Strategic and Iterative Pause and Reflect Building Sustainable Outcomes in Ghana

This case takes place within the framework of a multi-sectoral development Activity in Ghana aimed at enhancing resilience, nutrition, and agricultural productivity. The Activity operates in a dynamic environment characterized by diverse stakeholder interests, varying levels of capacity among local partners, and the need for adaptive management to respond to evolving challenges and opportunities. These conditions prompted the Activity to consider how to build upon its CLA approaches to find innovative ways to ensure timely and effective use of data for collaborative engagement. Therefore, the Activity decided to pivot away from traditional work planning that often is conducted only internally among Activity staff. Instead, the quarterly reflection sessions provide an opportunity to engage in open discussion, collective brainstorming, and cross-fertilization of learning among participating stakeholders. Subsequent planning for ensuing quarters are now hugely informed by learnings from the quarter under review. This has resulted in all stakeholders owning the work plan with full understanding of expected activities for improved joint implementation. The adapted Pause and Reflect process ensures that ideas and learnings exchanged are put into action and encourages collaborative adaptive management instead of hierarchical decision-making, ensuring alignment with partner capacities and approaches. This CLA approach has facilitated better coordination among stakeholders, improved capacity building, and allowed for adaptive management practices that address real-time challenges effectively.