A four step tool for managing the systematic transfer organizational knowledge
Techniques for achieving results and tracking progress in the fluid and rapidly changing operating environment of authoritarian-ruled Belarus.
The engagement grid below outlines a variety of approaches to conducting learning activities to help answer learning questions. Often, we rely on approaches that we have used in the past without pausing to reflect on whether those approaches are the best fit given our learning questions. This grid is intended for use by...
This checklist is intended for use by USAID and implementing partner staff when developing or reviewing learning questions during monitoring, evaluation, and learning (MEL) planning processes. It can be used to assess the appropriateness of each learning question based on utility, focus, feasibility, and inclusivity....
Successful collaboration requires a facilitative leader. Facilitative leadership, if executed well, can increase effectiveness by harnessing the resources of many, can increase efficiency by avoiding duplication and conflict, and can be a powerful leveraging mechanism to achieve high level development goals.
USAID is committed to full and active disclosure of evaluation reports, methods, findings, and data produced by the Agency or partners receiving USAID funding. This is guided by Agency policies and directives, including the USAID ADS Reference 201mae and ADS 540 – Development Experience Information. These direct that...
This bulletin from the Office of Acquisitions and Assistance provides guidance on how to allow for learning, flexibility, and adaptability in contracts.
This paper provides an overview of the facilitation approach with information drawn from its use in market systems development.
this new innovative methodology is being employed to evaluate program interventions, using case examples from USAID, the German Development Bank, and the World Bank.
Practitioners working in nutrition must start thinking about the effect food, health, and education systems have on nutrition practices and outcomes. “Systems thinking” means paying attention to the unpredictable interactions among actors, sectors, disciplines, and determinants of nutrition. That thinking results in new ways of approaching, analyzing, and solving challenges, which must be applied through policy development, program design, implementation, and research. SPRING approaches systems in two ways – by articulating and promoting systems thinking for nutrition and by strengthening specific components of those systems. This paper makes the case for why systems thinking is important for nutrition and proposes several approaches to strengthening systems for nutrition.