Looking back on the run up to the creation of DFID in 1997, those involved tend now to tell two somewhat conflicting stories: first that it was simply “in Labour’s DNA” to uplift development and give it a separate voice in government, and second that the creation of DFID was very much about the circ...

There is a very real possibility that the UK ceases to be a significant presence in international development over the next couple of years; indeed, this is the most likely outcome at present. In this note, we set out the challenges facing Mitchell, and how each of our recommendations can be achieve...

Many public organizations employ technologies of scrutiny such as peer review or quality assurance to improve their performance and decision-making. Such technologies may affect performance and decision-making directly, through scrutiny, and indirectly, through behavioural responses by agents within...

If the ODA budget is to be cut, doing so will be painful, messy, and imperfect, but there is a way to wield the chisel well, says Ranil Dissanayake.

Being a force for good in the world is more than about branding, or even good intentions: it requires impact and an organisation capable of it. The Foreign, Commonwealth and Development Office’s vision offers a good starting point for being a values-driven force for good in the world, but within tha...

Following the announcement of the merger between DfID and FCO, Stefan Dercon and Ranil Dissanayake take a look at the opportunities of the merger.