The MIDIR project focuses on risk governance for resilience. In its most general application, the MIDIR methodology provides a solution to the rapid, scalable transformation of complex systems through knowledge sharing and learning. The approach applies directly to collaboration for climate change response, implementation of resilience and sustainable development (a generic end-to-end process from goal to governance system).
To facilitate the implementation of the end to end process, an integrated technology platform is required to support accountability, measurement of performance, transformation and culture, management of actions, capturing related knowledge of Positive Proof Points as a reusable template or pattern library. These templates must be implementable as a governance and management system at multiple levels of organisation or governance, for example national, provincial and local.
To facilitate the collaboration across functions and organisations, lenses are required allowing different stakeholder groups to understand through the perspectives of others. Finally the same collaboration platform must be securely, shareable between different stakeholders across boundaries of organisation and function, allowing different groups to receive the information they need, but only what they are entitled to. The suitability of a software tool or platform to support this approach can be assessed using the requirements in the Table on the following page “Selection Criteria for software to support large-scale learning and implementation.”
In comparing and selecting tools, a prospective solution can be rated:
- Red/Yellow/Green or
- Non-Compliant/Partially Compliant/Compliant
for each of the above requirements using a maturity model/check list.
For detailed information please download the report M&E for Development, Sustainability and Resilience
| Requirement | Why it's important | R |
Y |
G |
| 1. Accountability | Accountability provides the basis for maintaining standards, driving improvement and change. | |||
| 2. Measuring Performance | Measurement provides the basis for accountability. Performance measures indicate whether a process is delivering. Performance measures are most relevant to a stable organisation. Where structural and cultural transformation is required, the key accountability of leaders may be for transformation and for culture and values. | |||
| 3. Measuring transformation | Transformation of an organisation depends on many projects and changes – structures, processes, systems. The management system must be able to measure the transformation of structures, processes and systems | |||
| 4. Measuring culture | Transformation of organisations depends on culture, on trust, on collaboration. The management system must be able to measure the culture of the organisation as it is and the gap between current culture and desired culture. | |||
| 5. Action Management | Action management is the driver of results and the engine of continuous improvement (through the plan-do-check-act cycle of quality management). | |||
| 6. Knowledge: Challenges, Solutions & Case Stories | Knowledge is organised according to the measure it impacts, the 80/20 challenges which must be met to perform in that measure and the 80/20 solutions (80/20 Challenges refer to the small number of key challenges which are barriers to performance. 80/20 solutions refer to the small number of key solutions that address each challenge. Case studies refer to the positive proof points which demonstrate solutions), supported by case studies. | |||
| 7. Reusable templates | Reusable templates consist of measures, knowledge and action learning resources which are used to drive change through a performance management process. | |||
| 8. Fractal – multiple levels – National; Provincial; Local | Reusable templates appropriate to different types and levels of organisation, for example business and government at national, provincial and local levels. Management and knowledge management systems enable collaboration and learning between types and levels of organisation. This is a requirement due to the increasing interdependency between different sectors and organisation types. | |||
| 9. Lenses – multiple views for different stakeholders | Different stakeholders have different perspectives on the transition – for example, financial, environmental, compliance and regulatory. | |||
| 10. Interagency / multi stakeholder – lenses, filters, content | Different stakeholders and supply chain partners require confidential subsets of shared information to allow optimisation and tuning of performance, for example across a network of government agencies or businesses in a supply chain. |
