a
If you have general questions about how we work or what we can do for you, contact:
call us 1-647-995-4289
info@genderatwork.org
instagram
follow us

our associates

jeremy holland

UK

Jeremy Holland has been engaged in international development applied research for over 25 years. He has a long track record of facilitating reflection and learning events and working with feminist and combined research methods. In recent years Jeremy has supported adaptive learning in social change programmes that build inclusive citizen activism and networks in Bangladesh, Nigeria, Vietnam and Myanmar. Jeremy is highly experienced in coordinating multi-country, macro-level evaluations of complex programmes and portfolios. Between 2014 and 2017 he led a multi-country macro evaluation of DFID’s Strategic Vision for Girls and Women and Policy Frame for Empowerment and Accountability. In 2015, he led a joint systemic review of gender equality in global UN programming, commissioned by UN Women. Jeremy has a PhD from the University of Liverpool. He lives in Swansea, Wales.

selected publications:

 

  1. Holland J (ed), 2013. Who Counts? The power of participatory statistics (Rugby: Practical Action Publishing)
  2. Holland J, 2007. Tools for Institutional, Political and Social Analysis (TIPS) of Policy Reform (Washington D.C.: The World Bank)
  3. Alsop R, M Bertelsen and J Holland, 2006. Empowerment in Practice: From Analysis to Implementation (Washington D.C.: The World Bank)
  4. Holland J, R Attah, V Barca, C O’Brien, S Brook, E Fisher and A Kardan, 2018. “Getting the most out of mixed methods: Reflections from a multi-country cash transfer impact assessment”, Centre for Development Impact Practice Paper 19, August, Brighton, Institute of Development Studies
  5. Holland J, S Jones and A Kardan, 2015. “Understanding participation in development: Towards a framework”, in International Development Planning Review, 37(1), 77-94
  6. Holland J, L Ruedin, P Scott-Villiers and H Sheppard, 2012. “Tackling the Governance of Socially Inclusive Service Delivery”, Public Management Review, 14:2, 181-196