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Publications

Learning from DFID's Governance and Transparency Fund (GTF): Tools, methods and approaches

This is the first in a series of papers aimed primarily at Governance and Transparency Fund (GTF) grant holders and their partners as well as others who are interested in learning from DFID’s £131 million fund. The Fund aims to improve Governance and Transparency largely through strengthening civil society. This paper draws on examples from the 38 GTF programmes implementing a diverse range of activities in over 100 countries. Programmes have been up and running for between 12 and 18 months so that results and impacts will be the subject of future learning papers

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AREAP Lessons Learned

The Africa Regional Empowerment and Accountability Programme (AREAP) has supported over a five year timeframe (2011 - 2016) three apex organisations: Afrobarameter, The Southern African Trust and the State of the Union Coalition (SOTU), in holding pan African, regional and national policy and decision-makers to account for pro-poor policies and human rights. Partners under this project produced evidence-based case studies offering valuable lessons on stakeholders working on the issues. These are synthesised in this document. AREAP is a four-year project funded by DFID. Its Learning Hub is guided by IPE Triple Line and aims to identify lessons and facilitate sharing of experiences among partners.

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AREAP Case Study 6: Greater than the sum of its parts

This case study explores approaches taken by the partners on the Africa Regional Empowerment and Accountability Programme (AREAP) to strengthen the capacity of civil society to advocate for pro-poor and gender-sensitive policy across Africa at continental, regional and national levels. It provides examples with insight into results and learning. AREAP is a four-year project funded by DFID. Its Learning Hub is guided by IPE Triple Line and aims to identify lessons and facilitate sharing of experiences among partners.

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AREAP Case Study 5: Capturing results that are off the logframe

Partners on the Africa Regional Empowerment and Accountability Programme (AREAP) all use a logical framework approach ('logframe') to develop and monitor their projects and programmes. While this is helpful in testing the logic of an intervention and identifying key inputs and outputs, the situations projects face in reality are far more complex. This study examines examples of anecdotal evidence and unexpected events in the programmes of AREAP partners. AREAP is a four-year project funded by DFID. Its Learning Hub is guided by IPE Triple Line and aims to identify lessons and facilitate sharing of experiences among partners.

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AREAP Case Study 4: Why Accountability and Empowerment Matters

Based on the work of the partners in the Africa Regional Empowerment and Accountability Programme (AREAP), this case study explores the extent to which empowerment and accountability initiatives make a difference to governance in Africa. To verify the effectiveness of different initiatives, the case study poses the question: 'What would happen if these initiatives had not taken place or if they were to cease?' AREAP is a four-year project funded by DFID. Its Learning Hub is guided by IPE Triple Line and aims to identify lessons and facilitate sharing of experiences among partners.

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AREAP Case Study 3: A Foot in the Door

A Foot in the Door is an account of how the Africa Regional Empowerment and Accountability Programme (AREAP) implementing partners secure a role for civil society organisations (CSOs) to make the policies of the African Union (AU) and the Southern African Development Community (SADC) pro-poor and gender sensitive. AREAP is a four-year project funded by DFID. Its Learning Hub is guided by IPE Triple Line and aims to identify lessons and facilitate sharing of experiences among partners.

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AREAP Case Study 2: Empowerment Matters

Empowerment Matters is the second in a series of case studies prepared under the Africa Regional Empowerment and Accountability Programme (AREAP). It is the story of empowering informal cross border traders in the southern Africa region, particularly women traders, primarly an examination of the role taken by AREAP partners and others to ensure women's voices are heard and acted on in policymaking processes. AREAP is a four-year project funded by DFID. Its Learning Hub is guided by IPE Triple Line and aims to identify lessons and facilitate sharing of experiences among partners.

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AREAP Case Study 1: Amplifying Citizens' Voice

This case study is an account of how the Africa Regional Empowerment and Accountability Programme (AREAP) partners collect and use evidence and why high quality evidence is important in empowering citizens to hold decision-makers to account for human rights, governance and services. AREAP is a four-year project funded by DFID. Its Learning Hub is guided by IPE Triple Line and aims to identify lessons and facilitate sharing of experiences among partners.

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Review of Umbrella Fund Evaluation Focusing on Challenge Funds

This report outlines findings from a review by IPE Triple Line of evaluation approaches and methods of umbrella funds for DFID's Evaluation Department. It focuses on the extent to which challenge funds are evaluable. It unpacks definitions of the core terms used and provides some analysis and guidance for those commissioning evaluations. The guidance is also relevant for those involved in designing and managing challenge funds to make them more evaluable. (Photo of beneficiary of Uttaran-Shiree SEMPTI project, Khulna, Bangladesh courtesy of EEP Shiree- see Case Study 3 on page 15)

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Learning from DFID's Civil Society Challenge Fund: Beneficiary Feedback Mechanisms

Listening to and acting on feedback from the communities contributes to the empowerment of beneficiaries. By nature, challenge funds engage smaller organisations and shift decision making closer to target beneficiaries. The CSCF portfolio of projects has over the life of the fund provided interesting insights and learning on listening to and including beneficiaries in implementation and monitoring that can be applicable to other challenge funds.

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Learning from DFID's Civil Society Challenge Fund: Providing Services for People Living with HIV/AIDS

Those projects that engaged and mobilised target communities widely with clearly articulated roles were most effective in raising awareness, reducing stigma and discrimination and improving access to and quality of care.

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Learning from DFID's Civil Society Challenge Fund: Natural Resource Governance and Climate Change

CSCF natural resource governance and climate change projects have raised the awareness of target communities of their rights to natural resources and better environmental conditions, and have facilitated the development of structures and channels to enable them to better represent their interests and participate in decision-making. Projects have contributed to changes in policy and legislation, and have created multi-country networks to jointly address environmental challenges. Implementation of these projects has generated some key findings, expanded upon in this paper.

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Learning from DFID's Civil Society Challenge Fund: Predictive Modelling

This paper tests a new methodological approach to analysing data in order to predict outcomes, which could be used by future fund managers and monitoring and evaluation specialists. It analyses the scores assigned to proposals, annual reports and project completion reports by the Fund Manager. The following learning has arisen from this new approach:

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Learning from DFID's Civil Society Challenge Fund: Gender Equality and Women's Empowerment

his paper explores the ways in which CSCF funded projects have worked to promote gender equality and empower women and girls to have greater voice, choice and control.

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African Enterprise Challenge Fund Impact Report

The AECF 2014 Impact report shows how the Fund's portfolio of over 160 projects across Africa reach millions of rural poor people.

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Realising the Potential of International Development Challenge Funds: Lessons from Practitioners

Experiences and key learning points captured during a learning workshop held jointly by IPE Triple Line and University of Bath are captured in this document. It draws on inputs from over 50 expert practitioners who took part in the event and addresses learning on use of challenge funds, designing, performance and risk management, monitoring, evaluation and learning.

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Challenge Funds in International Development: Definitions, Variations and Research Directions

The use of challenge funds to promote economic and social development continues to grow but has been the subject of relatively little research. This article draws on institutional economics (particularly principal-agent theory) to define challenge funds and review how they differ from other development funding mechanisms. Authored by James Copestake and Anne-Marie O'Riordan as part of the Knowledge Transfer Partnership between IPE Triple Line and University of Bath.

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Triple Line's Approach to Enhancing Value for Money in Challenge Funds

This note illustrates a few of the ways that IPE Triple Line has measured, analysed and enhanced the value for money (VfM) performance of challenge funds.

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Working Paper: Challenge Funds in International Development

This paper is a product of a collaborative 'Knowledge Transfer Partnership' (KTP) between IPE Triple Line and the University of Bath. It develops a definition of what challenge funds are and how they differ from other development funding mechanisms. Click to Download

Practice Brief 1: What is a challenge fund and when should it be used?

Challenge funds are widely used by governments and donors to fund international development programmes. This Practice Brief (1 of 3) defines what they are and how they difference from other financing mechanisms and includes criteria for choosing when to use a challenge fund and highlights important differences in their use to promote poverty reduction through business enterprise and civil society.

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Practice Brief 2: Designing a Challenge Fund: Important Considerations

Drawing on IPE Triple Line's long-standing experience in designing, managing and reviewing challenge funds for a range of different private and public bodies, this paper reviews when a challenge fund is appropriate and outlines some essential steps in the design stage that helps enhance impact.

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Practice Brief 3: Considerations for Challenge Fund Management

This practice brief discusses the tasks, skills and capabilities involved in fund management; the options for managing a challenge fund in-house or externally and accountability for results. Drawing on current thinking as well as IPE Triple Line's long-standing experience in design, management and learning from challenge funds for private and public bodies.

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Process Evaluation of the International Initiative for Impact Evaluation (2008-2011)

In 2012, IPE Triple Line was contracted by the Bill and Melina Gates Foundation to carry out a Process Evaluation of the International Initiative for Impact Evaluation (3ie) which included a preliminary review of 3ie's relevance and effectiveness. For more read the full report.

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Uganda Advocacy

A culmination of IPE Triple Line's technical team's work, this publication brings together the full series of guidance notes which were issued over the course of the DFID's Civil Society Umbrella Programme (2005 - 2008).  The notes were based on best international practice together with the insights and experiences provided by participating Ugandan CSOs.  Each chapter is informed by feedback from the different workshops held over the course of the programme.  It is intended to provide a useful resource primarily for CSOs in Uganda but will also be of interest to CSOs in other countries tackling similar issues.

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Nepal

This report draws lessons from one of DFID's strong track record of working with partner governments and civil society organisations to support accountability, transparency and social and political inclusion - DFID Nepal's Enabling State Programme (ESP). It aims to provide practicial guidance to DFID advisors and programme staff on designing, delivery and achieving results through similar programmes, particularly in fragile and conflict affected settings.  While the programme has its share of shortcomings, ESP has a track record of achieving tangible results in a difficult and often shifting setting.  It has been good at 'hitting a moving target'.

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Single central body for energy policy that encourages right balance of fuel mix

Richard Slater, Director- IPE Global has been featured in the January issue of Infraline Plus magazine. His article on COP22  elaborates on the “need  for a single central body for energy policy that encourages right balance of fuel mix.” The article has been carried as a three-page Expert Speak piece on pages 60-62. Besides, Slater is also featured on the cover page of the magazine.

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