LEARNING AGENDAS WHAT DO YOU WANT TO DO

LEARNING AGENDAS: WHAT DO YOU WANT TO DO?

A learning agenda, and the scale of the learning questions – means different things in different contexts. Start small. Be intentional

PLANNING A LEARNING AGENDA

30% of people the government trains are women Activity: Invest Work more with the private government. sector input GED training suppliers to for private developsector trainings Output: Women will get access to training at low cost What 7% obstacles only of people do women the private face sector with private trains are women sector? Outcome: Women will have higher production

THINK HOLISTICALLY: PROJECT VS. RESPONSE This Photo by Unknown Author is licensed under CC BY

Use Good Enough Methods

SOURCES OF INFORMATION • Participants’ and staff informal reflections • Interviews/ FGDs • Lit reviews/secondary sources • Monitoring Systems • External Stakeholders

PLANNING A LEARNING AGENDA: QUESTIONS Key questions to ask while planning are: 1. What will we do with the results? What are the decision points it informs? 2. How will lessons be shared internally and externally? 3. How will we track and record learnings? 4. What is the budget? 5. Who is responsible for each piece?

ACTIVITY • What are 3 decisions your team has to make this year? • What information are you missing that would help you make those decisions? • How can you inform that decision/find information you need with the resources you have? • How will you share your learning?

Start Small Be Intentional Value learning as a result Involve everyone Evaluative Thinking • • Encourage questions Value Evidence Hire critical thinkers Prepare for action Adaptive Manageme nt • • Start with leaders Be open to change Engage with data Constantly seek improvement BUILD A CULTURE OF LEARNING DEDICATE FINANCIAL AND HUMAN RESOURCES Learning Agenda • •

PLANNING A LEARNING AGENDA 1. 2. Outlining the background of the questions 3. 4. Involve staff of all levels in the process 5. 6. Design methods for gathering more evidence Link questions to program strategy /organizational objectives/ Theory of Change Review existing evidence (Literature review, published and grey lit from ours and other orgs) Develop a 1 -2 page document outlining the process – to start conversations and have a “base” for the LA

PLANNING A LEARNING AGENDA • A learning agenda can be as “simple” as a literature review, to something as complex as a research study, and anything in between. • Learning can informally record project beneficiaries’ and project staff reflections on the activities, or can include in-depth interviews and focus group discussions.

LEARNING AGENDA, EVALUATIVE THINKING, ADAPTIVE MANAGEMENT: MORE REFERENCES • Collaborating, Learning and Adapting (CLA) USAID • Evaluative Thinking Insights • Evaluative thinking NGO case studies • IRC case study of Adapative Management during Ebola in Sierra Leone • Adaptive management at Mercy Corps