{"query_echo":{"q":"","filters":{"analysis_type":["learning review"]},"warnings":[{"code":"facet_value_not_in_vocabulary","message":"Value 'learning review' for facet 'analysis_type' is not in the controlled vocabulary."}]},"total":{"value":2,"relation":"eq"},"page":1,"page_size":20,"self":"https://climateinsightsdirectory.org/api/v1/search?analysis_type=learning+review","stability":"beta","ai_marking":{"digital_source_type":{"uri":"http://cv.iptc.org/newscodes/digitalsourcetype/trainedAlgorithmicMedia","name":"Created using Generative AI"},"notice":"Summary and key insights are generated using artificial intelligence."},"results":[{"id":"cdkn-000979","url":"https://climateinsightsdirectory.org/document/cdkn-000979","title":"Working across scales: Learning from seven years of climate compatible development in Asia","publisher":{"name":"Climate and Development Knowledge Network","organization":"climate-and-development-knowledge-network"},"document_type":"research paper","language":"en","date_published":"2017-09","source_url":"https://cdkn.org/sites/default/files/files/Seven-years-of-learning-in-Asia-WEB-1.pdf","generator":"Climate Insights Directory","generated_fields":["summary","key_insights","climate_tags","geography_discussed","analysis_type"],"summary":{"text":"The report analyzes ten CDKN initiatives in India, Indonesia, Nepal, and Pakistan to identify effective design pathways for scaling climate compatible development. It distinguishes between research-led, hybrid, and action-led pathways, concluding that longer-term, action-oriented approaches are most successful in embedding new practices across local, provincial, and national scales. The authors propose several design principles, including early action, adaptive management, and strategic knowledge brokering, to navigate the complex multi-level governance required for climate resilience and low-carbon transitions.","ai_generated":true,"unit":"cdkn-000979#summary","date_modified":"2026-10-23"},"key_insights":[{"text":"The report identifies three types of design pathways for working with scale: short-term research-led pathways that build awareness but fail to embed practice; short-term hybrid action-research pathways that embed practice at some scales (usually local); and longer-term action research-led pathways that successfully embed new practices at multiple scales.","ai_generated":true,"unit":"cdkn-000979#insight-1","date_modified":"2026-10-23"},{"text":"Action-led approaches are more effective than traditional linear research for changing practice. Initiatives that started with action research and were extended based on early successes led to changes at multiple levels of governance, whereas purely research-led projects often failed to translate findings into institutional practice.","ai_generated":true,"unit":"cdkn-000979#insight-2","date_modified":"2026-10-23"},{"text":"Successful scaling often requires extended timescales, typically at least three years, though these should be managed through a phased, experimental approach rather than being designed as a long-term commitment from the start.","ai_generated":true,"unit":"cdkn-000979#insight-3","date_modified":"2026-10-23"},{"text":"Effective multi-scale implementation relies on 'knowledge brokering' to bridge the gap between technical data and the needs of diverse stakeholders, including translating complex discourse into accessible language and facilitating participatory dialogues.","ai_generated":true,"unit":"cdkn-000979#insight-4","date_modified":"2026-10-23"},{"text":"The report highlights the importance of 'scaling up' (creating policy and institutional frameworks) and 'scaling out' (applying pilot insights to other localities) to ensure local innovations have a broader impact.","ai_generated":true,"unit":"cdkn-000979#insight-5","date_modified":"2026-10-23"},{"text":"Flexible and adaptive management, including the use of 'shared learning dialogues', allows projects to respond to emergent opportunities and correct course when academic expertise fails to translate into policy.","ai_generated":true,"unit":"cdkn-000979#insight-6","date_modified":"2026-10-23"},{"text":"Project start conditions are often driven by 'trigger events' such as climate shocks (floods, heat waves) or gradual stresses (electricity shortages), which can create immediate political will and demand for intervention.","ai_generated":true,"unit":"cdkn-000979#insight-7","date_modified":"2026-10-23"}],"climate_tags":["Low carbon development","climate change adaptation","climate change mitigation","multi-level governance","climate finance","disaster risk reduction","Climate-smart agriculture","renewable energy","knowledge broker"],"geography_discussed":["Bangladesh","West Nusa Tenggara","Bihar","Uttar Pradesh","Sialkot","Kupang","Gorakhpur","Ahmedabad","Karachi"],"frame_perspective":[],"analysis_type":["case study","design analysis","learning review"]},{"id":"fsdafri-000168","url":"https://climateinsightsdirectory.org/document/fsdafri-000168","title":"FSD KENYA: TEN YEARS OF A MARKET SYSTEMS APPROACH IN THE KENYAN FINANCE MARKET","publisher":{"name":"FSD Africa","organization":"fsd-africa"},"document_type":"case study","language":"en","date_published":"2016-08","source_url":"https://fsdafrica.org/wp-content/uploads/2025/05/FSD-Impact-Study.pdf","generator":"Climate Insights Directory","generated_fields":["summary","key_insights","climate_tags","geography_discussed","analysis_type"],"summary":{"text":"The document evaluates FSD Kenya's role in expanding financial inclusion from 27.4% in 2006 to 66.7% in 2013. It highlights successes in capacity building for banks (notably Equity Bank), facilitating the regulatory environment for M-Pesa, and developing public infrastructure like credit information sharing and an interbank payments switch. However, it notes failures in the SACCO sector and limited impact on the 'real economy' (agriculture and SMEs) due to misaligned incentives. The study concludes that while the financial system is more inclusive, the primary beneficiaries have been those above the poverty line and the supply-side providers.","ai_generated":true,"unit":"fsdafri-000168#summary","date_modified":"2026-10-23"},"key_insights":[{"text":"Kenya experienced a dramatic increase in formal financial inclusion, with the proportion of adults with access to formal providers rising from 27.4% in 2006 to 66.7% in 2013, representing 8 million additional people.","ai_generated":true,"unit":"fsdafri-000168#insight-1","date_modified":"2026-10-23"},{"text":"FSD Kenya's capacity-building efforts with commercial banks were highly successful, particularly with Equity Bank, which grew its credit portfolio by 346% between 2006 and 2008 while reducing loans at risk from 13.2% to 8.6%.","ai_generated":true,"unit":"fsdafri-000168#insight-2","date_modified":"2026-10-23"},{"text":"Interventions in the SACCO sector were largely unsuccessful because FSD Kenya underestimated the strength of informal rules and the lack of incentives for SACCOs to change, despite investing $2.3 million in capacity-building between 2006 and 2010.","ai_generated":true,"unit":"fsdafri-000168#insight-3","date_modified":"2026-10-23"},{"text":"FSD Kenya played a critical role in the success of M-Pesa by using its relationship with the Central Bank of Kenya (CBK) to create a conducive regulatory environment, specifically by helping the CBK issue a 'Letter of no Objection' to Vodafone.","ai_generated":true,"unit":"fsdafri-000168#insight-4","date_modified":"2026-10-23"},{"text":"The M-Shwari product, supported by FSD Kenya with $0.65 million, reached over 11 million accounts by 2015, though its primary beneficiaries were skewed toward those above the poverty line.","ai_generated":true,"unit":"fsdafri-000168#insight-5","date_modified":"2026-10-23"},{"text":"FSD Kenya facilitated the development of essential public infrastructure, including a credit information sharing (CIS) system and an interoperable payments 'Switch', though these required long-term engagement (6-8 years) to achieve progress.","ai_generated":true,"unit":"fsdafri-000168#insight-6","date_modified":"2026-10-23"},{"text":"Efforts to impact the 'real economy' were largely unsuccessful; value chain finance (VCF) projects in agriculture failed due to a lack of technical leadership and lukewarm commitment from finance providers.","ai_generated":true,"unit":"fsdafri-000168#insight-7","date_modified":"2026-10-23"},{"text":"The 'Making Markets Work for the Poor' (M4P) approach was vindicated by the overall results, but the study notes that the financial market now works 'even more' for those above the poverty line and the supply-side (banks), whose profits increased 3.5-fold between 2005 and 2013.","ai_generated":true,"unit":"fsdafri-000168#insight-8","date_modified":"2026-10-23"},{"text":"The organizational form of an independent trust provided FSD Kenya with significant operational advantages in flexibility, neutrality, and efficiency, with 88% of spend going to programmes compared to 60-70% in contracted-out models.","ai_generated":true,"unit":"fsdafri-000168#insight-9","date_modified":"2026-10-23"}],"climate_tags":["microfinance","financial regulation","capacity building"],"geography_discussed":["South Africa","United Kingdom"],"frame_perspective":[],"analysis_type":["case study","impact assessment","learning review"]}]}