Explore I4DI’s project portfolio. Across countries and across sectors, I4DI is dedicated to working together with our clients and local partners to increase the impact of development investments.
Explore I4DI’s project portfolio. Across countries and across sectors, I4DI is dedicated to working together with our clients and local partners to increase the impact of development investments.
I4DI provided application evaluation services to the Norwegian Programme for Capacity Development in Higher Education and Research for Development (NORHED). As part of the engagement, our team evaluated proposals by providing scores, qualitative comments based on standard criteria, and specific recommendations for funding. I4DI also provided a summary of key
I4DI implemented a project performance evaluation for NGO Education Partnership (NEP), the national education coalition in Cambodia. The objective of the evaluation was to review and assess the relevance, performance and outcomes of the various activities supported by MISEREOR and UNICEF over the five-year period and provide evidence of the
I4DI served as an expert evaluator for the Higher Education Institution Institutional Cooperation Instrument (HEI ICI) Programme 2016 application call. As a member of the committee that conducted a qualitative evaluation of applications in Helsinki, Finland from November 9th – 10th, I4DI assisted the Ministry of Foreign Affairs of Finland
Framework Agreement for the provision of services related to Quantitative and Qualitative Effect evaluations between Dutch Ministry of Foreign Affairs and the consortium of SEO Economics, Onderzoek, COWI, Institute for Development Impact (I4DI) and EUROPE Ltd. I4DI is responsible for provision of services related to effect evaluation for the Dutch
I4DI designed a participatory ex-post outcome evaluation to harvest the outcomes and review impact of all projects involved in Counterpart International’s USAID-funded Leader with Associates (LWA) Civil Society Strengthening in order to generate evidence of results and lessons learned. The study involved a comparative analysis based on a document review
I4DI utilized the newly developed organizational Theory of Change (TOC) to further strengthen Counterpart’s capabilities by developing an accompanying Learning Agenda/Collaborating, Learning and Adapting Framework. Additional iterations of the organizational Theory of Change and development of communications materials were used across the global organization to educate on the TOC and
I4DI built upon Knowledge Management Asset activities initiated in previous tasks orders, aiming at assisting Counterpart in addressing existing knowledge management asset gaps. I4DI expanded the knowledge asset activities from Task Order #2 to include all departments with responsibilities and needs for program data. Assessment was conducted to catalogue assets
I4DI prepared and conducted a series of knowledge asset mapping key informant interviews with Counterpart International staff, aiming at assisting the I4DI in better understanding Counterpart’s existing knowledge management asset landscape, in particular: 1) Knowledge assets, their type and management responsibilities; 2) How are knowledge assets managed, tactically stored and
I4DI incorporated a consultant Technical Advisor into its team of experts to further support and improve Counterpart’s knowledge management efforts, specifically contributing to socialization of the new organizational ToC, learning agenda and CLA Approach, and knowledge asset mapping work. The main output was working closely with staff from business development,
