This learning case is based on Christopher Grady’s experience working for USAID as a senior advisor from 2020–2025. USAID’s dissolution in 2025 presents an opportunity to envision future models for international development and foreign assistance. Grady analyzes the agency’s system for monitoring, evaluation, and learning (MEL) from its programs. Following this analysis, he proposes a new system that disaggregates the functions of accountability, program management, and portfolio strategy. A disaggregated MEL system (1) allows a development organization to assess if and how its portfolio of programs achieves higher-level goals, (2) provides incentives for implementers to achieve development goals rather than deliver specific outputs, and (3) frees professionals to use the judgment necessary to solve the world’s most difficult development challenges.

Learning Objectives

• Reflect on the tension between completion (checking boxes by finishing tasks) and achievement (meaningful learning and success) in evaluating international development program outcomes.
• Contextualize USAID’s approach to supporting accountability, portfolio strategy, and program management.
• Reflect on the limitations of an integrated Monitoring, Evaluation, and Learning (MEL) system.
• Consider the benefits of a disaggregated system that features separate evaluation of portfolios and programs, impact-focused evaluation of all new programs, iterative learning, and randomized audits 

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