On May 8, 2025, the Centre for Learning on Evaluation and Results (CLEAR), in collaboration with the Centre for Economic Research in Pakistan (CERP), conducted a one-day workshop on Adaptive Leadership and Policy Planning (ALPP) for the 37th Senior Management Course (SMC) at the National Institute of Public Administration (NIPA), Lahore. The session brought together 41 senior civil servants—including 6 women and 35 men—from diverse departments across the Government of Pakistan. Held against the backdrop of ongoing economic uncertainty and regional tensions, the workshop came at a critical moment for the country’s governance landscape.
What made this intervention stand out was its clear demand-driven nature. Ahead of the training, a comprehensive Training Needs Assessment (TNA) with the SMC cohort was conducted to identify gaps in knowledge and leadership capacity. While many officers had attended previous leadership trainings, the TNA revealed persistent gaps, particularly in using Monitoring and Evaluation (M&E) systems to guide decisions, manage change, and align departmental priorities with national goals. Participants emphasized the need for strategic leadership, better use of data and indicators, and greater fluency in applying ICT and AI tools to evaluate public sector performance.
In response, this workshop was designed as a targeted intervention that connected adaptive leadership frameworks with the practical use of evidence in policymaking. It aimed to equip civil servants not only with tools for strategic thinking and collaboration but also with the mindset needed to lead effectively in complex, evolving policy environments. This step is closely aligned with CLEAR PCA’s efforts to strengthen institutional M&E capacity by embedding it within the decision-making behavior of public sector leaders.
The workshop combined interactive lectures, localized case studies, simulations, and hands-on group exercises intentionally moving away from passive, lecture-based learning. Participants worked through real-world scenarios reflective of the challenges they face in public administration, including navigating interdepartmental coordination, stakeholder resistance, and implementation gaps. One participant noted, “The case studies mirrored our daily experiences. They helped identify disconnects between policy design and leadership practice.”
Another reflected, “Evidence-based policymaking must be adaptive. Nothing stays static—evaluation should be continuous, not an afterthought.” These reflections speak directly to CLEAR’s approach: reframing M&E as a forward-looking, real-time governance tool rather than a backward-looking accountability checklist. By encouraging this shift in mindset, CLEAR is helping to institutionalize M&E not just as a technical process, but as a leadership priority.
The timing of the workshop, amid India-Pakistan political tensions, further underscored the importance of agility and adaptability in governance. Despite the challenging backdrop, the participants remained deeply engaged, demonstrating a strong appetite for grounded, relevant leadership development.
For CLEAR PCA, ALPP is part of a broader strategy to shift institutional culture from compliance-focused management to evidence-informed leadership. Strengthening M&E systems is not simply about tools or templates—it requires leaders who can think systemically, reflect on performance, and course-correct in real time. When senior civil servants adopt this approach, it cascades through departments, influencing priorities, resource flows, and ultimately, citizen outcomes.
