The Luke Commission (TLC) is a local NGO in the Kingdom of Eswatini that provides comprehensive medical care to under-served populations through mobile hospital outreaches and at a centrally-located fixed facility. Faced with substantial staff growth, TLC used a CLA approach to ensure that its unique organizational culture of compassionate care was both preserved and deepened.
Empleando Futuros targets at-risk youth in Honduras to help youth complete job training before taking on employment.
How do you go from good to great in a non-permissive environment when your budget has been zeroed and staff morale has tanked? In the case of USAID/Azerbaijan, the key was energizing Mission staff with a Collaborative Learning approach.
The USAID Human Resources for Health in 2030 Program (HRH2030), which supports low- and middle-income countries to develop the health workforce needed to improve health outcomes, has been supporting the Colombian Family Welfare Institute (ICBF) since April 2018 to strengthen the Colombia social service workforce through funding from the USAID Bureau for Democracy, Conflict and Humanitarian Assistance (DCHA) Center of Excellence on Democracy, Human Rights, and Governance (DRG) Displaced Children and Orphans Fund (DCOF).
The USAID/Philippines Health Project (2017–2022) is a portfolio of 11 activities to improve the health of under-served Filipinos. Based on evidence from its 2016 Health Portfolio Evaluation and Project Appraisal Document, USAID/Philippines determined that it is uniquely positioned to strengthen its impact in critical health areas – such as family planning and tuberculosis – by leveraging USAID’s Evaluation Policy and collaborating, learning, and adapting (CLA) principles.
CARE's Failing Forward initiative is sparking opportunities to showcase the ideas that don't work so we can spend more time implementing the ones that do. It's changing the conversation inside the organization, and leading to changes in the way we design and implement programs. It's also allowing us to make connections across a global portfolio of more than 900 projects, and with new and different partners to learn from their experience.
The Feed the Future Tanzania NAFAKA II (i.e. NAFAKA) program has recently undergone a shift to advance these goals, embedding more research around program interventions that allow all staff to operate with more than Performance Management Plan (PMP) indicators and observational findings, and reinforce an analytical culture.
Previously in USAID/Cambodia, site visits were documented in a disaggregated fashion that relied on each individual AOR/COR and how they maintained site visit reports in their official activity files. It was challenging and time consuming to analyze the information from site visits for more than one activity at a time, let alone across an entire sector or the Mission-wide portfolio.
A Guide to Hiring Adaptive Employees
A Harvard Business Review article focusing on developing organizational culture.