Monrovia to identify root causes of the problem, entry points for interventions, and possible solutions. Opportunities for reflection are built into the process, creating feedback loops that helped the project team adapt and change course when necessary. The PDIA process required understanding, time, and commitment by all stakeholders within the GOL and USAID. A fundamental component of the process was to enable key policymakers to identify their own problems and priorities related to ICT utilization and connectivity. This approach provided Digital Liberia the opportunity to build acceptance by guiding GOL policymakers through the process of questioning the existing way of doing things, which includes not just looking at symptoms of problems but also identifying the root causes. The next step is identification of 'Good' problems – those problems that are urgent, relevant, can often be readily addressed and if not, a ready commitment exists to tackle them over a longer time frame. While the overarching problem for the project was “connectivity and the related capacity to utilize it effectively,” identifying the interrelated problems that were important to the GOL required time to collectively reflect and allow decision makers to dissect their most critical components. To implement the PDIA approach, Digital Liberia supported the GOL in ‘problem construction’, which involves gathering key stakeholders in working groups to answer five questions: ‘What is the problem?’, ‘Why does it PDIA Key Learnings and Achievements matter?’, ‘To whom does it matter?’, ‘Who needs to care more?’ and ‘How do we get them to give it more attention?’’ • Despite significant demand for Defining the problem is key. Good problems give everyone improved internet connectivity, few focus and energize collective effort. Solutions, and the GOL partners were interested in change associated with them, require that the reformers changing how internet was procured; have the necessary authority and power to engage, • PDIA allowed Digital Liberia to identify acceptance by the participants, and ability to drive change. those with authority, influence, and The working group considered these factors in change space, and to detect when those dynamics shifted (e.g., new deconstructing the problem and finding realistic and administration inauguration in January actionable solutions. 2018); The PDIA process is time consuming. It was difficult to go • PDIA allowed Digital Liberia to change down a path that may not lead to a ‘YES’ answer as Digital course and focus on GovNet when CSquared implementation was delayed; Liberia used project time and resources, considered project • Allowed to shift more responsibility to outcomes, and monitoring, evaluation, and learning (MEL) the PAC (Project Advisory Council) targets. Additionally, GOL partners sometimes grew and let the influence of PAC to support impatient with deconstructing problems that they felt were the Ministers in exercising their already defined by USAID. However, taking that path authority. demonstrated to partners that their priorities were respected. Ultimately, the PDIA approach built trust and ensured decision makes were committed to changes that brought about sustainable results. OBJECTIVE 1 The overarching goal of Objective 1 was to increase sustainable ICT utilization at targeted MACs to improve decision-making and management by building ICT Capacity, infusing change management throughout eInitiatives, and assisting GOL to develop effective mediums of communicating its eGovernment agenda and activities. Expected Results under Objective 1 included: 1. Strengthened Capacity of Targeted MACs to use ICT to improve Government Decision Making and Management; 2. Strengthened Implementation of Prioritized Systems Reforms in targeted MACs; 3. Improved availability of timely, accurate and transparent information to support better decisions and resource management. DIGITAL LIBERIA FINAL REPORT | 6