CLA PLAYBOOK - ACDI/VOCA
Transcript of CLA PLAYBOOK - ACDI/VOCA
CLA PLAYBOOK: A PRACTICAL RESOURCE FOR PROGRAM MANAGERS AND DESIGNERSACDI/VOCA's custom CLA Playbook provides practical resources, tips, and tools to help ACDI/VOCA project teams collaborate, learn, and adapt in more systematic and intentional ways.
It combines experiences and expertise across a diverse cross-section of our global project staff with existing resources from USAID and others in our industry.
Available in English,
Spanish and French!
7 CLAPlaybook–Collaboration
ExamplesfromPractice
• ACDI/VOCA’sCropsandDairyMarketSystemsprojectinTanzaniahassixofficesspreadoutovera broadgeographic area – thismakescommunicationchallenging. Toovercome this they set upteam WhatsApgroupchats to encourage easy and real-time discussionaround learningquestionsandtosharesuccessesandchallengeswithtechnicalandM&Eteams.
Resources• 8waystobuildcollaborativeteams• AnEpicListofGreatTeamBuildingGames(TeamBuildingWithoutTimeWasting)• BehaviorsofCollaborativeLeaders• FacilitatingGoodMeetings/Discussions• 15TeamBuildingActivities
External Collaboration
Everyprojecthasmultiplestakeholderswhoseinputandbuy-inwillinfluence,andinsomecases,determine project outcomes. Thesecouldincludegovernment(nationalandlocal),privatesectorfirmsandgroups, other donors andNGOs, CBOs, andour endbeneficiaries. Seeking insight andfeedback,incorporating priorities, opinionsandviewpoints, andengaging stakeholdersasco-implementers willhelpbuild a “coalition of the willing” toachieve goals and magnify your project’s scale andinfluence.
TIPS• Be strategic – workwiththerightstakeholders. Areyoucollaboratingwiththeright
stakeholders?Usestakeholderanalysisandcollaborationmapping(seeresourcebelow)toidentify strategic stakeholders anddevelopa strategy for who, how andwhen to engage.Considernominatingapointofcontactwitheachpartnertostreamlinecommunication.
• Make external collaboration intentional. Include activities intended to help increasecollaborationbetweenexternalstakeholderswithinyourannualworkplanandbudget.E.g.:
o Multi-stakeholder,participatoryworkplanning,pauseandreflect,workplanreviews.o Cross-donorworkinggroupso Industrystakeholderforumso Technicaladvisorycommitteesorstrategicadvisorygroupso Joint-implementationofprojectactivitieso Jointlearninginitiatives(datasharing,writingtechnicalbriefs)o Hostlearningconferences
• Define incentives/rewards of collaboration- Outlinethe ‘value proposition’ of collaborativeinitiativesorrelationships.Bespecificanddefinethisvaluefromtheperspectiveofthestakeholder, not the project.
• Capture impact from collaboration– and collaborate onME&L: capture amplifiedoutcomes andindirectimpactsstakeholdercollaborationthroughannualindicators,qualitativestudies,orothermeasurementmethodolgoies.Collaborationwithotherdonorsaroundperformancemonitoring,impact evaluations, andlearning agendas is cost effective andoftenhighly valuedby USAID.
6 CLAPlaybook–Collaboration
CLA IN THE PROGRAM CYCLE:
Collaborating (Section I); Learning (Section II); Adapting (Section III)
I. COLLABORATINGTheCollaborationcomponentisaboutstrategicallychoosingkeystakeholdersandworkingtogetherwith them to reduce duplication, share knowledge andlearning, andfacilitate coordinated,layered,sequenced, and collective actions. CLAworks best whenpeople are motivatedtocollaborate. There aretwoelements of this component – internal andexternal.
Internal Collaboration
Weoftenassumeinternalcollaborationisagiven.Yetprojectteamscanstrugglewithsilos–especiallywithsilos betweentechnical andM&E– bothof whichare critical tolearning andadaptation. Everyperson, inevery department, has a role toplay inCLA.
TIPS• Professionalize internalcollaboration bypromoting it instaff jobdescriptions,withclear
expectations,workstreams,andannualperformancegoalsandmetrics.Seetheadministrativesub-component under Resources for graduated performanceexpectations in this area.
• Makeinternalcollaborationintentionalwithorganizationalprocessessuchas:o Joint/mixedteamworkplanningandormatrixedimplementationteams(market
systems,nutrition,M&E,andfinanceallasoneteam).o Foreveryactivityintheworkplan,ask“whodoweneedtocollaboratewith?”
Identify opportunities andincludecollaborationactivities in annual work plan.o Teambuildingactivitieso Includingcollaborationaspartofmonthlyprojectmeetings–whatistheteam
learningabout collaborating,whatare we goodat, what couldwe improve, etc.• Promoteacultureofcollaborationthrough:
o Modelingcollaborativebehavior(especiallyseniormanagement)o Encouragingopencommunication–sharingofinformation,experiences,
observations or opinionso Schedulingandplanforregular/iterativecollaborativeeventsoractivitieso Rewardingcross-departmentalinitiativestoimproveprojectmanagement/
administration/implementation• Make collaborationeffective – pay attentiontoproductive meetings.Useanengaged
facilitator,haveaclearagenda,andidentifydefinedoutputs.• Reflect on M&E data tomotivate internal collaboration: UtilizedisaggregatedM&Edataand
dashboardsthroughLEAP(Learning,Evaluation,andAnalysisPlatform)toinformadiscussionon projectresults – and how better internal collaboration accross teams(i.e. productionteamand marketingteam; technical unitandM&Eorgrantsteams) can enhance future success.
2
What is CLA? An Introduction. CLA is an approach to program design, management and implementation that emphasizes Collaborating, Learning, and Adapting, all within a supportive enabling environment.
Thetruthis,mostofusarealreadydoingelementsofcollaboration,learning,andadaptationsimplybecauseitmakesgoodsense.Whatdistinguishes‘CLA’ asanapproach isthewayalltheseelementsworktogether inamannerthatisintentional,systematic,and well-resourced.
USAIDpioneeredtheCLAapproach (andtheterm“CLA” – othersmaysimplycallitadaptivemanagement).USAID’sinitialfocuswas toimprove the effectivenessofitsowninternaloperations; itnow encompassesimplementing partners.USAIDintegratedCLA intoitsoperationalpolicy(ADS201)in2016. Tocrystallize keyelementsoftheapproach,USAIDdevelopeda CLAFramework,graphicallyrepresentedbythis‘wheel’ontheright.The Frameworkhassixcomponents,organizedintotwocategories:
(1) CLAintheProgramCycle:1. collaborating intentionallywithstakeholderstoshareknowledgeandreduce
duplicationofeffort2. learning systematically bydrawingonevidencefromavarietyofsourcesandtaking
timetoreflectonimplementation3. adaptingstrategicallybasedonappliedlearning
(2) EnablingConditionsforCLA:4. culturethatsupportscorebehaviorssuchascuriosity,teamwork,andfeedback5. processestomakeCLAintentionalandstrategic6. resourcestoensureCLAprioritiesarefunded,staffed,andadministered
17 CLAPlaybook–Adaptation
III. ADAPTINGLearninghaslittlevaluewithoutaction.TheAdaptationcomponentisaboutintentionallyplanningactivitiesatregularandstrategicmoments in a project’s life cycle whichhelpus to stop, think aboutwhatwe are learning andobserving, andthenadjust program approaches, tactics andinterventionsaccordingly. Smartadaptation leads to more effective programs and efficientuse ofresources. Therearetwosub-components under Adaption:
• PauseandReflect• AdaptiveManagement
Pause and Reflect
Sometimeswefailtoaskthemostbasicquestions–isthisworking?Or,weaskthesamequestionsinthesamewayeverytimeandaresurprisedwhenwegetthesame,staleanswers. PauseandReflectactivitiesare all about planning and carryingout specificandregulartimesfor reflection – as ateam AND on yourown. Such moments arecriticallyimportant reap thebenefits of collaboration and learning.
Pauseandreflectactivitiescanbeamixofstandaloneandembeddedinitiatives.Severalideas:
• After Action Review (AAR): Anassessmentconducted afteraprojector majoractivity whichallowsteammembersandleaderstouncoverwhathappenedandwhy,reassessdirection,andreviewbothsuccessesand challenges.An examplefromamarketdevelopment project inUganda is here. A moregeneral, comprehensiveversionis here. OneACDI/VOCACoPsuggestsallocating1-2hoursataquarterlyserniorstaffmeeting todoAARs.Nopowerpoint–just opendiscussionwithengagedstaff.
• Adapt,Drop, Expand: Another simple idea illustrated by this Feed the Future AVC project inBanglasdesh:“OneofthemostimportantactionsduringtheQuarterlyPortfolioReviewis“Adapt, Drop, Expand”. Requiring every team to identify one interventionthat needs tobeshifted,onethatisnotworkingandneedstobedropped,andonethatshouldbeexpanded,has beenthemostuseful aspectofthisprocess.Itmessagesthat theteamshould alwaysbeadapting andshifting technical focus towards interventions withthe most momentum.” SeveralACDI/VOCAprojectsincludingFTFBangladeshRDCand TanzaniaCDMSreguarlydothisactivity.
• DataExaminations: Invitethe M&E Team topresentdisagregatedactivityresults,usingLEAPdashboardvisualsforeaseofdiscussion–andthenengageinopendiscussionswithtechncialteams onthe links between outputs, outcomes, and the causal model.
• AppreciativeInquiry: A change management approach that focuses on identifying what isworkingwell,analyzingwhyitisworkingwellandthendoingmoreofit.VideointerviewwithKipp Sutton, USAID/RDMA.
Tailored Resources and
Templates
Practical Tips
Examples from
Projects
For more on CLA at ACDI/VOCA, contact
[email protected] | acdivoca.org
An ACDI/VOCA Signature Tool
Summary of Practical Tips and Resources in this Playbook
COLLABORATING LEARNING ADAPTINGIntentionallyengagingwithstrategicexternalandinternalstakeholderstoreduceduplication,enhancelearning,andmagnifyinfluence.KeyTips:• Professionalize&rewardcollab.instaff
SOWs,annualreviews• Definestakeholder’s‘value
proposition’(incentive)tocollab.• Beefficientandstrategic• Captureimpactofcollab.,usedatato
motivateinternalcollab,andshareME&Leffortsexternally
SelectResources:• CollaborationWorksheet• StakeholderAnalysisand
CollaborationMappingTool• 8waystobuildcollab.team s• Casestudiesondonorworking groups,
strategicplanning,etc
Learningwithapurpose:tools,approaches,behaviorswhichenablestrategiclearningforbetteroutcomes.KeyTips:• Buildsharedunderstandingofthe
TheoryofChange;regularlyadaptbasedonlearning
• Developaconcise,strategiclearningagenda,usingamixtureoftraditionaland‘action’researchmethods
• Considerscenarioplanningexercisestochallengeassumptions
• Formalizelearningactivitiesinannualworkplanandbudget
SelectResources:• LEAPTutorial• TheoryofCh angeMELGuide• LearningAgendaTemplate• Casestudiesonprojectlearning
questions,mid-pointToCadapt ations
Taketimeto‘pauseandreflect’onlearningthatinformsdecisionsaboutmaintaining,adapting,ordroppinganapproachortactic.KeyTips:• Useafteractionreviews,scenario
planning,adapt/drop/expandtoolstoguide‘pauseandreflect’sessions
• Asktheright,probingquestions• Pilotmultiplepossibilitiesandset
concretetimelinesforCLAresearch• Reflectmajoradaptationsinannual
workplansbutadjustiterativelythroughouttheyear
SelectResources:• 5PauseandReflectActivities• KeyAdaptiveManagementre sources• SampleCLAPlan• Examplesofadaptiveworkplan
strategies,projectP&Rtactics
PROCESSES RESOURCESHowtocultivateacultureofopenness,relationshipbuilding, andcontinuouslearningthatallowsCLAtothrive.
KeyTips:• Providepositivefeedback• Createshared experiences• Understandhow intercultural andgender dynamics shape openness
• Designopenoffice environment• Promote,reward creativethinking• Build timefor learninginto SOWs
Select Resources:• 15Team Building Activities• 5WaystoBuildaWorkplaceCultureof
Continuous Improvement• Mapping Leadership(Inter)Cultures
Defined processesfordecision-making,knowledgemanagement, andinstitutionalmemory
KeyTips:• “Pauseand reflect” regularly• UtilizeACDI/VOCAknowledge
management platforms• Integrate CLA into SOWs, staffreview
process,on-boarding andexits.• Transparent decision-making
processes, delegateauthority
Select Resources:• CLA Maturity Self-Assessment• STAIRS Work Planning Handbook• Facilitating Good Meetings• SharePoint Tutorial• Casestudy on qtrly program reviews
Leveraging financial, human, andadministrative (program award, pass-thrufunds) resources toenable CLA.
KeyTips:• Budget for collaboration, learning• Create flexible pots of funding in
annual budget requests to minimizemods dueto mid-year adaptation
• ADS201isyourfriend!• Usespecificrecruitment techniques
toidentify CLA-related skills• Wiselychoosegrantmechanisms
Select Resources:• StaffPerformanceAppraisal Form
withCLAbehaviors• CLADirector,CLACommittee SOWs• Sample interview questions,
examplesof flexiblegrants
Summary of Practical Tips and Resources in this Playbook
COLLABORATING LEARNING ADAPTINGIntentionally engaging withstrategicexternal andinternal stakeholders toreduce duplication, enhance learning, andmagnify influence.
KeyTips:• Professionalize& reward collab. in staff
SOWs, annual reviews• Define stakeholder’s ‘value
proposition’ (incentive) tocollab.• Beefficient and strategic• Captureimpact of collab., usedata to
motivateinternal collab, and shareME&L efforts externally
Select Resources:• CollaborationWorksheet• Stakeholder Analysis and
CollaborationMapping Tool• 8waystobuildcollab.teams• Casestudies on donor working groups,
strategic planning, etc
Learning witha purpose: tools,approaches, behaviors which enablestrategiclearning for better outcomes.
KeyTips:• Build shared understandingof the
Theory of Change; regularly adaptbasedon learning
• Develop aconcise, strategic learningagenda, usingamixtureof traditionaland ‘action’ research methods
• Consider scenarioplanning exercisestochallenge assumptions
• Formalize learning activities in annualworkplanandbudget
Select Resources:• LEAPTutorial• Theory of Change MEL Guide• Learning AgendaTemplate• Casestudies on project learning
questio s,mid-pointToCadaptations
Taketimeto‘pause andreflect’ onlearningthatinforms decisions aboutmaintaining, adapting, or dropping anapproach or tactic.
KeyTips:• Use after action reviews, scenario
planning, adapt/drop/expandtoolstoguide ‘pause andreflect’ sessions
• Ask the right, probing questions• Pilotmultiplepossibilitiesandset
concretetimelines for CLA research• Reflect major adaptations in annual
work plans but adjust iterativelythroughout the year
Select Resources:• 5PauseandReflectActivities• KeyAdaptiveManagement resources• SampleCLA Plan• Examples of adaptive work plan
strategies,projectP&Rtactics
CULTURE PROCESSES RESOURCESHowtocultivateacultureofopenness,relationshipbuilding,andcontinuouslearningthatallowsCLAtothrive.KeyTips:• Providepositivefeedback• Createsharedexperiences• Understandhowinterculturalandgenderdynamicsshapeopenness
• Designopenofficeenvironment• Promote,rewardcreativethinking• BuildtimeforlearningintoSOWsSelectResources:• 15TeamBuildingActivities• 5WaystoBuildaWorkplaceCultureof
ContinuousImprovement
• MappingLeadership(Inter)Cultures
Definedprocessesfordecision-making,knowledgemanagement,andinstitutionalmemoryKeyTips:• “Pauseandreflect”regularly• UtilizeACDI/VOCAknowledge
managementplatforms• IntegrateCLAintoSOWs,staffreview
process,on-boardingandexits.• Transparentdecision-making
processes,delegateauthoritySelectResources:• CLAMaturitySelf-Assessment• STAIRSWorkPlanningHan dbook• FacilitatingGoodM eetings• SharePointTutorial• Casestudyonqtrlyprogramreviews
Leveragingfinancial,human,andadministrative(programaward,pass-thrufunds)resourcestoenableCLA.KeyTips:• Budgetforcollaboration,learning• Createflexiblepotsoffundingin
annualbudgetrequeststominimizemodsduetomid-yearadaptation
• ADS201isyourfriend!• Usespecificrecruitmenttechniques
toidentifyCLA-relatedskills• WiselychoosegrantmechanismsSelectResources:• StaffPerformanceAppraisalForm
withCLAbehaviors• CLADirector,CLACommitteeSOWs• Sampleinterviewquestions,
examplesofflexiblegrants
A SNEAK PEEK OF TIPS AND RESOURCES