USAID EPIC Year Two Annual Report 2017

As Year 2 of the 5-year project comes to an end, ED and EPIC have identified areas where the partnership has made progress, key learnings from Year 2, ways to improve ED and EPIC collaboration, and steps for Year 3 to continue the journey to reach education goals. EPIC's organizational effectiveness work has led to improvements in the Office climate and culture, as demonstrated by staff being more mindful of etiquette, having more constructive relationships, and showing more self-awareness and awareness of others. Collaboration and communication amongst teams has also improved, resulting in a less stovepiped approach to work. The professional development work stream has shifted focus to training delivery beyond traditional methods, with courses tailored to meet the needs of field staff. The professional development team has developed a plan for Year 3 that supports a Continuum of Learning. EPIC's knowledge management work has supported a shift to a knowledge management system that promotes sector-wide learning and exchange. This was demonstrated through the launch of the monthly internal newsletter, QUEST Landscape reports, and the development of an externally facing education sector platform. Activities in the engagement work stream have supported E3/ED in owning their role as ambassadors and champions of education, through the design of collateral products, high-level reports, and the E3/ED brand audit and assessment. The lessons learned from Year 2 of EPIC's implementation highlight the need for a systemic and holistic approach to organization improvement, respecting and strengthening individuals, teams, and their relationships. Leadership support is critical in helping to identify priorities and demonstrating commitment to activities and their results. Identifying and empowering champions for EPIC activities at all levels of the system is also essential. The EPIC project team has reshaped the Professional Development Working Group (PDWG) to be more productive and sustainable. The team has also developed a plan for Year 3 that supports a Continuum of Learning. The knowledge management system has been improved, with the launch of the monthly internal newsletter and the development of an externally facing education sector platform. The engagement work stream has supported E3/ED in owning their role as ambassadors and champions of education. The knowledge management work stream has supported a shift to a knowledge management system that promotes sector-wide learning and exchange. This was demonstrated through the launch of the monthly internal newsletter, QUEST Landscape reports, and the development of an externally facing education sector platform. Activities in the engagement work stream have supported E3/ED in owning their role as ambassadors and champions of education. EPIC's organizational effectiveness work has