To help set an activity up for success, we need to design it in such a way that will enable USAID staff and future implementing partners (IPs) to share crucial knowledge, learn from their experience, and adapt their approaches as needed in order to achieve the outcomes sought.
One of the most important things we can do is infuse CLA consistently and coherently throughout the entire solicitation.
As you manage your activity, you have a chance to model these practices and to encourage and incentivize them in your implementing partner (IP).
Adaptive programming and management principles focused on learning, experimentation, and evidence-based decision making are gaining traction with donor agencies and implementing partners in international development. Adaptation calls for using learning to inform adjustments during project implementation. This requires...
A learning agenda includes a (1) set of questions addressing the critical knowledge gaps impeding informed design and implementation decisions and (2) plans for learning activities to help answer those questions. A basic process for a learning agenda includes three key steps:Understanding the context Developing and...
This paper describes how adaptive management can be fostered if participatory 'evaluative thinking' activities are used to analyze assumptions in theory of change models.
This resource is available to USAID staff only. Click on the link to view it on ProgramNet.
In June 2015, the USAID/Uganda Feed the Future Agricultural Inputs Activity was reaching its midway point, and the team commissioned a Strategic Assessment to determine if the Activity was on track towards achieving transformational change in the agro-inputs system. The Strategic Assessment found that the Activity’s...
Stacey Young, from USAID's Office of Learning, Evaluation and Research, provides detailed information about collaborating, learning and adapting within the Program Cycle.
Communities of Practice Guidance