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Governance is critical to all institutions including public, private and not-for-profit - for ensuring legitimacy and sustainable growth. It is also critical for men and women, citizens and communities, the poor and marginalised in particular - to ensure their voice is heard and decision-makers are held accountable. Good governance strengthens accountability, improves government performance and organisational capacity. We are conversant in current governance thinking. We recognise that governance processes are gendered, and that the concerns of women & girls and socially excluded groups are often marginalised or ignored. We mainstream gender equality and social inclusion into all areas of our work.
We work with national, regional and local governments in the areas of political participation, public administration, decentralisation & local reforms, human rights, accountability, transparency and anti-corruption and gender mainstreaming. We identify and foster engagement between citizens and their government, recognising that both the supply & demand for good governance is necessary to initiate change. In doing so, we strive to improve public governance through our specialised knowledge in organisational and individual capacity building, providing comprehensive solutions to make change possible, plausible and successful. We have been applying problem-driven iterative adaptation (PDIA) approaches to our design, implementation and evaluation work across a range of governance programmes. We take a rights-based approach; and are making use of new digital technology in our governance work in South Asia and sub-Saharan Africa.
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RajPusht aims to reduce prevalence of Low Birth Weight and Wasting in Rajasthan at an accelerated pace by combining two interventions. First, by providing economic means through direct cash transfers to pregnant and lactating women to invest in food for self and their young children. Second, by making positive change in knowledge, attitudes and practices around consumption of nutrient dense food by Pregnant and Lactating Women (PLW) and children <3 years. IPE Global, CIFF’s implementation partner, is working with Government of Rajasthan in Udaipur, Banswara, Dungarpur and Pratapgarh districts to demonstrate reduction in low birth weight and wasting. The team will evaluate the programme’s results and create a multi-stakeholder consensus in Rajasthan and at national level to expand effective approaches to mother and child nutrition. The programme will also capture lessons to enrich global knowledge.
EPAP is one of DFID’s largest programme portfolios. Its aim is to quality assure DFID’s entire programme of support in Ethiopia. Building upon the lessons from the 9-month pilot program, EPAP 2 aims to identify, understand, address and, assess the major governance, management and financial risks, including safeguarding arrangements in all DFID programmes. The team at IPE Global investigate programme processes and advice on actions to strengthen them thus, helping to maximise outcomes and impact and demonstrate DFID’s commitment to value for money (VfM).
IPE Global has been assigned to do reviews of governance and financial management of partner organisations; strengthen monitoring & evaluation systems; provide flexible, targeted technical advice and contribute to building the capability of DFID Ethiopia staff, including, partner organizations and downstream partners and government departments. The results include improved monitoring, design and operating effectiveness of implementing partners and DFID Ethiopia. Quality assurance reduces risks associated with fraud and corruption, thereby increasing spending on the intended beneficiaries. Additionally, efficiency will be improved by addressing governance and system flaws within the partner organisations and streamlining the flow of funds to the beneficiaries.
SPACE programme aimed to address the challenges and opportunities for citizen engagement with the government to improve local governance and responsiveness to service delivery arising from Myanmar’s challenging democratic transition. The programme supported engagement across a number of components addressing the different supply and demand-side constraints faced by both civil society and the government, in order to generate policy-relevant lessons as to “what works best” in different areas.
IPE Global is undertaking an impact evaluation starting with an evaluation framework and baseline assessment leading to a mid-term and summative impact evaluation; with a focus on assessing the contribution of four interventions of evidence and learning component, to changes at that outcome and impact-level. Throughout the evaluation we synthesised the overall results and achievements of SPACE programme, ensuring learning feeds back into the programme at demonstrating the evidence and findings for informed policy-making.
I4ID aims to demonstrate at a local, regional and national level that it is possible for government to deliver services more efficiently and effectively. The programme supports the formal systems of governance and accountability and works with political parties, the media and civil society. It hopes to strengthen individual and institutional capacities for a more inclusive political system that supports better outcomes for Tanzanians.
IPE Global is working in a consortium to deliver the design, mid-term review and final evaluation of the programme. I4ID’s fluid and inherent political character presents an opportunity for the evaluation to take an innovative approach – exploring the ‘how’ and ‘why’ of adaptive programming, rather than a traditional performance-based evaluation. The evaluation maintains a dual focus on programme-specific, as well as more generalised learning and uptake for the emerging field of adaptive programming globally. It presents an exciting opportunity to better understand how political transformation works in an environment where pathways to change are uncertain.
GROW Programme has been initiated to assist Government of Bihar (GoB) in attracting private sector Investments, effectively steering revenue collection and utilisation, and strengthening growth transmission: all benefiting women, Scheduled Castes and Minorities.
As a Technical Support Unit (TSU), IPE Global is assisting GoB to: (a) improve investment climate for private sector growth; (b) boost revenue collection and strengthen public financial management to make development more effective and; (c) revamp technical education in the state to create jobs, particularly for Women, Scheduled Castes (SCs) and Minorities. This is being done through integrated interventions including supporting the GoB in designing and implementing reforms leading to greater private sector driven economic growth, strengthened MSME (Micro, Small and Medium Enterprises) sector and improved growth transmission via increased revenue mobilisation; more effective utilisation of resources; and more effective development programming, particularly for women, poorest and the most vulnerable.
The programme aimed to assess the drivers and enablers of the current political governance system in St Helena and how to make them work better by drawing lessons and best practices from other countries. IPE Global was assigned to review the current governance model of St. Helena. The project also included a transition plan towards an alternative model, which drew on positive aspects of other British Overseas Territories.
HSNP aimed to reduce poverty, hunger and vulnerability in Kenya’s four poorest counties. HSNP Phase 2 (£81.59m, 2013-17), expanded to reach up to 100,000 HHs (600,000 chronically poor people). HSNP provided regular, timely electronic CTs (c. £40 every two months), paid directly into the fully functioning bank accounts of almost 100,000 of the poorest HHs (reaching up to 600,000 people). Payments were accessed using a bank card via biometric or PIN recognition, through a network of over 300 pay agents.
IPE Global undertook the PCR review to evaluate the progress of the second phase of the HSNP programme against the outcomes and outputs set out in the approved Business Case and against the current log frame. The recipient and primary beneficiaries of the service were DFID, Government of Kenya (GoK), the programme implementing partners and wider development partners such as the Australian Aid (AusAid), the World Bank and relevant UN agencies and research institutions.
Supporting government and non-government partners in Borno and Yobe states to strengthen public accountability and governance of recovery process, the programme spreads across Federal/National level, Kaduna, Kano and Jigawa states; in the South East - South West regional hubs and in the North East (NE). Reaching over 70% of Local Government Areas in 35 plus states, the programme has influenced an increase in the state’s health budget allocation from 7.5% to 11.57%; a reduction in average turnaround time for processing and delivering drug orders; and a 20% increase in uptake of health services at night, in partnership with the DFID SOLAR Nigeria Project thus benefitting over 2 million Nigerians. The programme interventions hope to further improve access to the poor to maternal, neonatal and child health services in the state and benefit malnourished children.
IPE Global was assigned to conduct the mid-term and annual review in order to provide an independent assessment of (a) how the programme had progressed against the original goals set out in the Business Case, and (b) the achievements, results and learning of implementing the PDIA approach, and how PERL moved from lots of small bets to a smaller number of bigger bets and areas of reform based on evidence of impact. This assignment aimed at determining the areas requiring improvement, assessing opportunity for improving performance and advising DFID Nigeria of future programming models which support programme complementarity across the entire fourth generation portfolio.
The purpose of this evaluation was to provide evidence and lessons learned, to feed into the design of DFID’s strategy of support to Zimbabwe going forward.
IPE Global was assigned to assess the extent to which the portfolio (programmes and policy influencing) was aligned towards the business plan and portfolio objectives; the changes required to the portfolio to ensure DFID Zimbabwe maximizes its contribution to reduction of poverty in the country, while addressing UK national priorities; the portfolio of interventions at thematic/programme level relevant in the given socio, economic and political context of Zimbabwe.
OMEGA intends to improve Government of Odisha's (GoO's) functioning on its schemes and programmes; help in promotion and facilitation of investments in the state, and build capacity for revenue mobilisation and expenditure management. IPE Global has been providing design, implementation & program management support to OMEGA since the year 2010 through to 2017. We are assisting Government of Odisha (GoO) and its various departments namely Departments of Finance (DoF); Planning and Coordination (DoPC); Industries (Dol); Panchayati Raj (DoPR); and Food Supplies and Consumer Welfare (DoFS&CW) to enhance private sector investments in industries and infrastructure with environmental and social safeguards; enhance capacity to mobilise revenue and manage expenditure; and improve implementation and delivery of selected poverty alleviation programmes that enhance access to employment and food, and build climate resilience. We are supporting analysis of key constraints, and improving government systems and capacities so that all available resources can be used most effectively.
DFID has been working to tackle corruption for many years by supporting partner countries to build better governance to deal with corruption issues within their borders and supporting international action on standard setting and oversight mechanisms, and more effective co-ordination. With this in view and to step-up its support to fighting corruption even further, DFID envisaged designing an International Anti-Corruption (I-AC) programme, focusing on strengthening the international architecture and response on anti-corruption, including working with new digital technologies to strengthen civil society in DFID partner countries.
We supported DFID in design it’s I-AC programme. This included, design of I-AC programme document (business case), development of a monitoring & evaluation framework and log frame, and appraisal of options for management of this complex, multi-component and strategic programme. Our approach included a combination of desk-based work, an inception workshop with all DFID stakeholders, meetings with different departments of Government of United Kingdom (U.K.) and existing programme partners, and discussions with other key stakeholders working in international anti-corruption.
Deepening Foundations for Peacebuilding and Community Security project builds on the achievements made under the programme “Consolidating the Peace Process and Establishing Foundations for a Peaceful Political Transition (CPP), 2010-2013”. The project aimed at developing institutional capacities for policy formulation and implementation; deepening structures for peace building, cohesion and community security; and reducing community security threats as well as improving response to conflicts, risks and disasters. It also aimed at mainstreaming peace building, reconciliation and community security in national and county development agendas.
IPE Global conducted end term evaluation to assess the relevance, effectiveness, efficiency and sustainability of the programme, including the extent to which cross cutting issues (human rights, gender, SDGs) had been mainstreamed. The evaluation also assessed the mechanisms in place to enhance coordination and harmonisation between UNDP, implementing partners, and state and non-state actors in peacebuilding and community security initiatives.
KEVP aimed to mitigate the risk of violence in the lead up to, during and immediately after 2017 Kenyan elections. This included building the capacity of grassroots and county-level peace builders and structures; supporting dialogue and communication between communities, local administration, electoral institutions and other key actors; and facilitating electoral security planning and early warning - early response mechanisms. Over 5.7 million Kenyans benefited from the programme.
With an aim to create an enabling environment to address the issue of “anti-violence success” in 5 target counties (Nairobi, Nakuru, Uasin Gishu, Nandi and Kisumu) of Kenya, we carried out end line evaluation of KEVP programme. This included a detailed review of existing regulations, reports, relevant publications & research documents, including KEVP baseline survey, programme records, log frame, M&E plan, etc. As part of the evaluation exercise, we formulated a robust research design to conduct an end line survey, including developing data collection tools, guides and questionnaires. Identified and mapped relationships between key influential actors in identified at-risk areas; developed structures to facilitate coordination and information sharing related to electoral security, planning and response between identified local influencers; and ensured electoral security structures develop plans and processes that enhance prevention and mitigate early indicators of violence.
The objective of the assignment was to provide an analysis of the democratic governance trends in Uganda and an analysis of the social and political prospects for change; articulate the impact and outcome indicators; identification of programmatic scope, etc. The formulation of DGF II was designed with the aim of ‘consolidating and refocusing’ DGF interventions to allow for a stronger and more coherent strategic push for democratic governance change in an increasingly more challenging context and allowing for new strategic partnerships.
IPE Global assisted a number of likeminded development partners in designing the form and content of a Democratic Governance Facility in Uganda. This enabled the facility to manage a range of programme activities related to the objective of deepening democracy and building a peaceful, inclusive and just society with respect for human rights.
UN Joint Programme on Local Governance (JPLG) aimed to promote improvements in local governance quality that can contribute to peace consolidation, development and equitable service delivery in Somalia. Phase– I (2008-2012) and II (2013-2017) of JPLG was implemented by five UN agencies with focus on strengthening local government in Somalia.
To build on successes achieved during phase I and II, UN JPLG and UNICEF in Somalia entrusted IPE Global to design phase III of JPLG covering from the year 2018 to 2022. We reviewed various thematic support provided by JPLG including policy, public finance management, service delivery, voice and accountability, capacity building, gender equality and results measurement. Based on results of review, we designed a new and improved programme centered on government priorities, citizen strategies (men, women and excluded groups), ongoing programmatic oversight and consolidation of programme reports, incorporating value for money principles.
Implemented by UNDP through a multi-donor (EU, DFID, USAID) basket fund, Strengthening the Electoral Process in Kenya (SEPK) project is designed to consolidate and build on the gains made from the constitutional transition process and the 2013 elections to strengthen and develop credible and sustainable election institutions, systems and processes. SEPK is premised on both the continuation and consolidation of results, especially in the areas of legal and institutional reforms, inclusive participation in elections and politics – especially for women, youth and people with disabilities, election security and electoral justice.
With a view to establish benchmarks for measuring the progress of SEPK and to assess the election commission’s readiness, credibility and capacity to deliver free and fair 2017 General Elections, UNDP entrusted IPE Global to undertake a baseline survey of electoral reforms in Kenya. As part of the project, we assessed the institutional strength of key institutions of democracy to promote credible, transparent and peaceful elections in Kenya. This included evidence of concrete undertakings by key institutions to support effective executions of their mandates and responsibilities.
The ADB-funded LGFGR aimed to enhance the effectiveness and efficiency of delivery of basic public services by strengthening the policy, legal, and regulatory framework for decentralisation, as well as developing capacities at the local government level in Indonesia.
IPE Global supported the Government of Indonesia in ensuring more efficient, effective and equitable spending by regional governments in Indonesia. The support focused at ensuring continued implementation of the government's medium and long term fiscal decentralisation agenda; improving policy and legal framework for rationalising regional governments to increase fiscal efficiency; enhancing equalisation, predictability and transparency in release of fiscal transfers and shared revenues; reducing dependency on fiscal transfers by developing more buoyant sources of local revenue for local governments; developing improved data systems for monitoring sub-national debt; development of sub-national bond market in Indonesia; developing human and systems capacity; and strengthening public financial management (PFM) and accountability functions at the local government level through implementation of the newly reformed PFM regulatory regime in regional governments.
Aimed at strengthening institutional capacity for establishing a federal system of development planning and restructuring the NPC, ADB supported the Government of Nepal's decentralisation initiatives, including fiscal decentralisation, by consolidating the planning and implementation capacity of central and local institutions, improving devolved service delivery at grassroots level and pursuing institutional strengthening and capacity building.
IPE Global supported the development of a new planning framework under a federal system of governance including detailed organisational structure at the central level including a broad structure at the state and local levels; formulation of road map for a smooth transition to the new planning process which was more decentralised, inclusive and result-oriented.
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