Results in Fragile and Conflict-Affected States and Situations. DFID 2012. ![Results in Fragile and Conflict-Affected States and Situations [pdf]](https://bibbase.org/img/filetypes/pdf.svg "pdf")
Paper abstract bibtex Technical / Tactical. 1.1 This How To Note sets out the rationale, the challenges and some of the practical options and ideas for measuring and managing development results in Fragile and Conflict-Affected States and situations (FCAS). It is intended as a readable resource for DFID Country Offices operating in these contexts, a reference point with useful links and to complement other advice written by DFID’s Finance and Corporate Performance Division on results management. 1.2 The paper begins with basic definitions and classification (section 2) and outlines what is distinctive about results management in FCAS (section 3). It then introduces peacebuilding and statebuilding frameworks and goals, originally set out in the DFID Practice Paper Building Peaceful States and Societies and now reflected across UK Government through the Building Stability Overseas Strategy and internationally through the Monrovia Roadmap. This Note emphasises that a core objective in all FCAS country programmes and interventions across every sector is to support peacebuilding and statebuilding; an explicit theory of change is also underscored as critical (section 4). Measuring and Managing for Results in Fragile and Conflict-Affected States and Situations 1.3 The core business of results management in FCAS is largely the same as in other places where DFID works but this paper brings out specific issues for FCAS, including: measuring results at country (section 5) and intervention (section 6) levels, defining appropriate indicators (section 7), assessing VFM (section 8), and ensuring there are robust processes to carry out and learn from evaluations (section 9). Practical Issues and Challenges 1.4 Measuring and managing results in FCAS raises specific practical challenges and some opportunities beyond those normally encountered in more effective states (section 10). These include issues of managing risks (section 11) and potential harm (section 12), data reliability and collection (section 13), and opportunities to engage beneficiaries (section 14). The paper finishes with further ideas on the importance of innovation (section 15) and a summary of where to find further information within DFID (section 16). Annexes A through L contain further detail, references and worked examples.
@misc{dfid_results_2012,
title = {Results in {Fragile} and {Conflict}-{Affected} {States} and {Situations}},
shorttitle = {Results in {Fragile} and {Conflict}-{Affected} {States} and {Situations}},
url = {http://www.alnap.org/pool/files/full-report-3655.pdf},
abstract = {Technical / Tactical. 1.1 This How To Note sets out the rationale, the challenges and some of the practical options and ideas for measuring and managing development results in Fragile and Conflict-Affected States and situations (FCAS). It is intended as a readable resource for DFID Country Offices operating in these contexts, a reference point with useful links and to complement other advice written by DFID’s Finance and Corporate Performance Division on results management.
1.2 The paper begins with basic definitions and classification (section 2) and outlines what is distinctive about results management in FCAS (section 3). It then introduces peacebuilding and statebuilding frameworks and goals, originally set out in the DFID Practice Paper Building Peaceful States and Societies and now reflected across UK Government through the Building Stability Overseas Strategy and internationally through the Monrovia Roadmap. This Note emphasises that a core objective in all FCAS country programmes and interventions across every sector is to support peacebuilding and statebuilding; an explicit theory of change is also underscored as critical (section 4). Measuring and Managing for Results in Fragile and Conflict-Affected States and Situations
1.3 The core business of results management in FCAS is largely the same as in other places where DFID works but this paper brings out specific issues for FCAS, including: measuring results at country (section 5) and intervention (section 6) levels, defining appropriate indicators (section 7), assessing VFM (section 8), and ensuring there are robust processes to carry out and learn from evaluations (section 9). Practical Issues and Challenges
1.4 Measuring and managing results in FCAS raises specific practical challenges and some opportunities beyond those normally encountered in more effective states (section 10). These include issues of managing risks (section 11) and potential harm (section 12), data reliability and collection (section 13), and opportunities to engage beneficiaries (section 14).
The paper finishes with further ideas on the importance of innovation (section 15) and a summary of where to find further information within DFID (section 16). Annexes A through L contain further detail, references and worked examples.},
author = {{DFID}},
year = {2012},
keywords = {Grey Literature (websites)},
}
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It is intended as a readable resource for DFID Country Offices operating in these contexts, a reference point with useful links and to complement other advice written by DFID’s Finance and Corporate Performance Division on results management. 1.2 The paper begins with basic definitions and classification (section 2) and outlines what is distinctive about results management in FCAS (section 3). It then introduces peacebuilding and statebuilding frameworks and goals, originally set out in the DFID Practice Paper Building Peaceful States and Societies and now reflected across UK Government through the Building Stability Overseas Strategy and internationally through the Monrovia Roadmap. This Note emphasises that a core objective in all FCAS country programmes and interventions across every sector is to support peacebuilding and statebuilding; an explicit theory of change is also underscored as critical (section 4). 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