This article is from the source 'guardian' and was first published or seen on . It last changed over 40 days ago and won't be checked again for changes.
You can find the current article at its original source at http://www.theguardian.com/global-development-professionals-network/2013/oct/18/donor-agencies-flexible-challenging-contexts-live-chat
The article has changed 3 times. There is an RSS feed of changes available.
| Version 0 | Version 1 |
|---|---|
| Risky business: managing development programmes in complex environments | Risky business: managing development programmes in complex environments |
| (6 days later) | |
| Development agencies have a lot to stay on top of these days. There are countless programmes to manage, monitor and evaluate, technological advancements to weave in and ever fragile and conflict-affected states to work in. | Development agencies have a lot to stay on top of these days. There are countless programmes to manage, monitor and evaluate, technological advancements to weave in and ever fragile and conflict-affected states to work in. |
| All the while they must 'do no harm' as they work to tackle the underlying causes of conflict and fragility, and be quick and flexible in their response to changing contexts. | All the while they must 'do no harm' as they work to tackle the underlying causes of conflict and fragility, and be quick and flexible in their response to changing contexts. |
| As a report on conflict and fragility (pdf) by the Organisation for Economic Co-operation and Development points out: "Donors can inadvertently do harm when the resources they deliver or the policy reforms they advocate exacerbate rather than mitigate the conditions for violent conflict, or they weaken rather than strengthen the state as a site of decision making and policy formation over the deployment of public resources." | As a report on conflict and fragility (pdf) by the Organisation for Economic Co-operation and Development points out: "Donors can inadvertently do harm when the resources they deliver or the policy reforms they advocate exacerbate rather than mitigate the conditions for violent conflict, or they weaken rather than strengthen the state as a site of decision making and policy formation over the deployment of public resources." |
| But how can donor agencies manage their programmes in a way that avoids these unintended consequences, without slowing them down or costing too much? | But how can donor agencies manage their programmes in a way that avoids these unintended consequences, without slowing them down or costing too much? |
| In recent months, the UK's Department for International Development has set about answering that question. Project leads Pete Vowles and Tom Wingfield were tasked with reviewing DfID's programme management and delivery in complex and changing environments. The results, Vowels tells the Network, expose a need for more streamlined admin processes, better contextual decision-making and clearer audit trails. | In recent months, the UK's Department for International Development has set about answering that question. Project leads Pete Vowles and Tom Wingfield were tasked with reviewing DfID's programme management and delivery in complex and changing environments. The results, Vowels tells the Network, expose a need for more streamlined admin processes, better contextual decision-making and clearer audit trails. |
| The United States Agency for International Development has similar reviews each year to identify 'management challenges' in their programmes. Their most recent review called for better performance management, results reporting and programme implementation and training in "complex environments" such as Afghanistan, Pakistan and Haiti. | The United States Agency for International Development has similar reviews each year to identify 'management challenges' in their programmes. Their most recent review called for better performance management, results reporting and programme implementation and training in "complex environments" such as Afghanistan, Pakistan and Haiti. |
| So how can agencies turn recommendations into action? How can they ensure processes to streamline management won't compromise the quality of programme implementation on the ground? Join us on Thursday, 24 October, from 1-3pm BST, to encourage a dialogue where agencies can share their management successes – and failures – in challenging and fast-changing contexts. | So how can agencies turn recommendations into action? How can they ensure processes to streamline management won't compromise the quality of programme implementation on the ground? Join us on Thursday, 24 October, from 1-3pm BST, to encourage a dialogue where agencies can share their management successes – and failures – in challenging and fast-changing contexts. |
| The live chat is not video or audio-enabled but will take place in the comments section (below). If you are unable to get online on Thursday, email your views to globaldevpros@theguardian.com or follow our tweets using the hashtag #globaldevlive | The live chat is not video or audio-enabled but will take place in the comments section (below). If you are unable to get online on Thursday, email your views to globaldevpros@theguardian.com or follow our tweets using the hashtag #globaldevlive |
| Panel | |
| Arturo Jose Galindo, chief of the strategic development division, Inter American Development Bank (IADB), Washington DC, US. @arturojgalindo Arturo joined IADB in 2000 first in the research department and then as a chief economist for the Andean Region. Currently he works in the office of strategic planning and development effectiveness. | |
| John Maris, director of operations, DAI Europe, London UK. @jpmaris John oversees project implementation for DAI's European clients. He joined DAI from Relief International, where he was senior vice president for programmes, overseeing programme design, project execution, and technical assistance. | |
| Peter Young, director, Adam Smith International, London, UK. @AdamSmithInt Peter has worked on the creation, development, and implementation of economic and government reform policies in the developing world since 1992. He has particular experience of leading large policy advice and implementation projects in challenging and unstable conditions. | |
| Joan Carey, senior programme manager, International Medical Corps (IMC) UK, London, UK. @intmedcorps_uk Joan has 27 years of experience in the humanitarian and development sectors and now leads the IMC UK programme team. Prior to this she worked with Save the Children, Concern Worldwide, Handicap International and the International Rescue Committee. | |
| Bryn Welham, research fellow, Centre for Aid and Public Expenditure, Overseas Development Institute London, UK. @odi_development Bryn's research focuses on the politics of the budget process and the impact of aid. Before ODI, he worked as a governance adviser for DfID in Sierra Leone and has also worked in the ministry of finance in Malawi. | |
| Alan Whaites, team leader, Governance for Peace and Development, OECD, Paris, France. @OECD Alan leads the OECD team responsible for supporting international networks working on governance and fragile states. Previously, he held the roles of head of profession for governance and senior governance adviser, both at DfID. | |
| More panelists to be confirmed | |
| This content is brought to you by Guardian Professional. To get more articles like this direct to your inbox, sign up free to become a member of the Global Development Professionals Network | This content is brought to you by Guardian Professional. To get more articles like this direct to your inbox, sign up free to become a member of the Global Development Professionals Network |
| Our editors' picks for the day's top news and commentary delivered to your inbox each morning. | Our editors' picks for the day's top news and commentary delivered to your inbox each morning. |