The Rockefeller Foundation is setting ambitious goals under our new all-of-Foundation climate strategy for how we can leverage our programs, partnerships, and voice to advance opportunity for all while reversing the climate crisis.

We know the path to transforming energy, food, health, and finance systems in the face of massive climate change disruptions will be non-linear. And the way we work will need to be increasingly dynamic to impact the greatest challenge of our time with ever-changing contexts on the ground.

How do we make necessary strategic shifts in an informed way to create the greatest good for people and planet? We believe the answer lies in a sound practice of strategic learning.

With this key question in mind, about a year ago, we set out to deepen how we learn about, learn from and learn in service of our impact.

We are committed to measuring our impact, learning from our and our partners' successes and challenges, and transparently sharing impact and insights to promote dialogue and inform action.

As a starting point, we created an organizational “blueprint” for strategic learning and impact. This blueprint lays out our journey toward deepening our proficiency as a learning organization – a journey which we acknowledge will never be complete.

It articulates the practice and culture of strategic learning that we’re fostering across The Rockefeller Foundation’s work. And, perhaps most importantly, it puts a stake in the ground around some key principles and values that guide our monitoring, evaluation and learning practices.

Read the full article about strategic learning by Sarah Hanck and Shawna Hoffman at The Rockefeller Foundation.