@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{clark_insights_2023, address = {Brighton}, title = {Insights for {Influence}: {Understanding} {Impact} {Pathways} in {Crisis} {Response}}, copyright = {This report is distribued under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, reproduction or distribution in any medium, provided the original authors and sources are credited and any modifications or adaptations are indicated.}, shorttitle = {Insights for {Influence}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18172}, abstract = {The Covid-19 Responses for Equity (CORE) programme was a three-year initiative funded by the Canadian International Development Research Centre (IDRC) that brought together 20 projects from across the global South to understand the socioeconomic impacts of the Covid-19 pandemic, improve existing responses, and generate better policy options for recovery. The research covered 42 countries across Africa, Asia, Latin America, and the Middle East to understand the ways in which the pandemic affected the most vulnerable people and regions, and deepened existing vulnerabilities. Research projects covered a broad range of themes, including macroeconomic policies for support and recovery; supporting essential economic activity and protecting informal businesses, small producers, and women workers; and promoting democratic governance to strengthen accountability, social inclusion, and civil engagement. The Institute of Development Studies (IDS) provided knowledge translation (KT) support to CORE research partners to maximise the learning generated across the research portfolio and deepen engagement with governments, civil society, and the scientific community. As part of this support, the IDS KT team worked with CORE project teams to reconstruct and reflect on their impact pathways to facilitate South-South knowledge exchange on effective strategies for research impact, and share learning on how the CORE cohort has influenced policy and delivered change. This report presents an overview of these impact pathways and the lessons learnt from a selection of the projects chosen to represent the diversity of approaches to engage policymakers, civil society, and the media to generate and share evidence of the effect of the pandemic on diverse vulnerable groups.}, language = {en}, urldate = {2023-11-13}, institution = {Institute of Development Studies}, author = {Clark, Louise and Carpenter, Jo and Taylor, Joe}, month = nov, year = {2023}, note = {Accepted: 2023-11-10T12:56:06Z Publisher: Institute of Development Studies}, } @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}, } @article{shaw_achieving_2022, title = {Achieving disability inclusive employment – {Are} the current approaches deep enough?}, volume = {n/a}, issn = {1099-1328}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/jid.3692}, doi = {10.1002/jid.3692}, abstract = {Diverse approaches to promoting disability inclusive employment aim to transform workplaces into truly inclusive environments, usually with intervention strategies targeting two main groups: employers and jobseekers with disabilities. However, they do not always consider other relevant stakeholders or address the relationships and interactions between diverse actors in the wider social ecosystem. These approaches often neglect deeper ‘vexing’ difficulties which block progress towards disability inclusive work environments. Most interventions rightly embrace hegemonic ‘social models of disability’ and use human rights arguments but may neglect entrenched structural factors. Disability inclusive employment is complex, with unaddressed invisible aspects that continue to limit progress. We explore some key relevant disability concepts and then interrogate evidence from the ‘Inclusion Works’ programme working in four middle- and low-income countries, considering some intractable barriers underlying the slow movement towards inclusive employment. Finally, we propose that a more participatory action orientated approach involving disabled people and others is needed to both generate deeper understanding and provide pathways towards new solutions to obstinate problems through progressive action learning processes in context. Programmatic interventions that work across the levels of the ecosystem and address power relations and interactions between stakeholders could lead to more substantial forms of disability inclusive employment.}, language = {en}, number = {n/a}, urldate = {2022-08-04}, journal = {Journal of International Development}, author = {Shaw, Jackie and Wickenden, Mary and Thompson, Stephen and Mader, Philip}, month = jul, year = {2022}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/jid.3692}, } @misc{deprez_using_2022, type = {Webinar}, title = {Using stories in evaluation: {Participatory} {Narrative} {Inquiry} and {Sensemaking}}, shorttitle = {Using stories in evaluation}, url = {https://www.evalforward.org/webinars/using-stories}, abstract = {Sensemaking and Participatory Narrative Inquiry (PNI) are similar approaches, based on collecting stories about a real life experience from a large number of stakeholders on a topic of interest to the evaluation, and giving the storytellers themselves the responsibility for analyzing and making sense of the stories. Because a large number of stories are collected and self-interpreted, it is possible to conduct quantitative analysis of recurrent themes, perspectives and feelings emerging in the narratives. By combining elements of qualitative and quantitative research, these approaches help to make sense of complex and evolving realities. This session presented the general approach of Sensemaking and PNI. Panelists discussed their experiences with this method, recently used in IFAD and WFP’s evaluations and invited participants to share their own experiences with using stories in evaluation.}, urldate = {2022-07-26}, collaborator = {Deprez, Steff and Carbon, Michael and Felloni, Fabrizio}, month = jun, year = {2022}, } @techreport{burge_seeing_2022, address = {Brighton}, title = {Seeing the {Combined} {Effects} of {Aid} {Programmes}}, copyright = {This is an Open Access briefing 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.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17391}, abstract = {Multiple aid agencies often try to support change in the same places, at the same time, and with similar actors. Surprisingly, their interactions and combined effects are rarely explored. This Policy Briefing describes findings from research conducted on recent aid programmes that overlapped in Mozambique, Nigeria, and Pakistan, and from a webinar with UK Foreign, Commonwealth \& Development Office (FCDO) advisors and practitioners. The research found three distinct categories of ‘interaction effects’: synergy, parallel play, and disconnect. We explore how using an ‘interaction effects’ lens in practice could inform aid agency strategies and programming.}, language = {en}, number = {196}, urldate = {2022-07-01}, institution = {IDS}, author = {Burge, Richard and Nadelman, Rachel and McGee, Rosie and Fox, Jonathan and Anderson, Colin}, month = may, year = {2022}, note = {Accepted: 2022-05-10T09:42:35Z Publisher: Institute of Development Studies}, } @misc{apgar_innovating_2022, title = {Innovating for inclusive rigour in peacebuilding evaluation}, url = {https://www.ids.ac.uk/opinions/innovating-for-inclusive-rigour-in-peacebuilding-evaluation/}, abstract = {Inclusive and rigorous peacebuilding evaluation is both vital and complex. In this blog we share examples of how we are innovating our methodologies to move towards participatory and adaptive practice.}, language = {en-GB}, urldate = {2022-04-22}, journal = {Institute of Development Studies}, author = {Apgar, Marina and Báez-Silva, Ángela Maria and Deng, Ayak Chol and Fairey, Tiffany and Rohrbach, Livia and Alamoussa, Dioma and Bradburn, Helene and Cubillos, Edwin and Gray, Stephen and Wingender, Leslie}, month = apr, year = {2022}, } @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}, } @article{albanna_data-powered_2022, title = {Data-powered positive deviance: {Combining} traditional and non-traditional data to identify and characterise development-related outperformers}, volume = {7}, issn = {2352-7285}, shorttitle = {Data-powered positive deviance}, url = {https://www.sciencedirect.com/science/article/pii/S2352728521000324}, doi = {10.1016/j.deveng.2021.100090}, abstract = {The positive deviance approach in international development scales practices and strategies of positively-deviant individuals and groups: those who are able to achieve significantly better development outcomes than their peers despite having similar resources and challenges. This approach relies mainly on traditional data sources (e.g. surveys and interviews) for identifying those positive deviants and for discovering their successful solutions. The growing availability of non-traditional digital data (e.g. from remote sensing and mobile phones) relating to individuals, communities and spaces enables data innovation opportunities for positive deviance. Such datasets can identify deviance at geographic and temporal scales that were not possible before. But guidance is needed on how this new data can be employed in the positive deviance approach, and how it can be combined with more traditional data to gain deeper, more meaningful, and context-aware insights. This paper presents such guidance through a data-powered method that combines both traditional and non-traditional data to identify and understand positive deviance in new ways and domains. This method has been developed iteratively through six development projects covering five different domains – sustainable cattle ranching, agricultural productivity, rangeland management, research performance, crime control – with global and local development partners in six countries. The projects combine different types of non-traditional data with official statistics, administrative data and interviews. Here, we describe a structured method for data-powered positive deviance developed from the experience of these projects, and we reflect on lessons learned. We hope to encourage and guide greater use of this new method; enabling development practitioners to make more effective use of the non-traditional digital datasets that are increasingly available.}, language = {en}, urldate = {2022-08-24}, journal = {Development Engineering}, author = {Albanna, Basma and Heeks, Richard and Pawelke, Andreas and Boy, Jeremy and Handl, Julia and Gluecker, Andreas}, month = jan, year = {2022}, pages = {100090}, } @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{piron_twenty_2021, address = {London}, title = {Twenty years of {UK} governance programmes in {Nigeria}}, abstract = {This Flagship report analyses 20 years of governance programmes in Nigeria funded by the UK Department for International Development (DFID) and the Foreign, Commonwealth and Development Office (FCDO) in the North-western states of Jigawa (since 2001), Kano (since 2005) and Kaduna (since 2006), as well as the North-eastern state of Yobe (since 2011). The report’s main research question is whether, how, under what conditions and for whom UK-funded state-level governance programmes in Nigeria have contributed to sustained changes in governance, and related changes in health and education. ... The report concludes with the following recommendations: To international development partners: 1. Invest for the long term – 10 to 20 years – combining support for both state and nonstate actors. 2. Ensure programmes have the strategic-level mandate, managerial capacity and frontline staff skills to pursue politically savvy opportunities. 3. Take PEA to the next level by unpacking causal mechanisms, understanding incentives and designing interventions to make change happen. 4. Give governance programmes the ability to flex between core governance and service delivery issues. 5. Incentivise greater collaboration between governance and sector programmes. 6. Incentivise greater attention to gender, and to social inclusion beyond disability issues, in governance programming. To FCDO: 7. Empower and resource FCDO teams to enable TWP programmes, ensuring decision-making by country teams to respond to local priorities. 8. Re-imagine TWP for FCDO Nigeria, giving implementers the space to operate in TWP ways. 9. Incentivise stronger collaboration between PERL, Lafiya (health programme) and the Partnership for Learning for All in Nigerian Education. 10. Invest in impact data analysis. To partner governments in Nigeria and beyond: 11. Explicitly set out the objectives for which you would like to receive assistance. 12. Use TWP principles to decide how development partners can support your political objectives and the scope for politically-feasible and mutually-beneficial collaboration. 13. Invest in the coordination of development partners. To non-state partners in Nigeria and beyond: 14. Join coalitions to achieve your priorities. 15. Select development partners which can strengthen your skills, not just fund your activities.}, language = {en}, institution = {ODI}, author = {Piron, Laure-Hélène and Cummings, Clare and Williams, Gareth and Derbyshire, Helen and Hadley, Sierd}, month = oct, year = {2021}, pages = {113}, } @book{andrews_pdia_2021, address = {Cambridge, MA}, title = {{PDIA} in action}, url = {https://bsc.cid.harvard.edu/files/bsc/files/pdia_book_square_final.pdf}, abstract = {Learning from our experience in 2020, we asked the alumni of our HKS Implementing Public Policy (IPP) Executive Education program, if they wanted to work with our students on their nominated problems. Eight IPP alumni, William Keith Young, Adaeze Oreh, Milzy Carrasco, Kevin Schilling, Artem Shaipov, George Imbenzi, David Wuyep, and Raphael Kenigsberg, who had been trained on PDIA and implementation, signed up to work with our students. Thirty-seven students signed up to take the course beginning January 26th, 2021. The students worked across eight teams and adopted a problem driven approach to foster learning that could help their authorizers develop an action learning strategy to their nominated challenge. This book highlights the students’ work drawing from their blogs as well as the event series. There are 8 sections, one for each of the teams and the problems they worked on during the course. We hope you enjoy reading their stories! Scan the QR Code at the end of each section to learn more.}, urldate = {2021-12-16}, publisher = {Center for International Development, Harvard University}, editor = {Andrews, Matt and Samji, Salimah}, month = may, year = {2021}, } @techreport{sharp_lessons_2021, title = {Lessons learned from {PERL} and partners' response to the {COVID}-19 crisis}, abstract = {The first case of COVID-19 in Nigeria was confirmed on 27 February 2020, with the first lockdown orders issued on 30 March 2020. The pandemic and resultant containment measures have had farreaching socio-cultural, economic, financial and political implications, globally as well as in Nigeria. For the Partnership to Engage, Reform and Learn (PERL) and its partners, the pandemic has required considerable adaptation of their strategic approach and working practices. This report reflects on how COVID-19 changed the operating context for PERL’s partners, how PERL responded and what lessons have been learned across delivery teams. For government partners, the most substantial impacts have been to budgets, struck by falling oil prices and reduced economic activity. Universally, states have had to adjust budgets and reforecast, revising budgets downwards and shifting the focus of expenditure towards healthcare. The World Bank’s State Fiscal Transparency, Accountability and Sustainability (SFTAS) Programme has generated powerful incentives for this budget revision, which PERL has been able to work alongside. A range of new governance structures – such as public response committees and task forces – have been established to deal with various aspects of COVID-19 policy, and PERL has had to grapple to maintain its ongoing engagement with these. For civil society organisations (CSOs), the closure of offices from 30 March 2020 has changed the nature of engagement with government. CSOs often developed innovative approaches to maintaining access, including use of social media and direct calls. But the shift to virtual working has been challenging for many CSOs, both in terms of covering the costs of data for virtual meetings and the risks of disengagement and marginalisation for some organisations. In response to this changed context, from March 2020 PERL began to restrategise. The flexible nature of the programme’s workplans, progress markers and budgets enabled activities to be adjusted in a relatively timely manner, with a new workplan approved by the end of April 2020. Central PERL management developed a COVID-19 response strategy which provided a broad framework for adaptations, but allowed substantial autonomy to state and regional teams to lead on reprioritisation according to their understanding of the local context. This was valued by both management and delivery staff. Challenges manifested themselves more in effectively delivering on these adapted workplans than in the process of restrategising – due to two rounds of budget cuts, the merger of DFID and the FCO to form the Foreign, Commonwealth and Development Office (FCDO) and the difficulties of engaging partners virtually. Overall, the pandemic undoubtedly delayed activities (by roughly three months for deprioritised areas of work), but resulted in an array of new, tailored interventions under its broad categories of work. Interventions relating to the health sector became more prevalent, as did work supporting budget adjustments. Domestic resource mobilisation and education interventions were often adjusted to be more relevant to the COVID context or experienced delay. The report provides short illustrative case studies of PERL’s adaptations to: support budget revisions; work with media partners on COVID-19 sensitisation; tracking and advocacy for palliative distribution; and support for the introduction of tax relief. There is some evidence, albeit partial, that PERL was able to take advantage of windows of opportunity offered by the pandemic to drive ahead with certain ongoing reform initiatives.}, language = {en}, institution = {PERL Programme}, author = {Sharp, Samuel and Nwachukwu, Tochukwu and Srivatsa, Sripriya Iyengar}, month = mar, year = {2021}, pages = {39}, } @techreport{laws_value_2021, address = {London}, type = {Working {Paper}}, title = {Value for money and adaptive programming - {Approaches}, measures and management}, url = {https://cdn.odi.org/media/documents/odi-ml-rethinkingvfm-wp572-final.pdf}, abstract = {- The United Kingdom’s Foreign, Commonwealth and Development Office (FCDO)’s standard economy, efficiency, effectiveness/cost-effectiveness and equity (4E) framework is still relevant for approaching, measuring and managing value for money (VfM) for adaptive programmes. • However, this framework needs to be reframed to capture and incentivise flexibility, learning and adaptation. • VfM appraisal and reporting should be done in a way that draws on beneficiary feedback and informs good decision-making, rather than just being a compliance exercise. • If VfM appraisal and reporting cannot be done appropriately for adaptive programmes, it should be avoided or minimised. There is a risk of diverting time and resources from more suitable tools and methods.}, urldate = {2021-06-04}, institution = {ODI}, author = {Laws, Ed and Valters, Craig}, month = mar, year = {2021}, } @techreport{castillejo_adaptation_2020, address = {London}, type = {Briefing paper}, title = {Adaptation in practice: lessons from teenage pregnancy programmes in {Sierra} {Leone}}, shorttitle = {Adaptation in practice}, url = {https://www.odi.org/publications/16732-adaptation-practice-lessons-teenage-pregnancy-programmes-sierra-leone}, abstract = {A discussion of initial learning emerging from the SLRC ’Adaptive approaches to reducing teenage pregnancy in Sierra Leone’ action research project.}, language = {en}, urldate = {2021-02-18}, institution = {ODI}, author = {Castillejo, Clare and Buell, Stephanie}, month = mar, year = {2020}, } @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{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}, } @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{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}, } @techreport{chemonics_strengthening_2018, title = {Strengthening {Advocacy} and {Civic} {Engagemetn} in {Nigeria}}, url = {https://pdf.usaid.gov/pdf_docs/PA00TPWG.pdf}, urldate = {2020-10-01}, institution = {Chemonics International}, author = {Chemonics}, year = {2018}, } @techreport{lopez_lucia_thinking_2017, title = {Thinking and {Working} {Politically}: {Lessons} from {FOSTER} in {Nigeria}}, url = {https://www.dlprog.org/publications/research-papers/thinking-and-working-politically-lessons-from-foster-in-nigeria}, abstract = {The Facility for Oil Sector Transparency and Reform (FOSTER) was a £14 million programme that has helped Nigeria to transform its governance of the oil and gas industry. FOSTER ran from 2011 to mid-2016, and used an explicit ‘thinking and working politically’ (TWP) approach. It was funded by the UK Department for International Development (DFID) and managed by Oxford Policy Management (OPM). This paper seeks to identify the factors that drove – or constrained – FOSTER’s achievements, and asks what this can tell us about TWP, particularly in challenging political and sectoral contexts. FOSTER sought to help strengthen oversight and accountability in Nigeria’s oil sector. It aimed to support reformers within government institutions that ‘supply’ accountability (those governing how oil and gas revenues are collected and managed), and to support civil society organisations, parliament, the media and the Nigeria Extractive Industries Transparency Initiative to ‘demand’ reform. In addition, FOSTER commissioned a series of studies and provided media training to help broaden understanding of the sector and highlight the need for reform. This paper examines the outcomes from five ‘clusters’ of FOSTER interventions. The FOSTER team viewed the first three of these in the list below as successful, whereas the latter two did not deliver on expectations but offer important opportunities for learning: • Support to the Nigerian Extractive Industries Transparency Initiative • Support to demand-side actors to promote transparency and accountability in the oil sector • Support for the passage of the Petroleum Industry Bill • An oil spill-mapping social media project • Support to the Department of Petroleum Resources The analysis drew on 44 semi-structured interviews conducted during a month of fieldwork in Abuja and Lagos; on reviews of the programme’s monitoring, evaluation and learning frameworks; and on newspaper articles and grey literature on Nigeria’s oil sector.2}, number = {48}, urldate = {2020-10-15}, institution = {DLP Program}, author = {Lopez Lucia, Elisa and Buckley, Joanna and Marquette, Heather and McCulloch, Neil}, month = jul, year = {2017}, } @techreport{savi_nigeria_2016, address = {London}, title = {Nigeria {Public} {Sector} {Accountability} and {Governance} {Programme} - {Business} {Case}}, shorttitle = {{SAVI} {Approach} {Paper} 15}, url = {http://savi-nigeria.org/approach/savi-approach-paper-15/}, abstract = {In May 2016, SAVI transitioned into a successor programme – the ‘Engaged Citizens Pillar’ (ECP) of a wider DFID-funded governance reform programme ‘The Partnership to Engage, Reform and Learn’ (PERL). ECP is managed by the same service provider, Palladium, and the same core management team as SAVI, and many of the SAVI front line staff...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 11: {Managing} and {Staffing} an {Adaptive} {Citizen} {Engagement} {Programme}}, shorttitle = {{SAVI} {Approach} {Paper} 11}, url = {http://savi-nigeria.org/approach/savi-approach-paper-11-managing-staffing-adaptive-citizen-engagement-programme/}, abstract = {SAVI, a DFID funded programme implemented by Palladium, is an adaptive programme putting learning and adaptation at the centre of all decision-making. In relation to management and staffing SAVI has established the following approaches to facilitate this: – An adaptive approach to programme management: Full time strategic technical leadership, that works closely with and complements...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 12: {Managing} {Programme} {Finances} to {Support} {Adaptive}, {Locally}-led {Processes} of {Citizen} {Engagement} in {Governance}}, shorttitle = {{SAVI} {Approach} {Paper} 12}, url = {http://savi-nigeria.org/approach/savi-approach-paper-12-managing-programme-finances-support-adaptive-locally-led-processes-citizen-engagement-governance/}, abstract = {SAVI, is seeking to support processes of citizen engagement in governance in ways that are effective in influencing reform, and that are able to take on a life of their own without continuing donor support. SAVI is also an adaptive programme, putting learning and adaptation at the centre of all decision-making. Money is used and...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 13: {Measuring} {Value} for {Money} and using {Value} for {Money} {Analysis}}, shorttitle = {{SAVI} {Approach} {Paper} 13}, url = {http://savi-nigeria.org/approach/savi-approach-paper-13-measuring-value-money-using-value-money-analysis/}, abstract = {SAVI has established its own framework for assessing Value for Money in annual performance – in relation to expenditure, economy, efficiency, effectiveness and equity. Routine tracking and analysis of expenditure and economy ensure that inputs are supplied and services delivered to partners in line with SAVI’s core values, whilst also meeting DFID requirements and competing...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 14: {Learning}, {Adaptation} and {Communications}}, shorttitle = {{SAVI} {Approach} {Paper} 14}, url = {http://savi-nigeria.org/approach/savi-approach-paper-14-learning-adaptation-communications/}, abstract = {SAVI, a DFID funded programme implemented by Palladium, is an adaptive programme, aiming to put learning and adaptation at the centre of all decision-making. Learning and adaptation takes place in SAVI at three levels: the work of partners; the work of SAVI delivery teams; and the enabling environment of the programme as a whole. Achieving...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 15: {Introduction} to {PERL}: the {SAVI} {Successor} {Programme}}, shorttitle = {{SAVI} {Approach} {Paper} 15}, url = {http://savi-nigeria.org/approach/savi-approach-paper-15/}, abstract = {In May 2016, SAVI transitioned into a successor programme – the ‘Engaged Citizens Pillar’ (ECP) of a wider DFID-funded governance reform programme ‘The Partnership to Engage, Reform and Learn’ (PERL). ECP is managed by the same service provider, Palladium, and the same core management team as SAVI, and many of the SAVI front line staff...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @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{maclay_adaptive_2016, title = {Adaptive {Management} in {Practice}: a case study on the {Prospects} program}, abstract = {Recognising that aid and development programming takes place in complex contexts, Mercy Corps is increasingly seeking to understand how best to manage programs which iterate, adapt and respond to the consistently evolving settings in which we work. This brief Practice Paper provides some examples of what adaptive management looks like in practice on the Prospects youth employment program in Liberia. It does not seek to function as a manual or set of guidelines, but simply provides some practical examples and insights into how a youth employment program governed by principles of adaptive management operates.}, language = {en}, institution = {Mercy Corps}, author = {Maclay, Chris}, month = apr, year = {2016}, pages = {20}, } @techreport{skelton_built_2016, title = {Built to improve: {Leveraging} realtime {M}\&{E} for adaptive youth employment programming}, abstract = {Recognising that aid and development programming takes place in complex contexts, Mercy Corps is increasingly seeking to understand how best to manage programs which iterate, adapt and respond to the consistently evolving settings in which we work. This brief Practice Paper provides some examples of what adaptive management looks like in practice on the Prospects youth employment program in Liberia. It does not seek to function as a manual or set of guidelines, but simply provides some practical examples and insights into how a youth employment program governed by principles of adaptive management operates.}, language = {en}, institution = {Mercy Corps}, author = {Skelton, John}, month = apr, year = {2016}, pages = {20}, } @techreport{booth_politically_2016, address = {London}, title = {Politically smart support to economic development: {DFID} experiences}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10357.pdf}, urldate = {2018-12-10}, institution = {ODI}, author = {Booth, David}, month = mar, year = {2016}, pages = {30}, } @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{cekan_participation_2016, address = {Baltimore, USA}, title = {Participation by {All} - {The} keys to sustainability of a {CRS} food security project in {Niger}}, url = {https://www.crs.org/sites/default/files/tools-research/participation-by-all.pdf}, abstract = {This project that ran from 2006-2012 in Niger and was implemented by three NGOs: CRS, Cooperative for Assistance and Relief Everywhere (CARE), and Helen Keller International (HKI) under the direction of United States Agency for International Development (USAID) Office of Food for Peace (FFP) as a multi-year assistance program (MYAP) to support food security activities in the Dosso, Tahoua, and Zinder regions. PROSAN focused on increasing agricultural production and agro-enterprise, improving household health and nutrition status, reinforcing the capacities of health agents, and enhancing community resiliency. Here are the highlights from the report which itself is an excerpt from a longer analysis we did. Also please note one Annex highlights the similarlties/ differences we found to USAID/ FFP’s 4 elements of sustainability: AIM, METHODS, AND RESEARCH QUESTIONS The aim of this sustainability evaluation was to explore perceptions of sustainability from Nigeriens involved in PROSAN, former CRS staff and donors. It focused on evaluating participants’ adherence to project outcomes and their creation of new innovations. It also evaluated partners’ involvement in sustaining project outcomes. This evaluation used qualitative and quantitative methods including community mapping, focus group discussions, beneficiary interviews, and key stakeholder interviews. The evaluation was carried out in six communities in the Dosso region, with more than 500 interviewees, focusing on the following research questions: Sustainability of activities and groups: Are the communities sustaining the activities three to five years after the end of the project? What can we learn from the communities and their post-project implementation partners? Spread and unexpected outcomes: If the project was considered a success in the eyes of the community, how well did it spread? Fostering Sustainability: What are the long-term prospects for continued sustainability? FINDINGS Three years after PROSAN’s conclusion, the project was considered a success by community members, national partners, the implementer (CRS), and donor (USAID) staff. The main findings include: 1. SUSTAINABILITY OF ACTIVITIES AND GROUPS Eighty percent (80\%)[*] of all activities were reported to have become self-sustained and community innovations have emerged: On average, households reported moving from being food secure for 3-6 months per year during PROSAN to 8-12 months at the time of this evaluation, which is a remarkable impact [1]. CRS\_Niger\_PROSAN\_Sustainability\_Evaluation\_pdf [1] Women reported greater income through the increase in sales of food that was produced and processed due to the grain mills [1]. Respondents also reported improved household health, hygiene, and nutrition, with 91\% of survey respondents indicating that their health and sense of well being had improved, especially through the efforts of the health posts and clinics that CRS helped build and the government of Niger’s efforts in sustaining them with resources and staff [1]. Community groups/committees have continued and are well-supported by NGO partners: 81\% of the committees set up by PROSAN were functioning at the time of this evaluation, with many participants discussing ways to sustain best practices within their communities, and members still receiving regular trainings or updates [1]. Several new and refresher trainings come through national partners, NGOs, and new channels such as radio programs [1]. Some new NGOs and international organizations have built upon PROSAN’s success, for instance, by using land previously managed by PROSAN for a new vegetable gardening training program, building hygiene programs on past health awareness efforts, or extending agricultural credit for further inputs [1]. Twenty percent (20\%) of implemented activities were not sustained or have stagnated: While hygiene practices were sustained by households and there was widespread latrine construction, sanitation was poor in the villages, and most latrines had fallen into disrepair [1]. Fewer than 50\% of women reported practicing exclusive breastfeeding for children less than six months of age [1]. While almost half of all health committees no longer exist, new health clinics staff have replaced some of the work of the committees with health and agricultural promotion messages now being sent via radio, television, and cell phones [1]. Literacy training and theater groups have completely ceased [1]. With the exception of the Système Communautaire d’Alerte Précoce-Réponses aux Urgences’ (SCAP-RU) SCAP-RU early warning system which has expanded, other resilience activities such as roadwork and caring for the environment are a lesser priority due in part to the lack of food and cash-incentives to continue doing them [1]. 2. SPREAD AND UNEXPECTED OUTCOMES New innovations and ceased activities reflected the project’s legacy: Community innovations have emerged such as collective funds paying for cleaners of the new health center, community-imposed sanctions for births occurring outside of the health centers, and the monitoring of savings from well water sales. National partners have praised the project, with many lamenting its withdrawal. One non-PROSAN village told an Agriculture Ministry staff and potential NGO partner that “No one should bring a program here unless it is like PROSAN.” PROSAN-trained masons, well repair technicians, and village youth have learned land recuperation techniques (zai holes, bunds and demi-lunes) that helped generate income beyond project communities. Project activities that received free inputs have largely stopped being implemented once the incentives were withdrawn such as Food for Training (FFT), Food for Work (FFW), or Cash for Work (CFW) (e.g. literacy, seedlings, latrines, theater etc.); nonetheless the inputs were highly valued and have continued to support agriculture and health (carts, bicycles). 3. FOSTERING SUSTAINABILITY The following areas were identified as potential barriers to sustainability that could be systematically explored in other projects: Although most committees are still functioning, there are no processes in place to engage and train youth and new inhabitants of the villages. While village communities have been maintained, there is an increasing lack of ministry resources (e.g., staff, transportation, and communications) to take the place of NGOs like CRS after a program ends. There is little management of knowledge around project data, which is further exacerbated by staff changes in NGOs, government ministries, and donors. Project data (proposal content, monitoring data, evaluation results, participant lists, partner names, and exit agreements) must be managed ethically, locally and be held online, accessible for future projects to use and for villages to conduct self-evaluations.}, urldate = {2023-08-14}, institution = {Valuing Voices}, author = {Cekan, Jindra and Kagendo, Rutere and Towns, Alexandra}, year = {2016}, } @techreport{savi_state_2016, address = {London}, title = {State {Accountability} and {Voice} {Initiative} ({SAVI}) - {Approach} {Paper} {Series}}, url = {http://savi-nigeria.org/approach/}, abstract = {We are piloting a new approach to identifying and supporting our partners.  This breaks with convention in many ways in order to improve impact. Our approach is summarized in the Introduction to SAVI’s way of working. We have broken our approach down into key components – depicted in the form of our ‘knowledge tree’ –...}, urldate = {2017-02-14}, institution = {DFID}, author = {SAVI}, year = {2016}, keywords = {IMPORTANT}, } @article{wiafe_wildlife_2016, title = {Wildlife laws monitoring as an adaptive management tool in protected area management in {Ghana}: a case of {Kakum} {Conservation} {Area}}, volume = {5}, issn = {2193-1801}, shorttitle = {Wildlife laws monitoring as an adaptive management tool in protected area management in {Ghana}}, doi = {10.1186/s40064-016-3129-x}, abstract = {INTRODUCTION: The wildlife laws of Ghana alienated the rural communities from forests and material well-being depended upon for their livelihood and this manifests itself in the progressive conflict between the park patrol staff and poachers from the fringes of the protected areas. CASE DESCRIPTION: The main aim of this study was to determine the impact of quantification of patrol efforts on indicators of illegal hunting activities that occur in rainforest protected areas, as a result of monitoring patrol operations and modifying the original plan. The specific objectives were to determine the optimal patrol efforts necessary to reduce illegal wildlife use to minimal; and the influence of the rainfall and seasonal activities on illegal wildlife use. DISCUSSION AND EVALUATION: The results indicated that as the patrol efforts increased the encounter with illegal wildlife use also increased until a certain point that the encounter rates started decreasing. Neither rainfall nor seasonal activities influenced the illegal activities and the patrol efforts. The protection staff of rainforest protected areas would work effectively to bring down illegal wildlife off-take to the barest minimum if monitored, quantified and provide feed-back. CONCLUSIONS: Illegal wildlife off-take can also be reduced by the protection staff if the original plans are made flexible to be adjusted. Recommendations for further studies have been made.}, language = {eng}, number = {1}, journal = {SpringerPlus}, author = {Wiafe, Edward Debrah}, year = {2016}, pmid = {27652016}, pmcid = {PMC5005225}, pages = {1440}, } @techreport{savi_savi_2015, address = {DFID}, title = {{SAVI} {Approach} {Paper} 1: {Core} {Values}}, shorttitle = {{SAVI} {Approach} {Paper} 1}, url = {http://savi-nigeria.org/approach/core-values/}, abstract = {Governance reform is about government and citizens working together in more responsive, inclusive and accountable ways for the benefit of citizens. More responsive, inclusive and accountable attitudes and behaviour on the part of government and non-government stakeholders are the critical factors which lead to meaningful reform processes, and replicate and sustain reforms beyond the lifetime...}, language = {en-US}, urldate = {2018-02-28}, institution = {London}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 10: {Engaging} {State} {Governments}}, shorttitle = {{SAVI} {Approach} {Paper} 10}, url = {http://savi-nigeria.org/approach/savi-approach-paper-10-engaging-state-governments/}, abstract = {SAVI as a programme does not directly work with state governments – but we work in close conjunction with sister programmes who are supporting state governments on governance and sector reforms. SAVI supports non-government and SHoA partners to play their part in promoting more responsive, inclusive and accountable state governance delivering better services for citizens....}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 2: {Programme} {Design}}, shorttitle = {{SAVI} {Approach} {Paper} 2}, url = {http://savi-nigeria.org/approach/programme-design/}, abstract = {SAVI supports citizen engagement in governance through a facilitated partnership approach, in contrast to the usual approach of grants to civil society organisations (CSOs). The overall aim is to facilitate and support working relationships and processes of reform that are home-grown, self-sustaining and, after initial engagement, not dependent on external support. Our way of working...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 3: {Theory} of {Change}}, shorttitle = {{SAVI} {Approach} {Paper} 3}, url = {http://savi-nigeria.org/approach/theory-of-change/}, abstract = {SAVI’s theory of change is a simple, practical guide that staff and partners use to plan and to monitor change – as well as to reflect on and enhance their own effectiveness. It sets out broad stages of attitude and behaviour change over time to facilitate effective citizen engagement in governance processes, systems and structures....}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 4: {Thinking} and {Working} {Politically} - {Supporting} partners and staff through a participatory apporach to political economy analysis}, shorttitle = {{SAVI} {Approach} {Paper} 4}, url = {http://savi-nigeria.org/approach/thinking-and-working-politically/}, abstract = {Thinking and acting politically is central to the SAVI programme. We support staff and partners to analyse the power relations that shape change in their state, and to use this knowledge to inform their decision-making. This includes decisions made by SAVI state teams relating to the issues and partners they engage with and support, and...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 5: {Defining} and {Measuring} {Results}}, shorttitle = {{SAVI} {Approach} {Paper} 5}, url = {http://savi-nigeria.org/approach/defining-and-measuring-results/}, abstract = {SAVI aims to facilitate replicable and sustainable processes of citizen engagement in governance. The programme in each state is locally defined, flexible and adaptive, and results are not predictable in advance. Standardised monitoring tools are not applicable, and consequently we have evolved our tools and frameworks during the programme through processes of learning by doing....}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 6: {Engaging} {Civil} {Society}}, shorttitle = {{SAVI} {Approach} {Paper} 6}, url = {http://savi-nigeria.org/approach/savi-approach-paper-6-engaging-civil-society/}, abstract = {SAVI state teams provide support to CS groups to become more effective agents of citizens’ voice and public accountability, through a variety of mutually reinforcing interventions. These include: hands-on support to demonstration civil society Advocacy Partnerships (APs) facilitating working partnerships between civil society APs, SHoAs, and the media brokering working relationships between all of these...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 7: {Promoting} {Gender} {Equality} and {Social} {Inclusion}}, shorttitle = {{SAVI} {Approach} {Paper} 7}, url = {http://savi-nigeria.org/approach/savi-approach-paper-7-promoting-gender-equality-and-social-inclusion/}, abstract = {We promote attention to gender equality and social inclusion in all of our engagement with CS groups, the media and SHoAs, and in all of the issues and processes they work on. In all the states we work in, we also support partners to focus on some issues and form some partnerships and networks which...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 8: {Engaging} the {Media}}, shorttitle = {{SAVI} {Approach} {Paper} 8}, url = {http://savi-nigeria.org/approach/savi-approach-paper-8-engaging-the-media/}, abstract = {The overall aim of SAVI engagement with the media is for media representation of citizens’ interests to become normal, and play its part in helping state governments to be more responsive, inclusive and accountable to their citizens. Media partners – individual media personnel and selected media houses – are supported to be more effective agents...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 9: {Engaging} {State} {Houses} of {Assembly}}, shorttitle = {{SAVI} {Approach} {Paper} 9}, url = {http://savi-nigeria.org/approach/savi-approach-paper-9-engaging-state-houses-of-assembly/}, abstract = {The overall aim of SAVI engagement with SHoAs is to promote lasting reforms that are not dependent on external funding and which promote an increasingly more responsive and accountable relationship between Nigerian state governments and their citizens. SHoAs are supported to be more effective agents of citizen voice and public accountability, demanding better performance from...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{ict4sa_enabling_2015, address = {Washington DC}, title = {Enabling citizen-driven improvement of public services. {Leveraging} {Technology} to {Strengthen} {Accountability} in {Nigerian} {Healthcare}}, url = {https://reboot.org/case-studies/ict-for-accountable-public-service-delivery-nigeria}, abstract = {Effective public service delivery begins with knowing whether the services offered are working as intended. We launched a system to enable citizen input on the delivery of public services.}, urldate = {2017-02-23}, institution = {World Bank and Reboot}, author = {ICT4SA}, year = {2015}, } @techreport{savi_introduction_2015, address = {London}, title = {Introduction to {SAVI}'s way of working - {State} {Accountability} and {Voice} {Initiative} ({SAVI})}, url = {http://savi-nigeria.org/introduction-to-savis-way-of-working/}, abstract = {We are piloting a new approach to identifying and supporting our partners.  This breaks with convention in many ways in order to improve impact.  SAVI Approach Papers summarise key aspects of SAVI’s way of working. They explain what we do, and why – and link to relevant tools and frameworks. Our approach is summarized in...}, urldate = {2016-07-27}, institution = {DFID}, author = {SAVI}, year = {2015}, keywords = {Practice}, } @techreport{booth_savi_2014, address = {London}, type = {Discussion {Paper}}, title = {The {SAVI} programme in {Nigeria}: {Towards} politically smart, locally led devlopment}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9203.pdf}, abstract = { More examples are needed of aid programming that works by being responsive to country realities: politically smart, problem-driven and locally led  DFID’s SAVI programme has revealed a hitherto untapped potential for change leading to better development results at state level in Nigeria  SAVI provides low-profile support to state-level organisations and partnerships, building their capacity to engage constructively with government  It avoid the pitfalls of a donor-driven approach by ‘taking the money off the table’  This illustrates the power of facilitated multi-stakeholder engagement and the disadvantages of seeing this in terms of ‘supply side’ and ‘demand side’ governance  The set-up of the DFID suite of state-level programmes, with separately managed sector support and ‘governance’ initiatives, has limited realisation of the potential  Key enabling conditions were that DFID provided space for an experience-based design process and permitted tangible results to be judged retrospectively, not pre-programmed}, urldate = {2018-12-10}, institution = {ODI}, author = {Booth, David and Chambers, Victoria}, month = oct, year = {2014}, } @misc{overseas_development_institute_we_2014, address = {London}, title = {‘{We} have the solutions to our own problems’: supporting civil society in {Nigeria}}, shorttitle = {‘{We} have the solutions to our own problems’}, url = {https://www.youtube.com/watch?v=oauywXo7FC0}, abstract = {Development assistance programmes that start from careful analysis of what works and what does not in country contexts are still remarkably rare. One reason for this is the lack of well documented examples of ‘politically’ smart aid programming. To this end, this film outlines the experience of the State Accountability and Voice Initiative (SAVI), a DFID-funded programme in Nigeria providing support to civil society, media and governmental organisations.}, urldate = {2019-04-16}, publisher = {ODI}, author = {{Overseas Development Institute}}, month = oct, year = {2014}, }