Peter Lochery from CARE and Matt Freeman from Emory University discuss how research showed our programs weren't sustainable, and how admitting that failure helped drive innovation and national policy transformation in Kenya. They talk about 13 years of research partnership in the SWASH+ project--and how influencing policy has to be based on a willingness to admit what's not working, and an understanding of entry points and how the system works.
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
Don't Jump Straight to Digital: What Ebola Taught Us About Trying to Force New Systems in Crisis
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
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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