Your search
Results 33 resources
-
USAID’s Bureau for Policy, Planning and Learning and its LEARN support contract are working to integrate systematic, intentional and resourced collaborating, learning and adapting (CLA) throughout program planning and implementation to achieve more effective development programs. As part of this effort, USAID is exploring several approaches to understand whether and how strategic collaboration, continuous learning and adaptive management make a difference to organizational effectiveness and...
-
This paper proposes that pastoralist systems are better treated, in aggregate, as a global critical infrastructure. The policy and management implications that follow are significant and differ importantly from current pastoralist policies and recommendations. A multi-typology framework is presented, identifying the conditions under which pastoralists can be considered real-time reliability professionals in systems with mandates preventing or otherwise avoiding key events from happening....
-
“Ever failed. No matter. Try again. Fail again. Fail better.” --Samuel Beckett Here’s my favorite part of that quote: the ultimate goal is not a lack of failure; it’s better failures. That’s good news for CARE, because we just published round two of our Learning From Failure initiative, and…I know this will surprise everyone…we haven’t stopped failures yet. We do have some hopeful signs that we’re failing better; or at least, that we’re improving on some concrete weaknesses we identified in...
-
Adaptive management approaches potentially offer us opportunities to deliver high quality results in circumstances where change is complex, including in fragile, unstable or conflict affected places. However, building adaptive programming continues to be a challenge for the sector. For CARE, our Department for International Development -UK Aid funded Girls’ Education Challenge (GEC) programming has provided useful learning on how to operationalise adaptive approaches. In this paper we expand...
-
Planning for and assessing system change is a strategic management issue. It is critical for everything from developing a strategy and designing interventions, to adapting strategy, improving implementation and reporting impact. But many programmes get stuck when it comes to assessing system change. The private sector development field has struggled to agree on an approach that programmes can implement and stakeholders can understand. However some mature programmes are starting to assess...
-
Planning for and assessing system change is a strategic management issue. It is critical for everything from developing a strategy and designing interventions, to adapting strategy, improving implementation and reporting impact. But many programmes get stuck when it comes to assessing system change. The private sector development field has struggled to agree on an approach that programmes can implement and stakeholders can understand. However some mature programmes are starting to assess...
-
Most people agree that monitoring and evaluation (M&E) should be used for both learning and accountability. However, there is no consensus about which one is more important. The debate matters as there is sometimes tension between the two purposes. In the past there has often been a disconnect between M&E and learning. Many M&E systems are primarily designed to enable accountability to donors.
-
This briefing note looks at how the United States Agency for International Development (USAID) Wildlife Asia programme has operationalised the concepts of adaptive rigour and adaptive management as part of its approach to collaborating, learning and adapting. As described by the Global Learning for Adaptive Management (GLAM) initiative, adaptive rigour is about ensuring that the data, information, methods, processes and systems that underpin adaptive management are robust, systematic and...
-
This briefing note focuses on the remote collection and use of data for adaptive management during the Covid-19 pandemic, setting out key considerations to help practitioners think through a transition from more ‘traditional’ monitoring, evaluation and learning (MEL) to MEL for adaptive management (MEL4AM) that reflects the unique data collection challenges presented by Covid-19. The brief provides an overview of some key considerations in remote data collection, when this is required, and...
Explore
Theme
-
Adaptive Approaches [+]
- Adaptive Learning (2)
- Adaptive Management (19)
- Agile & Lean approaches (2)
- CLA (Collaborating Learning Adapting) (3)
- Design Thinking / HCD (3)
- Other Adaptive approaches (2)
- PDIA (Problem-Driven Iterative Adaptation) (1)
- PEA (Political Economy Analysis) (1)
- Systemcraft (1)
- Systems Thinking / Complexity (8)
- TWP (Thinking & Working Politically) (1)
- Cases (2)
- Courses (1)
- Development Actors Perspectives (13)
-
Geography
(5)
-
Africa
(4)
-
Eastern Africa
(3)
- Tanzania (3)
-
West Africa
(1)
- Sierra Leone (1)
-
Eastern Africa
(3)
- Asia (1)
-
Africa
(4)
- MEL4 Adaptive Management (10)
-
Practical
(9)
- Tools (1)
-
Sectors [+]
(16)
- Alternative Development (1)
- Cash Trasfers (1)
- Environmental Management (3)
- Fragile and Conflict Aflicted Settings (1)
- Gender (3)
- Governance and Accountability (1)
- Health (1)
-
Innovation (in Development)
(1)
- Funding (1)
- Locally driven development (1)
- NGOs (2)
- Organizational Change (2)
- Pastoralism (1)