# data[].attributes.body
MEL team had a strong FER writing plan per month, we drafted FERs even before the completion of the activity and then updated them when the activity got completed. This helped the team to achieve the monthly targets of FERs with manageable number of reports per person.

# data[].attributes.headline
Accessible and user friendly data platforms!

# data[].attributes.subject
Accessible and user friendly data platforms!

# data[].attributes.body
We collected all the lessons and best practices in one platform and designed it in a way so everyone can access and filter the data. The system is called MEL information system (MIS) this enhanced cross GMU learning

# data[].attributes.body
We learned that we don't need to wait to do a full cluster review but we can monitor the data and cluster indicators and share the result for reflection with the team periodically. One tool we used is SII - strategic indicator index

# data[].attributes.body
We can have a calendar that is live document having the events that might be windows of opportunity like 16 days of activism, flooding season crops season, draught season …etc. also the factors of risks that might affect programming like holidays elections....etc.

# data[].attributes.headline
Ta'afi needs to diversify partners while managing expectations of prospective grantees

# data[].attributes.subject
Ta'afi needs to diversify partners while managing expectations of prospective grantees

# data[].attributes.body
We have found that using a general proposal submission email address for partners to submit concepts has not been a particularly effective. While the email allows any organization to submit a proposal for consideration, tracking submissions is time consuming, unfairly raises partner expectations, and creates more frustration when there is a lack of feedback or transparency about which concepts (if any) are selected. When/where practical to do so, the program should consider public RFPs/APSs (e.g. standard PO 1 activities) to demonstrate competition, and reaching out to less established or nascent organizations through referrals, field staff recommendations, and more strategic targeting.

# data[].attributes.headline
Training and coaching new staff "virtually" is very challenging, and yet must be prioritized.

# data[].attributes.subject
Training and coaching new staff "virtually" is very challenging, and yet must be prioritized.

# data[].attributes.body
It is really important during extended telework periods for supervisors to provide a thoughtful training/coaching plan for new supervisees who join the team “virtually”, and who may lack opportunities to interact with colleagues or their supervisor in person as would typically be the case. Some staff hired during the pandemic reported feeling “disconnected”  from the rest of the team and/or not knowing their roles/responsibilities or how they were performing compared to their peers. In addition, several new staff’s supervisors were also first-time managers and/or had limited supervisory experience before the pandemic, making the experience even more challenging for both parties. Providing new staff and supervisors with the necessary tools and mentorship to be successful in a telework/remote situation is equally important but is often deprioritized given the fast pace and high volume of programming. The lesson is that investing in staff coaching and training early and often (including in-person sessions whenever safe to do so) will ultimately lead to more satisfied and independent staff and should be prioritized by program leadership.

# data[].attributes.headline
Having multiple opportunities and channels to share feedback is helpful. Knowledge management is more challenging.

# data[].attributes.subject
Having multiple opportunities and channels to share feedback is helpful. Knowledge management is more challenging.

# data[].attributes.body
Having a combination of structured and informal/ad hoc opportunities to share lessons learned and best practices is useful. Monthly PLMs,f focusing on discrete programmatic themes (partner selection, outreach, cluster findings) has created a culture of learning by providing more thoughtful “deep dives” into issues of collective interest across GMUs. On the other hand, activity learning can and should be shared frequently and informally in order for activity developers to integrate these in real time. For example, MEL officers have shared lessons learned from similar activities during weekly YL presentations or district strategy reviews. GMUs have also spontaneously organized internal “summits” to discuss challenging implementation issues. One challenge we’ve faced is how to consolidate and archive all of our program learning data in a way that is helpful and easily accessible to the teams that need it.

# data[].attributes.headline
Risk mitigation is a shared responsibility; educating all staff about risks and how to report is key!

# data[].attributes.subject
Risk mitigation is a shared responsibility; educating all staff about risks and how to report is key!

# data[].attributes.body
When it comes to risk mitigation, I think one of the main lessons learned is that educating all staff on risks and how to report them is key. Whether it is flagging diversion of in-kind assistance, to potential UXO at an activity site, to a partner with problematic affiliations - the more the team knows about the various risks and harm caused to staff, partners, and project, the earlier we have been able to detection and mitigate the issue. Also, that this is not the responsibility of the security team to flag all issues, but rather a shared responsibility across the program and proactive reporting is key.

# data[].attributes.headline
Strong Field Staff are Key to Remote Management Success

# data[].attributes.subject
Strong Field Staff are Key to Remote Management Success

# data[].attributes.body
Remote management -  in our case implementing grants in regions of the country where we do not have a physical office – has been successful on account of our strong field program and MEL coordinators who are from and/or have relationships with beneficiary communities. They have a stake in the success of our activities and have also been the first to objectively flag issues of concern that pose reputational risk to the program. Strong staff who understand our programming model and are committed to the communities they serve may be more important that having a physical office in a geographic location where we operate.

# data[].attributes.body
It recommended that the management team create more opportunities for team development and consider ways to improve their wellbeing

# data[].attributes.headline
Always set expectations with grantees, make the support objective clear to them, and make their target aligned with our targets towards the success of the program activities!

# data[].attributes.subject
Always set expectations with grantees, make the support objective clear to them, and make their target aligned with our targets towards the success of the program activities!

# data[].attributes.body
It's very very important to be on the same page with the grantee, express what we are about to do? why we do this? and what is our goal out of that support? that would also support making the activity design, outputs, and outcomes are sat accurately.

# data[].attributes.headline
Activities POCs should never be random people!

# data[].attributes.subject
Activities POCs should never be random people!

# data[].attributes.body
We have faced repeatedly that the grantees are assigning PoCs that have no knowledge or are not technical persons in charge. What I have used and it was beneficial is upon developing the concepts, its very necessary to communicate that with the grantees clearly and make sure to assign people who are less busy, have time to answer our questions, and provide us with the required technical approvals over the needed assistance, communicate what is works and give valid justifications

# data[].attributes.headline
Getting in-kind deliverables on time! this is one of the important notes that been raised with the team earlier is to collect the deliverables based on the completion of each milestone to avoid missing any information included within these deliverables such as equipment utilization plans which are so important to be reviewed upon delivery of assistance, having these deliverables on time would also help to avoid any delay in other member tasks tied to these deliverables like FERs, and/or delay in the closeout process

# data[].attributes.subject
Getting in-kind deliverables on time! this is one of the important notes that been raised with the team earlier is to collect the deliverables based on the completion of each milestone to avoid missing any information included within these deliverables such as equipment utilization plans which are so important to be reviewed upon delivery of assistance, having these deliverables on time would also help to avoid any delay in other member tasks tied to these deliverables like FERs, and/or delay in the closeout process

# data[].attributes.headline
While the procurement did a great job in making most of the in-kinds construction activities happening, but in some of these projects, the subcontractors have worked with low quality of work, in other words, the work that has been done take too much longer than expected and end up with grantees/stakeholders weren't satisfied with such quality of work which has been expressed to the team despite the high budget that been spent so far - It recommended to consider this point under IRP2 to avoid such situations

# data[].attributes.subject
While the procurement did a great job in making most of the in-kinds construction activities happening, but in some of these projects, the subcontractors have worked with low quality of work, in other words, the work that has been done take too much longer than expected and end up with grantees/stakeholders weren't satisfied with such quality of work which has been expressed to the team despite the high budget that been spent so far - It recommended to consider this point under IRP2 to avoid such situations

# data[].attributes.headline
Its always good to keep the communications with grantees stuck to the main team members, such as PDO, FPC, Or Proc. Officer, for example having the FPCs asking grantees for questions that raised by PO would create delay and misunderstanding might emerge out of that or inaccurate specs, ITS RECOMMENDED that the technical team members discuss with the grantees the specs and end up on agreement involving the other team members

# data[].attributes.subject
Its always good to keep the communications with grantees stuck to the main team members, such as PDO, FPC, Or Proc. Officer, for example having the FPCs asking grantees for questions that raised by PO would create delay and misunderstanding might emerge out of that or inaccurate specs, ITS RECOMMENDED that the technical team members discuss with the grantees the specs and end up on agreement involving the other team members

# data[].attributes.headline
The team members' roles and responsibilities should be very clear, the team members should know what their tasks are and what is required from them to do, especially with the WAH environment, many staff members ended up being away from some of their responsibilities or try to divert some of their usual tasks to others in the team which has created a delay due to back and forth and a state of unbalance pressure on some of the team while others have 1-2 tasks - This could be improved in IRP2

# data[].attributes.subject
The team members' roles and responsibilities should be very clear, the team members should know what their tasks are and what is required from them to do, especially with the WAH environment, many staff members ended up being away from some of their responsibilities or try to divert some of their usual tasks to others in the team which has created a delay due to back and forth and a state of unbalance pressure on some of the team while others have 1-2 tasks - This could be improved in IRP2

# data[].attributes.headline
Make the roles and responsibilities clear and keep reminding about it

# data[].attributes.subject
Make the roles and responsibilities clear and keep reminding about it

# data[].attributes.body
The roles and responsibilities are clear in terms of the activity cycle, but emphasizing on implanting it would make all the staff on the same page and it will be clear in terms of who is responsible for what during the concept development, during the activity development and after the activity get cleared. This would provide a space for each staff have a space to be create in his role.

# data[].attributes.body
Under IRP the program did a quite great job and the  procurement team was part of this success, however it would be great if we can create a mechanism that can contribute in easing the process of purchasing items or working with subcontractor. We aware that there are a policies in our procurement process, but having something to ease the process such as reducing the documentation process or increasing their teams in each GMU would at the end of the day reduce the duration of purchasing items or doing construction work would be amazing and totally effect of achieving the project's objectives.

# data[].attributes.body
So many exciting things to learn here! MEL and program team can have a better coordination and collaboration. We need to conduct more regular cluster reviews especially we will have a new strategic framework - the result also to be communicated clearly to the team and hold people accountable to take relevant points into consideration. MEL also can draft a strategy for evaluating indicators determined in the district strategies and follow up on them.

# data[].attributes.headline
Actor mapping as a programmatic risk management tool

# data[].attributes.subject
Actor mapping as a programmatic risk management tool

# data[].attributes.body
Mapping out actors per region has proven to be valuable tool not only for better understanding the operational environment but also in order to better understand local groups and individuals and their affiliations. This has proven to be a valuable tool when selecting grantees and partners in addition to the obligatory visual compliance check. Especially the pre election environment have put this approach to the test.

# data[].attributes.headline
Increased cooperation between the program, MEL, and security teams enhances targeted activity delivery

# data[].attributes.subject
Increased cooperation between the program, MEL, and security teams enhances targeted activity delivery

# data[].attributes.body
An early and continuous coordination between the teams benefits the whole program during the activity cycle, especially when the joint approach is already implemented during activity development. As a result, the security team is able to engage in more holistic risk management and the program overall is provided with a more comprehensive context analysis.

Valuable lessons learned include recommendations for:
- early and formalized activity risk assessment pre green light
- participation of security team member during PLMs in addition to YLs and DSRs

# data[].attributes.body
Having frequent site visits from Erbil office to the field and meeting with the community will have a great benefit! this will allow the team to work closely with their supervisees and identify capacity building for them. It also helps in building better partnership! additionally it will make data collection, ideation and observation much easier.
We need a clear monthly plan to travel to the field

# data[].attributes.body
Although COVID 19 was a great challenge, but I think we could have more in person meetings with individuals and teams. The informal meetings with the team outside work and office really helps breaking the barriers and building more trust and cohesion among them.

# data[].attributes.body
as we know many times we need to move fast and the activity needs some small purchases. is it possible to make verbal quotes up to10k?

# data[].attributes.body
Misinformation or lack of it combined by general pessimism contributes to low voter turnouts which as seen in 2018 and before ensures that no significant change is resulting from these elections and worse it empowers the same corrupt and malign groups as they often able to mobilize their core voters. As a result the belief that democratic process, elections (despite its many shortcomings) is the only means to produce positive change is eroding. As a program, we missed an opportunity to envision and carve a space for us to program for encouraging people to participate, provide necessary voting information and education or other means that can indirectly contribute to more voter turnouts.

# data[].attributes.body
we need to focus on making the GMUs read (GFRs, FERs) and not to be something only related to MEL team as everyone might learn something from them PDO might get another idea for a future concept, Grants may learn to better design the concept considering the LLs and BPs there and procurement can learn the challenges or creative ways partners have implemented a specific task or the activity in general and so on. for that there should be some importance given to this process by balancing out the speed of the work and the quality not only numbers.

# data[].attributes.headline
Remote work and office attendance management 

# data[].attributes.subject
Remote work and office attendance management 

# data[].attributes.body
While the remote work arrangement came as a result of the pandemic and was not an elected process, it did however have positive impact. It showed that the program can and is well set up for such environment and it gave staff a flexibility that was not available before. While facetime and office time is important for staff morale, relations and maintaining engagement, offering some flexibility around tele-work will help staff manage their time more effectively. However, managers can be more empowered to come up with arrangements that works for their GMUs to ensure semi-regular interactions between all GMU members in order to strengthen teambuilding and team morale/relations.

# data[].attributes.body
some activities are too much focused and monitored by govt due to different reasons so we see a lot of actors interfering in the process of the implementation and sharing different feedbacks in addition to extra followed requests.
so we need to be strategic of how to implement such activities.

# data[].attributes.body
the team used to deal with different feedback from the filed and L.L to understand more about the issues and be able to address in for future activities, i can see the team coordination to address the L.L or any challenge facing the implementation or development was very frankly communicated with OTI

# data[].attributes.body
In many cases and especially in high value and complicated activities that grantee lack technical staff that can report or manage the activity but really good in terms of coordination this point or weakness should be covered by us somhow.

# data[].attributes.body
The supervisors role is to make their teams aware of what is their roles in the field, we faced a lot of complains from the stakeholders asking who have the responsibility in the field

# data[].attributes.body
MS teams was the hero during COVID time, I hope for next time or in a similar situation to work on enhancing the remote team (living in remote areas ) internet service so they will be more involved in the video calls

in addition I liked the positive vibes were the management able to provide to the team during COVID

# data[].attributes.body
if IRP2 can change the way of preparing the PAR- connecting the procurement agent, grantee, and end used to develop the specs, to better consume the time of the activity development

# data[].attributes.headline
Partners selection based on geographic focus 

# data[].attributes.subject
Partners selection based on geographic focus 

# data[].attributes.body
Sometimes we have selected partners based on their successful implementation of a grant with us in a different location. We have learned that this is not necessarily a good a approach because although they may claim to have presence in the area, their core staff and thus capacity is located elsewhere and they cannot implement as successfully as they do in their core presence area. It also contributes to an environment where NGOs and local partners are chasing the funds and not growing based on a sustainable plan for continuity of operations or focus in terms of sectors. It also creates a unhealthy competition with local groups and prevent investment in local CBOs.

# data[].attributes.headline
not understanding procurement threshold and processes

# data[].attributes.subject
not understanding procurement threshold and processes

# data[].attributes.body
Many staff do not understand procurement and during YL and developing promise many things cannot be delivered to the end-users. or deliver ideas we have open wish list and anything they want can be done.

# data[].attributes.headline
still some managers/staff don't know how to manage partners, and definitely need further trainings and guidance.

# data[].attributes.subject
still some managers/staff don't know how to manage partners, and definitely need further trainings and guidance.

# data[].attributes.body
Lately, some team members used to delegate most of the tasks to others and that's because some roles and responsibilities were not that clear.

# data[].attributes.headline
While management has done a great job clarifying the roles and responsibilities to everyone, often some team members forget exactly what those are, and encroach on others when it comes to decision making. This has led to problems, where the grantee is getting multiple people talking to him about the same thing, causing much confusion. 

# data[].attributes.subject
While management has done a great job clarifying the roles and responsibilities to everyone, often some team members forget exactly what those are, and encroach on others when it comes to decision making. This has led to problems, where the grantee is getting multiple people talking to him about the same thing, causing much confusion. 

# data[].attributes.body
Team work of security and field team helped us to mitigate the risk of selection beneficiaries who have affiliation with political  parties which they may use our activities for their election purposes.

# data[].attributes.headline
Giving performance feedback to the grantees!

# data[].attributes.subject
Giving performance feedback to the grantees!

# data[].attributes.body
Sometimes we are not satisfied with the grantee's performance. Although, we rarely give this feedback to them. I recommend, we frequently give feedback to the grantees and them giving us feedback to improve the capacity and the activity implementation

# data[].attributes.body
The field team has benefited from working remotely. They were able to participate in most of the meeting and they  have the access to the updates on the daily bases unlike before where they had a limited access to the updates.

# data[].attributes.body
IRP I is successful and all staff are working so hard to do that; however, more staff are required to be considered in IRP II to reduce the huge pressure on certain vital positions.

# data[].attributes.body
If we develop an activity that depends on government inputs, it's better to verify the data with the FPCs by visiting the directorate/department itself, data could be: availability of staff, number of vehicles, future intension to move some of the staff to other departments/directorates...etc. These data might affect the success of the activities. The government employees sometimes do not provide precise/serious information or answers on the phone. That's why it's important to be cross checked.

# data[].attributes.body
I think IRP I was quite successful whether working from the office or from home; however, some of the training (especially the intense ones) better to be conducted physically to be more engaged and get more benefits of it.

# data[].attributes.headline
It's important to have weekly, Bi-weekly, or monthly check-ins with the field team and DCOP or COP, listening to their challenges and answering their questions

# data[].attributes.subject
It's important to have weekly, Bi-weekly, or monthly check-ins with the field team and DCOP or COP, listening to their challenges and answering their questions

# data[].attributes.body
The virtual environment has improved most of the field team knowledge on the essential aspects of the programming, also created an opportunity for them to be more heard, elaborate, and interact during essential meetings but also have a chance to hear directly and learn from OTI

# data[].attributes.body
I assume that the activity management guide, the other guidance documents were not really followed exactly in all GMUs. but that was tailored to be working based on the GMU preferences regarding the roles and responsibilities. That is a good thing but I assume always when there is a clear way of doing something and a document backing the decision up then this will never lead to confusion so I suggest making sure the processes are streamlined in all the GMUs to make the instructions and roles more clear this to be managed by the GMU lead.

# data[].attributes.body
we have to realign the approaches where we have a standard procedure for reaching partners out. we need to aware the staff regarding the fact that the person we choose to be the POC, Signatory under the different grant, they needed to be carefully selected to make sure that we will not need additional communications with other unrelated people to mainstream the communication paths and make sure there is a clear channel for communication. also to have IRP having certain people reaching out partners for making sure that there will be no miscommunication or bothering that will occur on both sides. I have examples if that is not clear.

# data[].attributes.body
IRP I was very successfully able to mitigate the risks we faced that were a lot. but that required full flexibility and support of the staff and we missed some windows of opportunities as well. we learned that we need to have our risk mitigation plan for the areas we manage as we included in the RA meetings the events might slow don the work, or might be holiday or a public event. we need to document those as a plan for risk mitigation per GMU or one general one for the whole project will be really useful.

# data[].attributes.body
On IRP, we used lots of meetings with our field staff in the beginning of the program to build a level of team cohesion and establish a common operating picture of the dynamics in Iraq and our program strategy that were very effective. We need to look into what we can do to achieve the same in this virtual world we live in. Roblox?

# data[].attributes.body
We did a PLM about partner selection and how to approach partners .. etc. Although the discussion was great, we can still improve a lot in selecting partners, rather than grantees.
The partner owns the process and has a real interest in achieving the intended change.
The grantee is group of people who know how to speak the donor's language and submit proposals.

# data[].attributes.body
The presence of a platform where staff could ask questions anonymously was a great practice, but the staff needs to be encouraged periodically to use it.

# data[].attributes.body
It is important to have in person or video call with the team periodically, especially the new ones. Just to assure them that we are not robots.

# data[].attributes.body
Supervisors at the end of the program realized that there are many feedback miscommunication that many of the staff had inputs and recommendations and complains that were not actively been listened to or replied to due to the very frequent changes in the management of the GMUs. so one of the most important things needs to be established on IRP II is a proper feedback mechanism that can stay documented no matter if there will be changes in the management.

# data[].attributes.body
During the remote working the new system of working from home was meaning an easy access to your computer and whenever you had time you would work extra that was affecting the work life balance. for that there should be more guidance and support for monitoring the working our of the staff.

But overall the performance thanks to the team were doubled than the times of before COVID 19

# data[].attributes.body
1. To add a new note card, select the pink button in the bottom right corner
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3. Add one note card per lesson learned
4. Click the thumbs up on a note card if someone already added a lesson you agree with
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Types of Lessons Learned:
- Remote management (adjust note card color to RED )
- Risk mitigation (ORANGE)
- Feedback Loops (GREEN)
- How to approach/talk with partners (BLUE)
- Roles & Responsibilities (PURPLE)
- Other IRP processes and procedures (WHITE)