Under subcontract to Business Community Synergies, EnCompass designed and facilitated a five-day training course for USAID Education Sector staff in effectively implementing new USAID policies and a new program design cycle. Sessions were interactive and included a simulation, small group strategy huddles, best practice case studies, and an appreciative exploration of participants’ own experiences. The community of practice that followed the course included targeted virtual sessions, as well as custom-design performance support tools.
EnCompass provided instructional design support and created materials for this course on compliance and project implementation rules and regulations for USAID implementing partners (IPs). Participating IPs gained a better understanding of USAID’s structure, how to achieve successful audits, and how to improve their business models.
EnCompass delivered a five-day learning activity for the WHO titled “Becoming a Strategic Business Partner and Talent Management.” The workshop was part of the new WHO Global Learning Program designed to improve the developmental needs of the diverse global HR community organization-wide, with a view to preparing HR professionals to better meet the requirements of the changing global human resources function.
EnCompass designed and delivered a workshop for field leaders to strengthen their influence and dialogue skills. EnCompass conducted interviews with key stakeholders and potential participants to inform workshop content, which focused on: balancing inquiry with advocacy; crafting powerful questions; applying influence skills in a variety of situations. Participants discussed real-time situations/cases.
EnCompass supported this agency in an initiative to build the capacity of Program Officers during a transition from being a provider of food aid to a provider of food assistance. The simulations-based program focused on improving leaders’ ability to gather and apply strategic information in order to design quality programming; strengthening their knowledge of program design and implementation; and enhancing their ability to engage with partners to support more effective coordination of assistance.
This four-module talent management program was delivered to high-potential managers at an agency in the United Nations (UN) over a 12-month period. It included two-and-a-half day modules interspersed with action-learning based intersession assignments. The program included development of a personal learning plan, a team action learning project, and several individual leadership assessments related to emotional intelligence, conflict style, and collaboration.
EnCompass evaluated the Country Response Information System version 3.0 (CRIS3), which is an electronic tool that enables national AIDS authorities to track their response to HIV/AIDS. The evaluation answered whether CRIS3 was an effective data management tool, what optimal support from the United Nations would be needed for countries and organizations using CRIS3, and what the role of the UN should be in supporting data management tools as part of national HIV/AIDS monitoring and evaluation systems.
EnCompass conducted an evaluation to help the Aspen Institute measure the impact of its Ministerial Leadership Initiative (MLI), which works to build the leadership capacity of senior teams from the Ministries of Health in Ethiopia, Mali, Nepal, Senegal, and Sierra Leone to advance health reforms and more effectively carry out global health initiatives. The evaluation reviewed the initiative’s leadership and peer coaching models as applied to equity financing, donor harmonization, and reproductive health.
EnCompass conducted an evaluation of this community development initiative, which pulls together the intellectual capital of the private sector through skills-based volunteer engagements to increase the scale, sustainability, and impact of microfinance and technology solutions to alleviate poverty. The objective of the evaluation was for the Foundation to learn from its past efforts and to help it restructure the program strategy moving forward.
EnCompass conducted a mid-term evaluation of LWR’s five-year strategic plan. The team analyzed the effectiveness of implementation and management of the plan, whether the staff embraces the plan, and the extent to which the plan reflects work being done in the field. The evaluation process included a staff survey, interviews, an appreciative workshop and virtual focus groups with field teams, conducted via Adobe Connect. The analysis used outcome mapping to assess LWR’s logic model and the cohesion of various plan components.