This piece went up last week on the World Bank’s Global Partnership for Social Accountability blog. Sorry, I mean ‘knowledge platform’. Theories of change (ToCs) are a bit of a development fuzzword at the moment, used in lots of different and sometimes baffling ways. But Oxfam finds ToCs extremely useful, provided they address issues of power and politics, avoid linear ‘logframe on steroids’ or exclusively …Continue reading
One of the more scary but enjoyable things I do is be interviewed on stuff I know absolutely nothing about (yeah, yeah, I know – no change there then). You get to grasshopper around multiple issues and disciplines, cobbling together ideas and arguments from scattered fragments, making connections and learning new stuff. Great fun. This week, I’ll blog about a couple of these BS (blue …Continue reading
What are the limits of transparency and technology? From three gurus of the openness movement (Eigen, Rajani, McGee)
After a slightly disappointing ‘wonkwar’ on migration, let’s try a less adversarial format for another big development issue: Transparency and Accountability. I have an instinctive suspicion of anything that sounds like a magic bullet, a cost-free solution, or motherhood and apple pie in general. So the current surge in interest on open data and transparency has me grumbling and sniffing the air. Are politicians just …Continue reading
How to build accountability in fragile states? Some lessons (and 2 new jobs) from an innovative governance programme.
One of my favourite Oxfam programmes is called (rather arcanely) ‘Within and Without the State’. It is trying to build civil society and good governance in some pretty unpromising environments – Yemen, South Sudan, Afghanistan and OPTI (Occupied Palestinian Territory and Israel). It’s currently advertising two new jobs (one on learning and communications, the other a programme coordinator), if you’re interested. WWS recently published some …Continue reading
How do you measure the difficult stuff (empowerment, resilience) and whether any change is attributable to your role?
In one of his grumpier moments, Owen Barder recently branded me as ‘anti-data’, which (if you think about it for a minute) would be a bit weird foranyone working in the development sector. The real issue is of course, what kind of data tell you useful things about different kinds of programme, and how you collect them. If people equate ‘data’ solely with ‘numbers’, then …Continue reading
Governance for Development in Africa: Solving Collective Action Problems: Review of an important new book
The last year or so has been a bit quiet in terms of big new books on development, but now they are piling up on my study floor (my usual filing system) – Angus Deaton, Deepak Nayyar, Ben Ramalingam, Nina Munk etc etc. I will review them as soon as I can (or arm-twist better qualified colleagues to do so). But I thought I’d start …Continue reading
When we (rigorously) measure effectiveness, do we want accountability or learning? Update and dilemmas from an Oxfam experiment.
Claire Hutchings, Oxfam’s Global MEL Advisor, brings updates us on an interesting experiment in measuring impact – randomized ‘effectiveness reviews’. For the last two years, Oxfam Great Britain has been trying to get better at understanding and communicating the effectiveness of its work. With a global portfolio of over 250 programmes and 1200 associated projects in more than 55 countries on everything from farming to gender …Continue reading
Should you keep innovating as a programme matures? Dilemmas from (another) ground-breaking accountability programme in Tanzania
Certain countries seem to produce more than their share of great programmes. Vietnam is one, and Tanzania appears to be another. After the much-blogged-on Twaweza workshop in Tanzania last week, I headed up North to visit the Chukua Hatua accountability programme. It’s one of my favourites among Oxfam’s governance work, not least because it has a really top notch theory of change (keep clicking) I often …Continue reading
Last word to Twaweza: Varja Lipovsek and Rakesh Rajani on How to Keep the Ambition and Complexity, Be Less Fuzzy and Get More Traction
Twaweza’s Varja Lipovsek, (Learning, Monitoring & Evaluation Manager) and Rakesh Rajani (Head), respond to this week’s series of posts on their organization’s big rethink. That Duncan Green dedicated three posts on Twaweza’s ‘strategic pivot’ may signal that our work and theory of change are in real trouble, but we prefer to take it as a sign that these issues are of interest to many people …Continue reading
This is the last in a series of three posts on Twaweza, a fascinating NGO doing some pioneering work on accountability in East Africa, whose big navel gaze I attended last week. Post one covered Twaweza’s theory of change and initial evaluation results; yesterday I got onto the critique of its thinking and action to date. Today I’m digging deeper into some of the underlying …Continue reading