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Techniques for achieving results and tracking progress in the fluid and rapidly changing operating environment of authoritarian-ruled Belarus.
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Established in 2014, the U.S. Global Development Lab (“the Lab”) serves as an innovation hub within the U.S. Agency for International Development, helping the Agency harness advances in science, technology, innovation, and partnerships (STIP) that promise to accelerate development impact. The Lab’s two-part mission is...
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This document outlines E3/FAB's highly collaborative, cross-Mission learning agenda on conservation enterprises under its 5-year Measuring Impact contract that leverages relevant evidence and experience in different country contexts to improve project design, implementation, and impact.
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This document outlines DRG's leanring agenda has one of the most fully developed office-wide learning agendas at USAID, with high-quality documentation, extensive learning activities and products, and integrated mechanisms that promote ongoing collaboration.
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This document outlines E3/FAB's learning agenda focused on combating wildlife trafficking.
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This document outlines the Feed the Future’s inter-agency learning agenda, an interagency effort primarily led by USAID and the Millennium Challenge Corporation. The purpose of the agenda is to learn about which interventions have the greatest impact in a given context, which are most cost- effective, and what...
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This document outlines the Global Health / Health System Strengthening (HSS) learning agenda that focused on the Marshalling The Evidence initiative that cut across technical areas for HSS.
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The 2012-2013 learning agenda for Local Capacity Development emerged from an evaluation of USAID’s Development Grants Program (DGP), and became instrumental in establishing localworks (housed in USAID’s Local Sustainability Office in E3).
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This document outlines a learning agenda for Local Solutions centered around a synthesis of evaluations that maps evidence (about activity design, implementation, and results) from existing USAID evaluations related to local partnerships, capacity, local ownership, and sustainability.
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This case was submitted as part of the KM Impact Challenge in 2011.
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