TY - JOUR TI - How are Research for Development Programmes Implementing and Evaluating Equitable Partnerships to Address Power Asymmetries? AU - Snijder, Mieke AU - Steege, Rosie AU - Callander, Michelle AU - Wahome, Michel AU - Rahman, M. Feisal AU - Apgar, Marina AU - Theobald, Sally AU - Bracken, Louise J. AU - Dean, Laura AU - Mansaray, Bintu AU - Saligram, Prasanna AU - Garimella, Surekha AU - Arthurs-Hartnett, Sophia AU - Karuga, Robinson AU - Mejía Artieda, Adriana Elizabeth AU - Chengo, Victoria AU - Ateles, Joanes T2 - The European Journal of Development Research AB - The complexity of issues addressed by research for development (R4D) requires collaborations between partners from a range of disciplines and cultural contexts. Power asymmetries within such partnerships may obstruct the fair distribution of resources, responsibilities and benefits across all partners. This paper presents a cross-case analysis of five R4D partnership evaluations, their methods and how they unearthed and addressed power asymmetries. It contributes to the field of R4D partnership evaluations by detailing approaches and methods employed to evaluate these partnerships. Theory-based evaluations deepened understandings of how equitable partnerships contribute to R4D generating impact and centring the relational side of R4D. Participatory approaches that involved all partners in developing and evaluating partnership principles ensured contextually appropriate definitions and a focus on what partners value. DA - 2023/04/01/ PY - 2023 DO - 10.1057/s41287-023-00578-w DP - Springer Link VL - 35 IS - 2 SP - 351 EP - 379 J2 - Eur J Dev Res LA - en SN - 1743-9728 UR - https://doi.org/10.1057/s41287-023-00578-w Y2 - 2023/04/13/11:06:18 ER - TY - RPRT TI - The Secret Sauce of Development Professionals: Tools for Assessing TOR Potential to Source Scalable Learning Interventions AU - Barton, Adam AB - Terms of reference (TORs) play an outsized role in driving scalable educational programming. These procurement documents shape, constrain, and signal programme priorities and possibilities. Successful funders and implementers across the globe hold rich processual knowledge about this documentation, which they use to draft and assess TORs. This project explores such best-practice knowledge around TOR review, seeking to support the design and implementation of educational programmes that can improve learning at scale in developing contexts. DA - 2023/03/15/ PY - 2023 DP - DOI.org (Crossref) LA - en PB - Research on Improving Systems of Education (RISE) ST - The Secret Sauce of Development Professionals UR - https://riseprogramme.org/publications/secret-sauce-development-professionals-tools-assessing-tor-potential-source-scalable-0 Y2 - 2023/04/13/09:41:24 ER - TY - ELEC TI - Propel AU - Strhive AB - Learn from experience. Together. In the complex landscape of international development, organisations need a way to learn from their experiences and build on what works. Propel is the software solution that revolutionises the way organisations capture, access, and reuse learnings to adapt, innovate, and create lasting change on a global scale. Let's stop reinventing the wheel and build on what works, together. DA - 2023/// PY - 2023 UR - https://www.propelapp.org/ Y2 - 2023/08/07/14:13:02 ER - TY - RPRT TI - Evidence-led adaptive programming: Lessons from MUVA AU - Sharp, Samuel AU - Riemenschneider, Nils AU - Selvester, Kerry AB - 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. CY - London DA - 2022/06/29/ PY - 2022 LA - en-gb PB - ODI ST - Evidence-led adaptive programming UR - https://odi.org/en/publications/evidence-led-adaptive-programming-lessons-from-muva/ Y2 - 2022/07/04/10:45:09 ER - TY - RPRT TI - Seeing the Combined Effects of Aid Programmes AU - Burge, Richard AU - Nadelman, Rachel AU - McGee, Rosie AU - Fox, Jonathan AU - Anderson, Colin T2 - IDS Policy Briefing AB - 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. CY - Brighton DA - 2022/05/10/ PY - 2022 DP - opendocs.ids.ac.uk LA - en PB - IDS SN - 196 UR - https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17391 Y2 - 2022/07/01/09:03:59 ER - TY - RPRT TI - Systems Thinking and Practice: A Guide to Concepts, Principles and Tools for FCDO and Partners AU - Woodhill, Jim AU - Millican, Juliet T2 - K4D AB - 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. CY - Brighton DA - 2022/02/03/ PY - 2022 DP - opendocs.ids.ac.uk LA - en PB - Institute of Development Studies ST - Systems Thinking and Practice UR - https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17862 Y2 - 2023/02/08/15:50:53 ER - TY - RPRT TI - The Difference Learning Makes - Factors that enable and inhibit adaptive programming AU - Gray, Stephen AU - Carl, Andy AB - 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. CY - London DA - 2022/02// PY - 2022 PB - Christian Aid UR - https://www.christianaid.ie/sites/default/files/2022-12/the-difference-learning-makes-factors-that-enable-and-inhibit-adaptive-programming.pdf Y2 - 2024/01/29/00:00:00 ER - TY - JOUR TI - Civil society organizations and managerialism: On the depoliticization of the adaptive management agenda AU - Gutheil, Lena AU - Koch, Dirk-Jan T2 - Development Policy Review AB - Motivation In the last decade, a movement formed around making aid delivery more adaptive, relying on principles such as context sensitivity, flexibility, and ownership. The approaches seem promising for civil society organizations (CSOs) to fulfil their mission of fostering social transformation. While several donor agencies have started engaging with such approaches, the authors hardly see their political implications in practice. Purpose The article aims to provide evidence on an adaptive project and demonstrate how the social transformative and political nature of adaptive development management is rendered technical and depoliticized in practice. Methods and approach We use a case study of a development programme based on a social transformative policy framework that is implemented through CSOs in Uganda and Vietnam. Data were collected by means of interviews, participant observation and document analysis. Findings We find that, in practice, the social transformative policy framework is competing with managerial logics. We compare this process with the depoliticization of the Paris Declaration on Aid Effectiveness, finding striking similarities. By using practice theory, we show how managerialism remains the dominant paradigm in the civil society aid sector, fuelling the “anti-politics machine.” Policy implications The article shows that policy frameworks do not always work as intended. Donors should therefore not only change policy frameworks, but also start addressing institutional and operational requirements. DA - 2022/01// PY - 2022 DO - 10.1111/dpr.12630 DP - Wiley Online Library VL - n/a IS - n/a LA - en SN - 1467-7679 ST - Civil society organizations and managerialism UR - https://onlinelibrary.wiley.com/doi/abs/10.1111/dpr.12630 Y2 - 2022/09/29/10:08:22 ER - TY - JOUR TI - Nimble adaptation: Tailoring monitoring, evaluation, and learning methods to provide actionable data in complex environments AU - Serpe, Lauren AU - Ingram, Mason AU - Byom, Kate T2 - New Directions for Evaluation AB - This chapter examines good practices in implementing effective Monitoring, Evaluation, and Learning (MEL) systems within complex international development Democracy, Human Rights, and Governance (DRG) programs, which are characterized by challenges of non-linearity, limited evidence of theories of change, and contextual and politically contingent nature of outcomes. The chapter presents three cases of MEL systems in complex projects implemented by Pact across distinct and diverse operating contexts – Zimbabwe, Cambodia, and Somalia – to illustrate those projects’ MEL approaches that enabled continuous adaptation. The authors analyze the cases to respond to two questions: (1) What are the key elements of effective adaptive management-focused MEL systems in complex environments? (2) What is practical guidance for designing and enabling complexity-responsive and effective adaptive management-focused MEL systems? The case studies illustrate three key elements: (1) Information gathering that closely links context, research, and performance data; (2) Systems for reflection that offer scheduled learning moments of varying frequency and intensity, as well as multiple feedback mechanisms; and (3) Enabling structures that promote adaptive mindsets and attitudes within project teams. DA - 2022/// PY - 2022 DO - 10.1002/ev.20523 DP - Wiley Online Library VL - 2022 IS - 176 SP - 97 EP - 106 LA - en SN - 1534-875X ST - Nimble adaptation UR - https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20523 Y2 - 2023/04/13/09:10:18 ER - TY - RPRT TI - An introductory systems thinking toolkit for civil servants AU - UK Government AB - 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. CY - London DA - 2022/// PY - 2022 LA - en PB - UK Government Office for Science UR - https://www.gov.uk/government/publications/systems-thinking-for-civil-servants/toolkit Y2 - 2023/02/08/15:56:28 ER - TY - RPRT TI - Twenty years of UK governance programmes in Nigeria AU - Piron, Laure-Hélène AU - Cummings, Clare AU - Williams, Gareth AU - Derbyshire, Helen AU - Hadley, Sierd AB - 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. CY - London DA - 2021/10// PY - 2021 DP - Zotero SP - 113 LA - en PB - ODI ER - TY - RPRT TI - Learning to adapt & adapting to learn - Using elements of outcome mapping in the ‘Resilient Adolescents in the Syria Crisis’ programme AU - van Ongevalle, Jan AU - Kvintradze, Ana AU - Rennesson, Gaël AU - Miller, David AB - 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. DA - 2021/06// PY - 2021 PB - Save the Children UR - https://www.outcomemapping.ca/download/Outcome%20Mapping%20Learning%20Paper_SAP_02062021.pdf Y2 - 2022/09/30/08:38:35 ER - TY - RPRT TI - Implementing adaptive management: A front-line effort — Is there an emerging practice? AU - Teskey, Graham AU - Tyrrel, Lavinia T2 - Working Paper AB - Among the many principles that currently inform donor-funded development initiatives, three appear to stand out: they should be politically informed, locally led, and adaptive. There is as yet little practical guidance for aid implementers regarding how to operationalise these approaches. What will it take to shift practice away from linear and planned approaches, towards models which foster local leadership and which engage with emergent and complex systems? This paper suggests that the answer is not to throw out the discipline of the logical framework, results frameworks, or theories of change. Rather they need to be handled rather more reflectively and ‘elastically’. The purpose of this paper is to set out how this can be achieved, and to propose 15 tools for donors, implementors and front-line staff to apply adaptive management (AM) in practice, at critical stages of the project cycle and within the dominant aid paradigm. This is what we are calling PILLAR: politically informed, locally led and adaptive responses. We are framing PILLAR to cover the full project cycle (design, implementation and review), hence the nomenclature of an ‘end to end’ approach. Our hope is that these tools will eventually replace the current planned, log-frame driven and top-down approach to aid design and delivery which dominates the development sector. CY - Canberra DA - 2021/04// PY - 2021 PB - Abt Associates UR - https://abtassocgovernancesoapbox.files.wordpress.com/2021/04/abt-associates_adaptive-management_a-frontline-effort_digital-1.pdf Y2 - 2024/02/12/00:00:00 ER - TY - RPRT TI - LearnAdapt: a synthesis of our work on adaptive programming with DFID/FCDO (2017–2020) AU - Laws, Ed AU - Pett, Jamie AU - Proud, Emma AU - Rocha Menocal, Alina T2 - Briefing Note AB - 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. CY - London DA - 2021/03// PY - 2021 PB - ODI UR - https://cdn.odi.org/media/documents/learnadapt_summary_note_2021.pdf Y2 - 2021/08/05/22:09:03 ER - TY - RPRT TI - Value for money and adaptive programming - Approaches, measures and management AU - Laws, Ed AU - Valters, Craig AB - - 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. CY - London DA - 2021/03// PY - 2021 M3 - Working Paper PB - ODI UR - https://cdn.odi.org/media/documents/odi-ml-rethinkingvfm-wp572-final.pdf Y2 - 2021/06/04/00:00:00 ER - TY - RPRT TI - Opportunities and challenges for DAC members in ‘adapting to context’ AU - Sharp, Samuel AU - Wild, Leni AB - 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. DA - 2021/03// PY - 2021 LA - en-gb UR - https://odi.org/en/publications/opportunities-and-challenges-for-dac-members-in-adapting-to-context/ Y2 - 2021/05/25/09:58:21 KW - _tablet ER - TY - RPRT TI - Adaptive management: A practical guide to mitigating uncertainty and advancing evidence-based programming AU - Byom, K. AU - Ingram, M. AU - Oakley, A. AU - Serpe, L. AB - 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. CY - Washington DC DA - 2020/10// PY - 2020 LA - en PB - PACT ST - Adaptive management UR - https://www.pactworld.org/library/adaptive-management-practical-guide-mitigating-uncertainty-and-advancing-evidence-based Y2 - 2021/01/04/11:34:24 ER - TY - RPRT TI - Using middle-level theory to improve programme and evaluation design AU - Cartwright, N AB - What can middle-level theory do? Middle-level theory (MLT) has several uses in development planning and evaluation. „ It helps predict whether a programme can be expected to work in a new setting. „ It offers insights into what design features are needed for success. „ It provides invaluable information for monitoring to see if the programme is on track and to fix problems that arise. „ It reveals the causal processes and related assumptions to be tested in an evaluation and helps identify evaluation questions. „ It helps in interpreting evaluation findings, assessing their relevance and locating a description of them that is useful for programme design and evaluation in other settings CY - Oxford DA - 2020/10// PY - 2020 M3 - Methods Brief PB - CEDIL UR - https://cedilprogramme.org/wp-content/uploads/2020/10/PDD10144-CEDIL-Template-WEB.pdf Y2 - 2021/02/18/14:55:21 ER - TY - RPRT TI - Navigating adaptive approaches for development programmes AU - Pett, Jamie T2 - Working Paper AB - This working paper compares six of the most prominent adaptive approaches to emerge over the past two decades. Three come from the world of innovation, largely in the private sector (agile, lean startup and human-centred design), and three from the global development sector (thinking and working politically, forms of adaptive management and problem-driven iterative adaptation). While all of these approaches are valuable when used in the right context, practitioners may be perplexed by the multiplicity of methods and jargon. This paper aims to address some of this confusion by mapping where these approaches have come from and showing how they can be applied across the adaptive programme cycle. Armed with this knowledge, practitioners might experiment with different combinations and sequences of adaptive approaches according to the kind of problem and context faced. In turn, this may help us move beyond a siloed view of approaches linked to innovation, adaptive management or more politically smart ways of working. Key messages: • Adaptive approaches have emerged in several sectors, including software development, product and service design, technology startups and international development. • Adaptive approaches can help practitioners counteract misplaced certainty. By talking to potential users, understanding institutions, interests and ideas and investigating the root causes of a problem, practitioners applying these approaches can illuminate the underlying nature of the problem and context. • Rather than building a whole solution straight away, these approaches commonly encourage practitioners to start small and use structured cycles of testing and learning. There is scope to further consider how different approaches can be better brought together and combined. • Adaptive approaches in development provide a wider range of options for what to create and facilitate – not only products or services, but also forms of collective action. There are also alternative ways to think about scale – considering how others might take up an idea and looking for leverage, rather than quantity. CY - London DA - 2020/09// PY - 2020 DP - Zotero SP - 31 LA - en PB - ODI SN - 589 UR - https://www.odi.org/sites/odi.org.uk/files/resource-documents/202009_learnadapt_navigating_adaptive_approaches_wp_3.pdf ER - TY - RPRT TI - Uncertainty and COVID-19: A turning point for Monitoring Evaluation, Research and Learning? - A discussion note for aid actors, policymakers and practitioners AU - Tyrrel, Lavinia AU - Roche, Chris AU - Jackson, Elisabeth AB - The COVID-19 pandemic has significantly shifted the context in which aid and development is being delivered. The global scale of the pandemic and the speed at which it is spreading mean that the ‘normal’ economic, ideological and organisational influences which shape (if not determine) aid delivery are in flux. This means that – for a relatively short-period – there is scope for aid actors to work collectively to embed more locally-led, politically-informed and adaptive forms of MERL in aid and development practice. These forms of Monitoring Evaluation Research and Learning (MERL) are not only well-suited to the current global pandemic. They also offer ways for aid program decision makers and practitioners to make sense of the complex and uncertain contexts in which much development work takes place. Applying locally-led, politically-informed and adaptive forms of MERL in the COVID-19 context and beyond requires a shift in mindset and approaches. Situations of complexity, in which it is difficult to predict the relationships between cause and effect, do not lend themselves to linear approaches and fixed indicators. Instead, they require ‘navigation by judgement’, ongoing learning and adaptation and greater privileging of local knowledge, and of the perspectives of those who are often excluded. Rather than being focused on upwards accountability, simple numbers and good news stories, the core function of MERL in this context is to support a better understanding – in real-time – of the changing operating context, to generate learning about the immediate impact of policy and program responses and their longer-term effects, and to inform decision making by front line staff. Whether the opportunities afforded by this ‘critical juncture’ are realised will depend on the degree to which those in the aid and development sector use this opportunity to promote a shift in the deep incentive structures within which development agencies are embedded. On the one hand, the pandemic underscores the limits of the linear understandings of change which underpin many orthodox approaches to planning, design and associated MERL. On the other hand, there is a vested interest in the status quo amongst many organisations, consultants, researchers and MERL practitioners. This is because approaches which promote locally-led development inevitably require those in power to relinquish control. While a range of factors make this shift difficult, there is more scope to change internal ways of working in development agencies than is commonly acknowledged. There is no time like the present to advocate for a ‘new normal’ for MERL. DA - 2020/05// PY - 2020 PB - Abt Associates UR - https://abtassocgovernancesoapbox.files.wordpress.com/2020/05/200514-uncertainty-and-covid19-a-turning-point-for-merl-final.pdf Y2 - 2020/10/15/10:04:43 ER - TY - BLOG TI - Deciding Well in Tumultuous Times AU - Moss, Ian David T2 - Smarter decisions for a better world AB - Practical advice for donors and institutions responding to COVID-19 DA - 2020/04/24/T01:03:44.003Z PY - 2020 LA - en UR - https://medium.com/@iandavidmoss/deciding-well-in-tumultuous-times-512162f40f23 Y2 - 2020/10/15/11:27:58 ER - TY - RPRT TI - USAID Wildlife Asia as a case study in adaptive rigour AU - Ziegler, Jessica T2 - Briefing Paper AB - This briefing note looks at how the United States Agency for International Development (USAID) Wildlife Asia programme has operationalised the concepts of adaptive rigour and adaptive management as part of its approach to collaborating, learning and adapting. As described by the Global Learning for Adaptive Management (GLAM) initiative, adaptive rigour is about ensuring that the data, information, methods, processes and systems that underpin adaptive management are robust, systematic and high‑quality. Key messages When faced with programmatic complexity, it is important to take an adaptive approach driven by continuous and iterative monitoring, evaluation and learning (MEL). USAID Wildlife Asia, which works to advance regional action towards ending illegal wildlife trafficking in Southeast Asia and China, has embraced this approach as a way of operationalising adaptive rigour. Throughout programming, MEL approaches should reflect the characteristics of adaptive rigour: comprehensiveness, usefulness, practicality, timeliness and support. Utilising performance monitoring and research in order to test and revise technical approaches and employing mixed methods to collect both qualitative and quantitative data, as well as looking for relevant lessons generated by others, can ensure access to the most useful information for decision-making throughout implementation. For adaptive management, it is not enough to monitor, evaluate and learn; it is also essential to pause and reflect in order to analyse and process evidence gained through MEL with colleagues and stakeholders to reach the right conclusions and make good decisions. DA - 2020/// PY - 2020 DP - Zotero SP - 13 LA - en PB - ODI/GLAM ER - TY - RPRT TI - Top Tips: How to design and manage adaptive programmes AU - Valters, Craig AU - Wild, Leni AB - Within DFID, there is now a commitment to more flexible and adaptive programming. This recognises that: • DFID works in contexts that continuously evolve and change, sometimes in unpredictable ways. To respond to this, the agency needs to remain flexible – to expect change and have a good understanding of context, with resources that can be adjusted and scope to change direction if needed. All DFID programmes should be able to do this. • Some DFID programmes aim to support change in complex systems, behaviours and incentives. Efforts to address women’s empowerment, improve sanitation or build more sustainable health systems, for instance, all require engagement with the way in which complex systems operate and the people and behaviours within them. Trying to deliver reforms in these circumstances is challenging because the pathway to reform itself will be unclear: as a reform is rolled out, the system itself will react and respond. These types of programmes therefore need to build in from the start deliberate processes of learning and testing, to allow for adaptations as more information is gathered for what works over time. These top tips are concerned with programmes that aim to be flexible and adaptive – which work in dynamic contexts and are trying to address complex problems. While there is growing commitment to these approaches, feedback suggests staff still have questions about how to do this well. This document highlights some of the commonly reported issues related to adaptive programming and a set of tips, strategies and examples to help in addressing them. It is aimed at programme managers and advisors who may be Senior Responsible Owners (SROs) or those managing and supporting adaptive programming in a range of ways. We have collated these lessons from discussions with country offices and SROs, feedback from surveys and the wider evidence. We have looked specifically at the adaptive programmes we can find in the DFID portfolio, but this is not an exhaustive list. It should be noted that there is as yet no wide variety of case law to review, but there is a growing set of examples within DFID that can provide continuous learning for the organisation. CY - London DA - 2019/07// PY - 2019 PB - Overseas Development Institute UR - https://www.zotero.org/groups/1265281/adaptive_management_and_mel_in_international_development/collections/KL4DL8M5/items/D88SA8IR Y2 - 2024/02/19/00:00:00 ER - TY - RPRT TI - Making adaptive rigour work - Principles and practices for strenghening monitoring, evaluation and learning for adaptive management AU - Ramalingam, Ben AU - Wild, Leni AU - Buffardi, Anne L AB - Adaptive programmes can be accountable, rigorous and high quality in how they use evidence by taking an ’adaptive rigour’ approach. Core development and humanitarian challenges are complex, and require processes of testing, learning and iteration to find solutions – adaptive management offers one approach for this. Yet large bureaucracies and development organisations can have low tolerance for experimentation and learning, and adaptive management can be viewed as an excuse for ‘making things up as you go along’. This briefing from the Global Learning for Adaptive Management (GLAM) initiative argues that adaptive programmes can be accountable, rigorous and high quality in how they use evidence – but this requires rethinking some key assumptions about how they are practised. The paper sets out three key elements of an ‘adaptive rigour’ approach: - Strengthening the quality of monitoring, evaluation and learning data and systems. - Ensuring appropriate investment in monitoring, evaluation and learning across the programme cycle. - Strengthening capacities and incentives to ensure the effective use of evidence and learning as part of decision-making, leading ultimately to improved effectiveness. CY - London DA - 2019/04// PY - 2019 DP - Zotero LA - en PB - ODI/GLAM ER - TY - RPRT TI - How DFID can better manage complexity in development programming AU - Sharp, Samuel AU - Valters, Craig AU - Whitty, Brendan AB - 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. CY - London DA - 2019/03// PY - 2019 DP - Zotero LA - en M3 - Briefing paper PB - ODI UR - https://www.odi.org/sites/odi.org.uk/files/resource-documents/12675.pdf Y2 - 2019/05/15/00:00:00 ER - TY - RPRT TI - Peacebuilding design, monitoring, and evaluation: A Training Package for participants and trainers at intermediate to advanced levels AU - Ernstorfer, Anita AU - Barnard-Webster, Kiely AB - This training package includes 7 Training Modules and a set of Annexes (Annexes A-O). The Training Modules build on each other and should ideally be used in a sequenced way in a training setting. However, for groups with specific training needs around particular areas, modules can also be used individually, but need to be tailored by the trainers and facilitators to meet the needs of specific audiences. The annexes provide worksheets and hand-outs that can be used as resources during the training for specific modules and exercises. CY - New York DA - 2019/02// PY - 2019 PB - Carnegie Corporation UR - https://www.cdacollaborative.org/wp-content/uploads/2019/02/PB-DME-Training-Package-final.pdf Y2 - 2022/06/17/13:12:01 ER - TY - JOUR TI - Polycentric Systems of Governance: A Theoretical Model for the Commons AU - Carlisle, Keith AU - Gruby, Rebecca L. T2 - Policy Studies Journal AB - Polycentricity is a fundamental concept in commons scholarship that connotes a complex form of governance with multiple centers of semiautonomous decision making. If the decision-making centers take each other into account in competitive and cooperative relationships and have recourse to conflict resolution mechanisms, they may be regarded as a polycentric governance system. In the context of natural resource governance, commons scholars have ascribed a number of advantages to polycentric governance systems, most notably enhanced adaptive capacity, provision of good institutional fit for natural resource systems, and mitigation of risk on account of redundant governance actors and institutions. Despite the popularity of the concept, systematic development of polycentricity, including its posited advantages, is lacking in the commons literature. To build greater clarity and specificity around the concept, we develop a theoretical model of a polycentric governance system with a focus on the features necessary or conducive for achieving the functioning predicted by commons scholars. The model is comprised of attributes, which constitute the definitional elements, and enabling conditions, which specify additional institutional features for achieving functionality in the commons. The model we propose takes the concept a step further toward specificity without sacrificing the generality necessary for contextual application and further development. DA - 2019/// PY - 2019 DO - 10.1111/psj.12212 DP - Wiley Online Library VL - 47 IS - 4 SP - 927 EP - 952 LA - en SN - 1541-0072 ST - Polycentric Systems of Governance UR - https://onlinelibrary.wiley.com/doi/abs/10.1111/psj.12212 Y2 - 2022/05/04/08:47:12 ER - TY - RPRT TI - Adaptive Management Practice in the UK Government - The MUVA case AU - HLS AB - Case study about the MUVA programme in Mozambique. (Maybe it "misses the point of AP which is not learning for learning. Is learning for impact. The word impact doesn’t even come up once!") Adaptive Management programming within the Foreign & Commonwealth Development Office demonstrates that the UK Government has examples of optimising for learning within its existing management practice. However, currently, the adaptive management practices are unhelpfully framed by an approach which limits both their effectiveness and scope. The programmes use learning as their metastrategy. They succeed in connecting practicebased learning with strategic learning, and make a shift towards reframing accountability as accountability for learning. This learning strategy is enabled by funding and contract management arrangements which prioritise learning. Both at macro-level of programme management and micro level of de-risking experimentation and enabling necessary failure by decoupling people’s job security from potential failure. CY - London DA - 2019/// PY - 2019 PB - Human Learning Systems UR - https://www.humanlearning.systems/uploads/7685 CPI - FCDO case study V2- TL proof read version.pdf Y2 - 2024/01/29/00:00:00 ER - TY - RPRT TI - Learning from adaptive programmes - 10 lessons and 10 case studies AU - Valters, Craig AB - Internal DFID document from the DevAdapt Programme. Based on another previous document (also internal). CY - London DA - 2018/10// PY - 2018 PB - Overseas Development Institute ER - TY - RPRT TI - Adaptive Programming in Fragile, Conflict and Violence-Affected Settings, What Works and Under What Conditions?: The Case of Pyoe Pin, Myanmar AU - Christie, Angela AU - Green, Duncan T2 - Action for Empowerment and Accountability Research Programme AB - This paper examines adaptive approaches in aid programming in a fragile, conflict and violence-affected setting (FCVAS), namely Myanmar. A combination of desk review and field research has been used to examine some of the assertions around the ‘adaptive management’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blue-print and linear project plans. This paper explores if and how adaptive approaches, including rapid learning and planning responses (fast feedback loops and agile programming) are particularly relevant and useful for promoting empowerment and accountability in such ‘messy places’. This case study focuses on Pyoe Pin (‘Young Shoots’), a DFID-funded, British Council managed governance programme, which has been running since 2007. CY - Brighton DA - 2018/07/12/ PY - 2018 DP - opendocs.ids.ac.uk LA - en PB - Itad, Oxfam and IDS ST - Adaptive Programming in Fragile, Conflict and Violence-Affected Settings, What Works and Under What Conditions? UR - https://opendocs.ids.ac.uk/opendocs/handle/123456789/13888 Y2 - 2018/08/02/09:48:28 KW - A4EA KW - Adaptive Development KW - Economy KW - Fishery ER - TY - ELEC TI - Context-Driven Adaptation (Overview) AU - Jacobstein, David T2 - USAID Learning Lab AB - CONTEXT-DRIVEN ADAPTATION COLLECTION DA - 2018/06/05/T17:34:09-04:00 PY - 2018 LA - en M3 - Text UR - https://usaidlearninglab.org/context-driven-adaptation-overview Y2 - 2021/01/04/11:52:33 ER - TY - RPRT TI - Program Cycle - Discussion Note: Designing Monitoring, Evaluation, and Learning Platforms AU - USAID AB - This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle. CY - Washington DC DA - 2018/05// PY - 2018 LA - en PB - USAID ST - Discussion Note UR - https://usaidlearninglab.org/library/discussion-note-adaptive-management Y2 - 2018/03/08/13:48:40 ER - TY - RPRT TI - Program Cycle - Discussion Note: Managing Monitoring, Evaluation, and Learning Platforms AU - USAID AB - This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle. CY - Washington DC DA - 2018/04// PY - 2018 LA - en PB - USAID ST - Discussion Note UR - https://usaidlearninglab.org/library/discussion-note-adaptive-management Y2 - 2018/03/08/13:48:40 ER - TY - SLIDE TI - Complexity & Development 2.0: From Agreeing We Should Adapt to Creating the Conditions that Enable Adaptation A2 - Ang, Yuen Yuen AB - The field of global development has reached a critical turning point. Almost gone is the mechanical, one-size-fits-all “good governance” paradigm of the past. In its place is a growing embrace of complexity and systems thinking. While this is an encouraging shift in the right direction, the discussion mostly ends by concluding that we should adapt. Yuen Yuen Ang urges that it’s time to take our conversation on “complexity & development” to the next level: how to enable adaptation. Effective adaptation doesn’t automatically arise just because we desire it—rather, it requires certain enabling conditions. In How China Escaped the Poverty Trap (2016), she introduces a generic complexity 2.0 framework that she terms “directed improvisation.” Effective adaptation, Yuen Yuen argues, requires a paradoxical blend of top-down direction and bottom-up improvisation. Such a system can be created—and produce dramatic results and adaptive solutions—even within a closed political regime like China. CY - Brighton, UK DA - 2018/02/13/ PY - 2018 LA - en-GB M3 - Complexity and Development seminar series ST - Complexity & Development 2.0 UR - https://www.ids.ac.uk/events/complexity-development-2-0-from-agreeing-we-should-adapt-to-creating-the-conditions-that-enable-adaptation/ Y2 - 2023/06/09/09:10:35 ER - TY - RPRT TI - DFID’s approach to value for money in programme and portfolio management AU - ICAI AB - 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. CY - London DA - 2018/02// PY - 2018 LA - en-GB PB - Independent Commission for Aid Impact (ICAI) UR - https://icai.independent.gov.uk/report/value-for-money/ Y2 - 2019/03/12/16:53:46 ER - TY - RPRT TI - How to set up and manage an adaptive programme - Lessons from the Action on Climate Today (ACT) Programme AU - Cooke, Katherine CY - Oxford DA - 2017/07// PY - 2017 PB - OPM UR - https://www.opml.co.uk/files/Publications/8617-action-on-climate-today-act/act-adaptive-programme-management.pdf?noredirect=1 Y2 - 2019/02/25/12:27:36 ER - TY - RPRT TI - Program Cycle - How-To Note: Strategy-Level Portfolio Review AU - USAID CY - Washington D.C. DA - 2017/07// PY - 2017 PB - USAID PPL UR - https://usaidlearninglab.org/sites/default/files/resource/files/how_to_note_portfolio_review_final_compliant_1_r.pdf Y2 - 2019/02/25/13:48:41 ER - TY - RPRT TI - Contracts for adaptive programming AU - Bryan, Kevin AU - Carter, Paddy AB - Adaptive programming is an approach to development that encourages experimentation, learning & adaptation. This report examines the contractual underpinnings of this approach. CY - London DA - 2016/10// PY - 2016 PB - ODI UR - https://www.odi.org/publications/10575-contracts-adaptive-programming Y2 - 2016/10/18/12:07:07 ER - TY - RPRT TI - Summarising portfolio change: results frameworks at organisational level AU - Simister, Nigel T2 - M&E Paper 10 CY - Oxford DA - 2016/01// PY - 2016 DP - Zotero SP - 22 LA - en PB - Intrac ER - TY - RPRT TI - DFID’s approach to delivering impact AU - ICAI AB - 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. CY - London DA - 2015/06// PY - 2015 LA - en-GB PB - Independent Commission for Aid Impact (ICAI) SN - Report 45 UR - https://icai.independent.gov.uk/report/dfids-approach-to-delivering-impact/ Y2 - 2019/03/12/15:35:18 ER - TY - JOUR TI - Management not models: adaptability, responsiveness, and a few lessons from football AU - Maclay, Christopher T2 - Development in Practice AB - Despite a swathe of critiques of logframes and other blueprint approaches to development over the last 30 years, most aid infrastructure continues to concentrate on the design and subsequent implementation of closed models. This article does not propose an alternative to blueprints, but challenges the inflexibility of their implementation, which is inadequate given the complex nature of social change. It proposes a supplementary management and learning approach which enables implementers to be dynamic, adaptive, and responsive to problems and opportunities. Emphasising the role of donors, the paper presents a case study of one donor-led programme in Bangladesh doing just this. DA - 2015/01/02/ PY - 2015 DO - 10.1080/09614524.2015.983460 DP - Taylor and Francis+NEJM VL - 25 IS - 1 SP - 42 EP - 57 SN - 0961-4524 ST - Management not models UR - https://doi.org/10.1080/09614524.2015.983460 Y2 - 2022/12/05/21:47:44 ER - TY - JOUR TI - Review of Development Projects as Policy Experiments: An Adaptive Approach to Development Administration AU - Uphoff, Norman T2 - Economic Geography DA - 1985/// PY - 1985 DO - 10.2307/143872 DP - JSTOR VL - 61 IS - 2 SP - 181 EP - 183 SN - 0013-0095 ST - Review of Development Projects as Policy Experiments UR - https://www.jstor.org/stable/143872 Y2 - 2023/11/03/14:49:45 ER - TY - BOOK TI - Development Projects as Policy Experiments: An Adaptive Approach to Development Administration AU - Rondinelli, Dennis A. AB - International assistance programmes for developing countries are in urgent need of revision. Continuous testing and verification is required if development activity is to cope effectively with the uncertainty and complexity of the development process. This examines the alternatives and offers an approach which focuses on strategic planning, administrative procedures that facilitate innovation, responsiveness and experimentation, and on decision-making processes that join learning with action. A useful text for academics and practitioners in development studies, geography and sociology. CY - London DA - 1983/// PY - 1983 DP - Amazon PB - Methuen ST - Development Projects as Policy Experiments ER -