2024 CLA Case Competition

2024 Case Competition Winners & Finalists!

The 2024 CLA Case Competition submission period lasted from June 17 to July 26, during which time 176 cases were received. A team of judges from USAID read all entries and selected finalists for review by a second panel of judges. Out of the 176 submissions, the judges identified ten winners and ten finalists.

See the finalists and winners in alphabetical order below, and check out all the submitted cases in the CLA Case Map.

2024 CLA Case Competition Winners: 

Charting Uncertainty: Scenario Planning in a Complex Environment | USAID/Sudan 

• USAID/Sudan embraced scenario planning to navigate the country’s volatile political and security landscape while also fostering collaboration among staff and partners. Faced with ongoing conflict, the Mission developed flexible scenario planning strategies to anticipate challenges and adapt its programs for maximum impact. This proactive approach has strengthened the Mission’s ability to deliver sustainable development outcomes, even in a rapidly changing environment, ensuring its programs remain effective and aligned with the needs of the Sudanese people. 

CLA Benefits Energy Access and Financial Inclusion in Papua New Guinea | RTI International 

• The USAID Papua New Guinea Electrification Project (PEP) worked with the state-owned power company to address chronic financial losses from customer non-payment. PEP recognized an unforeseen barrier to an otherwise successful Amnesty campaign for non-paying customers: lack of easy access to payment options. Through a strategic partnership with a local bank, PEP introduced a user-friendly app that allows previously unbanked customers to open accounts and make electricity payments easily. This initiative not only helped improve state revenue collection but also promoted financial inclusion, giving rural customers access to broader banking services. 

CLA’s Essential Role in Supporting Racial and Ethnic Equity | Social Impact and USAID/Mali

• USAID/Mali used the Racial and Ethnic Equity (REE) Maturity Tool, which is modeled on the CLA Maturity Tool, to integrate REE into its programming, focusing on vulnerable cultural-linguistic groups. Through CLA-centered workshops and reflection sessions, the Mission identified key challenges and developed six action plans to enhance inclusion. This resulted in a revised activity design, new partnerships, and a focus on supporting underrepresented groups, ensuring that no community in Mali is left behind.

Collaborative Efforts to Further Strengthen the Government of Tanzania's Monitoring, Evaluation, and Learning (MEL) Capacity Through the National MEL Week | Social Impact, International Business Initiatives, and USAID/Tanzania

• USAID partnered with the Government of Tanzania to strengthen the country’s Monitoring, Evaluation, and Learning (MEL) capacity through the National MEL Week. This annual event brings together public, private, and international stakeholders to promote collaboration, evidence-based decision-making, and best practices. With over 600 participants in 2023, the initiative has shaped national M&E guidelines and enhanced capacity, driving transparency, accountability, and continuous learning across sectors in Tanzania.

Collaborators with skin in the game: Learning about the use of sport to foster resilience against against wildlife crime in the Greater Kruger, South Africa | WWF South Africa

• The Khetha Program, implemented by WWF South Africa and USAID, uses sports to strengthen community ties and reduce youth involvement in wildlife crime around Greater Kruger, South Africa. By engaging vulnerable young people in soccer and netball, the program fosters resilience and positive social connections. The initial program design relied on literature and qualitative research with target participants. Using real-time data tools like SenseMaker®, the initiative adapts to emerging challenges and successes, with early results showing 80% of participants reporting positive behavioral change. 

Empowering Entrepreneurs with Disabilities in Paraguay:  Adaptive Management to Do No Harm | USAID/Paraguay

• USAID partnered with Fundación Saraki in Paraguay to support entrepreneurs with disabilities. Initially aimed at formalizing businesses, the project pivoted after discovering that formalization could cause participants to lose vital public benefits. Through collaboration and adaptive management, USAID and Saraki launched the Mbarete Network. Mbarete advocates for policy changes and provides essential support to entrepreneurs with disabilities, creating a more inclusive business environment. 

Learning for Organizational Resilience to Streamline USAID Processes in El Salvador | USAID/ES-CAM and Staff Care

• USAID/El Salvador's Democracy and Governance Office used CLA approaches to enhance internal collaboration and efficiency. By implementing feedback loops, real-time data collection, and team reflections, the office streamlined processes and improved decision-making. Off-site retreats and tools like DiSC assessments also strengthened team morale and alignment with office goals. These efforts positioned the office to adapt effectively within El Salvador's dynamic environment.

The Community-based Landscape Connectivity Model - A Collaborative Approach to Secure, Protect, and Sustain Kwakuchinja Wildlife Connectivity | RTI International and USAID/Tanzania

• The USAID Tuhifadhi Maliasili program is transforming conservation in Tanzania by uniting communities, government, and conservation groups to secure the vital Kwakuchinja wildlife corridor. Through empowering local voices and fostering open dialogue, the project tackles land-use conflicts while promoting sustainable livelihoods. Anchored in the CLA approach, this collaborative effort not only strengthens wildlife connectivity but also lays the foundation for long-term, community-driven conservation success.

The Power of Empathy: Unlocked Through CLA | Bixal Solutions and USAID/Nepal

• USAID/Nepal’s push for localization left staff feeling overwhelmed by rapid changes. To address this, the Learning for Development team used a CLA approach focused on empathy, gathering staff insights through interviews, empathy mapping, and focus groups. The findings were compiled into an interactive web portal, highlighting lessons learned and charting a clear path forward. This process fostered open communication and helped staff feel heard, appreciated, and reconnected to the Mission’s localization goals.

USAID/Malawi Mid-Course Stocktaking Collaboration | USAID/Malawi

• USAID/Malawi conducted a Mid-Course Stocktaking (MCST) to reassess its country development strategy, engaging local stakeholders, implementing partners and the government of Malawi. This process identified key priorities like climate change, private sector growth, and youth inclusion. In response, USAID revised performance targets, launched a visibility campaign, and piloted a district integration model, sharpening its focus and increasing alignment with Malawi’s development goals for greater impact.

>>> Browse All CLA Competition Cases

2024 CLA Case Competition Finalists:

Creating a Community of Local Systems Practitioners | LINC, Corporación ECOSS, and Gerry Roxas Foundation

• Sixteen local organizations across Asia and Latin America joined the COPE initiative to tackle development challenges using systems thinking. Funded by USAID’s Local Works Program, COPE provides seed funding and fosters peer-learning for local projects that apply systems thinking in real-world contexts, aiming to grow a community of systems thinking practitioners in the global south. As a result, local organizations are now putting CLA into action - building relationships and sharing knowledge to develop innovative local solutions to persistent development issues in their communities.

Evidence-based Learning Facilitates Participatory Adaptive Management | Abt Global/FTF Cambodia Harvest III

• The Feed the Future Cambodia Harvest III project is transforming the agriculture sector in Cambodia through evidence-based learning and adaptive management. By bringing together grantees, USAID, and smallholder farmers, the project conducted a deep dive into its grants, uncovering key successes and pinpointing areas for improvement. This collaborative learning approach not only strengthened relationships and sparked open dialogue, but enabled the team to  refine future grant strategies to better serve underserved market actors.

FLOPping for Success: Building an institutional culture of learning from failure | International Republican Institute

• The International Republican Institute (IRI) launched “failures for learning, opportunities, and progress” or “FLOP” festivals to create a safe space for staff to learn from failure and foster continuous improvement. Using USAID’s CLA approach, these sessions encouraged open, solution-focused discussions, breaking down silos and enhancing cross-program learning. This initiative is now spreading across IRI, improving collaboration, program outcomes, and promoting a stronger culture of learning.

USAID/Lebanon extends collaboration to strategically adapt its CDCS amidst contextual shifts in host country operating environment | USAID/Lebanon and EnCompass/MEPL

• USAID/Lebanon leveraged CLA to successfully adapt its Country Development Cooperation Strategy (CDCS) amidst Lebanon’s ongoing crises. As part of a CDCS  midcourse stocktaking, the Mission worked closely with implementing partners and other stakeholders to gather real-time feedback and integrate it into their strategy, culminating in a collaborative and inclusive workshop. This process not only strengthened partnerships and streamlined decision-making but also ensured USAID’s programs could quickly adapt to new challenges in a highly complex environment.

Reflection and Adaptive Management in Action in Mozambique | iDE

• The Feed the Future Resilient Coastal Communities project in Northern Mozambique improved collaboration and decision-making through CLA-driven pause and reflect workshops. These sessions brought together consortium members and government stakeholders to review data, share insights, and refine strategies. The result was stronger communication, better project implementation, and a unified understanding of goals, setting the stage for long-term impact in coastal communities.

Fast Tracking Mission-wide Staff Transition Lessons from USAID Ukraine Strategic Transition Planning | USAID/Ukraine and EnCompass

• USAID/Ukraine managed large-scale staff transitions amidst the ongoing war by bringing together new, departing, and existing staff in a 4-day hybrid Strategic Transition Planning workshop. The workshop, which leveraged a range of CLA approaches in both its planning and delivery, ensured smooth onboarding, increased efficiency, promoted collaboration across teams, and enhanced morale, providing a potential model for other missions.

“Plan to Achieve”: Creating innovative MEL tools to Integrate CLA in the Indicators’ performance management of Business Egypt Activity | DAI

• USAID’s Business Egypt program, facing economic challenges, developed an innovative tool to improve performance management. The Plan to Achieve Tool (PAT) links program activities to performance indicators, ensuring data-driven decisions, fostering collaboration across teams, and increasing team ownership of the data collection process. The tool has strengthened program outcomes and attracted interest from USAID and other stakeholders for its potential broader applications.

Increasing access to financial and extension services to small businesses and smallholder farmers in Tanzania through CLA Approach | ACDI/VOCA

• The Kilimo Tija Project (KTP) in Tanzania is improving access to financial and agricultural extension services for smallholder farmers and small businesses. With CLA built in since its inception, KTP developed a targeted learning agenda and collected data that showed some unexpected barriers. The project then brought together stakeholders to reflect on these barriers and adapted their approach. This resulted in new partnerships, and ultimately a 366% increase in loan access and significant boost to farmer productivity.

Breaking the silos and integrating M&E in the programming with CLA | National Democratic Institute (NDI) Serbia

• To strengthen its impact on Serbia's evolving democratic landscape, the National Democratic Institute (NDI) overhauled its Monitoring, Evaluation, and Learning (MEL) system in 2023. By using a CLA approach and hosting pause and reflect sessions, NDI improved data management, increased staff engagement, and aligned activities more closely with long-term goals. This overhaul has enhanced NDI’s ability to drive more effective and impactful democratic development in Serbia.

Power to the People: Empowering communities to build social cohesion in Guatemala's Western Highlands | Peacebuilding Project

• Using several CLA approaches, the USAID Peacebuilding Project in Guatemala’s Western Highlands empowered local communities to manage conflicts and build social cohesion. By fostering relationships and creating networks of youth, women, and local leaders trained in conflict resolution, the project impacted over 130 communities. A community-driven approach grounded in CLA has enabled lasting peacebuilding efforts, leaving communities equipped to sustain social cohesion independently.

>>> Browse All CLA Competition Cases

​What is Collaborating, Learning, and Adapting (CLA)?

In 2012, USAID’s Bureau for Planning, Learning, and Resource Management (PLR) introduced the concept of collaborating, learning, and adapting as the Agency’s approach to organizational learning and adaptive management throughout USAID’s Program Cycle. CLA is intended to help USAID and its partners address common challenges that pervade international development assistance, including when:

• Coordination among donors and implementers is lacking, resulting in missed opportunities for greater impact
• Development is donor-driven, rather than country-led or community-owned
• Data and evidence that could inform programming are not utilized
• Outdated practices are still used despite evidence of their ineffectiveness
• Programming is not relevant to the local context
• Donors and implementing partners stick to existing plans and implementation approaches even as the context changes

As development practitioners, USAID staff and implementing partners do their best to avoid these common pitfalls. However, significant demands on time, limited resources, and a need to show immediate results often means that collaborating, learning, and adapting effectively to overcome these challenges remains elusive.

In the simplest terms, integrating collaborating, learning, and adapting throughout the Program Cycle can help development practitioners address the above challenges by thinking through:

• Collaborating: Are we collaborating with the right partners at the right time to promote synergy over stovepiping?
• Learning: Are we asking the most important questions and finding answers that are relevant to decision making?
• Adapting: Are we using the information that we gather through collaboration and learning activities to make better decisions and make adjustments as necessary?
• Enabling Conditions: Are we working in an organizational environment that supports our collaborating, learning, and adapting efforts?

The CLA Framework

While collaborating, learning, and adapting are not new to USAID or international development in general, they often do not happen regularly or systematically and are not intentionally resourced. To address this, USAID's Collaborating, Learning, and Adapting (CLA) Framework helps USAID missions and implementing partners think more deliberately about how to plan for and implement CLA approaches that fit their context and assist them in achieving their development objectives.

​

Graphic: CLA Framework supports implementation of USAID's Program Cycle.

The CLA Framework identifies components and subcomponents to help USAID staff and partners think more deliberately about what approach to CLA might be best tailored to an organizational or programming context. The framework recognizes the diversity of what CLA can look like in various organizations and projects while also giving CLA structure, clarity, and coherence across two key dimensions:

• CLA in the Program Cycle (portion shaded in red on the left-hand side of the CLA Framework above): how CLA is incorporated throughout Program Cycle processes, including strategy, project, and activity design and implementation; and
• Enabling Conditions (portion shaded in dark blue on the right-hand side of the CLA framework above): how an organization’s culture, business processes, and resource allocation support CLA integration.

Organizations need both integrated CLA practices appropriate for their context and conducive enabling conditions to become stronger learning organizations capable of managing adaptively. The framework stresses the holistic and integrated nature of the various components of CLA to reinforce the principle that CLA is not a separate workstream—it should be integrated into existing processes to strengthen the discipline of development and improve aid effectiveness.

View the CLA Framework two-pager to learn more about what each of the subcomponents mean.

Want to learn more about CLA? Check out these resources in the CLA Toolkit. 

Stay tuned for more information on the 2025 CLA Case Competition! 

Who may enter?

The CLA Case Competition is open to all USAID staff and partners from all types of organizations (charitable organizations, private companies, or public entities) working with USAID around the world. Note: The specific activity doesn't necessarily have to be funded by USAID; however, USAID must somehow be connected to the work.

What are the case submission requirements?

To enter the Case Competition, you are required to submit: (1) the 2025 Case Submission form, (2) the Basic Data webform, and (3) an original photo related to your case submission. For additional information, please refer to the Submit Your Case page. (Note: The Submit Your Case page - with both the Case Submission form and the Basic Data webform - will become available when the competition opens.)

Cases must:

• Use a collaborating, learning, and adapting approach.
• Be associated with USAID in some way. The specific activity doesn't necessarily have to be funded by USAID; however, USAID must somehow be connected to the work, such as through collaboration or a partnership, or through an implementing partner improving their own internal CLA-related work, which by extension impacts the work they do with USAID.
• Be submitted in English.
• Be submitted before the Case Competition closes, date TBD

How will my case be judged?
 

A panel of judges from USAID will review entries. We’re looking for cases that:

• Are intentional, systematic and resourced - CLA doesn’t just happen, it needs to be planned and budgeted. Be sure to write about the decision-making processes behind your CLA approach.
• Are holistic, covering multiple subcomponents in the CLA framework - The strongest CLA cases involve the CLA in the Program Cycle components on the left side of the CLA framework (Collaborating, Learning and Adapting) and the enabling conditions on the right side (Culture, Processes, and Resources).
• Have an ongoing effect on your organization and its work - If you choose to write about a conference or one-off event, strengthen your case by explaining how the learning and relationship-building continued after your event.
• Could potentially be adopted by others - Describe your CLA approach in such a way that someone with a similar development or organizational challenge may replicate it.
• Have clarity of expression and storytelling - this includes good punctuation and grammar.
• Clearly track to CLA components and subcomponents - reference the subcomponents of the CLA Framework in your narrative.

For examples of how others have used a CLA approach, browse our collection of CLA Case Competition submissions.

How will winning cases be recognized?

All eligible cases will be published on USAID Learning Lab and may be featured in our Learning Matters newsletter, as well as in email blasts and on Learning Lab’s X and LinkedIn accounts. 

General Questions

What is the purpose of the CLA Case Competition?

The CLA Case Competition captures real-life examples of USAID staff and partners using a CLA approach. This year marks ten years of the Case Competition helping USAID learn about what works and what does not when implementing CLA. Cases will help inform the Agency’s adaptive approaches to localization, climate change, equity issues, and other contextual challenges. The past decade of case submissions have been important to informing USAID's and partners' ongoing work in advancing how CLA approaches can be applied for organizational learning and improved development results.

Can I submit a case about an activity that is just getting started?

Yes, we welcome examples of newer CLA activities or approaches that are just beginning. Documenting your work for this competition can enable you to be more systematic, intentional, and resourced about CLA in the future. It can also allow you to track your progress as you implement your programming.  

Do cases have to represent only USAID-funded work?

The specific activity doesn't necessarily have to be funded by USAID; however, USAID must somehow be connected to the work, such as through collaboration or a partnership, or through an implementing partner improving their own internal CLA-related work, which by extension impacts the work they do with USAID. If you have a case in which USAID is not somehow connected to the work, we encourage you to contribute it as a blog post or resource on Learning Lab!

Can cases be submitted in languages other than English?

Unfortunately, we are not able to process and display cases in any language other than English.

Can I submit more than one case?

There is a limit of one case per activity. There is no limit on how many cases an organization may submit. If an organization is submitting multiple cases (each from a different activity), then please complete a separate entry form for each case. Please note that the Basic Data webform that is filled out and submitted as part of the complete submission is a Google survey, and only one submission per email address can be accepted.

Can I edit my entry once it has been submitted?

Unfortunately, we are unable to accept an updated entry or additional materials related to it after you have already submitted your entry. 

Who is managing the CLA Case Competition?

The CLA Case Competition is managed by USAID's CLA practice area in the Bureau for Planning, Learning, and Resource Management (PLR) and by the Program Cycle Mechanism (PCM), a PLR mechanism implemented by Environmental Incentives, LLC.

What would my reward be if my case wins? 

Winning and finalist cases get special recognition in Agency-wide newsletters and communication campaigns. There may also be opportunities to present cases in future learning events for both USAID staff and the wider partner community.

Can we include other supporting attachments, such as products that came out of the case like 2-pager or learning briefs etc? 

The Google Dataweb Form doesn’t allow for additional attachments. While those are great to mention in your case, the content will not be included in the judging process. We encourage you to share these attachments with [email protected] to have them featured on Learning Lab.

Is there a community of practice or brown bag whereby finalists or winners present their cases and people get to ask questions?

USAID intends to host period learning events for USAID staff and the wider partner community where cases will be featured. Learning Lab also has a public page on LinkedIn where cases are promoted and users can share their own experience. We encourage you to follow the page! 

When you say one submission per activity, you mean per award?

Yes, the judges will review one submission per award. If you’re an implementing partner (IP), coordinate your submission with your country Mission to ensure only one submission captures the activity/award. The judges will disqualify an IP’s submission that has a matching Mission submission.

Would you afford us an opportunity to interact with those that submitted previously?

At the moment we do not have a system in place to connect future participants with past participants. However, we do encourage you to browse the over 600 cases on Learning Lab’s CLA Case Map; each case has an author(s) listed when you open the case page, whom you are welcome to connect with. Additionally, you are encouraged to attend future peer learning events for an opportunity to engage with past participants. If you would like to connect with authors of a specific case and cannot identify them, you can email us at [email protected] and we may be able to support that introduction. 

Can I submit a case if the activity has ended?

Absolutely! Completed cases offer just as much (if not more) lessons and good practices as an ongoing activity. 

Who reviews the case submissions?

The cases are reviewed by a panel of seven judges, made up of USAID staff representing various bureaus and who have different areas of technical expertise. The judging process is divided into two rounds to identify finalists and approximately ten winners.

Is attaching an original photo mandatory?

Yes, a photo original to the activity is a requirement to qualify for the competition. If you do not have an original photo or worry that your activity holds sensitive photos not shareable with the public, you can create a graphic unique to your activity, take a screenshot of a virtual team meeting, or design a unique slide that captures an element of your activity. If you face any issues attaching a photo to the Google Submission Webform, you can email your original photo to [email protected].

Do we need to submit a consent form for the photo?

At the moment, we do not require a consent form. Please share an original photo at your discretion. We encourage submitters to follow standard ethical practices and use good judgment when selecting photos to submit. When in doubt, email us ([email protected]) with any questions/concerns and we will do our best to guide you. 

How many winning cases are selected? Is it by mission or region?

Roughly ten cases are selected as winners each year, and twenty are identified as finalists, depending on the total number of submissions  There are no quotas by Mission or geographic region.

Submission Form Questions

Are the ADS 201 definitions linked in the PDF entry form?

They are not, but here’s the link to the ADS definitions.

Are there a specific number of pages, font type and size required?

Please do not change the presets, which include font type, size, and character limits, in the Adobe Fillable PDF form.

When we talk about culture in the USAID CLA Framework, what do we mean? Is it organizational culture?

Yes, we mean organizational culture, not country culture. See page two of this document to learn more about what we mean by culture in the CLA Framework.

Eligibility/Submission Limits

Can we submit a case when we helped others use CLA approaches, vs. doing it ourselves?

Yes you may.

Are there limitations on when the case took place? (e.g., is a case from several years ago permissible?)

There are no time limits, as long as the case hasn’t already been submitted in previous CLA Case Competitions.

My activity was not fully funded by USAID, it is only about 20% funded by USAID. Do you have any requirements on the minimum percentage of the USAID portion of activity funding to be eligible for this case competition? Also, can we submit entries from U.S. Government activities aside from USAID (for example, U.S. Department of State)?

The specific activity doesn't necessarily have to be funded by USAID; however, USAID must somehow be connected to the work, such as through collaboration or a partnership, or through an implementing partner improving their own internal CLA-related work, which by extension impacts the work they do with USAID.

Is there a limit on how many cases one organization can submit (if the organization manages multiple programs)? Is it possible to submit more than one case from one activity?

There is a limit of one case per activity. There is no limit on how many cases an organization may submit. If an organization is submitting multiple cases (each from a different activity), then please complete a separate entry form for each case. Please note that the Basic Data webform that is filled out and submitted as part of the complete submission is a Google survey, and only one submission per email address can be accepted.

Acceptable Cases

Will a case that involves an approach to learning from across multiple countries be considered?

Yes! Check out this former winner.

Can we only focus on one CLA sub-component?

Because all of the CLA sub-components are so interrelated, we think it would be hard to write a case featuring only one. And, we’re looking for holistic cases that, ideally, draw on both sides of the CLA Framework.

What if I have more than one example of (multi-faceted) CLA? Can I submit multiple cases or should I put it all into one case?

It’s really up to you. If you can pull multiple approaches into one case while telling a cohesive story, that can make a very strong case. However, we also want you to be able to describe your CLA approach step-by-step, so if you won’t have enough space to do that well for such a multi-faceted approach, you might consider submitting multiple cases. However, the limit is one case for each activity.

How much should my case be data-driven? Do we need to be more fact-based?

Please include as much data about the outcomes of your CLA approach as you can. However, we recognize that it can be difficult to measure the outcomes of CLA. All types of data and evidence are welcome, and the very nature of the Case Competition is qualitative.

Is the CLA Maturity Tool the preferred tool to use or can we submit a case with our own approach?

We welcome cases on any kind of CLA approach.

Can the case consist of the approach/methodology we use in our activities?

Yes, as long as it also reflects a CLA approach and clearly articulates how your approach or methodology relates to CLA.

Can a case be based on the use of tools such as GIS in improving learning?

Yes, as long as the submission clearly articulates how you used the tool to support an intentional, systematic, and resourced CLA approach to address an operational or development challenge.