Growing from two people to seven is a major change, but it seems like most of AMF’s work is similar to the work being done before that change. What are some things the growth has enabled AMF to pursue?
(I understand if the answer is mostly “more of what we did already” and/or “Rob and Andrew get to spend more time away from work”!)
Yes to the former and no to the latter! We have been able to do more things and some of the same things more quickly—and better.
With a bigger team we have, amongst other things:
greater depth in management talent allowing us to manage more projects, more effectively
greater depth in data analysis talent allowing us to carry out deeper analysis of (larger quantities of) data
been able to invest time in putting together templates to allow us to more quickly assess projects. For example, standardised proposal templates (both word documents and excel spreadsheets) make multiple proposals much easier to compare and lead to better and quicker decisions (a further step will be to move to receiving some proposal materials online, so we are still seeking to improve in this area)
been able to help partners be more efficient and quicker with their reporting to us by moving away from word and pdf documents, and the inevitable receiving of emails, to online reporting. This has also allowed us to be better and quicker at assessing reports for implications and actions.
French language fluency in the team which has led to better, more effective interactions in Francophone countries (currently Guinea, Togo and DRC)
been able to take on, through 2017 to 2019, the world’s largest ever study of a new type of long-lasting insecticidal net, the PBO net (explainer, 18 month report)
Growing from two people to seven is a major change, but it seems like most of AMF’s work is similar to the work being done before that change. What are some things the growth has enabled AMF to pursue?
(I understand if the answer is mostly “more of what we did already” and/or “Rob and Andrew get to spend more time away from work”!)
Yes to the former and no to the latter! We have been able to do more things and some of the same things more quickly—and better.
With a bigger team we have, amongst other things:
greater depth in management talent allowing us to manage more projects, more effectively
greater depth in data analysis talent allowing us to carry out deeper analysis of (larger quantities of) data
been able to invest time in putting together templates to allow us to more quickly assess projects. For example, standardised proposal templates (both word documents and excel spreadsheets) make multiple proposals much easier to compare and lead to better and quicker decisions (a further step will be to move to receiving some proposal materials online, so we are still seeking to improve in this area)
been able to help partners be more efficient and quicker with their reporting to us by moving away from word and pdf documents, and the inevitable receiving of emails, to online reporting. This has also allowed us to be better and quicker at assessing reports for implications and actions.
French language fluency in the team which has led to better, more effective interactions in Francophone countries (currently Guinea, Togo and DRC)
been able to take on, through 2017 to 2019, the world’s largest ever study of a new type of long-lasting insecticidal net, the PBO net (explainer, 18 month report)