The Future is a Choice: The Oxfam Framework and Guidance for Resilient Development

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This guide provides a framework for Oxfam staff to design programmes and campaigns that contribute to resilient development. Oxfam defines resilience as ‘the ability of women and men to realize their rights and improve their well-being despite shocks, stresses and uncertainty’. Our governance-based approach to enhancing resilient development addresses the impacts of shocks, stresses and uncertainty on people living in poverty as well as the causes of vulnerability and risks.
  1 The Oxfam Framework and Guidance for Resilient Development   The future is a choice The Oxfam Framework and Guidance for Resilient Development  2 The Oxfam Framework and Guidance for Resilient Development   Introduction  3 1.1 Purpose of the guide 41.2 Contents and structure of the guide 41.3 How the guide was developed 41.4 How to use the guide 4   The thinking  5 2.1 Oxfam’s vision 62.2 A rights-based approach to risk 62.3 A long-term, process- orientated approach 62.4 A gender justice approach 72.5 A systems approach 72.6 A one programme approach 82.7 An approach that recognizes a social foundation and environmental limits 82.8 Key messages 10   The framework  11  Framework Diagram 123.1 Illustrating the framework Oxfam Kenya case study  133.2 Resilience outcomes  Absorptive, adaptive and transformative capacities  173.3 Pathways to resilient development outcomes 18  3.3.1 Working collaboratively with multiple stakeholders 19 3.3.2 Understanding the context 20 3.3.3 Integrating social change processes and building blocks 24 3.3.4 Iterative learning, adaptive management and MEAL 31   Checklist  32  Annex  34 Annex 1 Environmental ceiling and social foundation 35 Annex 2 Linking our humanitarian and development work 36 Annex 3 Tools for context analysis 37 Annex 4 Building blocks and processes 38 Notes References 39 index123 A 4 The future is a choice T.H. Inderberg, S. Eriksen, K. O’Brien and L. Sygna in Climate Change Adaptation and Development: Transforming Paradigms and Practices . 1 Oxford: Routledge 1 2 3 4  ANNEXNOTES  1 Introduction ‘Without learning new ways – changing attitudes, values and behaviours – people cannot make the adaptive leap necessary to thrive in new environments.’ 2  Ronald A. Heifetz and Marty Linsky  4 The Oxfam Framework and Guidance for Resilient Development 1.1 Purpose of the guide Resilience is a cross-cutting theme of the Oxfam Strategic Plan. 3  It is particularly relevant to Change Goal 3 (saving lives, now and in the future); Change Goal 4 (sustainable food); Change Goal 5 (fair sharing of natural resources); and to our current campaigns on rights in crisis, inequality and food and climate change. The goal of the resilience framework and guidance is to inform our programming, inuencing and campaigning work, and to provide an introduction for Oxfam staff on how to design projects and programmes that contribute to resilient development outcomes. 1.2 Contents and structure of the guide This guide is divided into four sections. Following the introduction, Section 2 describes the thinking behind Oxfam’s resilience framework and Section 3 sets out the resilience framework in detail. The document ends with a checklist, and there are a number of supporting appendices.These guidelines are designed to complement other tools and sources of information. In particular, readers will have access to additional information from Oxfam’s Resilience Knowledge Hub and other global and regional knowledge hubs. 1.3 How the guide was developed The guide was requested by the Oxfam resilience working group in response to requests from staff for clarity on Oxfam’s approach to resilience. It is a product of collaboration between staff working in humanitarian and long-term development, and draws on the thinking set out in the Oxfam paper No Accident: Resilience and the inequality of risk  . 4  An iterative process of consultation with various teams in regions, countries and headquarters has informed its development. 1.4 How to use the guide The global framework presented here is not a template to be strictly followed but a guide to frame Oxfam’s collective thinking, planning and learning. Our programmes and campaigns still need to be based on context-specic theories of change. The framework is designed to inform, guide and frame them. Regional strategies such as those for Asia, Horn, East and Central Africa and Southern Africa have adopted aspects of the framework as appropriate to their contexts. For example, the Asia team has identied extreme weather events as a critical risk and is harnessing the innovation potential of the region’s growing private sector. The Southern Africa team has developed its framework through a multi-agency, collaborative approach and uses three ‘building blocks’ (enhanced productivity, access to basic and social services, and social protection) and two processes (people-centred empowerment and accountable governance) to build its context-specic approach. This guide and framework will help us to identify our Monitoring, Evaluation,  Accountability and Learning (MEAL) and research needs, including where we need rapid learning loops and longer-term monitoring and evaluation. Our collective learning will be supported and enhanced by the common language and approach presented here. As a consequence, we will be better able to identify the approaches that work in specic contexts, develop more robust theories of change, and share this learning to enhance the impact of our own and others’ interventions. This is a living document and will be added to and improved as Oxfam learns from its resilience programming. 1  Introduction 1 2 3 4  ANNEXNOTES
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