USAID

FROM THE AMERICAN PEOPLE

WELCOME
Pause and Reflect
DELIVER
Delivering Effective Government for
Competitiveness and Inclusive Growth

August 26, 2021

1:30 – 4:30 PM
Part1: Understanding our Current Reality
What went well? Assumptions External / Internal
Environment

Government counterparts adapted virtual wrong assumption… =)

meetings, and enabled faster collaboration

Timeliness of the interventions (including flexibility Pandemic forced the government to

during the pandemic) e.g. PCAB, GPPB, DELIVER-e absorb the intervention faster.
assistance during the pandemic. Interventions
became very specific and focused. Maintained our
relevance.

Identified champions / established good relationship continuing work even after this
with counterparts administration / (will the champions
be the same?)

well defined/coordinated activities/assistance. the better implementation as better understanding

holding of the co creation workshop. stakeholders have buy in. by the counterparts

Key personnel have strong political capital across

government units

2
What are the points of improvement? Assumptions External / Internal
Environment
better communication with stakeholders esp in the output of the activities there are a lot of activities done but were stakeholders working
not properly disseminated, i.e., the
emergency procurement portal in silos
Communicate with all levels of government (senior and staff level) to ensure [notes: For DA, better to get buy in of
continuity of work across Administration. Regional offices. For DTI, buy in of
Central Office asec/usec.]

Get more inputs from Directors and their staff and get sense of who have more
political and technical capital (who has the ears of the decision-makers)
Better prioritization of activities across components, review the theory of change of Pandemic, new administration, other
DELIVER, given new circumstances. events, may have changed the theory of
change of DELIVER

We have to be informed of what's happening in the agency, identify their urgent

needs that is related to our work/objective and be pro-active
Organize policy dialogues to scan / assemble possibilities of new
reforms/champions.
More work/planning on cross-component activities to deliver the main goal of the Individual components are already
project. effective with their own objectives

Leverage on and working with other USAID Projects, and other US Embassy
units/projects
Invent/explore new ways to meet/engage counterparts Zoom fatigue

Engage more private sector / Civil Society Organizations. (Facilitate alignment of

priorities and activities of the private sector/CSOs with priorities of the
government)
Beef up component 3 activities (and also for other components)
More sharing sessions across components
Filter the activities/ideas into a Project-level priorities, that all the technical staff
can all rally on / Engage the project associates to contribute. Facilitate activities
that will enable the project associates to be more comfortable with each other and
participate in crafting strategies and newer approaches.
Part2: Engaging our Enablers
Enablers to address the supportive environment
timely support
Support/guidance from USAID in relation to inter-(USAID)project collaboration, and other
activities from the US embassy.
Work with management/director levels and staff levels to ensure continuity.

Enablers to address the unsupportive environment

constant dialogues for change of mindset; listening and understanding their needs

elicit support from wider set of stakeholders to champion reforms

4
Part1: Understanding our Current Reality
What went well?
Engaging “Backdoor”
Stakeholders to reach the
governor
What are the points of
improvement?
Appointing the Chief of Hospital
in the Provincial Hospital.
Assumptions
Leadership by the governor is
critical in fixing provincial health
system
Assumptions
The governor has the influence
to make fast and concrete
improvements in the health
system
Example
External / Internal Environment
The governor maintains a close
circle of trusted colleagues that
she listens to.
External / Internal Environment
Political environment in the
province makes it difficult to
replace the OIC
5
Part2: Engaging our Enablers Example
Enablers to address the supportive environment
Provide more information and greater incentives for the “Backdoor” to let the governor be more
responsive.

Enablers to address the unsupportive environment

- Invite the OIC to participate in the efforts to improve the hospital.
- Check other stakeholders in the hospital who can push for improvement given the non-
participation of the OIC