This guest post comes from Thomas Carothers and Saskia Brechenmacher of the Carnegie Endowment for International Peace and Tufts University, drawing from their new paper Accountability, Transparency, Participation, and Inclusion: A New Development Consensus? The penultimate para in particular got me thinking about the different tribes present at the recent Doing Development Differently event. If you are about to visit

Varja Lipovsek & Ben Taylor of Twaweza, one of my favourite accountability NGOs, read the tea leaves on the future of their field In the private rooms of the Royal Society in London, under the stern gaze of Isaac Newton, the World Bank, DFID, ODI and a handful of others gathered recently to discuss an evaluation of the Bank’s Governance

The Thinking and Working Politically crew are reassembling next week to discuss how better to apply power analysis, political economy etc in the practice of aid, so I thought I’d highlight a couple of good examples in advance. First up is some really exciting work from DFID’s State Accountability and Voice Initiative in Nigeria, which suggests that even big donors

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

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

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

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

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

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).

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

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

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