Strategic collaboration, continuous learning, and adaptive management throughout the Program Cycle helps USAID missions and operating units (OUs) achieve better development outcomes. Collaborating, Learning, and Adapting (CLA) can be integrated into the procurement process, solicitation, and management of implementing...
USAID/Bangladesh's first ever Broad Agency Announcement (BAA) on designing one of the flagship activities titled- ‘Advancing Universal Health Coverage (AUHC)’ demonstrates a set of exemplary practices of collaboration, learning and adaptation. This BAA is unique, not in the overall process, but because it has generated...
This guidance is intended to inform USAID staff, especially Mission project design and management teams and OAA staff, on options for designing flexible, shock responsive programs and as well as options to respond to shocks through existing development programs that were not designed with shock responsiveness in mind.
Both in the design of the mechanism and in the ways it was implemented, Zimbabwe's Civil Society Strengthening Program (CSSP) benefited from systematic and intentional incorporation of features that facilitated adaptive management.
Spanning five and a half years (2012-2017), USAID/Kenya's Feed the Future Innovation Engine (KIE) sought to identify, foster and bring to scale innovative private sector solutions to persistent poverty and food insecurity.
USAID/Central Asia's Power the Future activity is a four-year (2017-2021), $24 million single-award indefinite delivery, indefinite quantity (IDIQ) contract designed to facilitate adaptive management through task orders driven by context and opportunity.
USAID/Kosovo's Transparent, Effective and Accountable Municipalities (TEAM) program is a five-year (2017-2022) Cost Plus Award Fee (CPAF) contract designed to facilitate adaptive management and local ownership of the activity.
USAID/Indonesia's Urban Water, Sanitation and Hygiene (IUWASH) program was designed to support the Government of Indonesia (GOI) in making significant progress toward achieving its safe water and sanitation Millennium Development Goal (MDG) targets.
Is a genuinely sustainable, locally-led, politically-smart approach to economic governance and Business Environment Reform possible? Lessons from 10 years implementing ENABLE in Nigeria
At a global organization, bridging the gap between day-to-day of program implementation and more systematic reflection, documentation of lessons learned and dissemination of knowledge is challenging, particularly for organizations such as Global Communities, which operates in more than 20 countries across Africa, Asia,...