Holly Radice talks about how people have limited bandwidth to adopt new things in crisis, and how cash transfers in Ebola failed at digital solutions because of unrealistic expectations. Her recommendations: do everything you can to adapt and expand existing systems to push out cash safely, examine your context very carefully and frequently to see what market approaches work, and start planning now for cash transfers during recovery in a few months. Be empathetic to participants and financial service providers, and respect that everyone is affected. Finally, stay in touch with partners and cash working groups to find solutions that will support everyone.
Undocumented and Unafraid: Rethinking Vulnerability
The Power of Risk: Contingency Plans, Relationships, and other lessons from COVID
Rumors, Trust, and COVID-19
A Grain of Truth in Opposition: Launching new programs in difficult times
CARE of 1000 Papers, Part 2: Improving the way we work with partners in crisis
CARE of 1000 papers: How our best intentions can hurt local activists
Designing Data Systems in Crisis: Act Quickly, Iterate Fast, and Think to the Future
From Supervision to Empowerment: New Ways to Partner for Sustainability (English Version)
Push Aside the Panic: Thinking Bigger than Just a Health Response to COVID 19
Expect to Fail: Advocacy, Partnership, and Women Workers' Rights
Planning a Better COVID-19 Response: How Mistakes from the Ebola Crisis Can Help
It will never happen in 6 months: Lessons from building financial apps in Uganda
Just Live It: How to learn from failure in the conservation sector
From Supervision to Empowerment: New Ways to Partner for Sustainability
Walking the Tightrope: Balancing Participation and Independence in Evaluations
Understand Your Entry Points: How Admitting Failure Transforms Policy
Answering Practical Questions Instead of Academic Ones: How to design research that makes more sustainable programming
Scale and Replication: How the MENA Region is Using Failure to Create Programs that Last
9 Things You're Probably Doing Wrong: Lessons from Global Cash Programming
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