Global Resilience Partnership

Resilience Evidence Forum Report

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

Who we are

74 Partners working together to create impact.

The Partnership

What we do

Adding value through collaboration and convening.

Our Areas of Work

Knowledge

Drawing from the latest knowledge and evidence sources.

Latest Knowledge

News and Opinions

Stay up to date with the latest news from GRP!

Partner Blog September 21, 2023

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.

News September 18, 2023

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.

September 8, 2023

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.

News September 5, 2023

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.

Resilience Perspectives August 25, 2023

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.

GRP is not just another NGO, it helps challenge the existing, dysfunctional system as much as it helps build an equitable and inclusive resilient future for those of us on the frontlines of shocks and stresses. The Partnership represents a way forward where organisations of all sizes, from both the public and private sectors, as well as from the Global South and Global North, can come together as equal voices and make commitments to develop resilient responses to the threats we face. Sheela Patel, Founder and Director of the Society for the Promotion of Area Resources Centres (SPARC), India

Changing course towards a resilient and sustainable future requires transformative collaboration across sectors, scales and geographies. GRP unites partners to learn from each other, launch innovative solutions, and drive investments into resilience. As we race to a better world, I am excited to have GRP as a key resilience ally. Nigel Topping, UN Climate Change High Level Climate Champion, COP26

The Global South Talent Pool has given me the opportunity to learn, grow and contribute to GRP’s mission. On the ground, young people, women’s groups and communities are all working on innovative, climate solutions. GRP amplifies voices, shares stories, and supports and nurtures innovative solutions to scale. June Kimaiyo, Youth Engagement Junior Officer, Global South Talent Pool

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

Explore the Series

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.

1,300

Organisations supported through capacity and partnership building activities.

More information

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.

African Group of Negotiators Expert Support (AGNES)

Adrienne Arsht – Rockefeller Foundation Resilience Center (Arsht-Rock)

Climate-KIC

Africa Research Impact Network (ARIN)

Project Drawdown

Boston Consulting Group (BCG)

Basel Agency for Sustainable Energy (BASE)

Winrock International

YouThinkGreen Egypt

Munich Re Foundation

Stockholm Resilience Centre (SRC)

Swedish International Development Cooperation Agency (Sida)

United States Agency for International Development (USAID)

Global Affairs Canada

Foreign, Commonwealth and Development Office (FCDO)

Global Environment Facility (GEF)

International Centre for Climate Change and Development (ICCCAD)

LDCs Universities Consortioum on Climate Change (LUCCC)

Center for Complex Systems in Transition (CST)

Potsdam Institute for Climate Impact Research (PIK)

Climate Development Knowledge Network (CDKN)

SouthSouthNorth (SSN)

Global Innovation Fund (GIF)

Climate Justice Resilience Fund

Stockholm Environment Institute (SEI)

World Resources Institute (WRI)

Mekelle University

International Institute for Environment and Development (IIED)

WWF

International Food Policy Research Institute (IFPRI)

South Pole

International Development Research Centre (IDRC)

Landscape Resilience Fund (LRF)

Overseas Development Institute (ODI)

University of Exeter

United Nations Development Programme (UNDP)

Red Cross Red Crescent Climate Centre (RCCC)

Slum/Shack Dwellers International (SDI)

Huairou Commission

Mercy Corps

Care International

Tulane University Disaster Resilience Leadership Academy

Feed the Future Innovation Lab for Markets, Risk & Resilience (MRR Innovation Lab)

Global Facility for Disaster Risk Reduction-World Bank (GFDRR)

Groundswell International

Mahila SEWA Housing Trust (MHT)

iDE Global

International Rescue Committee (IRC)

Near East Foundation (NEF)

Plan International

Wetlands International

We Effect

Intergovernmental Authority for Development (IGAD)

Permanent Interstate Committee for Drought Control in the Sahel (CILSS)

Bureau for Information, Exchanges, and Research for Development (BIFERD)

Global Shea Alliance (GSA)

Lutheran World Relief (LWR)

The Nature Conservancy (TNC)

Ocean Risk and Resilience Action Alliance (ORRAA)

Seacology

Alliance for Global Water Adaptation (AGWA)

World Ocean Council (WOC)

One Architecture & Urbanism (ONE)

MetaMeta

Atma Connect

Z Zurich Foundation

Global Parametrics

Business for Social Responsibility (BSR)

AXA XL

ICF

BRAC International

KPMG

Cervest

Clyde & Co

Latest Uploads to the Resilience Platform

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

May 22, 2023

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.

May 22, 2023

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.

May 22, 2023

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.

May 18, 2023

Public Impact Fundamentals

The [Centre for Public Impact](https://www.centreforpublicimpact.org) 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).

May 18, 2023

Case Study: The Welsh Policy on Charging for Social Services

The case study is an initiative under the [Centre for Public Impact](https://www.centreforpublicimpact.org) 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.