {Indonesia}}, publisher = {Springer Singapore}, author = {Pellini, Arnaldo and Karetji, Petrarca C. and Soekadis, Ade}, editor = {Pellini, Arnaldo and Prasetiamartati, Budiati and Nugroho, Kharisma Priyo and Jackson, Elisabeth and Carden, Fred}, year = {2018}, doi = {10.1007/978-981-13-0167-4_8}, keywords = {Adaptive Management, Doing development differently, Evidence-informed policymaking, Indonesia, Knowledge sector, Thinking and working politically}, pages = {131--146}, } @techreport{pieper_review_2018, title = {Review of {Selected} {DFAT} {Facilities}: {Independent} {Consultant} {Report} to {DFAT}, {Key} {Findings}}, url = {https://dfat.gov.au/about-us/publications/Documents/independent-facilities-review.pdf}, abstract = {For the purposes of this report, a facility is defined as an aid delivery mechanism that provides flexible (adaptive and responsive) services managed in an integrated way. Objectives (or endof-facility outcomes) are specified, but the pathways to deliver them are left unspecified. The facility is a highly relevant model for delivering Australian aid effectively. Achievement of the Sustainable Development Goals depends on flexible approaches that work across sectors and that integrate significant cross-cutting themes such as gender equality and social inclusion. Efficient DFAT management of a \$4 billion aid program requires a shift to fewer and larger initiatives, to make best use of limited internal management resources while still enabling policy and program choices that can have real impact. Facilities and other flexible delivery mechanisms offer significant potential for better development results. They can: enable collaborative and responsive partnership approaches to gain traction; allow activities to experiment and adapt based on progress, demand and contextual changes; and provide the opportunity for outcome-focused coherence across sectors, enabling the whole to be more than the sum of the parts. Facilities are not new, but they are different today. Facilities have existed since at least the mid-1990s. What is new is that some facilities today are very large; and the flexibility they enable is increasingly and consciously being used to strengthen links between the technical and the political, for more effective development results. This is a positive trend, but it adds enormously to their complexity and visibility, creates new risks, and has resulted in role confusion (especially in early years of implementation) between DFAT and its contractors.}, urldate = {2019-05-16}, institution = {DFAT}, author = {Pieper, Lynn}, year = {2018}, } @techreport{powell_decision-making_2018, address = {Washington DC}, title = {Decision-{Making} and {Data} {Use} {Landscaping} [at {DFID}]}, url = {https://assets.publishing.service.gov.uk/media/5c9501d3e5274a3ca568e783/Better_Data_Better_Decisions_-_Data_Landscape_Study_Study.pdf}, abstract = {As DFID aims to harness the Data Revolution, ensuring that data1 drive decision-making, public accountability, and the achievement of the Sustainable Development Goals (SDGs), ensuring that systems, processes, and skills for data are aligned with these objectives is paramount. Across sector policy teams, country offices, and various analytical and technical cadres, different strengths and weaknesses, as well as needs and ambitions exist. To inform a strategic approach to data, as framed in its forthcoming Data Roadmap, DFID collaborated with Development Gateway to perform a Decision and Data Use Landscaping study. This report details lessons learned from approximately 60 interviews across 4 DFID country offices, all sector policy teams, senior managers, and various analytical and technical cadres and offices.}, institution = {Development Gateway}, author = {Powell, Josh and Orton-Vipond, Sarah and Bhatia, Vinisha and Kilroy, Annie}, year = {2018}, } @article{moses_supporting_2017, title = {Supporting local learning and adaptation: understanding the effectiveness of adaptive processes}, abstract = {This brief reviews the evidence from Learning to Make All Voices Count (L-MAVC), a programme funded by Making All Voices Count, and implemented in collaboration with Global Integrity. L-MAVC intended to support six Making All Voices Count grantees, working in five countries, in co-creating and applying a participatory, learning-centred, and adaptive approach to strengthening citizen engagement in governance processes in their contexts, including with respect to the Open Government Partnership (OGP).}, language = {en}, author = {Moses, Michael and Soal, Sue}, month = dec, year = {2017}, pages = {12}, } @techreport{schmidt_independent_2017, address = {Bern}, title = {Independent {Evaluation} of {SDC}’s {Results}-{Based} {Management} {System} with a {Focus} on {Poverty} {Reduction}}, url = {https://www.admin.ch/gov/en/start/documentation/studies.survey-id-855.html}, abstract = {The SDC's results-based management system ensures that the processes and instruments used for the design and implementation of programs and projects contribute to achieving the desired results (outputs, outcomes and impact). The independent evaluation examines the extent to which these processes and tools have fostered the results culture within the organization, and improved competencies for results-based management decisions, learning and communication. In addition to the findings, conclusions and recommendations, the evaluation report includes the management response of SDC’s Directorate.}, urldate = {2019-08-30}, institution = {SDC}, author = {Schmidt, Martin and Palenberg, Markus and Vähämäki, Janet}, month = dec, year = {2017}, } @misc{lacy_facilities_2017, title = {Facilities deserve a place in development}, url = {http://www.devpolicy.org/facilities-deserve-a-place-in-development-20171113/}, abstract = {There are different ways to deliver aid programs, DFAT often uses facilities in its larger relationships, what are the rationales and risks behind this?}, language = {en-US}, urldate = {2019-03-28}, journal = {Devpolicy Blog from the Development Policy Centre}, author = {Lacy, Jacqui de}, month = nov, year = {2017}, } @techreport{dfat_market_2017, title = {Market {Systems} {Development} - {Operational} {Guidance} {Note}}, url = {https://dfat.gov.au/about-us/publications/Documents/operational-guidance-note-market-systems-development.pdf}, language = {en}, urldate = {2019-06-10}, institution = {DFAT}, author = {{DFAT}}, month = nov, year = {2017}, } @techreport{tyrrel_managing_2017, title = {Managing {Facilities}: a stock-take from the first 12 months}, language = {en}, institution = {Abt Associates}, author = {Tyrrel, Lavinia and Teskey, Graham and de Lacy, Jacqui}, month = nov, year = {2017}, } @techreport{wadley_valuing_2017, address = {Geneve}, title = {Valuing peace: delivering and demonstrating mediation results - {Dilemmas} \& options for mediators}, url = {https://www.hdcentre.org/wp-content/uploads/2017/12/HDC_MPS7_EN-REV2-WEB.pdf}, abstract = {Essential points for practitioners and donors • Mediation offers a cost-effective and proven method for resolving armed conflict. Between 1985 and 2015, 75 per cent of armed conflicts in the world were resolved through agreement rather than by force. In most cases these processes will have involved third party facilitation or support. • Professional mediators understand the high stakes involved in their work to prevent, mitigate and resolve armed conflict. In addition, they and their financial supporters are increasingly required to demonstrate ‘value-for-money’ to ensure continued funding. • However, traditional monitoring and evaluation (M\&E) methods are not well suited to this task, typically imposing artificially linear project models on a dynamic conflict situation, as well as compliance reporting that moves attention away from real value. • Traditional M\&E methods tend to focus on documenting the past and generating vast amounts of data, rather than enabling timely adaptation of the project in the present. • Traditional M\&E approaches rely heavily on external evaluation consultants. Even in the best of cases this may interfere with the mediation process and impose a heavy time burden on the project team, leading to low acceptance of traditional M\&E approaches by mediation practitioners. • In contrast, an ideal M\&E approach for mediation should deliver useful insights in even the most dynamic and sensitive mediation environments, impose a light reporting burden, and be readily accepted by mediation teams. It should protect discretion and trust, enable rapid adaptation, and also provide some assurance that donor funds are being well spent.}, urldate = {2023-08-15}, institution = {Centre for Humanitarian Dialogue}, author = {Wadley, Ian}, month = nov, year = {2017}, } @book{dced_2017_2017, title = {The 2017 {Reader} on {Results} {Measurement}. {An} introduction to the {DCED} {Standard}}, url = {https://www.enterprise-development.org/wp-content/uploads/DCED_Reader_RM.pdf}, urldate = {2017-09-26}, publisher = {DCED}, author = {DCED}, month = sep, year = {2017}, } @techreport{zwart_strengthening_2017, type = {{OECD} {Development} {Policy} {Papers}}, title = {Strengthening the results chain: {Synthesis} of case studies of results-based management by providers}, shorttitle = {Strengthening the results chain}, url = {https://www.oecd-ilibrary.org/development/strengthening-the-results-chain_544032a1-en}, abstract = {This paper presents an analysis of evidence from seven case studies of results-based management by development co-operation providers. Analysis of themes from the case studies reveal six interrelated challenges which providers face in their efforts to manage for the results of development co-operation. The six challenges are: linking results to development goals, ensuring the purpose of results systems is well-defined, weighing up the benefits of aggregating and attributing results from standard indicators, enabling country ownership, using performance information alongside results information, and building and embedding a results culture. Providers continue to adopt a range of approaches to pursue a focus on results and there are many examples of good practice. The case studies suggest that in a complex development landscape some providers are prioritising the use of aggregated results information for domestic accountability, communication, and performance management over their use for learning and policy direction. In this context, the paper argues that in agency-wide results frameworks development co-operation results are often detached (or de-contextualised) from development results and discusses the implications of this, including the use of standard indicators to measure aggregated outputs. The paper uses case study evidence to discuss and suggest practical ways providers can build and maintain a strong results focus which enables analysis, insights and learning, and has achievement of development outcomes as its objective.}, language = {en}, number = {7}, urldate = {2019-03-08}, institution = {OECD}, author = {Zwart, Rosie}, month = aug, year = {2017}, doi = {10.1787/544032a1-en}, } @article{husain_policy_2017, title = {Policy experimentation and innovation as a response to complexity in {China}’s management of health reforms}, volume = {13}, issn = {1744-8603}, url = {https://doi.org/10.1186/s12992-017-0277-x}, doi = {10.1186/s12992-017-0277-x}, abstract = {There are increasing criticisms of dominant models for scaling up health systems in developing countries and a recognition that approaches are needed that better take into account the complexity of health interventions. Since Reform and Opening in the late 1970s, Chinese government has managed complex, rapid and intersecting reforms across many policy areas. As with reforms in other policy areas, reform of the health system has been through a process of trial and error. There is increasing understanding of the importance of policy experimentation and innovation in many of China’s reforms; this article argues that these processes have been important in rebuilding China’s health system. While China’s current system still has many problems, progress is being made in developing a functioning system able to ensure broad population access. The article analyses Chinese thinking on policy experimentation and innovation and their use in management of complex reforms. It argues that China’s management of reform allows space for policy tailoring and innovation by sub-national governments under a broad agreement over the ends of reform, and that shared understandings of policy innovation, alongside informational infrastructures for the systemic propagation and codification of useful practices, provide a framework for managing change in complex environments and under conditions of uncertainty in which ‘what works’ is not knowable in advance. The article situates China’s use of experimentation and innovation in management of health system reform in relation to recent literature which applies complex systems thinking to global health, and concludes that there are lessons to be learnt from China’s approaches to managing complexity in development of health systems for the benefit of the poor.}, number = {1}, urldate = {2019-03-15}, journal = {Globalization and Health}, author = {Husain, Lewis}, month = aug, year = {2017}, pages = {54}, } @misc{mercy_corps_agility_2017, title = {Agility and {Evolution}. {How} {Mercy} {Corps} {Adapts} at the {Organizational} {Level}}, url = {https://mercycorps.kumu.io/agility-and-evolution-f8eb7880-144f-4aeb-be44-d9628593825c}, abstract = {How Mercy Corps Adapts at the Organizational Level}, urldate = {2017-09-13}, author = {Mercy Corps}, month = jul, year = {2017}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {Canada}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = jul, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {World} {Bank} {Group}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = jul, year = {2017}, doi = {10.1787/544032a1-en}, } @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{usaid_rfi-521-17-000015_2017, address = {Port au Prince}, title = {{RFI}-521-17-000015 - {Improving} {Governance} in {Haiti} {Program} ({IGHI})}, url = {https://www.grants.gov/web/grants/view-opportunity.html?oppId=295067}, urldate = {2017-06-28}, institution = {USAID}, author = {USAID}, month = jun, year = {2017}, } @techreport{callaghan_learning_2017, title = {Learning, monitoring and evaluating: achieving and measuring change in adaptive programmes}, url = {http://dfidlaser.org/wp-content/uploads/2017/07/Synthesis-paper-6-MEL-1-June-2017-FINAL.pdf}, urldate = {2017-09-13}, institution = {DFID-LASER Programme}, author = {Callaghan, Sarah and Plank, Georgia}, month = may, year = {2017}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {New} {Zealand}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {Sweden}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {Switzerland}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {The} {Netherlands}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {United} {Kingdom}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @article{warner_vanuatu_2017, title = {{VANUATU} {GOVERNANCE} {FOR} {GROWTH} {PROGRAM} – {REVIEW}}, language = {en}, author = {Warner, Robert and Gouy, Jonathan and Samson, Anthony}, month = apr, year = {2017}, pages = {92}, } @misc{walker_connecting_2017, title = {Connecting the {Dots}: {Systems} {Practice} \& {Political} {Economy} {Analysis}}, url = {https://usaidlearninglab.org/library/connecting-dots-systems-practice-and-political-economy}, abstract = {This slide deck, from a presentation to the Local Systems Community by Tjip Walker and David Jacobstein, shows various ways in which assessing the political economy of a context and understanding that context through the lens of systems thinking can reinforce each other. Effective systems practice should be grounded in the incentives and power dynamics of a particular local system; thinking and working politically requires understanding the systems dynamics of an issue or sector.}, language = {en}, urldate = {2021-01-04}, author = {Walker, Tjip and Jacobstein, David}, month = mar, year = {2017}, } @techreport{wild_putting_2017, address = {London}, title = {Putting theory into practice: how {DFID} is doing development differently}, url = {https://www.odi.org/publications/10729-putting-theory-practice-how-dfid-doing-development-differently}, urldate = {2017-03-16}, institution = {ODI}, author = {Wild, Leni and Booth, David and Valters, Craig}, month = feb, year = {2017}, keywords = {IMPORTANT}, } @techreport{usaid_ads_2017, address = {Washington DC}, title = {{ADS} 201 {Additional} {Help}- {Whole}-of-{Project} {Evaluation}}, url = {https://www.usaid.gov/sites/default/files/documents/1870/201.pdf}, urldate = {2017-02-13}, institution = {USAID}, author = {USAID}, month = jan, year = {2017}, } @techreport{usaid_usaid_2017, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Program} {Cycle} {Operational} {Policy} ({Update} 1/23/2017)}, url = {https://www.usaid.gov/sites/default/files/documents/1870/201.pdf}, abstract = {The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing projects and supportive activities to implement strategic plans; and 3) Learning from performance monitoring, evaluations, and other relevant sources of information to make course corrections as needed and inform future programming.}, urldate = {2017-02-13}, institution = {USAID}, author = {USAID}, month = jan, year = {2017}, } @techreport{gomez_integrating_2017, address = {Washington DC}, title = {Integrating {Livelihood} and {Conservation} {Goals}: {A} retrospective {Analysis} of {World} {Bank} {Projects}}, abstract = {Using a database of World Bank project evaluations, E3/FAB’s new study called “Integrating Livelihood and Conservation Goals: A Retrospective Analysis of World Bank Projects” aims to contribute to building the evidence base around the integration of biodiversity conservation and livelihood goals.}, language = {en}, institution = {USAID}, author = {Gómez, Andrés and Price, Claire}, month = jan, year = {2017}, pages = {24}, } @techreport{idrc_evaluation_2017, address = {Ottawa}, title = {Evaluation at {IDRC}}, url = {https://www.idrc.ca/sites/default/files/sp/Documents%20EN/evaluation-at-idrc.pdf}, urldate = {2019-02-15}, institution = {IDRC}, author = {IDRC}, month = jan, year = {2017}, } @techreport{dfid_dfid_2017, address = {London}, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {VII} (2017.04)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://www.gov.uk/government/publications/dfid-smart-rules-better-programme-delivery}, abstract = {Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.}, urldate = {2017-06-09}, institution = {DFID}, author = {DFID}, year = {2017}, keywords = {IMPORTANT, Practice}, } @techreport{dfid_dfid_2017, address = {London}, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {VIII} (2018.04)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://www.gov.uk/government/publications/dfid-smart-rules-better-programme-delivery}, abstract = {Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.}, urldate = {2017-06-09}, institution = {DFID}, author = {DFID}, year = {2017}, keywords = {IMPORTANT, Practice}, } @techreport{gac_canadas_2017, address = {Ottawa}, title = {Canada's {Feminist} {International} {Assistance} {Policy}}, url = {https://international.gc.ca/world-monde/assets/pdfs/iap2-eng.pdf}, urldate = {2019-05-31}, institution = {Global Affairs Canada}, author = {{GAC}}, year = {2017}, } @article{gargani_scaling_2017, title = {Scaling {Science}}, url = {https://ssir.org/articles/entry/scaling_science}, language = {en-us}, number = {Fall}, urldate = {2019-02-15}, journal = {Stanford Social Innovation Review}, author = {Gargani, John and McLean, Robert}, year = {2017}, } @book{kirsch_transformation_2017, address = {Baden-Baden}, edition = {1. Auflage}, title = {Transformation, politics and implementation: smart implementation in governance programs}, isbn = {978-3-8452-8051-6 978-3-8487-3738-3}, shorttitle = {Transformation, politics and implementation}, url = {http://frankfurter-gruppe.de/wp-content/uploads/2017/09/Smart-Implementation-E-Book.pdf}, abstract = {Working in environments characterised by a high degree of uncertainty, uncontrollability and unpredictability, development agents try to organise complex realities into manageable units. What principles influence the decision on adequate approaches and necessary steps? Through theoretical considerations and nine case studies, the GIZ traces implementation processes and identifies underlying guiding principles which provide the flexibility and adaptability that is necessary for acting in complex contexts. Main findings show that an adaptive and reflexive management structure is crucial for successful implementation. Quick iteration and tight feedback loops facilitate adaptation and reorientation. Contextsensitive knowledge and constant monitoring create a space for learning and innovation. A joint vision for the future which is used for orientation purposes and can be modified according to new findings and developments fosters fruitful cooperation.}, language = {eng}, publisher = {Nomos}, editor = {Kirsch, Renate and Siehl, Elke and Stockmayer, Albrecht}, year = {2017}, note = {OCLC: 1000398466}, } @incollection{storm_foceval_2017, edition = {1}, series = {Smart {Implementation} in {Governance} {Programs}}, title = {{FOCEVAL} – {Promoting} {Evaluation} {Capacities} in {Costa} {Rica}:: {Smart}(er) {Implementation} with {Capacity} {WORKS}?}, isbn = {978-3-8487-3738-3}, shorttitle = {{FOCEVAL} – {Promoting} {Evaluation} {Capacities} in {Costa} {Rica}}, url = {https://www.jstor.org/stable/j.ctv941tdt.12}, abstract = {The National Monitoring and Evaluation System of Costa Rica and its corresponding laws were established during the 1990s. Since then, the country has endeavored to implement monitoring and evaluation (M\&E) activities as part of its public policy framework. Nevertheless, hardly any systematic evaluations had been conducted, and monitoring activities had been reduced mainly to the institutional self-reporting of implementation compliance. Persisting regional disparities and growing levels of inequality among the population raised the level of pressure on the government to present reliable information on the effectiveness of public interventions. Hence, results-oriented evaluations were promoted by some Costa Rican departments as}, urldate = {2020-12-11}, booktitle = {Transformation, {Politics} and {Implementation}}, publisher = {Nomos Verlagsgesellschaft mbH}, author = {Storm, Sabrina}, editor = {Kirsch, Renate and Siehl, Elke and Stockmayer, Albrecht}, year = {2017}, pages = {175--194}, } @techreport{teskey_thinking_2017, title = {Thinking and working politically in large, multi-sector {Facilities}: lessons to date}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2017/11/abt-associates-governance-working-paper-series-issue-no-2-final-171120.pdf}, language = {en}, urldate = {2020-03-11}, institution = {Abt Associates}, author = {Teskey, Graham and Tyrrel, Lavinia}, year = {2017}, } @book{world_bank_world_2017, address = {Washington DC}, title = {World {Development} {Report} 2017: {Governance} and the {Law}}, url = {http://www.worldbank.org/en/publication/wdr2017}, urldate = {2016-08-05}, publisher = {The World Bank}, author = {World Bank}, year = {2017}, } @techreport{ripley_science_2016, title = {The {Science} in {Adaptive} {Management}}, url = {http://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_ent/---ifp_seed/documents/briefingnote/wcms_537422.pdf}, abstract = {‘Adaptive management’ is all the rage in international development circles. But to avoid yet another buzzword – we need to learn from the experience of natural resource science.}, urldate = {2016-12-13}, institution = {ILO}, author = {Ripley, Matt and Jaccard, Sabine}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @techreport{manuel_forget_2016, title = {Forget the money: {De}-linking technical assistance}, url = {http://dfidlaser.org/wp-content/uploads/2017/04/Fourth-synthesis-paper.pdf}, urldate = {2017-09-13}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = nov, year = {2016}, } @techreport{dfid_dfid_2016, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {VI} (2016.10)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://www.gov.uk/government/publications/dfid-smart-rules-better-programme-delivery}, abstract = {Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.}, urldate = {2016-09-07}, institution = {DFID}, author = {DFID}, month = oct, year = {2016}, keywords = {IMPORTANT, Practice}, } @techreport{world_bank_forward_2016, address = {Washington D.C.}, title = {Forward {Look} - {A} vision for the {World} {Bank} {Group} in 2030}, url = {http://siteresources.worldbank.org/DEVCOMMINT/Documentation/23732171/DC2016-0008.pdf}, urldate = {2017-10-10}, institution = {World Bank}, author = {World Bank}, month = sep, year = {2016}, } @techreport{bain_doing_2016, title = {Doing {Development} {Differently} at the {World} {Bank}: updating the plumbing to fit the architecture}, url = {https://www.odi.org/publications/10555-doing-development-differently-world-bank-updating-plumbing-fit-architecture}, urldate = {2016-03-24}, institution = {ODI}, author = {Bain, Katherine A. and Booth, David and Wild, Leni}, month = sep, year = {2016}, keywords = {IMPORTANT}, } @techreport{manuel_delivering_2016, title = {Delivering institutional reform at scale: {Problem}-driven approaches supported by adaptive programming}, url = {http://www.laserdev.org/media/1163/laser-second-synthesis-paper-delivering-institutional-reform-at-scale-final-feb-2016.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). Second synthesis paper - Delivering institutional reform at scale: problem-driven approaches supported by adaptive programming February 2016 Drawing on our experience on the ground, this peer-reviewed paper suggests how problem driven approaches, supported by adaptive programme management can be implemented at scale in relation to donor programming aimed at institutional reform and improving state capability.}, urldate = {2016-09-07}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = aug, year = {2016}, keywords = {IMPORTANT}, } @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}, } @techreport{noauthor_monitoring_2016, address = {Bern}, title = {Monitoring and {Measuring} {Results} in {Private} {Sector} {Development}}, url = {http://www.enterprise-development.org/wp-content/uploads/SDC_MRM_good_practices_2016.pdf}, urldate = {2016-12-13}, institution = {Swiss Agency for Development and Cooperation SDC}, month = apr, year = {2016}, } @techreport{piron_is_2016, address = {London}, type = {Discussion {Paper}}, title = {Is {DFID} {Getting} {Real} {About} {Politics}?{A} stocktake of how {DFID} has adopted a politically-informed approach (2010-2015)}, abstract = {1. Background This internal stocktake assesses whether DFID is “getting real about politics” - how it is taking power and politics into account in all its operations. Country Poverty Reduction Diagnostics undertaken by DFID teams identify politics as the most frequent barrier to poverty reduction and growth. The UK 2015 Aid Strategy has committed DFID to spending 50\% of Official Development Assistance (ODA) in fragile states. This requires a “patient, long-term approach” to addressing barriers to peace and stability which are fundamentally political, rather than purely financial or technical. The stocktake is based on three DFID offices case studies (Democratic Republic of the Congo, Pakistan and Malawi) as well as extensive internal and external consultations between June and December 2015. It provides illustrations of how DFID is evolving but does not systematically offer evidence of development impacts or non-country work, as this would have required a different methodology. 2. What does it mean to take politics into account? Politically-informed approaches are based on a large body of evidence that confirms the importance of institutions and politics for sustainable development. External assistance needs to support locally-led change. Success depends on timing, context, political processes and local actors. Desirable outcomes are hard to achieve and difficult to predict. Politically-informed approaches improve development effectiveness through:  The ‘what’: political goals, using development assistance to shift how power is distributed in the economy and society. The two main elements are: aiming for long term transformation of institutions; and supporting locally-led change processes more likely to be sustainable and successful: locallyowned (i.e. with local salience) and locally-negotiated.  The ‘how’: politically-smart methods, with greater realism and feasibility. The three main elements are: understanding power and politics in a specific context in order to identify opportunities and barriers for change; influencing and stakeholder management skills; and proactive risk management. To influence DFID operations, a politically-informed approach needs to be iterative, not one-off. The explicit understanding of context, whether formal setpiece studies or more routine analysis, should inform policy and programme decisions, from high level strategic choices, to day-to-day implementation, for both international policy and country support. This is a dynamic process: as the context evolves and lessons are learned about what works, analyses and decisions are updated. These are the principles behind the ‘flexible and adaptive’ agenda.}, language = {en}, institution = {DFID}, author = {Piron, Laure-Hélène and Baker, Aislin and Savage, Laura and Wiseman, Katie}, month = mar, year = {2016}, } @techreport{laser_politically_2016, title = {Politically smart approaches to donor investment climate programming. {A} {Guidance} {Note}}, url = {http://laserdev.org/resources/practical-guidance-and-tools/}, 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: Politically smart approaches to donor investment climate programming (and annexes) Revised February 2016 - sets out practical advice on how to adopt a politically smart (which requires being both ‘politically informed’ and ‘politically astute’) approach to programming. The annexes include a traffic light matrix for initial high level analysis; a problem diary template with examples; and an example of a flexible theory of change for adaptive, large scale programming}, institution = {DFID-LASER Programme}, author = {LASER}, month = feb, year = {2016}, keywords = {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}, } @techreport{manuel_case_2016, title = {Case study: {Embedding} reform and exiting: {LASER}’s application of the hourglass approach to achieve sustainable results}, url = {http://www.laserdev.org/media/1172/laser-case-study-embedding-reform-and-exiting-final.pdf}, abstract = {This case study describes how LASER has gone about enabling systemic change and sustainable uptake of reforms that address complex institutional problems in Kenya, Rwanda, Sierra Leone, Somaliland and Uganda. In each of these countries LASER has designed-in a sustainable approach from the start based on: (i) local ownership and leadership of reforms based on developing country (rather than donor) priorities; (ii) use of country (rather than donor programme) systems; and (iii) an understanding that the role of the donor / development practitioner is to support (rather than buy) reform. The case study uses LASER’s hour glass methodology, illustrated with examples from LASER interventions, to show how these principles guide LASER operations every step of the way.}, urldate = {2016-09-07}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = jan, year = {2016}, keywords = {IMPORTANT, Practice}, } @techreport{oecd_dac_2016, title = {{DAC} - {Mid}-term {Peer} {Review} of {Switzaerland} - 2016}, url = {https://www.oecd.org/dac/peer-reviews/Mid-Term-Review-Switzerland-2016.pdf}, language = {en}, urldate = {2019-03-06}, institution = {OECD}, author = {{OECD}}, year = {2016}, } @techreport{sdc_dispatch_2016, address = {Bern}, title = {Dispatch on {Switzerland}'s {International} {Cooperation} 2017–2020: {Key} points in brief}, abstract = {The “Dispatch on Switzerland’s International Cooperation, 2017–2020”, is a report to the Swiss Parliament outlining the strategic priorities proposed by the Federal Council in this area. It includes framework credits for each of the five policy instruments used by Switzerland to implement its international cooperation strategy. These are implemented by the Swiss Agency for Development and Cooperation (SDC) of the Federal Department of Foreign Affairs (FDFA), the Human Security Division (HSD) of the FDFA’s Directorate of Political Affairs, and the State Secretariat for Economic Affairs (SECO) of the Federal Department of Economic Affairs, Education and Research (EAER).}, language = {en}, institution = {Federal Department of Foreign Affairs FDFA}, author = {SDC}, year = {2016}, pages = {40}, } @misc{sdc_swiss_2016, title = {Swiss {Cooperation} {Strategy} {Pakistan}, 2017-2019}, url = {https://core.ac.uk/download/pdf/147103887.pdf}, urldate = {2019-03-06}, author = {SDC}, year = {2016}, } @techreport{usaid_collaborating_2016, address = {Washington DC}, title = {Collaborating, {Learning}, and {Adapting} {Framework} \& {Key} {Concepts}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/keyconcepts_twopager_8.5x11_v7_20160907.pdf}, abstract = {Although collaborating, learning, and adapting (CLA) are not new to USAID, 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 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. 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.}, urldate = {2019-12-02}, institution = {USAID}, author = {{USAID}}, month = sep, year = {2016}, } @misc{office_of_the_prime_minister_minister_2015, title = {Minister of {International} {Development} and {La} {Francophonie} {Mandate} {Letter} ({November} 12, 2015)}, url = {https://pm.gc.ca/eng/minister-international-development-and-la-francophonie-mandate-letter}, abstract = {Dear Minister:I am honoured that you have agreed to serve Canadians as Minister of International Development and La Francophonie. You will be part of a strong team of ministers led by the Minister of Foreign Affairs.}, language = {en}, urldate = {2019-05-30}, author = {{Office of the Prime Minister}}, month = nov, year = {2015}, } @article{yanguas_barriers_2015, title = {Barriers to {Political} {Analysis} in {Aid} {Bureaucracies}: {From} {Principle} to {Practice} in {DFID} and the {World} {Bank}}, volume = {74}, issn = {0305-750X}, shorttitle = {Barriers to {Political} {Analysis} in {Aid} {Bureaucracies}}, url = {http://www.sciencedirect.com/science/article/pii/S0305750X15001187}, doi = {10.1016/j.worlddev.2015.05.009}, abstract = {Politics has become a central concern in development discourse, and yet the use of political analysis as a means for greater aid effectiveness remains limited and contested within development agencies. This article uses qualitative data from two governance “leaders” – the United Kingdom Department for International Development and the World Bank – to analyze the administrative hurdles facing the institutionalization of political analysis in aid bureaucracies. We find that programing, management, and training practices across headquarters and country offices remain largely untouched by a political analysis agenda which suffers from its identification with a small cross-national network of governance professionals.}, language = {en}, urldate = {2020-10-15}, journal = {World Development}, author = {Yanguas, Pablo and Hulme, David}, month = oct, year = {2015}, keywords = {DFID, United Kingdom, World Bank, aid effectiveness, foreign aid, political economy analysis}, pages = {209--219}, } @techreport{gonzalez_asis_operationalizing_2015, type = {Working {Paper}}, title = {Operationalizing the {Science} of {Delivery} {Agenda} to {Enhance} {Development} {Results}}, copyright = {http://creativecommons.org/licenses/by/3.0/igo}, url = {https://openknowledge.worldbank.org/handle/10986/23226}, abstract = {The clear development gains achieved in recent decades should not deflect attention from the scale and type of challenges that remain. The strategies largely responsible for these initial gains have been technical reforms promoting economic growth and logistical systems supplying basic inputs. Today, strategies are needed that focus on enhancing the quality of implementation— for example, ensuring learning and not just building schools and enrolling students. This concern now spans numerous domains of professional practice (especially health) and has entered World Bank discussions framed as the “science of delivery.” At the World Bank, the Global Delivery Initiative (GDI) is an operational manifestation and extension of these ideas. To date, the GDI has prepared a number of different case studies across numerous sectors on ways in which innovative teams solve particular problems during project implementation. On the basis of the initial case studies, the authors outline five key principles of how high-quality implementation occurs and invite others to add to this growing storehouse of knowledge. Specifically, task teams are encouraged to develop “live” case studies by and for their staff, documenting how, in real time, implementation challenges are being met. Projects must “learn” more rapidly and systematically how to solve the myriad range of complex implementation challenges they inevitably encounter, since most of these (by definition) cannot be anticipated ex ante. Delivery challenges of this kind will only intensify in the coming years as citizens demand effective responses to ever-more complex—and contentious—policy domains, such as justice, regulation, and taxation.}, language = {en\_US}, urldate = {2016-08-05}, institution = {Washington, DC: World Bank}, author = {Gonzalez Asis, Maria and Woolcock, Michael}, month = oct, year = {2015}, } @techreport{miehlbradt_building_2015, title = {Building a {Learning} {Culture} – {The} case of the {Market} {Development} {Facility} in {Fiji}}, url = {http://www.enterprise-development.org/wp-content/uploads/2015/12/RMCase_4_Using_Info_in_Samarth.pdf}, urldate = {2016-12-13}, institution = {The Donor Committee for Enterprise Development}, author = {Miehlbradt, Alexandra}, month = sep, year = {2015}, keywords = {Case Report}, } @techreport{stewart_using_2015, title = {Using {Information} on {Results} in {Program} {Management} – {The} case of {Samarth}-{NMDP} in {Nepal}}, url = {http://www.enterprise-development.org/wp-content/uploads/2015/12/RMCase_4_Using_Info_in_Samarth.pdf}, urldate = {2016-12-13}, institution = {The Donor Committee for Enterprise Development}, author = {Stewart, Tim and Joshi, Sanju and Miehlbradt, Alexandra}, month = sep, year = {2015}, keywords = {Case Report}, } @techreport{kirsch_guidelines_2015, title = {Guidelines for writing a case study on implementation ({Book} {Project}: {Smart} {Implementation} in {Governance})}, language = {en}, institution = {GIZ GmbH}, author = {Kirsch, Renate}, month = aug, year = {2015}, pages = {18}, } @techreport{icai_dfids_2015, address = {London}, title = {{DFID}’s approach to delivering impact}, url = {https://icai.independent.gov.uk/report/dfids-approach-to-delivering-impact/}, abstract = {UK aid, at its best, makes a real and positive difference to the lives and livelihoods of poor people around the world. Ensuring the best possible performance across a large and multifaceted aid programme is, however, a complex management challenge. This report reviews ICAI’s previous 44 reports and looks at how well DFID ensures positive, long-term, transformative impact across its work.}, language = {en-GB}, number = {Report 45}, urldate = {2019-03-12}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = jun, year = {2015}, } @techreport{manuel_investment_2015, title = {Investment {Climate} {Reform}: {Doing} it {Differently}}, url = {http://www.laserdev.org/media/1117/laser-first-synthesis-paper-investment-climate-reform-doing-it-differently.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). First synthesis paper - Investment climate reform: doing it differently June 2015 Drawing on our experience in taking a problem-focused approach to investment climate reform, we discuss in this peer-reviewed paper emerging lessons and reflections on what works, both in recent literature and in practical experience.}, urldate = {2017-08-14}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = may, year = {2015}, } @techreport{dfat_effective_2015, address = {Canberra}, title = {Effective {Governance}. {Strategy} for {Australia}’s aid investments}, url = {http://dfat.gov.au/about-us/publications/Documents/effective-governance-strategy-for-australias-aid-investments.pdf}, urldate = {2017-08-21}, institution = {Department of Foreign Affairs and Trade, Australian Government}, author = {DFAT}, month = mar, year = {2015}, } @techreport{lacroix_introduction_2015, address = {Khulna, Bangladesh}, title = {Introduction to {Project} {Management} - {The} {Case} of {GIZ} {Projects}}, url = {https://ericpublications.files.wordpress.com/2015/08/20150225_project_management_course_notes.pdf}, abstract = {In this course, we will try to understand the complexity and the structure of the management of a development project implemented by the GIZ for the German Development cooperation. We will first define the frame of management and project to enter in the map of two logics. Then, we will overfly the 5 success factors of Capacity WORKS, with concrete examples in annexe. It will bring us to the monitoring, the standard processes in GIZ cooperation projects, the basic tools for project implementation and the evaluation. The team building will allow us to enter in a specific aspect of project management.}, language = {en}, urldate = {2023-10-17}, institution = {Khulna University}, author = {Lacroix, Eric J.}, month = feb, year = {2015}, pages = {58}, } @book{giz_cooperation_2015, title = {Cooperation {Management} for {Practitioners}: {Managing} {Social} {Change} {With} {Capacity} {Works}}, isbn = {978-3-658-07904-8}, url = {https://www.springer.com/gp/book/9783658079048}, language = {English}, publisher = {Springer Gabler}, editor = {GIZ}, year = {2015}, note = {OCLC: 893897509}, } @techreport{sdc_peacebuilding_2015, address = {Bern}, title = {Peacebuilding and {Statebuilding} {Strategy} for {SDC}’s work in fragile and conflict contexts}, language = {en}, institution = {Swiss Agency for Development and Cooperation SDC}, author = {SDC}, year = {2015}, } @techreport{world_bank_learning_2015, address = {Washington DC}, title = {Learning and {Results} in {World} {Bank} {Operations}: {Toward} a {New} {Learning} {Strategy}}, shorttitle = {Learning and {Results} in {World} {Bank} {Operations}}, url = {http://ieg.worldbankgroup.org/evaluations/learning-results-wb-operations2}, abstract = {This report is the second in a program of evaluations that the Independent Evaluation Group (IEG) is conducting on the learning that takes place through World Bank projects. Learning and knowledge are treated as parts of a whole and are presumed to be mutually reinforcing.}, urldate = {2017-06-09}, institution = {IEG , The World Bank}, author = {World Bank}, year = {2015}, keywords = {IMPORTANT}, } @book{world_bank_world_2015, address = {Washington DC}, title = {World {Development} {Report} 2015: {Mind}, {Society}, and {Behavior}}, isbn = {978-1-4648-0342-0}, shorttitle = {World {Development} {Report} 2015}, url = {http://www.worldbank.org/en/publication/wdr2015}, abstract = {Development economics and policy are due for a redesign. In the past few decades, research from across the natural and social sciences has provided stunning insight into the way people think and make decisions. Whereas the first generation of development policy was based on the assumption that humans make decisions deliberatively and independently, and on the basis of consistent and self-interested preferences, recent research shows that decision making rarely proceeds this way. People think automatically: when deciding, they usually draw on what comes to mind effortlessly. People also think socially: social norms guide much of behavior, and many people prefer to cooperate as long as others are doing their share. And people think with mental models: what they perceive and how they interpret it depend on concepts and worldviews drawn from their societies and from shared histories.The World Development Report 2015 offers a concrete look at how these insights apply to development policy. It shows how a richer view of human behavior can help achieve development goals in many areas, including early childhood development, household finance, productivity, health, and climate change. It also shows how a more subtle view of human behavior provides new tools for interventions. Making even minor adjustments to a decision-making context, designing interventions based on an understanding of social preferences, and exposing individuals to new experiences and ways of thinking may enable people to improve their lives.The Report opens exciting new avenues for development work. It shows that poverty is not simply a state of material deprivation, but also a “tax” on cognitive resources that affects the quality of decision making. It emphasizes that all humans, including experts and policy makers, are subject to psychological and social influences on thinking, and that development organizations could benefit from procedures to improve their own deliberations and decision making. It demonstrates the need for more discovery, learning, and adaptation in policy design and implementation. The new approach to development economics has immense promise. Its scope of application is vast. This Report introduces an important new agenda for the development community.}, language = {English}, publisher = {The World Bank}, author = {World Bank}, year = {2015}, } @techreport{world_bank_strategic_2014, address = {Washington DC}, title = {Strategic {Framework} for mainstreaming citizen engagemente in {World} {Bank} {Group} operations}, url = {http://documents.worldbank.org/curated/en/266371468124780089/pdf/929570WP0Box380ategicFrameworkforCE.pdf}, urldate = {2017-10-10}, institution = {The World Bank}, author = {World Bank}, month = dec, year = {2014}, } @misc{usaid_cla_2014, title = {{CLA} for {More} {Effective} {Development} {Programs} (video)}, url = {https://www.youtube.com/watch?v=R7x6XdqyZzk&feature=youtu.be}, abstract = {This presentation features USAID/PPL's Stacey Young discussing the history of learning at USAID; how collaborating, learning, and adapting (CLA) can enhance development outcomes, and the role of implementing partners in supporting this vision.}, urldate = {2019-05-17}, publisher = {USAID LearningLab}, author = {{USAID}}, month = oct, year = {2014}, } @misc{tanburn_measuring_2014, title = {Measuring {Results} \& the {DCED} {Standard}}, url = {http://www.enterprise-development.org/measuring-results-the-dced-standard/}, abstract = {This page gives an introduction to the DCED Standard, which is a framework that helps practitioners to measure results in Private Sector Development (PSD).}, urldate = {2016-12-13}, author = {Tanburn, Jim}, month = sep, year = {2014}, } @techreport{icai_how_2014, address = {London}, title = {How {DFID} learns}, url = {https://icai.independent.gov.uk/wp-content/uploads/How-DFID-Learns-FINAL.pdf}, abstract = {Excellent learning is essential for UK aid to achieve maximum impact and value for money. We take learning to mean the extent to which DFID uses information and experience to influence its decisions. Each ICAI review assesses how well learning takes place. Our reports to date indicate a mixed performance. This review seeks to identify the way DFID learns and what inhibits it from doing so consistently. We drew on our reviews, assessed data from DFID’s own surveys and carried out interviews inside and outside the department. Review DFID generates considerable volumes of information, much of which, such as funded research, is publicly available. DFID does not clearly or consistently link this investment to how it can deliver better impact. We made five recommendations and gave an amber-red score. Findings DFID does not clearly identify how its investment in learning links to its performance and delivering better impact. DFID has the potential to be excellent at organisational learning if its best practices become common. DFID staff learn well as individuals. They are highly motivated and DFID provides opportunities and resources for them to learn. DFID is not yet, however, managing all the elements that contribute to how it learns as a single, integrated system. DFID does not review the costs, benefits and impact of learning. Insufficient priority is placed on learning during implementation. The emphasis on results can lead to a bias to the positive. Learning from both success and failure should be systematically encouraged. Recommendations DFID needs to focus on consistent and continuous organisational learning based on the experience of DFID, its partners and contractors and the measurement of its impact, in particular during the implementation phase of its activities. All DFID managers should be held accountable for conducting continuous reviews from which lessons are drawn about what works and where impact is actually being achieved for intended beneficiaries. All information commissioned and collected (such as annual reviews and evaluations) should be synthesised so that the relevant lessons are accessible and readily usable across the organisation. The focus must be on practical and easy-to-use information. Knowhow should be valued as much as knowledge. Staff need to be given more time to acquire experience in the field and share lessons about what works and does not work on the ground. DFID needs to continue to encourage a culture of free and full communication about what does and does not work. Staff should be encouraged always to base their decisions on evidence, without any bias to the positive.}, number = {Report 34}, urldate = {2021-06-04}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = apr, year = {2014}, } @techreport{usaid_local_2014, address = {Washington DC}, title = {Local {Systems}: a framework for supporting sustained development}, url = {https://www.usaid.gov/sites/default/files/documents/1870/LocalSystemsFramework.pdf}, urldate = {2017-06-28}, institution = {USAID}, author = {USAID}, month = apr, year = {2014}, } @techreport{gdi_global_2014, title = {Global {Delivery} at the {World} {Bank} {Group}}, url = {http://www.worldbank.org/reference/GDI/}, urldate = {2016-08-05}, institution = {Global Delivery Initiative}, author = {GDI}, month = mar, year = {2014}, } @techreport{ripley_making_2014, title = {Making {Sense} of ‘{Messiness}’. {Monitoring} and measuring change in market systems: a practitioner's perspective}, url = {https://beamexchange.org/uploads/filer_public/c9/bb/c9bb16e6-c5ff-43ac-8a5f-d6fcc1106f20/makingsensemessiness2014.pdf}, urldate = {2019-03-01}, author = {Ripley, Matthew and Nippard, Daniel}, month = feb, year = {2014}, } @techreport{rebolledo_strategic_2014, title = {Strategic framework for mainstreaming citizen engagement in {World} {Bank} {Group} operations : engaging with citizens for improved results}, shorttitle = {Strategic framework for mainstreaming citizen engagement in {World} {Bank} {Group} operations}, url = {http://documents.worldbank.org/curated/en/2014/01/20472021/strategic-framework-mainstreaming-citizen-engagement-world-bank-group-operations-engaging-citizens-improved-results}, abstract = {The objective of this strategic framework is to mainstream citizen engagement in World Bank Group (WBG)-supported policies, programs, projects, and advisory services and analytics to improve their development results and within the scope of these operations, contribute to building sustainable national systems for citizen engagement with governments and the private sector. This framework will capture the diverse experiences, assess lessons learned, and outline methods and entry points to provide a more systematic and results-focused approach for the WBG. Progress toward this objective will be assessed using indicators included in program, project, and corporate results frameworks. The WBG strategy incorporates citizen engagement, including beneficiary feedback, specifically in its treatment of inclusion, which entails empowering citizens to participate in the development process and integrating citizen voice in development programs as key accelerators to achieving results. This framework builds on stocktaking and lessons learned from WBG-financed operations across regions and sectors. A key lesson is the importance of country context, government ownership, and clear objectives for citizen engagement. The approach to mainstreaming citizen engagement in WBG-supported operations is guided by five principles: 1) it is results-focused; 2) it involves engaging throughout the operational cycle; 3) it seeks to strengthen country systems; 4) it is context-specific; and 5) it is gradual. Under the right circumstances, citizen engagement can contribute to achieving development outcomes in support of the goals the WBG aims to support through all of the operations it funds: eradicating extreme poverty and boosting shared prosperity in a sustainable manner.}, language = {en}, number = {92957}, urldate = {2016-04-04}, institution = {The World Bank}, author = {Rebolledo, Miguel and Seyedian, Aaron and Peixoto, Tiago and Hernandez, Zenaida and Zakhour, Jad and Mahmood, Syed A. and Masud, Harika and Manroth, Astrid and Hamad, Qays}, month = jan, year = {2014}, pages = {1--189}, } @techreport{cuellar_introduccion_2014, title = {Introducción a {Capacity} {WORKS} + {Proyectos} de {Cambio} - {Informe}}, url = {https://www.gizprevenir.com/documentos/informe-del-taller-cw-pc.pdf}, urldate = {2019-11-20}, institution = {GIZ}, author = {Cuéllar, Daniel}, year = {2014}, } @misc{giz_capacity_2014, title = {Capacity {WORKS}}, url = {https://www.giz.de/expertise/html/4619.html}, abstract = {One of GIZ’s core competencies is understanding how cooperation works in societies, and supporting that process. The kind of process we mean is cooperation between state, civil society and private-sector actors who wish to jointly shape societal changes. GIZ has systematised its knowledge on how to achieve this, and made it available in the Capacity WORKS management model. The model describes how to manage cooperation systems.}, urldate = {2019-01-29}, author = {GIZ}, year = {2014}, } @techreport{giz_capacity_2014, title = {Capacity {Works} - online training}, url = {https://gc21.giz.de/ibt/usr/wbt/gc21/public/wbt_capacity_works_en/uk/index.htm}, urldate = {2019-05-17}, institution = {GIZ}, author = {GIZ}, year = {2014}, } @misc{vowles_adaptive_2013, title = {Adaptive programming}, url = {https://dfid.blog.gov.uk/2013/10/21/adaptive-programming}, abstract = {Staff blogs from the UK Department for International Development. Get real-life perspectives from those on the ground to fight poverty and join in the debate.}, urldate = {2017-07-04}, journal = {DFID Bloggers}, author = {Vowles, Pete}, month = oct, year = {2013}, } @techreport{sdc_guidelines_2013, title = {Guidelines for the {Monitoring} {System} for {Development}-{Related} {Changes} ({MERV})}, url = {https://www.alnap.org/system/files/content/resource/files/main/Guideline%20for%20the%20Monitoring%20System%20of%20Development-Related%20Changes.pdf}, urldate = {2019-03-06}, institution = {SDC}, author = {SDC}, month = sep, year = {2013}, } @techreport{goldwyn_monitoring_2013, address = {London}, title = {Monitoring and {Evaluating} {Conflict} {Sensitivity}: {Methodological} {Challenges} and {Practical} {Solutions}}, shorttitle = {Monitoring and {Evaluating} {Conflict} {Sensitivity}}, url = {https://www.cdacollaborative.org/publication/monitoring-and-evaluating-conflict-sensitivity-methodological-challenges-and-practical-solutions/}, language = {en-US}, urldate = {2019-03-06}, institution = {DFID}, author = {Goldwyn, Rachel and Chigas, Diana}, month = mar, year = {2013}, } @techreport{coe_monitoring_2013, address = {London}, title = {Monitoring, {Evaluation} and {Learning} in {NGO} {Advocacy} - {Findings} from {Comparative} {Policy} {Advocacy} {MEL} {Review} {Project}}, url = {https://www.alnap.org/help-library/monitoring-evaluation-and-learning-in-ngo-advocacy-findings-from-comparative-policy}, abstract = {For organizations committed to social change, advocacy often figures as a crucial strategic element. How to assess effectiveness in advocacy is, therefore, important. The usefulness of Monitoring, Evaluation and Learning (MEL) in advocacy are subject to much current debate. Advocacy staff, MEL professionals, senior managers, the funding community, and stakeholders of all kinds are searching for ways to improve practices – and thus their odds of success – in complex and contested advocacy environments. This study considers what a selection of leading advocacy organizations are doing in practice. We set out to identify existing practice and emergent trends in advocacy-related MEL practice, to explore current challenges and innovations. The study presents perceptions of how MEL contributes to advocacy effectiveness, and reviews the resources and structures dedicated to MEL.}, urldate = {2021-03-26}, institution = {ODI and Oxfam}, author = {Coe, Jim and Majot, Juliette}, month = feb, year = {2013}, } @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}, } @phdthesis{kolker_managing_2013, title = {Managing {Upward} and {Downward} {Accountability} in an {International} {Development} {Project} - {A} {Case} {Study} of a {World} {Bank} {Telecommunications} {Infrastructure} {Project} in {Benin}}, url = {http://arc.hhs.se/download.aspx?MediumId=2093}, urldate = {2017-06-08}, school = {Master's Thesis, Stockholm School of Economics}, author = {Kolker, Eva and Kulldorff, Catharina}, year = {2013}, keywords = {Downward accountability, Upward accountability}, } @techreport{oecd_dac_2013, title = {{DAC} {Peer} {Review} of {Switzerland} - 2013}, url = {https://www.oecd-ilibrary.org/development/dac-peer-review-of-switzerland_journal_dev-10-5km7jvnl3rxs}, language = {en}, urldate = {2019-03-06}, institution = {OECD}, author = {{OECD}}, year = {2013}, } @techreport{ornemark_what_2012, title = {What about the results? {Lessons} from long-term process support to strengthen results-based management ({RBM}) for {Swedish} framework {NGOs} operating in {Western} {Balkans}}, abstract = {The observations and lessons outlined in this report should be seen as a contribution to the on-going learning and reflections in a wider debate on how to assess and monitor results from support to CSOs involved in complex social change processes (as opposed to those involved in more ‘classical’ service delivery and more linear development assistance). These lessons, though directly emerging from the consultancy to provide long-term RBM support to the FOs and their local CSO partners in Western Balkans, also draws on previous experiences and similar lessons from on-going initiatives. In brief, these lessons call for a certain ‘paradigm shift’ in the way we (as development professionals) regard and support RBM for actors involved in less tangible social change processes in highly contested political spaces. Some of these shifts, outlined in more detail in different sections of this report, are summarised below:  From a linear, aggregated cause-and-effect thinking around RBM to one that is linked to human factors and is embedded in systems,  From pushing the burden of reporting down in the system to a clearer division of labour between donors, recipient governments, intermediary agents like framework NGOs (FOs) and implementing CSOs with each actor using its comparative advantage and appropriate role in the RBM process and for its own learning,  From operating in programming and results frameworks where outcomes and impact are largely assumed to be predictable to setting up systems that deal with uncertainty and that capture emerging result patterns through tracking of gradual changes,  From a project/programme perspective to a focus on institutions and systems as actors and arenas for change, where organisations are enabled to act as change agents towards clearly identified processes of social transformation,  From SMART to REAL results frameworks – although SMART (specific, measurable, achievable, realistic and time-bound) principles are always good to keep in mind for the formulation of goals and indicators, the danger of coming up with fictive measuring frameworks calls for a more systematic incorporation of ‘real’ concerns, including making RBM processes rights-based, embedded in local realities (and empowering for those involved), aligned to national reform efforts and national and international human rights commitments, and learning-oriented for all different levels of operations.}, institution = {NCG}, author = {Ørnemark, Charlotte}, month = sep, year = {2012}, } @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{dfid_guidance_2011, address = {London}, type = {Practice {Paper}}, title = {Guidance on using the revised {Logical} {Framework} - {How} to note}, url = {https://assets.publishing.service.gov.uk/media/5a7c9e2d40f0b6629523ab0f/using-revised-logical-framework-external.pdf}, abstract = {The principal changes to the logframe from the earlier (2008) 4 x 4 matrix are: - Objectively Verifiable Indicators (OVIs) have been separated into their component elements (Indicator, Baseline and Target), and Milestones added. - Means of Verification has been renamed ‘Source’. - Inputs are now quantified in terms of funds (expressed in Sterling for DFID and all partners) and use of DFID staff time (expressed as annual Full-Time Equivalents (FTEs). - A DFID Share box now indicates the financial value of DFID’s Inputs as a percentage of the whole. - Assumptions are shown at Purpose and Output level only. - Risks are shown at Activities level only, but also rated at Output level; - At the Output level, the Impact Weighting is now shown in the logframe together with a Risk Rating for individual Outputs. - Activities are now shown separately (so do not normally appear in the logframe sent for approval), although they can be added to the logframe if this is more suitable for your purposes. - A renewed emphasis on the use of disaggregated beneficiary data within indicators, baselines and targets. The Logical Framework (logframe) was significantly re-designed in February 2009. In January 2011 a slightly amended logframe template was introduced at the same time as the launch of the new DFID Business Case. Given the extent of changes that took place in February 2009 it was only necessary to make minor amendments in January 2011. These amendments are as follows: - Results Chain terminology aligned across DFID (the terms Goal and Purpose in the old logframe template have been replaced by Impact and Outcome) - Rows added to allow achieved results to be captured alongside the planned results determined at project design stage - Word version of the logframe template removed – excel is the preferred format for logical frameworks from January 2011 - Indicator numbering introduced within logframe template}, urldate = {2024-01-30}, institution = {DFID}, author = {DFID}, month = jan, year = {2011}, } @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}, } @incollection{hummelbrunner_beyond_2010, address = {Tokyo}, title = {Beyond {Logframe}: {Critique}, {Variations} and {Alternatives}}, url = {http://www.perfeval.pol.ulaval.ca/sites/perfeval.pol.ulaval.ca/files/publication_129.pdf#page=8}, abstract = {Over the last decades, the Logical Framework Approach (LFA) has become universally known and has assumed a key role for planning and managing development interventions. LFA, however, is not uncontroversial and the approach has been subject to criticism, concerning both its theoretical foundations and practical use. Despite these criticisms LFA’s position has not been fundamentally weakened and while many donors acknowledge its limits and weaknesses, they maintain (some would say impose) its use as a planning and monitoring tool. This chapter reviews some of the experience gained with LFA and outlines major attempts to develop variations – or move beyond it altogether. The first section briefly describes the LFA concept and summarizes the main points of critique. Section 2 then explores some variations which have been developed in response to this critique and to improve LFA as a management tool. Section 3 proposes a systemic alternative to logframe and Section 4 outlines alternatives to LFA which have recently been introduced in German development aid.}, urldate = {2022-01-28}, booktitle = {Beyond {Logframe}; {Using} {Systems} {Concepts} in {Evaluation}}, publisher = {Foundation for Advanced Studies on International Development.}, author = {Hummelbrunner, Richard}, editor = {Fujita, Nobuko}, year = {2010}, pages = {1--33}, } @book{oecd_quality_2010, address = {Paris, France}, title = {Quality standards for development evaluation}, isbn = {978-92-64-08390-5}, url = {https://doi.org/10.1787/9789264167100-ar}, abstract = {Based on a broad international consultative process, the DAC Quality Standards for Development Evaluation are a reference guide to good practice in development evaluation. With a view to improving the quality of evaluation processes and products, and facilitating collaboration, this reference guide lays out standards for each phase of a typical evaluation process: from defining purpose, to planning, designing, implementing, reporting, and learning from and using evaluation results.}, language = {en}, urldate = {2019-11-27}, publisher = {OECD}, author = {{OECD} and {Development Assistance Committee}}, year = {2010}, note = {OCLC: 631212078}, } @techreport{dfid_political_2009, address = {London}, title = {Political {Economy} {Analysis} - {How} to note}, url = {http://www.gsdrc.org/docs/open/po58.pdf}, abstract = {Political economy analysis is a powerful tool for improving the effectiveness of aid. Bridging the traditional concerns of politics and economics, it focuses on how power and resources are distributed and contested in different contexts, and the implications for development outcomes. It gets beneath the formal structures to reveal the underlying interests, incentives and institutions that enable or frustrate change. Such insights are important if we are to advance challenging agendas around governance, economic growth and service delivery, which experience has shown do not lend themselves to technical solutions alone. Political economy analysis is not a magic bullet for the resolution of intractable development problems. However, it can support more effective and politically feasible development strategies, as well as inform more realistic expectations of what can be achieved, and the risks involved. It can also contribute to better results by identifying where the main opportunities and barriers for policy reform exist and how donors can use their programming and influencing tools to promote positive change. This understanding is particularly relevant in fragile and conflict-affected environments where the challenge of building peaceful states and societies is fundamentally political. There are an increasing number of political economy tools available to development agencies for a range of analytical and operational purposes. This note brings together this material with a view to explaining the relevance and uses of political economy analysis. It is intended to be used by a wide range of DFID programme managers and advisers, as well as staff in other HMG departments and partner organisations. The main questions it addresses are: 􀂃 what is political economy analysis? 􀂃 how and why does political economy analysis add value to DFID work? 􀂃 what approaches and tools are available? 􀂃 how should the analysis be prepared, undertaken and applied to DFID’s work? 􀂃 how should we work with other development partners and across HMG on analysis? Key messages include: • Political economy analysis is central to the formulation of sound country plans and sector programmes, and can play a key role in risk mitigation and ensuring that donors avoid harmful practices. • Political economy analysis can help to improve development effectiveness by identifying how and where donors should focus efforts to promote positive change. • There are a growing number of operationally relevant tools which can be used to inform development strategies at the country or sector level, or in relation to particular development problems. • Several DFID country offices have used political economy analysis to improve the quality and impact of aid. This experience provides valuable lessons that should be considered when commissioning and undertaking political economy analysis. • Where possible, analysis should be conducted on an ongoing basis with key partners in HMG and the wider development community to encourage shared understanding and joint action.}, urldate = {2021-01-04}, institution = {DFID}, author = {DFID}, month = jul, year = {2009}, } @techreport{oecd_dac_2009, title = {{DAC} {Peer} {Review} of {Switzerland} - 2009}, url = {https://www.oecd-ilibrary.org/development/dac-peer-review-of-switzerland_journal_dev-10-5km7jvnl3rxs}, language = {en}, urldate = {2019-03-06}, institution = {OECD}, author = {{OECD}}, year = {2009}, } @techreport{oecd_glossary_2009, address = {Paris}, title = {Glossary of {Key} {Terms} in {Evaluation} and {Results} {Based} {Management}}, url = {https://www.oecd.org/dac/evaluation/2754804.pdf}, urldate = {2019-11-27}, institution = {OECD}, author = {OECD}, year = {2009}, } @book{swanson_creating_2009, address = {Ottawa}, title = {Creating adaptive policies: a guide for policymaking in an uncertain world}, isbn = {978-81-321-0147-5}, shorttitle = {Creating adaptive policies}, language = {en}, publisher = {IDRC}, editor = {Swanson, Darren and Bhadwal, Suruchi}, year = {2009}, note = {OCLC: ocn421532510}, keywords = {Adaptive natural resource management, Environmental policy, Government policy, Sustainable development}, } @techreport{paffenholz_context-sensitive_2008, title = {Context-sensitive engagement: {Lessons} learned from {Swiss} experiences in {South} {Asia} for aid effectiveness in fragile scenarios}, url = {http://graduateinstitute.ch/files/live/sites/iheid/files/sites/ccdp/shared/Docs/Publications/CCDP-context%20sensitive%20engagement.pdf}, urldate = {2019-03-06}, institution = {CCDP}, author = {Paffenholz, Thania and Jütersonke, Oliver}, year = {2008}, } @techreport{sdc_conflict_2006, title = {Conflict {Sensitive} {Programme} {Management}: {A} quick guide}, url = {https://www.eda.admin.ch/deza/en/home/themes-sdc/fragile-contexts-and-prevention/preventing-recurrent-cycles-violent-conflicts/conflict-sensitive-programme-management.html}, urldate = {2019-03-06}, institution = {SDC}, author = {SDC}, year = {2006}, } @techreport{sdc_conflict-sensitive_2006, title = {Conflict-sensitive programme management ({CSPM})}, url = {https://www.eda.admin.ch/deza/en/home/themes-sdc/fragile-contexts-and-prevention/preventing-recurrent-cycles-violent-conflicts/conflict-sensitive-programme-management.html}, language = {en}, urldate = {2019-03-06}, author = {SDC}, year = {2006}, pages = {24}, } @techreport{bakewell_use_2005, address = {Stockholm}, title = {The {Use} and {Abuse} of the {Logical} {Framework} {Approach}: {A} {Review} of {International} {Development} {NGOs}' {Experiences}}, shorttitle = {The {Use} and {Abuse} of the {Logical} {Framework} {Approach}}, url = {https://www.alnap.org/system/files/content/resource/files/main/the-use-and-abuse-of-the-logical-framework-approach.pdf}, abstract = {The logical framework approach (LFA) has come to play a central role in the planning and management of development interventions over the last twenty years. Although the logical framework has become universally known, it is far from universally liked. It has been the subject of much criticism over the years, concerning both the theoretical basis of the approach, and the way it is applied in practice. In this review, we have attempted to take stock of the current views of international development NGOs on the LFA and the ways in which they use it.}, language = {English}, urldate = {2022-12-05}, institution = {Sida}, author = {Bakewell, Oliver and Garbutt, Anne}, month = nov, year = {2005}, note = {Publisher: Swedish International Development Cooperation Agency}, } @misc{adapt_llc_adapt_nodate, title = {Adapt {LLC}}, url = {https://adapt-consult.com/}, abstract = {Doing Development Differently… Adapt LLC provides expertise to international development practitioners seeking to improve the impacts of their investments through a more in-depth understanding of the political and economic risks and opportunities associated with programming in complex environments. The Adapt team enhances the design and implementation of international development assistance strategies, programs, and projects around the world.}, language = {en-US}, urldate = {2022-07-01}, journal = {Adapt Consult}, author = {Adapt LLC}, } @misc{beam_exchange_msd_nodate, title = {{MSD} competencies}, url = {https://beamexchange.org/msd-competency-framework/msd-competencies/}, abstract = {A catalogue of the full range of knowledge, skills and aptitudes found in high-performing teams that use the market systems approach. Useful for: Practitioners - identify personal training needs and continue your professional development Trainers - diversify your courses and refine your training / capacity-building offers Managers - strengthen your recruitment and induction processes}, language = {en}, urldate = {2020-10-15}, journal = {BEAM Exchange}, author = {BEAM Exchange}, }