Tools & Methods

Authors: Cundill, G. et alii.
Publication date: 2014

This handbook presents the experience of a participatory social learning process that evolved to support individual and community level adaptation to the myriad of stressors affecting rural people. The most critical factor emerging through the experience of this social learning process is how facilitators see their roles and their relationships with participants.

Authors: several authors for The Partnering Initiative
Publication date: 2006

The Partnership Matters Journal explores a range of topics in cross-sector partnerships and drew on the work on those involved in the International Business Leaders Forum and University of Cambridge Programme for Industry Post-graduate Certificate in Cross-Sector Partnerships programme. 

In this last edition, special attention is given to partnerships with the private sector, including several case studies.

Author: FAO
Publication date: 2012

This second learning module includes examples and tools to support endogenous capacity development processes in the areas of FAO’s mandate.

Learning Module 2 is organized around four major themes:

• engaging with national/local actors
• analysing the context and assessing capacity needs
• focused objectives and indicators (including monitoring and evaluating capacity development)
• highlighting sustainability

It also offers a toolkit including examples, methods and instruments.

Author: FAO
Publication date: 2013

This fourth learning module aims to create a basic understanding of organization development (OD) and system thinking approaches, as even a basic understanding can cultivate a new way of working. It reflects the learning experience, constructive inputs and wealth of exchanges from the OD seminar series which was held in FAO between March and November 2012.

The module covers the following areas:

• understanding organization analysis and development
• supporting the design of change processes
• engaging in effective multistakeholders' processes
• measuring organizational change.

Author: FAO
Publication date: 2012

This third learning module reflects the multidisciplinary nature of Capacity Development, which cuts across the entirety of the organization, and the importance that FAO management and staff have placed upon it.

This Module covers the following curriculum areas:

• Learning activities as modalities for Capacity Development
• Planning and coordinating learning activities
• The Learning Management Cycle
• Evaluation of learning activities 
• Selected FAO good training practices
• 8 Toolboxes

The module was developed to provide organizations and communities with the necessary tools and methodologies required to develop their knowledge capacities, and enable them to work more effectively.

Target audience

It is aimed at staff working in a wide range of organizations including international organizations, donor agencies, multilaterals, NGOs, research institutes, national governments, regional organizations, and indigenous NGOs.

Author: IPAL - Keystone
Publication date:

This guide is addressed to organizations that are seeking guidance on how to engage with their constituents in order to better monitor and evaluate their efforts, learn with and from their constituents and continuously make improvements in the way they work. It is also addressed to monitoring and evaluation consultants and facilitators.

The guide lays out ideas for activities and processes for organizations to engage and learn with their constituents. It provides guidelines for the time and resources required for each activity.

Author: Second Barefoot Collective for The Barefoot Guide Collective
Publication date: 2011

This document is a companion booklet to the second Barefoot Guide. If you are responsible in any way for learning activities in your organisation this is a valuable source of ideas of where to start or what to do.  

Authors: Dr. Gray, B. & Ms. Stites, J.P. (for the Network for Business Sustainability)
Publication date: 2013

Collaboration is one of the keys for unlocking sustainability, with leaders from all sectors of society agreeing that that solving environmental and social challenges requires unparalleled cooperation.

Authors: Millar, D. et alii.
Publication date: 2013, In: Knowledge Management for Development 9 (3): 47-62

An evaluation is a particular multi-stakeholder event during which different actors share and analyse results after several years. If the evaluation has a strong formative purpose, the evaluation team is requested to facilitate a learning process involving all key actors. Evaluations that emphasise deeper learning have to be designed in such a way that different perspectives emerge and are appreciated in an interactive way.