Enhancing Organizational Learning Strategies for Growth and Innovation

NCA & learning: Ambition, organisation Whoseambition is the learning/learningagenda and wherein yourorganisation is this responsibility situated? In general: the ambition is wide-spread, in policies, applications, plans etc Organisational learning: HR focus on mandatory trainings, onboarding, leadership training, etc. work on new and improved set-up for this. Learning from programmes: International department Learning as part of MEAL, responsibility with this unit and also a lot of follow up by thematic/programme staff. At country offices: Most have a M&E/MEAL staff, it varies whereresponsibilityfor learningis placed and howit is followedup often linked to each programme. Upcomingstrategic period: more focusonLearning in ToC and programme documents

Learning in programme/policy docs Whereonthe list of interventionor priorityareas doeslearningfigureand why? Whatwouldit take to have learningmoveupwardsonthe agenda? Global strategy: Global strategy: Innovative and learning We will seek and encourage innovation and continuously look for opportunities to improve our organisation and programmes through new solutions. NCA will adopt learning from other organisations, our partners and from our own experience. Programme Framework 2020 Programme Framework 2020- -2030 2030 EVIDENCE-BASED NCA uses evidence and learning to inform its programming and better achieve its goals. Thematic hubs, communities of practices, trainings, and workshops will help share the experiences accumulated across NCA and our partners. Our Global Evaluations and Research Policy will guide the way we learn from our interventions and better measure their impacts. We will also nurture our connections with academia, research institutions, and other aid organisations, in Norway and around the world, to incorporate the latest available evidence and best practices in our work Norad application (to be submitted next week Norad application (to be submitted next week ) ) Drawing from its Knowledge Management strategy (2021, under revision), NCA will strengthen learning both internally and with its partners. Evaluations and research will be disseminated through the Communities of Practice (CoP) forums, in coordination with NCA s local and implementing partners, and to other aid organisations through the ACT Alliance and other networks. NCA commits to participating in forums where it can contribute to knowledge sharing and learn from other actors in the aid sector and beyond.

Changing (improving) thelearningculture Whatkindof strategiescanyou envisionfor changingthe learningculturesof your respectiveorganisations and what are the challengesembedded? In programme work: Systematic use of After Action Review or other learning exercises after every process Changing focus of evaluations from accountability to learning - perhaps an explicit section about negative findings, things where the project did not do well, or could be improved. Seminar series inviting thematic experts, attend and initiate learning arenas. Individual learning is important but harder to incentivize; link to individual/team planning, make concrete plans Challenges: Externally: nervous about sharing with donors, internally: nervous about sharing shortcomings, avoiding a culture of blame-game. We need to normalize talking about the negatives and what can be improved Time, capacity, priorities.

Learning in NCA how to put it into action? Where on thelist of interventionor priorityareas doeslearning figure and why? What would it take to have learning moveupwards on the agenda? It is prioritised at least on the surface, but it is challenging to implement, partly because there are trade-offs involved. Learning is time-consuming, often seen as not urgent, and therefore ends up not being prioritised. What we plan for the upcoming strategic period: What we plan for the upcoming strategic period: Systematise, put into routines, such as project cycle management and theory of change at CO and HO levels. Revising Knowledge management & learning strategy with concrete action points Re-establish working group/task force across divisions/departments (avoid working in silos) Strengthen MEAL capacity Use Fabo more, more systematically, and more prioritised. Working on annual plans and 5 year plan at the moment, more details are being developed