Research Results (EU) / Résultats de recherches (SE)
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Item Cultivate Africa's future (CULTIAF) phase II, external evaluation final report(2022-06-24) Le Groupe-Conseil BaastelThe key findings and results from the evaluation helped identify a set of actionable recommendations to better coordinate future activities to achieve CultiAF II’s (and potentially future program phases) goals and objectives. The main users of the evaluation findings and recommendations will be CultiAF II staff and the program’s funders, ACIAR and IDRC.Item Modalités de financement pour le renforcement organisationnel dans la recherche pour le développement(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyItem Funding modalities for organizational strengthening in research for development(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyFunding modalities that enable organizational strengthening typically include core funding, flexible research grants and strategic organizational development (OD) support programs. These modalities have demonstrated contributions to higher-quality research, better positioning for use, networking and partnerships, while facilitating internal learning processes. This policy brief covers how to fund for organizational strengthening. Feedback from two IDRC evaluations suggested for instance, that tailored support from program officers emerged as a more important factor for effectiveness than the provision of support for any specific length of time.Item Intégrer le renforcement organisationnel dans la conception des programmes : questions clés à prendre en compte(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyItem Integrating organizational strengthening into program design : key questions for consideration(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyWhile the provision of effective funding support typically requires a fluid, tailored partnership rather than a formulaic approach, patterns emerge around the types of questions that funders can ask themselves. This brief uses the “Evaluation of IDRC’s Contribution to Building Leading Organizations” to share lessons on how to incorporate organizational strengthening. It suggests questions to consider in program design and implementation, with the aim of informing how research for development (R4D) funders can foster leading organizations and networks.Item Renforcer le leadership : les leçons des chefs de file de la recherche d’aujourd’hui et de demain(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyItem Strengthening leadership : lessons from research leaders of today and tomorrow(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyThe evaluation assesses leadership strengthening in IDRC-funded award programs with the aim of understanding how best to support graduate students and early career researchers. It identifies some of the key features regarding good research for development (R4D) leadership, such as expertise in the field, and some lesser-known qualities including the capacity to inspire and empower others through collaborative approaches. Funders can draw lessons from this research, given how alumni in the Global South understand the strengths of good R4D leaders. They can support R4D leadership through individual awards programs and research grants.Item Qui sont les leaders de demain? : aborder l'égalité des genres et l'inclusion dans le leadership(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyItem Who are the leaders of tomorrow? : addressing gender equality and inclusion in leadership(2022-04-29) Sutton, Shannon; Etherington, Amy; Price-Kelly, HayleyFunders have a key role to play in ensuring that gender and inclusion considerations form part of selection criteria, team composition, project design, implementation and engagement. This brief explores how to address gender equality and inclusion in supporting research for development (R4D) leaders at both individual and organizational levels. This requires an understanding of who has traditionally participated in the field, which groups are underrepresented and the challenges marginalized groups may face. Explicit strategies are needed to support a diversity of emerging leaders, as well as target setting for engaging researchers from marginalized backgrounds.Item Innover pour le bien commun : la mise à l’échelle de l’impact(Les Presses de l’Université de Montréal, 2022-04-12) McLean, Robert; Gargani, JohnFondé sur divers cas d’étude, ce livre aborde les défis cruciaux du développement et présente la « science de la mise à l’échelle » en fournissant un ensemble de principes directeurs, de stratégies et de concepts, tous analysés à partir d’exemples. Il offre des outils utiles aux chercheurs, innovateurs, praticiens du développement et à tous ceux et celles qui souhaitent promouvoir l’utilisation de la science, de la recherche et des innovations sociales au nom du bien commun. Qu’est-ce qui permet de faire passer un essai pilote à un programme à grande échelle réussi? Plusieurs études ont montré l’existence d’un « fossé » entre ces essais et les initiatives à grande échelle. En examinant de près des cas réels dans l’hémisphère sud, les auteurs s’attaquent à un problème persistant dans le domaine du développement, c’est-à-dire celui de la mise à l’échelle de l’innovation sociale. En allant au-delà des approches traditionnelles, ils établissent des principes importants, discutent des tensions inhérentes au processus et, plutôt que de suggérer un seul chemin menant au succès, présentent un cadre qui ouvre de multiples possibilités.Item Evaluation of the International Development Research Centre (IDRC)’s strategy to scale research results : lessons and considerations for researchers and funders 2021(2021) OTT ConsultingThe evaluation takes an exploratory approach, identifying practices, systems and processes that supported or hindered scaling efforts at IDRC during the five-year strategic period (2015-2020). IDRC’s Scaling Science approach focuses on scaling impact rather than actions. IDRC staff and grantees cited flexible funding as one of the most helpful tools to support their scaling efforts, which require enough time for impacts to be registered, as well as to accommodate rapid changes in technologies. Another consistent message from the evaluation is that partnerships and collaboration are essential for scaling.Item Evaluation of the International Development Research Centre (IDRC)’s strategy to scale research results : IDRC findings summary(2021) OTT ConsultingThis evaluation/ strategic review employs a mixed-methods design which supports the interconnected components: an organisational review, studies of grantee perceptions and IDRC’s external position, and a series of thematic case studies. The evaluation developed a ‘scaling pathway’ conceptual framework. It looked for three types of policy outcomes, as defined by IDRC’s Policy and Evaluation division: (1) Expanded policy capacities of external actors, including for scaling, (2) Informed policy dialogues and decision-making processes, and (3) Contributions to policy implementation or change. IDRC’s Scaling Science approach focuses on scaling impact rather than actions.Item Evaluation of the International Development Research Centre’s strategy to scale research results(2021) Hearn, Simon; Lomofsky, Dena; Chames, Cathy; Datta, Ajoy; Davies, Nana; OTT Consulting; Etherington, Amy; Fierro, Leslie; MacLean, Robert; Gargani, John; Mendizabal, EnriqueIDRC’s Scaling Science approach focuses on scaling impact rather than actions. Findings, analysis and insights are provided in this evaluation of IDRC’s 2015–2020 objective to invest in ‘knowledge and innovation for large-scale positive change.’ It is accompanied by case studies that explore thematic areas related to scaling impact, such as programme planning, management and coordination; private sector engagement; and organizational learning regarding scaling up objectives. Roughly half the policy outcomes identified come from ‘Trackify’ (IDRC programme performance monitoring system). While useful, it was not a sufficiently reliable source; data required extensive review and cleaning in terms of assessing outcomes.Item Évaluation de la contribution du CRDI au développement d’organisations chefs de file(Groupe de gestion Universalia, 2019-10) Abitbol, Archi; Rastogi, Archi; Arsenault, Mariane; Rouleau, Esther; Pembleton, Corey; Amery, HusseinItem Contributions du centre de recherches pour le développement international à la formation des chefs de file émergents de la recherche pour le développement(2019-07) Kallick, Judith; Nemeth, Nora; Martel, MirkaItem CoE newsletter, October 2012(2012-10-29) Community of Evaluators of South AsiaThe Community of Evaluators (CoE) newsletter focuses on special interest groups’ monitoring and evaluation of impact of research projects and implementation. For instance, evaluation questions can be used to assess whether interventions are relevant, that is, having an impact in achieving equitable results, as well as being efficient and sustainable. This newsletter issue also announces a partnership with the Regional Centre for Learning on Evaluation Results (CLEAR) who will be providing support to CoE for the upcoming conclave/conference (2013).Item IDRC’s contributions to building emerging research for development leaders(Institute of International Education, 2019-07) Kallick, Judith; Nemeth, Nora; Martel, MirkaThe International Development Research Centre (IDRC) commissioned the Institute of International Education (IIE) to carry out a comprehensive evaluation to inform its second strategic objective—Building the Leaders for Today and Tomorrow—and to evaluate IDRC’s investments in strengthening the capacity of graduate students and early career researchers to be leaders in their fields. The purpose of the evaluation was threefold: (1) evaluate the strategies used in IDRC’s programming and analyze how the interventions have contributed to the career pathways of awardees and grantees; (2) assess the effectiveness of IDRC’s award programs and grants, including their considerations on gender and social equity; and (3) identify lessons learned regarding the success of leadership programs.