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I get really frustrated by aid reform think-pieces which offer lofty suggestions for improving the aid system, while ignoring the dysfunctional, messy reality of how the system actually functions. Many of the things we complain about – ludicrous accountability requirements, inflexible projects, and a neglect of local knowledge – are not bugs but features, adopted because they satisfy the interests of aid stakeholders. Duncan Green on From Poverty To Power offered some great suggestions on how to improve aid in…

It’ll taste good, I promise I’ve worked on or reviewed hundreds of projects inflicting training on small African businesses. They all follow a similar pattern; find some people selling fruit by the side of the road (“entrepreneurs”), find a classroom (“supportive learning environment”) and encourage them to sit through tedious lectures (“participatory learner-centric delivery”). Now I’m becoming a beneficiary myself – I’ve just started a small business training programme, running in London. It’s important that evaluators understand the perspectives of…

Market systems programmes have been remarkably successful. Even allowing for a healthy scepticism about their reported results, the best-know programmes have supported hundreds of thousands, maybe millions of farmers to increase their income. But few market systems programmes have created significant numbers of jobs. The above programmes do report numbers of jobs created – but the results are miniscule. By the end of 2017, for example, Market Development Facility had raised incomes of 44,150 households; but created under a thousand…

For many programmes, running an impact assessment is like going to the doctor for an embarrassing medical condition. A patient with such a condition may prefer not to think about the issue until the last moment. Eventually the pain is too much to ignore, so the patient looks for the cheapest and quickest solution available. They get a cursory inspection from the doctor, try to ignore any bad news that comes out of it, and make sure that nobody ever…

I’ve started recording videos for our upcoming training course on how to measure results for adaptively managed programmes. While I absolutely hate the sound of my own voice – all the more so now I’ve listened to it non-stop for two hours – I’m reasonably satisfied with this simple explanation of why we need adaptive management in the first place. If you have any comments or feedback, please let me know! And if you’re interested in signing up, we still…

A version of this blog was originally written for a proposal, which due to a catastrophic email failure never made it to the intended recipient’s mailbox. In the spirit of adaptive management, therefore, it has been reused for a completely different purpose… The puzzle of adaptive management is that it is so intuitively useful, yet so infrequently implemented. Take USAID’s definition of adaptive management: “an intentional approach to making decisions and adjustments in response to new information and changes in…

We are seeking to find a junior consultant who can help us grow our business. This is a short-term, part-time role where we expect the consultant to focus on proposal writing. In the long run, there may be an opportunity to be recruited as a full-time employee or as a consultant on specific projects. The terms of reference can be downloaded here. Please get in touch if you’re interested, or pass it round your networks.

I just googled the above question, and found nothing but a sea of confusion, proprietry software and (to me) incomprehensible macros. A bit more thinking and research came up with a fairly simple answer, so I wanted to document it here for any other lost excel-loving M&E professional. I assume a knowledge of all the functions I mention below – if you don’t understand them google or email me and I’ll explain. You can also download an annotated excel example…

Job creation is often seen as a major measurement challenge. There are many suggested reasons for this. Some people complain that jobs are hard to define. Others worry that they’re hard to measure. But the real reason why measurement is challenging is simple; most development programmes don’t create jobs, and it’s very hard to measure what isn’t there.  The reason is that most private sector development programmes bring about incremental change. A successful programme might increase productivity by 25% or…

This blog was originally published on the Beam Exchange here. Adaptive management has increasingly become an area of interest for development practitioners. This has led to a strong demand for simple processes and tools to foster continual learning and evidence-based decision making. As market systems programmes work in a rapidly changing environment, organisations need to set up systems which allows decisions to be made in real time. Enterprise Partners (EP) is a DFID funded project based in Ethiopia (duration: 2013…