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

CLAPlaybook@acdivoca.onmicrosoft.com | 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