This paper reports practice within the project of Urban Management of Internal Migration due to Climate Change (UMIMCC). The project is set within a larger joint program co-financed between EU, German Ministry of Economic Development and Cooperation (Bundesministerium für wirtschaftliche Zusammenarbeit, BMZ) and DFID, which aims at creating resilient livelihood options in Bangladesh. It aims to contribute to the creation of sustained pathways out of poverty in most vulnerable areas through simultaneous investments in livelihoods and social security for long-term resilience. It adopts a "push-pull" strategy that helps poor people move towards diversified livelihood opportunities, whilst creating demand or pulling people into the formal economy and democratic system via private sector value chains and markets, and access to institutional services and governance processes. It also contributes to minimise impacts of forced climate displacement and internal/cross-border migration. UMIMCC has been implemented in two cities: Khulna City Corporation and Rajshahi City Corporation from 2015 to 2017. Total value of project was 5.00 million EUR .The political ministry was the Bangladeshi Ministry of Social Welfare and the implementing agencies were Khulna and Rajshahi City Corporations. The estimated target population of the project is 500,000 vulnerable people living in the urban slums. Crucially, the project adopts a partnership model coordinating a variety of government and non-government actors operating at different layers of society to achieve better and more sustainable programme results. This paper outlines the key strategic activities of the project, reports on challenges and achievements and identifies key areas that involved organisational learning in order to achieve the goals of the project. The report of activities is mainly descriptive and quantitative. Discussion of the challenges and achievements is initially based on field data and is further filtered by professional reflection about critical incidents that occurred in the process of development and implementation of the project. Critical professional reflection also filters evaluation of the organisational learning prompted by and occurring through the project. It is recognised that such learning has occurred both within the project team itself and in the partnerships with stakeholder agencies, and that the learning is evolving, fluid and multidimensional. The perspective is that of team leader of the project. It is also that of an international development project officer who has recently relocated from Bangladesh to a project in North Eastern Africa. This transfer allows reflection on learnings that can be adapted to a new context.

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