Do results-based management frameworks frustrate or facilitate effective development practice? Irish international development sector experiences

Susan P. Murphy, Enida Friel, Grace McKiernan, Patrick Considine, Angelina De Marco, Aaron Cunningham and Molly Middlehurst

Development in Practice, 2019, vol. 29, issue 6, 697-707

Abstract: Utilising a case study methodological approach to analyse the Irish practitioner experience, this article examines if the introduction of results-based frameworks (RBFs) have led to greater impact and accountability to beneficiaries. The findings point to evidence of early resistance to RBFs based upon concerns regarding resources, inflexibility in programming, and the perceived focus on accountability to donors over beneficiaries. However, findings also point to opportunities that could facilitate more effective development in practice. Indications suggest RBFs may facilitate a greater understanding of complexity, increased focus on outcomes and impact through a systematic use of baseline measurements, and improved adaptive programming.

Date: 2019
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1080/09614524.2019.1604631 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:cdipxx:v:29:y:2019:i:6:p:697-707

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/cdip20

DOI: 10.1080/09614524.2019.1604631

Access Statistics for this article

Development in Practice is currently edited by Emily Finlay

More articles in Development in Practice from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().