Organizational Learning Agenda and CLA Approach- Counterpart International

I4DI utilized the newly developed organizational Theory of Change (TOC) to further strengthen Counterpart’s capabilities by developing an accompanying Learning Agenda/Collaborating, Learning and Adapting Framework. Additional iterations of the organizational Theory of Change and development of communications materials were used across the global organization to educate on the TOC and gather additional feedback from field […]

Knowledge Management Diagnostic- Counterpart International

I4DI built upon Knowledge Management Asset activities initiated in previous tasks orders, aiming at assisting Counterpart in addressing existing knowledge management asset gaps. I4DI expanded the knowledge asset activities from Task Order #2 to include all departments with responsibilities and needs for program data. Assessment was conducted to catalogue assets by type, owner, process, technology […]

Institutional MEL Capacity Assessment- Counterpart International

I4DI prepared and conducted a series of knowledge asset mapping key informant interviews with Counterpart International staff, aiming at assisting the I4DI in better understanding Counterpart’s existing knowledge management asset landscape, in particular: 1) Knowledge assets, their type and management responsibilities; 2) How are knowledge assets managed, tactically stored and accessed by various staff and […]

Business Process Mapping – Counterpart International

I4DI incorporated a consultant Technical Advisor into its team of experts to further support and improve Counterpart’s knowledge management efforts, specifically contributing to socialization of the new organizational ToC, learning agenda and CLA Approach, and knowledge asset mapping work. The main output was working closely with staff from business development, programs and PQL to produce […]

Theory of Change Development- Counterpart International

I4DI facilitated a Theory of Change design workshop to evolve the existing organizational theory of change. Through engagement with a broad representation of programming staff and leadership from HQ, we used deductive and inductive approaches to articulate and triangulate the components of a new theory of change over several months and sessions. This resulted in […]