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EventCourse1st March, 2019OnlinePaid
This course brings together the two exciting areas of Real-Time Evaluation (RTE) and Adaptive Management (AM), which combine to offer huge potential for the M&E practitioner, particularly in complex and uncertain environments. Whether evaluating Humanitarian Assistance or Development projects and programmes, there is a need to learn quickly. What exactly is an RTE/AM approach and how can it help in unstable or conflict affected situations? Do M&E practitioners need to ditch their standard approaches in jumping on this latest bandwagon? What can you do if there is no counterfactual or dataset? This course addresses these questions and more. It lets you see how individuals and organisations can respond to provide real-time insights to steer programmes and projects. It takes a strategic approach discussing entry points, design and effective engagement, whilst also offering practical tips and methodologies.
Blog13th August, 2020
Evaluation needs to respond to the changes brought about by the Covid-19 pandemic. As well as direct implications for the logistics of collecting data and managing evaluation processes, the pandemic has led to rapid changes in what organisations are trying to do and how evaluation can best be used to support these changes.
Blog15th March, 2017
Adaptive management is usually understood to refer to an iterative process of reviewing and making changes to programmes and projects throughout implementation. Commonly associated with environment and resource management, it's becoming more common in other areas of program management and development. Over the next few weeks, we'll be focusing on the increasing interest in how monitoring and evaluation can support adaptive management.
Blog26th September, 2018
Development actors are embracing the concept and practice of adaptive management, using evidence to inform ongoing revisions throughout implementation. In this guest blog, Heather Britt, Richard Hummelbrunner and Jackie Greene discuss a practical approach that donors and partners can use to agree on what’s most important to monitor as a project continues to evolve.
Outcome monitoring and learning in large multi-stakeholder research programmes: lessons from the PRISE consortiumResourceDiscussion paper2019
This discussion paper outlines the key lessons to emerge from designing and applying an outcome monitoring system to the Pathways to Resilience in Semi-arid Economies (PRISE) project - a five-year, multi-country, multi-project and multi-partner research consortium that generated new knowledge about how economic development in semi-arid regions could be made more equitable and resilient to climate change. The aim of this system was to continuously capture, analyse and understand changes in stakeholder behaviour and actions around the research activities and results, and how these changes can ultimately lead to sustained shifts in policy and practice.
Synonyms:Adaptive management, adaptive programmingEvaluation Option
This page on using evaluation for adaptive management is currently in progress. We are working with BetterEvaluation's Community to curate and co-create knowledge about this, which will be documented on the BetterEvaluation site. You can become involved in this process by filling out our EOI form below.
Blog18th July, 2017
In this guest blog, Sonal Zaveri (with input from the DECI team) discusses why a Utilization-Focused Evaluation (UFE) approach is a natural fit for adaptive management, supporting reflection and course correction.
Blog18th June, 2019
This guest blog by Tiina Pasanen and Kaia Ambrose discusses how the Pathways to Resilience in Semi-arid Economies (PRISE) project approached the challenge of coming up with an outcome monitoring system that considered the dynamics and complexities involved in a multi-project, multi-country and multi-partner research consortium and shares some key lessons to come out of this. Feature image credit: Lancelot Ehode Soumelong.
Blog28th May, 2020
The Covid-19 pandemic has led to rapid changes in the activities and goals of many organisations, whether these relate to addressing direct health impacts, the consequential economic and social impacts or to the need to change the way things are done. Evaluation needs to support organisations to use evidence to plan these changes, to implement them effectively, and to understand whether or how they work – in short to articulate an appropriate theory of change and use it well.