Resilience Evidence Forum Report

The report highlights case studies and resilience success stories as well as principles and priorities for resilience evidence.

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Who we are

74 Partners working together to create impact.

What we do

Adding value through collaboration and convening.


Drawing from the latest knowledge and evidence sources.

News and Opinions

Stay up to date with the latest news from GRP!

Advancing the Conversation Around Building a Resilient Future

Resilience — or the ability of people, households, communities, countries and systems to manage adversity and change without compromising future well-being — is becoming more relevant and better known outside of food security circles as the world struggles to cope with increased and overlapping global shocks.

Scaling Global Resilience: New Report Highlights Increasing Momentum for Evidence-backed Solutions 

The Resilience Evidence Forum (REF) 2023 Synthesis Report presents the findings and insights from the Resilience Evidence Forum.

Tharu tribe women lead their climate justice movement in India

In this story, we learn how the women of the Tharu tribe are at the forefront of climate justice movements and reclaiming their land. This is one of the five winning stories from Resilience Perspectives, a storytelling competition for young people.

Meet the shortlisted candidates of the RAIN Challenge for Non-profits 

Eight seed-level initiatives have been selected and over the next six months will work in collaboration with GRP to receive tailored mentoring and leadership training. The RAIN Challenge for non-profits is a joint effort between GRP and the Munich-Re Foundation.

The Butterfly Effect:  A Story of Resilience from a DRR Young Leaders Fellow

In this story, Manashree Newa shares her experience as a young DRR fellow in Nepal's Terai region and how the experience left a lasting impact on her and the municipality. This is one of the five winning stories from the Resilience Perspectives storytelling contest.

On Topic

Quick links to key initiatives, tools, and reports from the Global Resilience Partnership.

PREPARE Call to Action to the Private Sector

GRP together with USAID and with input from the Office of the U.S. Special Presidential Envoy for Climate is excited to announce the ten companies responding to the PREPARE Call to Action.

Resilience Perspectives

What does resilience building in the context of climate change look like? Activists and entrepreneurs share their experiences

Innovative Finance for Resilience

Over the next three years, GRP will be working with Mountain Harvest in Uganda and the Near East Foundation in Sudan to provide small-scale farmers access to fairly-priced loans.

The Global Resilience Partnership (GRP) advances resilience through identifying and scaling on the ground innovation, generating and sharing knowledge, and shaping policy.

Innovative Investments with Real-World Impact

7 million

People supported to become more resilient.


Organisations supported through capacity and partnership building activities.

1.4 million

Users of early warning system or climate information.

We are the Global Resilience Partnership

GRP is made up of organisations joining forces to work together towards a world where people and places persist, adapt and transform in the face of shocks, uncertainty and change. GRP believes that resilience underpins sustainable development in an increasingly unpredictable world.

Latest Uploads to the Resilience Platform

Visit the Resilience Platform and share your own resilience solutions, stories, initiatives, evidence and tools.

Learning from Failures: Why It May Not Happen

The article identify several reasons why organizations may struggle to learn from their failures, including cognitive biases, organizational politics, and a lack of incentives for learning. They also discuss how organizations can overcome these barriers by creating a culture of psychological safety, encouraging experimentation and reflection, and providing incentives for learning. One key finding of the article is that organizations often fail to learn from their failures because they focus too much on assigning blame rather than identifying the root causes of the failure. The authors argue that organizations should adopt a more systemic approach to learning from failures that focuses on understanding the complex interactions between people, processes, and technology. Learning from failures requires a willingness to challenge assumptions and experiment with new approaches. The authors suggest that organizations should encourage employees to take risks and experiment with new ideas, while also providing support and resources for these efforts.

Ineptitude, ignorance, or intent: The social construction of failure in development

The article explores the social construction of failure in development policy and academic narratives. Talk of failure is commonplace in development, and this paper seeks to use that as a heuristic to understand what that it signifies beyond face value. Drawing on a wide range of primary and secondary texts to provide illustrative evidence, the paper explores how failure is constructed, and advances a three-fold typology of failures that vary in terms of their positionally, the critical variables they identify as responsible, their epistemological stance, and the importance they accord to politics. This paper has taken the persistent discourse of failure in development as a point of departure to understand what it signifies, how it is structured, and what consequences it bears. That is, it does not intend to explain why development fails, but rather why it is constantly said to fail. This task is approached firstly by framing failure as a socially constructed category. With multiple, changing sets of beneficiaries, definitions, goals, and indicators of success, and out- comes that are multi-layered, evolve over time, hard to measure, and generate unpredictable externalities, every successful project can also be reinterpreted as a failure.

Human Learning Systems: A practical guide for the curious

The guide is designed to help you think about, and plan, a process of enacting Learning as a Management Strategy. It represents a mindset shift – a shift which embraces the complex reality of how outcomes are actually made. It involves letting go of the pretense that outcomes in people’s lives can be “delivered”, and that the delivery of such outcomes can be planned using KPIs and other traditional management tools. The guide is useful for a different type of planning – designing the ways in which people can explore and learn together, the bespoke ways in which outcomes are uniquely created in each and every person’s particular life circumstances. The guide could also help to create connected Learning Cycles as the architecture of emergence – the things you can plan and put in place to enable desired outcomes to emerge. The guide asks a series of questions designed to help nurture conversations which are rooted in the complexity of real life – to explore how the HLS public management principles could manifest in your context while planning. It offers some pointers for how to systematically create the conditions whereby those conversations become normal and routine.

Public Impact Fundamentals

The [Centre for Public Impact]( developed a framework for thinking about the elements that influence the success of government initiatives. The Public Impact Fundamentals will help governments improve their performance and achieve better results for citizens.The ambition behind the CPI’s Public Impact Fundamentals is the continued desire to improve the practice of public management and to show citizens what effective public management looks like and requires of them in their varied roles as citizens, voters, taxpayers and clients. This framework assesses against the fundamentals of legitimacy (public confidence, stakeholder engagement and political commitment); Policy (clear objectives, evidence and feasibility) and Action (Management, Measurement, Alignment).

Case Study: The Welsh Policy on Charging for Social Services

The case study is an initiative under the [Centre for Public Impact]( as part of the "Public Impact Observatory" to understand why public policy fail. The Welsh Policy on Charging for Social Services is an initiative implemented across local authorities in Wales to help them apply guidelines on fairer charging for home care and other non-residential social services. It was first issued by the Welsh Assembly Government in 2002 to help apply reasonable and fair charging policies and to ensure greater consistency between councils’ charging practices. The initiative falls under the Ministry for Health and Social Services but is implemented at the local authority level. It has gone through several consultations and revisions over time but still faces challenges to achieve a significant consistent impact across Wales.