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.
There is a growing body of evidence suggesting that people struggle to actually use data and evidence to inform their decisions. While there are a number of reasons for this, one of the main reasons is that teams and organizations often fail to internalize the data and evidence they have. If people don’t interpret or...
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.
A training module for all levels to understand how different types of capital contribute to and can be leveraged for resilience
This is a revised listing of Program Cycle related terms, which has been updated with the release of ADS 201.
This policy update is the work of USAID’s Bureau for Policy, Planning and Learning’s Office of Learning, Evaluation and Research (PPL/LER). This update had been made to ensure consistency with revisions to USAID’s Automated Directives System (ADS) Chapter 201 Program Cycle Operational Policy,...
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 PowerPoint presentation was developed by USAID/RDMA for their Mentoring Academy with FSNs.
This bulletin from the Office of Acquisitions and Assistance provides guidance on how to allow for learning, flexibility, and adaptability in contracts.