For any organization or approach to continue to be relevant and effective, it has to keep learning. Communicating that learning to different audiences can also be a major part of maintaining an organization’s profile, and the sense that it is at the forefront of change and development.
In the context of the AcT programme, learning implies continually reflecting on the results achieved in strengthening government responsiveness, how they are being achieved, whether the organization is achieving them in an efficient way, and is also open to new ideas to improve its approach.
Hence the learning takes place at three different levels, as in the diagram below: results will only be achieved in governance and accountability, if the right strategies are in place, and the right strategies can only be carried out if the organization has the right internal set-up (staffing, attitudes and so on) to carry them out
We envisage learning happening at four different ways:
- Within individual partner organizations
- Across and between partner organizations – including also spreading out into wider civil society
- Learning and documentation by the AcT Programme from its partners
- Contributions to DFID’s (and other DPs’) learning from the AcT Programme
Importantly, these levels are not stand alone, but rather drive each other like cogs in a machine: When one cog turns, the other wheels start to turn too. It is the learning, and documenting of learning that start the cogs moving. The challenge for the learning strategy is to capture who is learning what and at what levels, how to stimulate and support the learning and how to ensure it is shared both horizontally and vertically.
Download the full learning strategy document here