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pdf ollaborating, Learning, and Adapting1 (CLA) CaseCompetition2 Submission Form
C
Privacy Notice: The Office of Learning, Evaluation, and Research administers the Collaborating, Learning,
and Adapting (CLA) Case Competition to learn from the experiences colleagues are having applying CLA
approaches to their work. The submissions will be uploaded to a database that will be available to the
public on the USAID Learning Lab website. The CLA Case Competition is entirely voluntary. When filling
out the narrative questions, please do not include personally identifiable information. For questions,
please contact [email protected]
[Case] Title:
Name:
Organization:
Summary:
1: WHAT-What is the general context in which the case takes place? What organizational or
Q
development challenge(s) or opportunities prompted you to collaborate, learn, and/or adapt?
Q2: Which subcomponents3 are most clearly reflectedin your case?
● Internal Collaboration4
● External Collaboration5
● Technical Evidence Base6
● Theories of Change7
● Scenario Planning8
● Monitoring and Evaluation for Learning9
● Pause and Reflect10
● Adaptive Management11
CLA:a set of systematic and intentional practicesthat help improve development effectiveness. Strategic
collaboration, continuous learning, and adaptive management link together all components of the Program Cycle.
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USAID hosts an annual competition wherein USAID staffand partners submit examples in how CLA approaches
are used to strengthen organizational learning and development results.
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The CLA Framework identifies components and subcomponentsto help USAID staff and partners think more
deliberately about what CLAapproach applies to their context and situation.
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Identify and prioritize other teams/offices for strategic collaboration.
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Identify and prioritize key stakeholders for strategic collaboration
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Track the technical evidence base in the relevant area(s) of work
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Comprehensive description, illustration and tracking of how and why a desired change will occur in a particular
context.
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Identify risks and opportunities through scenario planning
9
Ensure monitoring data is relevant to decision-making
10
Take time to analyze and discuss information relevantto decision-making or broader issues relevant to the
operating environment
11
Analyze and act on learning from implementation and/orpause and reflect opportunities
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penness12
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Relationships and Networks13
Continuous Learning and Improvement14
Knowledge Management15
Institutional Memory16
Decision Making17
Mission Resources18
CLA in Implementing Mechanisms19
3: HOW: What steps did you take to apply CLA approaches to address the challenge or opportunity
Q
described above?
4: ORGANIZATIONAL IMPACT- How has CLA affected your team and/or organization? If it's too early to
Q
tell, what effects do you expect to see in the future?
Or
4: DEVELOPMENT IMPACT- How has using a CLA approach contributed to your development outcomes?
Q
What evidence can you provide?
5: How have enabling conditions20- resources (time/money/staff),organizational culture, or
Q
business/work processes- influenced your results? How would you advise others to navigate the
challenges you may have faced?
6: Does your [dropdown: case, submission] address [drop down box: an administration priority, a policy
Q
priority]?
S ense of comfort sharing opinions and ideas
Develop trusting networks within which informationexchange occurs
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Staff take time for learning and reflection
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Source various types of knowledge from stakeholders
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Access to institutional knowledge
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Awareness of decision-making processes
18
Clear roles and responsibilities vis-a-vis CLA
19
Contracts and grants awarded by USAID include resourcesof CLA activities.
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How an organization’s culture, business processes, and resource allocation support CLAintegration.
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| File Type | application/pdf |
| File Modified | 2023-12-13 |
| File Created | 2023-12-13 |