Join our Side Event at the Sixth Tokyo International Conference for African Development (TICAD VI)

At the upcoming Sixth Tokyo International Conference for African Development (TICAD VI) in Nairobi, the Global Partnership for Effective Development Co-operation side event will take place on 26 August. Discussions will focus on the growing role of the private sector in mobilising domestic, regional and international resources towards implementing the 2030 Agenda and the Africa Agenda 2063. The event will also highlight the African regional perspective in the lead-up to the Second High-Level Meeting of the Global Partnership (HLM2), to be held in Nairobi on 28 November -1 December 2016.

The side event will bring together a broad range of African leaders and development partners from governments, regional intergovernmental organisations and NGOs, including the Government of Kenya, NEPAD Agency, African Union Commission and East African Community. Supported by the Government of Kenya, NEPAD and the Kenya Private Sector Alliance, the event will take place at the Kenya Revenue Authority, Times Tower Building, Nairobi on 26 August.

Launched in 1993, the TICAD process has the dual mandate of promoting high-level political dialogue between Africa and its development partners as well as mobilising support for African development initiatives. In support of TICAD VI, the Global Partnership will facilitate multi-stakeholder exchange at the event, to discuss critical issues in Africa’s development, share lessons learned and showcase good practices in advancing the global and regional development agendas to leave no-one behind.

To find out more about the HLM2 (also in Nairobi, 28 November-1 December), visit our HLM2 page here.

Join Youth Entrepreneurs on the Road to Nairobi

The Road to Nairobi 2016, an initiative supporting youth entrepreneurs, was launched today, on International Youth Day. The initiative builds momentum towards the upcoming Second High-Level Meeting (HLM2) of the Global Partnership for Effective Development Co-operation to be held in Nairobi, Kenya on 28 November – 1 December 2016.

The Road to Nairobi complements one of the seven themes of the HLM2 plenary sessions – economic empowerment of women and youth – to highlight the importance of youth-led solutions through entrepreneurship to battle unemployment. In-line with the Addis Ababa Action Agenda (AAAA), the HLM2 plenary session on women and youth will address the challenges and identify opportunities to invest in youth in order to achieve more inclusive, equitable and sustainable growth.

Youth Ambassadors are taking a bus to travel the road from Johannesburg to Nairobi. There will be a series of local and national events meeting 80 inspirational entrepreneurs along the way, to come up with innovative solutions towards achieving the SDGs. When arriving in Nairobi, a group of youth entrepreneurs will have the opportunity to present their ideas and business solutions at the HLM2.

The Road to Nairobi was launched by the Building Bridges Foundation with support from H.E. Lilianne Ploumen, Co-Chair of the Global Partnership Steering Committee and Dutch Minister for Foreign Trade and Development Cooperation.

To follow the journey of the youth entrepreneurs to Nairobi, visit the website at

To find out more about the HLM2 plenary sessions focus, visit our HLM2 page here.

USAID: To Increase and Sustain Development Gains, We Must Learn to Adapt

Fragility and conflict, arguably, are two of the biggest obstacles to development progress and sustainability. Humanitarian crises that so often follow conflict impede development and further divert available resources.

With the amount of new and protracted crises escalating around the world, we need to do a better job of adapting our development practices. Our programming needs to be more flexible and capable of adapting to changing circumstances, as well as be better able to mitigate potential and emerging crises.

However, it is important to recognize that the ability of development programs to adapt is not only important in crisis contexts. Even in stable environments, we cannot reliably predict how events or circumstances will evolve and impact our programs. Few, if any, development interventions are perfectly designed from the beginning. All development programming benefits from rigorous monitoring and evaluation, from collecting data and building the evidence base, and from making adjustments when needed.

Development is a complex, adaptive process. At USAID we are introducing policy changes to encourage more agile programming to provide staff members and partners with the flexibility to manage adaptively. We recognize that we do not have all the answers and that we need to continue to build a culture at USAID that welcomes collaboration, learning and adapting.

We are currently working to create an enabling environment for adaptive management within USAID and to support that environment with tools that will build the capacity of our team, both at headquarters and in the field, to use adaptive management approaches for improved program performance.

USAID has begun experimenting with adaptively managed programs, and some are already showing results. In Uganda, USAID’s Community Connector Project relies on a modular approach that emphasizes collaborating with local partners and actively seeking new information from a variety of sources on an on-going basis to catalyze the discovery and application of new ideas.

Following the World Humanitarian Summit in Istanbul in May, where the international community came together to address ways to modernize responses to humanitarian crises, many countries suggested approaches to improve adaptability through a focus on outcomes and the needs of people in crisis.

The United States is exploring innovative approaches to respond to protracted crises. At USAID, we are developing plans for a new internal U.S. Government process, the Crisis Review Mechanism, to ensure that we respond flexibly and coherently. Through this mechanism, we will assess the trajectory of a crisis and determine how we can adapt our assistance to make our humanitarian and development efforts more complementary.

In addition, we are continuing to create better ways to strengthen resilience in countries and communities that are vulnerable to recurrent shocks. We are building new partnerships and strengthening existing ones with local responders, civil society and governments to improve the capacity of local actors to lead their own crisis response.

These efforts to improve flexibility in our programming and work with local actors to boost sustainability have benefitted from the growing interest within the development community around related efforts, such as Doing Development Differently, Thinking and Working Politically, and the Global Delivery Initiative, which are led by a variety of different stakeholders including civil society, academic institutions, think tanks, multilateral institutions and development agencies. By working together and sharing best practices, we’ll be better able to adapt and modernize our development assistance.

As we move towards the Second High Level Meeting of the Global Partnership in Nairobi at the end of this year, we, the entire international development community, should consider what lessons we can draw from this body of work. We should also reflect on how such lessons can be applied to make development cooperation more effective, and how efforts to manage adaptively can be monitored to determine whether or not they are actually delivering better outcomes. Finally, we also need to consider what processes we will adopt to ensure that we are not only continuously gathering new information and learning, but that we are also making decisions and modifying programs based on that information in order to improve our effectiveness so that, together, we can achieve the Sustainable Development Goals.