The US President’s Emergency Plan for AIDS Relief (PEPFAR) was established in 2003 to respond to the global HIV/AIDS crisis. Since 2014, Dexis has supported USAID’s Global Health Bureau and frontline field missions in the US government’s global fight against HIV/AIDS through the Global Health Program Cycle Improvement Project (GH Pro). Through this work, we’ve had the opportunity to explore and support a number of the groundbreaking approaches to HIV prevention and treatment that are helping reduce HIV rates and improve the lives of people living with HIV.
One of the significant shifts we’ve witnessed in international development over the past decade is an evolution away from linear ‘big design up-front’ five-year plans toward more complexity-aware and adaptive management approaches that acknowledge that our work is complex and unpredictable and requires agile thinking. The positive shifts we are seeing toward adaptive management behaviors at USAID, for example, are because of hundreds of advocates across its offices worldwide who are adopting these new approaches as part of their work because they see that they will help them do their jobs better. We call them “CLA champions.”
Whole-of-project evaluation is a term that we are starting to hear more and more but is often misunderstood. Is it just a trendy new term for a performance evaluation? Or is it something different that we haven’t quite figured out yet?
Third-party monitoring is important in conflict environments, where it can be particularly difficult to know if programs are effective and resources are reaching their intended recipients. It is also especially challenging. Through our recent work in Syria we’ve found several ways to make third-party monitoring in conflict environments more effective.
Misconceptions about collaborating, learning, and adapting (CLA) can seriously impact development outcomes. The Learning Lab website debunks three of the top myths the LEARN team often hears about CLA.
Small- and medium-sized aggregators and raw material processors face many challenges in establishing a market for their products. All too often, in a developing economy, these aggregators do not have the information nor the technical skills and financing to produce a product to meet the needs of food manufacturers, particularly for export markets. As food markets become more sophisticated with regulation and food safety issues, the problems of small and medium enterprises supplying distant countries have multiplied and become more complex.