and donors to collaborate to improve funding and increase the effectiveness of ICT investments. In the group, the government would share its development plans and strategies, and donors would be encouraged to align their investments appropriately and coordinate efforts to avoid duplication of effort, address gaps, and gain efficiencies. Deploying an Asset Management Information System (AMIS). The Liberia Revenue Authority (LRA), with support from Digital Liberia and the General Services Agency (GSA), successfully deployed the GSA’s asset management information system (AMIS) application software, Hardcat. The LRA fixed asset management unit uses the system to monitor stock items, tag assets to users, run audit trails, and generate asset records history. Ministry of Health Corporate Mail Adoption. Digital Liberia provided change management and communication support to the Ministry of Health on how to ensure a smooth and complete transition of the ministry’s email and calendaring systems from personal internet accounts and ad hoc arrangements to the cloud-based Google Apps suite. The Ministry of Health reports that it successfully migrated 200 mail accounts, which are active and administering all institutional email. The ministry now plans to extend the functionality to calendaring and document management. Civil Service Agency Biometric and Payroll Database Synchronization. The Civil Service Agency has an ambitious institutional digital development plan, with intentions to reform and digitize many of its functions. To support this agenda, Digital Liberia assisted the agency with project planning and change management techniques. The project team helped CSA identify areas where they already have the necessary authority, ability, and acceptance to proceed. The agency determined a starting point — to clean up gaps in national payroll data — and has begun working efficiently toward this goal. In Liberia, lack of financial, human, and material resources constrains the government’s ICT capacity. In addition, most ICT units are relatively inexperienced and at a low position in the administrative hierarchy. Further, introducing disruptive reforms and improvements into the inertia of bureaucracies poses a challenge. These constraints can overwhelm planners and reformers into inactivity. Digital Liberia’s change management support used problem-driven iterative adaptation to guide teams on how to proceed in challenging circumstances. Local leadership has been essential to ensure that individuals with the best understanding of the context and possibilities, and the ability to marshal and sustain support, are identifying and guiding efforts. Digital Liberia encouraged project teams to take a stepwise approach — to identify and pursue smaller, near-term, realizable goals using available resources. This encouraged teams to build knowledge and confidence, learn by doing, and adapt to their circumstances. The process of digitizing government services involves experimentation, failure, and setbacks, as well as shifts in direction. The government understands that in order to build an e-society, it must try different approaches and learn from its mistakes. Digital Liberia identified the functional support required to complete most eInitiatives, being Project Governance, MEL, Change Management, Communications, Capacity Development, Resource Mobilization and Specialist Services. Project Management covers many of the above functions and can be seen as foundational requirement. Digital Liberia recognized this and adapted its service offering to provide capacity development in Project Management across most initiatives. Digital Liberia endeavored to bolster Project Governance and MEL through support to the CIO Council. Specialist services should be provided by the eLiberia PMO. Resource mobilization is a critical gap. Most MACs have weak internal ICT capability. If ICT-driven reforms are to meet their objectives, necessary skills need to be sourced to fill all roles. The eLiberia PMO office, if properly staffed, can play a role in providing part of these skills. The CIO Council and communities of practice are alternate sources. Also, incentives to encourage private sector supply should be developed DIGITAL LIBERIA FINAL REPORT | 9