The Global Learning for Adaptive Management (GLAM) is an initiative envisioned as a globally networked learning alliance that aims to actively identify, operationalise and promote rigorous evidence-based approaches to adaptive management. GLAM has a legacy of research on effective monitoring, evaluation and learning (MEL) for Adaptive management (MEL4AM) and a library focused on adaptive and MEL4AM work.
This brief explores the issues and learning related to work the USAID/Honduras Transforming Market Systems (TMS) Activity has been leading to support both public- and private-sector stakeholders to generate and use metrics and data for decision-making, setting economic growth agendas, building alliances, and adapt to changing circumstances.
The Summary outlines the ways in which DI’s use of collaborating, learning and adapting (CLA) mindsets and practices contributed to its development achievements.
For the USAID/Uganda School Health and Reading Program (SHRP) – implemented by RTI, adapting to improve results was at the heart of early grade reading efforts since the program started in 2012.
The USAID Resiliency in Northern Ghana (RING) Project had notable success in its first three years of integrated agriculture, nutrition, livelihoods and sanitation programming to improve nutrition and household resiliency within the most vulnerable homes in the Northern Region. One area of project focus is women’s...
The USAID/Bangladesh “Feed the Future Livestock Production for Improved Nutrition (LPIN) Activity” utilized Collaborating – Learning – and Adapting (CLA) from start to finish.
Utilizing CLA approaches such as Pause and Reflect, the DREAMS attendees applied learning on MERS to determine areas within their project that could be made more market-aware.
Youth unemployment and underemployment is a major development challenge around the world and particularly in Kenya which has one of the highest rates of youth unemployment globally. This case explores the CLA approach of Kenya Youth Employment and Skills Program (K-YES), a five-year program funded by USAID that enhances employment opportunities for unemployed and underemployed Kenyan youth (aged 18-35) who have not completed secondary education.
This case draws on lessons learned from the USAID/Pakistan Community Resilience Office’s (CRO’s) “safe charity” campaign to highlight ways in which USAID and its partners can leverage CLA to improve the performance of countering violent extremism (CVE) programming.
Synchronizing with the end of Nobo Jatra's Mid Term Evaluation, a Theory of Change (ToC) review facilitated by The TOPs Program served as a valuable opportunity to use learning and evidence as a basis to revise the pathways, outputs and outcomes in the ToC and strengthen the layering, sequencing, integration, and overall prioritization of interventions.