education performance improvement, communications and

Submitted: July 18, 2016

This publication was produced for review by the United States Agency for International Development. It was prepared by Training Resources Group, Inc. (TRG).

USAID Office of Education

Education Performance Improvement, Communications and Knowledge (EPIC)

Quarterly Report April 1, 2016-June 30, 2106

USAID Contract Number: GS-23F-8071H/AID-OAA-M-15-00018 Requisition/Purchase Request/Project No: REQ-EGEE-14-000090 Education Performance Improvement, Communications, and Knowledge (EPIC) Implemented by: Training Resources Group, Inc. (TRG) 4401 Wilson Boulevard, Suite 200 Arlington, VA 22203 Phone: +1 703-875-8909 Fax: +1 703-875-9409 www.trg-inc.com

http://www.trg-inc.com/

- 1 -

Table of Contents Acronyms ....................................................................................................................................... 3

Project Overview .......................................................................................................................... 4

Introduction ................................................................................................................................... 5

Third Quarter at A Glance ........................................................................................................... 6

Organizational Effectiveness ........................................................................................................ 7

Implement Office Strategy, Work Plan, and MEL Processes .............................................................................. 8

Facilitate Organization Redesign.............................................................................................................................. 10

Streamline Office Processes ..................................................................................................................................... 11

Enhance the Effectiveness of Office of Education Meetings .............................................................................. 13

Conduct Management Development Program .................................................................................................... 14

Professional Development ......................................................................................................... 15

Design and Deliver Core Education Sector Trainings ....................................................................................... 16

Create Compendium & Schedule of Learning Opportunities .......................................................................... 17

Compile Menu of Learning and Training Modalities ........................................................................................... 18

Identify Other Frameworks and Methodologies that Use, But Go Beyond, Competencies as a Design Principle ......................................................................................................................................................................... 19

Pilot Learning and Knowledge Sharing Modalities ............................................................................................... 21

Develop and Deliver Short, Focused Virtual Training ....................................................................................... 22

Knowledge Management ............................................................................................................ 23

Education Toolkit Content ....................................................................................................................................... 24

Assess KM Toolkit ...................................................................................................................................................... 25

Support Production and Dissemination of Technical Documents .................................................................. 26

Curate and Annotate Program Cycle Documents .............................................................................................. 27

Provide Support to BE2 ............................................................................................................................................. 28

Develop Evidence-Based Cross Cutting Area Technical Briefs with Related Knowledge Products ...... 30

Support for Annual Mobiles for Education Alliance Symposium ..................................................................... 31

Engagement, Communication, and Partnership ...................................................................... 32

Facilitate Office ECP Strategy ................................................................................................................................... 33

- 2 -

2017 Education Summit Planning ............................................................................................................................. 34

Support the Development of ECP Monitoring Process ..................................................................................... 35

Support Share-Out of the 2011-2015 Education Strategy Results and Launch of the 2016 Education Strategy .......................................................................................................................................................................... 36

Support Development of Print and Online ECP Outreach Material .............................................................. 38

Design and Deliver Communications Training for Staff .................................................................................... 39

Summary and Analysis of Mission Programs ......................................................................................................... 40

Global Consultations for the Education Finance Commission......................................................................... 41

Global Book Alliance .................................................................................................................................................. 42

Project Management and Operations ....................................................................................... 43

Next Steps for Q4 2016 .............................................................................................................. 45

Financial Information .................................................................................................................. 46

- 3 -

Acronyms AAR After Action Review

ADS Automated Directives System

BE2 Building Evidence for Education

COR Contracting Officer’s Representative

E3 Bureau for Economic Growth, Education and Environment

ECP Engagement, Communications and Partnership

ED Office of Education

EEPM Effective Education Portfolio Management

EGRA Early Grade Reading Activity

EiCC Education in Conflict and Crisis

EOC Education Overview Course

EPIC Education Performance Improvement, Communication and Knowledge

EPP Education Policy and Planning

ESC Education Sector Council

FY Fiscal Year

KM Knowledge Management

M&E Monitoring and Evaluation

MCI Making Cents International

MEL Monitoring, Evaluation and Learning

PD Professional Development

PMMELP Performance Management, Monitoring, Evaluation and Learning Plan

POP Period of Performance

PT&E Participant Training and Exchange

QUEST Quality, Equity and Sustainability Team

SOP Standard Operating Procedures

SOTA State of the Art

SSI Social Solutions International, Inc.

TRG Training Resources Group, Inc.

USAID U.S. Agency for International Development

- 4 -

Project Overview The U.S. Agency for International Development (USAID) is a global leader in the education sector, providing innovative, cutting-edge approaches and models to expand access to education and capacity development across a broad spectrum of economic and socio-political environments. Indicative of this is USAID’s 2011-2015 Education Strategy, which further expands the frontier of USAID educational programming so that all children can learn to read, youth can be better prepared to enter the workforce, and those living in areas affected by crisis and conflict can access education.

In particular, the 2011-2015 Education Strategy identifies three goals:

1. Improved reading skills for 100 million children in primary grades by 2015.

2. Improved ability of tertiary and workforce development programs to generate workforce skills relevant to a country’s development goals.

3. Increased equitable access to education in crisis and conflict environments for 15 million learners by 2015.

The Office of Education (ED) within the Bureau for Economic Growth, Education and Environment (E3) is responsible for implementing the Education Strategy. ED fulfills this responsibility through a variety of technical, advisory, and training support services to missions and bureaus on the design, implementation, monitoring and evaluation of programs in the areas of basic education (especially early grade reading), youth workforce development, tertiary education and education in conflict and crisis environments.

To reinforce and improve upon the Office’s current efforts in support of the Education Strategy, ED conceived of and designed the Education Performance Improvement, Communications and Knowledge (EPIC) project. EPIC is a five-year activity of support services, managed by the Education Policy and Planning Division (EPP) within E3/ED. EPIC’s objective is to improve education sector programming, measurement, and management in the areas of performance improvement and organizational effectiveness; professional development and training; internal and external communications and outreach; and knowledge management uptake and brokering. EPIC consists of support services in four key areas that will be implemented simultaneously:

• Performance improvement through organizational effectiveness

• Professional development and learning

• Communications

• Knowledge management, generation and use

The EPIC contract was awarded to Training Resources Group, Inc. (TRG), along with subcontractors Forum One and Social Solutions International, Inc. (SSI), on October 1, 2015. The project period of performance (POP) includes a one-year Base Period, followed by two, two-year Option Year periods for a total POP of five years (2015 – 2020) (contingent upon the exercise of the two Option Year periods).

- 5 -

Introduction This report covers EPIC’s 3rd Quarter (Q3) of Project Year 1. It includes a summary of activities and progress that occurred between April 1 and June 30, 2016. Overall EPIC’s third quarter yielded a significant acceleration of activities across all work streams as activities were further defined and/or expanded. As EPIC deepened activities in each work stream, equally important was the leveraging of activities across work streams.

In order to provide an activity status overview, this report includes an activity dashboard for each work stream activity that rates the status of the activity’s timeline, budget, and content using a stop light color coding method. The status symbols for the dashboard ratings are outlined in Figure 1.

FIGURE 1. Status Symbols for the Dashboard

Symbol Meaning

DELAY

Significant delay in timeline, overspending or a higher burn rate than expected, or other serious implementation issues.

FEW ISSUES Activity is moving along with a few minor issues with spending, timeline, or implementation.

ON TRACK Activity is on track with no issues with spending, timeline, or implementation.

COMPLETE Activity is completed.

CANCELED Activity is permanently canceled.

- 6 -

Third Quarter at A Glance • Supported 2016 Education Strategy feedback, review, and update process

• Facilitated work planning sessions for 6 E3/ED teams

• Completed Office on-boarding materials

• Convened new staff welcome breakfast

• Finalized dates and venues for EOC and EEPM trainings

• Updated education learning opportunities

• Conducted education staff inquiry

• Recommended revised Education Toolkit navigation scheme and structure and began build out of recommendations

• Presented layout and visualization options for 2011-2015 Strategy Summative Findings report

• Supported BE2 April meeting

• Initiated planning and coordination for Mobiles for Education Symposium

• Built the communications survey for internal and external stakeholders

• Completed global consultations for Education Finance Commission and prepared findings report

• Proposed options for Books for Every Child website

• Facilitated Global Book Alliance retreat

- 7 -

Organizational Effectiveness

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Activity Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Implement Office Strategy, work plan, and MEL processes

NA NA NA NA NA Q2 Q3 Q3 Q3 Q4 Q4 Q4

Facilitate organization redesign NA NA NA NA Q2 Q2 Q3 Q3 Q3 Q4 Q4 Q4

Streamline office processes NA NA NA NA Q2 Q2 Q3 Q3 Q3 Q4 Q4 Q4

Enhance the effectiveness of Office of Education meetings

NA NA NA NA NA NA Q3 Q3 Q3 Q4 Q4 Q4

Conduct management development program NA NA NA NA NA NA Q3 Q3 Q3 Q4 Q4 Q4

The Organizational Effectiveness (OE) work stream is focused on strengthening the Office organizational structure, systems and processes to sustain the anticipated growth of E3/ED staff and to enable E3/ED to be more effective and efficient in the provision of services to the broader Office, missions and education sector. This is a clear priority for the Office because it is both a catalyst and a foundation for success in the other three work streams.

The imminent launch of the 2016 Education Sector Strategy, the addition of new staff, and the commitment of Office leadership makes for ripe conditions to achieve transformative change that is responsive to the evolving Office size and structure as well as to global changes in the education sector. Strengthening the way that the Office organizes, communicates, relates and collaborates will ensure that the sum of the Office is greater than its individual parts.

This quarter, EPIC made considerable strides in the OE work stream. Of particular importance has been the facilitation of the 2016 Education Sector Strategy feedback and draft update process; work plan facilitation for six Office teams; completion of onboarding materials; and facilitation of a new staff welcome breakfast event. Throughout all OE activities, EPIC is constantly gathering critical data and strategizing on how to address deeper issues of organizational culture and structure to effect lasting change.

- 8 -

Implement Office Strategy, Work Plan, and MEL Processes

TABLE 1. Timeline to Implement Office Strategy, Work Plan, and MEL Process


Task Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Determine what planning and reporting occurs at various levels

NA NA NA NA NA NA Q3 Q3 Q3 Q4 NA NA

Develop and implement common template, schedule and process for work plan development and monitoring

NA NA NA NA NA NA Q3 Q3 Q3 Q4 Q4 NA

Periodically review and make changes as necessary

NA NA NA NA NA NA NA NA NA Q4 Q4 Q4

TABLE 2. Status of Implementing Office Strategy, Work Plan, and MEL Process

Timeline Budget Content Comments

ON TRACK

ON TRACK

ON TRACK

This activity is proceeding as planned and in accordance with our timeline. Additional work will continue into Q4.

2016 Education Sector Strategy: EPIC supported the revision and update process for the 2016 Education Sector Strategy in several ways. These include:

• Analyzed education sector survey results and prepared analysis report – E3/ED administered a feedback survey on Survey Monkey consisting of 24 questions. A total of 208 participants completed the survey, representing 80 different Missions, Offices or Bureaus. A qualitative and quantitative analysis was conducted of survey responses and summarized in a survey analysis report, presented to the core drafting team (including 5 representatives from the goal areas) and Education Sector Council (ESC) members.

• Facilitated week-long Strategy feedback and update process - EPIC facilitated an intensive, week-long Education Sector Strategy feedback and drafting session during the week of May 2nd. The first two days included facilitated technical discussions between the core drafting team and regional education staff, PPL/P, BRM, E3/GEWE, and others. These sessions yielded valuable input and feedback which were categorized according to what could be integrated into the

- 9 -

existing draft strategy, what could be addressed in other Agency documents and/or processes, and what needed to be discussed at a higher level of decision making. During the remainder of the week, the core drafting team synthesized feedback and worked intensively to incorporate the latest thinking into the draft. In addition to facilitating the sessions, EPIC supported this process by preparing summary notes and action items and documenting the overall Strategy update process.

• Facilitated second technical review – EPIC facilitated a second technical review meeting less than one week after the draft update was circulated in order to solicit urgent feedback that required attention prior to submission to Charles North.

EPIC submitted a process document to capture the Strategy development process along with a visual depiction of the process for use in presentations to the Agency Leadership Council (ALC) and other stakeholders. A summary deliverable document was submitted inclusive of all outputs associated with this activity.

Office Work Planning: Office work planning has been a particularly active task during Q3. An OE work planning meeting was held during which EPIC received input from staff on the categories of work planning they need to track and report on. Based on that input, EPIC drafted a template that was presented to the Office for feedback. The template was finalized based on the feedback and finalized for use in team work planning sessions. Subsequently, during the month of June, the EPIC team facilitated six team work planning sessions, including:

• June 7: Workforce Development/Higher Education Team

• June 9-10: Education in Conflict and Crisis (EiCC) Team

• June 14: Participant Training and Exchange (PT&E) Team

• June 15: Higher Education Team

• June 21: Engagement Team

• June 22: Quality, Equity and Sustainability (QUEST) Team

Work planning sessions for the Evidence and Learning Teams will take place in early July.

“…we truly enjoyed working with your team and will be back in touch with any questions. You helped us get to know each other better, build trust, have fun - and set us on the road to being more effective!”

— EiCC Team Member

- 10 -

Facilitate Organization Redesign

TABLE 3. Timeline to Facilitate Organization Redesign



Determine roles and place in org structure of admin support and program team positions

NA NA NA NA Q2 Q2 Q3 Q3 Q3 NA NA NA

Finalize and communicate the new “operational” organizational structure

NA NA NA NA NA NA Q3 Q3 Q3 NA NA NA

Define decision-making authority of different levels of Office management


Define team roles and responsibilities, including interaction with other teams


Periodically review and adjust NA NA NA NA NA NA NA NA NA Q4 Q4 Q4

TABLE 4. Status of Facilitating Organization Redesign


ON TRACK

ON TRACK

ON TRACK

This activity is on track in close collaboration with E3/ED.

Several tasks were initiated in Q3 under this activity. For example, recommendations for the placement of USAID administrative support positions was submitted. EPIC will develop recommendations for program team positions in Q4. Roles and responsibilities are being addressed through a series of management team meetings that bring together the executive team and team leaders. During these meetings participants began the process of outlining the different roles and responsibilities of team leads and the executive management team.

- 11 -

Streamline Office Processes

TABLE 5. Timeline to Streamline Office Process



Gather input from Office on processes NA NA NA NA Q2 Q2 NA Q3 NA Q4 NA NA

Identify high-performing USAID offices NA NA NA NA NA Q2 NA Q3 NA Q4 NA NA

Develop user-friendly SOPs NA NA NA NA NA Q2 NA Q3 NA Q4 NA NA

Communicate SOPs and roles to Office NA NA NA NA NA Q2 NA Q3 NA Q4 NA NA

Periodically review/update as needed NA NA NA NA NA NA NA NA Q3 Q4 Q4 Q4

TABLE 6. Status of Streamlining Office Process


FEW ISSUES

ON TRACK

FEW ISSUES

There has been a slight delay in moving the clearance process forward due to unexpected staff absence.

On-boarding: The Office identified on-boarding and clearance processes as pain points requiring urgent attention. As such, these were the first two processes to be prioritized for EPIC to streamline. This quarter, EPIC completed new employee onboarding materials. These included:

• A Guide to Onboarding New Employees- Supervisor’s Notebook

• Welcome: A Guide to Getting Started- New Hire Binder

• The Guide to Onboarding New Employees- Supervisor, Onboarding Coordinator, Buddy, Team Member, and New Hire Checklists

In addition, on June 22 a new staff welcome breakfast was organized and held at the North Tower. The event was facilitated by Tom Lent and Steve Yank, and had over 20 E3/ED staff participate. Not only was

- 12 -

the event a good way to gather the Office teams in one place, but it was also an effective modality to surface organization culture discussions that will inform overall OE work stream activities.

Clearance Process: EPIC is working with a clearance task team, following the same inquiry and facilitation model that was applied to the on-boarding process. At the initial meeting, the team determined that the clearance process will benefit from a standards document, sample documents, and a memo package. EPIC’s process improvement specialist began working with a point person in E3/ED to develop these templates and examples. However, due to unforeseeable circumstances, the process improvement specialist is on temporary leave. It was decided, in conjunction with the COR, to restart the clearance process upon her return, expected in late July. In the meantime, work on the travel process will also begin in July to generate accelerated momentum in this activity.

Automated Directives System (ADS): Additionally, this quarter, EPIC facilitated a meeting on two sections of the ADS. The purpose of the meeting was to review the background of USAID’s Participant Training and Exchange Visitor Program (particularly Section 252.3 of ADS Chapter 252, Visa Compliance for Exchange Visitors and Section 253.3.2 of ADS Chapter 253, Participant Trainings and Exchanges for Capacity Development), participate in the design process of the next generation of policies, and provide feedback as to the requirements of the new system so that it ensures more security, improves functionality and complementarity with other Agency system. The group also explored ways to exchange information, involve other participants, and gather and learn from other inputs and experiences.

- 13 -

Enhance the Effectiveness of Office of Education Meetings

TABLE 7. Timeline to Enhance the Effectiveness of Office of Education Meetings



Observe ED meetings NA NA NA NA NA NA NA Q3 Q3 Q4 Q4 NA

Facilitate conversations on processes and measures to enhance the effectiveness of regular meetings

NA NA NA NA NA NA NA NA Q3 Q4 Q4 NA

Draft SOPs and guidance for conducting meetings NA NA NA NA NA NA NA NA NA Q4 Q4 NA

Communicate SOPs and guidance for conducting meetings

NA NA NA NA NA NA NA NA NA Q4 Q4 NA

Finalize SOPs and guidance for conducting meetings

NA NA NA NA NA NA NA NA NA NA NA Q4

TABLE 8. Status of Enhancing the Effectiveness of Office of Education Meetings


FEW ISSUES

ON TRACK

FEW ISSUES

There were some delays in identifying meetings to attend. This was rectified by June.

The EPIC team began attending meetings as observers in June. Two management team meetings were observed this quarter. The team will attend additional meetings in Q4 and will initiate conversations to improve the effectiveness of meetings. The product of these observations and conversations will be a set of guiding principles and operating procedures for conducting meetings, which will be drafted, finalized and communicated to all staff by the end of Q4.

- 14 -

Conduct Management Development Program

TABLE 9. Timeline to Conduct Management Development Program



Assess strengths, needs and wishes of team leaders and deputy office directors

NA NA NA NA NA NA Q3 Q3 Q3 Q4 NA NA

Develop management course to inculcate common language and approach to supervision and management

NA NA NA NA NA NA Q3 Q3 Q3 NA Q4 NA

Develop coaching program for interested supervisors and managers

NA NA NA NA NA NA Q3 Q3 Q3 NA Q4 NA

Conduct leadership and management coaching sessions

NA NA NA NA NA NA NA Q3 Q3 Q4 Q4 Q4

TABLE 10. Status of Conducting Management Development Program


FEW ISSUES

ON TRACK

FEW ISSUES

This task is slightly behind as the overall strategy for the management development program is being developed with E3/ED leadership.

One E3/ED staff is already meeting with a coach to work on immediate needs as well as long-term planning. The vision for this activity is to develop a coaching program that will be mandatory for team leads and anyone in a leadership position. Requests from team members who wish to participate in the coaching program will be assessed to meet those interests, either through the EPIC contract or through USAID’s Staff Care program. Ultimately, the Office is committed to supporting the team’s professional growth. EPIC has identified additional coaching resources from TRG’s organizational development and training consultant pool. Sid Rainey, a certified coach and recent addition to TRG, will design and coordinate the overall coaching program.

- 15 -

Professional Development

TABLE 11. Professional Development Activity Overview, by Quarter



Design and deliver core education sector trainings

NA NA Q1 Q2 Q2 Q2 Q3 Q3 Q3 Q4 Q4 Q4

Create a compendium and schedule of education sector learning and training opportunities


Compile a menu of learning and training modalities

NA NA NA Q2 Q2 Q2 Q3 Q3 Q3 Q4 Q4 NA

Competency frameworks and beyond NA NA NA Q2 Q2 Q2 Q3 Q3 Q3 Q4 Q4 NA

Pilot learning and knowledge sharing modalities


Develop and deliver short, focused, virtual trainings


The Professional Development (PD) work stream will ensure that USAID education staff have the technical capacity and skills required to achieve the Agency’s education sector goals. Highlights from this quarter include the finalization of the dates and venues for the Education Overview Course (EOC) and the Effective Education Portfolio Management (EEPM) course; compilation and update of education sector learning opportunities; implementation of an education staff inquiry; and identification of the first virtual training topic.

- 16 -

Design and Deliver Core Education Sector Trainings

TABLE 12. Timeline to Design and Deliver Core Education Sector Trainings



Design, deliver, and evaluate EOC training NA NA NA NA Q2 Q2 Q3 Q3 Q3 Q4 Q4 Q4

Design EEPM training NA NA NA NA Q2 Q2 Q3 Q3 Q3 Q4 Q4 Q4

Design a third TBD training NA NA NA NA NA NA Q3 Q3 Q3 Q4 Q4 Q4

TABLE 13. Status of Designing and Delivering Core Education Sector Trainings


ON TRACK

ON TRACK

ON TRACK

This activity is on track.

During this reporting period, the EPIC team finalized dates and training locations for the EOC and EEPM courses. The EOC is scheduled to take place from September 12-16, while the EEPM course has been scheduled to take place from October 24-28. The team continued to work on training design and planning for the logistics and coordination of both trainings.

- 17 -

Create Compendium & Schedule of Learning Opportunities

TABLE 14. Timeline to Create Compendium & Schedule of Learning Opportunities



Determine universe of course/training topics and sources and compendium format

NA NA NA NA NA Q2 NA NA NA NA NA NA

Gather and analyze data NA NA NA NA NA Q2 Q3 NA NA NA NA NA

1st Edition of Compendium/Sched. NA NA NA NA NA NA Q3 NA NA NA NA NA

Develop updating process NA NA NA NA NA NA Q3 NA NA NA NA NA

Update compendium monthly NA NA NA NA NA NA Q3 Q3 Q3 Q4 Q4 Q4

Communicate compendium updates to USAID Washington and field-based staff


TABLE 15. Status of Creating Compendium & Schedule of Learning Opportunities


ON TRACK

ON TRACK

ON TRACK


The EPIC team has been compiling and updating learning opportunities periodically and submitting to USAID. A meeting was held in June with the E3/ED Knowledge Management (KM) and Learning Advisor to discuss a process and timeline for uploading this information to the Education Toolkit.

- 18 -

Compile Menu of Learning and Training Modalities

TABLE 16. Timeline to Compile Menu of Learning and Training Modalities



Determine list of modalities, list of factors to be analyzed, document format/design/length

NA NA NA Q2 Q2 NA NA NA NA NA NA NA

Draft learning and training modality document

NA NA NA NA NA Q2 Q3 Q3 Q3 Q4 NA NA

Final learning and training modality document NA NA NA NA NA NA Q3 Q3 Q3 NA Q4 NA

TABLE 17. Status of Compiling Menu of Learning and Training Modalities


FEW ISSUES

ON TRACK

FEW ISSUES

This process has been delayed to better fit into the PD team process.

An initial outline for the learning and training modality document has been developed. EPIC’s learning technology specialist will develop a draft document in July with the view to having a final, vetted version of the document available by August.

- 19 -

Identify Other Frameworks and Methodologies that Use, But Go Beyond, Competencies as a Design Principle

TABLE 18. Timeline to Identify Other Frameworks and Methodologies



Define continuum of learning and competency document format, design, and length

NA NA NA Q2 Q2 NA NA NA NA NA NA NA

Compare with other USAID continuums NA NA NA NA NA Q2 NA NA NA NA NA NA

Gather and analyze data NA NA NA NA NA Q2 NA NA NA NA NA NA

Draft and finalize continuum of learning matrix

NA NA NA NA NA Q2 Q3 Q3 Q3 NA NA NA

Draft and finalize competency document NA NA NA NA NA Q2 Q3 Q3 Q3 NA NA NA

Conduct education staff inquiry NA NA NA NA NA NA Q3 Q3 NA NA NA NA

Conduct document review NA NA NA NA NA Q2 Q3 NA NA NA NA NA

Draft and finalize education staff inquiry report NA NA NA NA NA NA NA NA Q3 Q4 NA NA

TABLE 19. Status of Identifying Other Frameworks and Methodologies


FEW ISSUES

ON TRACK

FEW ISSUES

This process has been delayed to better fit into the PD team process.

Education Staff Inquiry: In April and May, EPIC conducted one-on-one interviews and webinars with USAID staff to capture their experiences and perspectives. Participants included representatives from Africa, Asia, Latin America and the Caribbean, and USAID headquarters. Findings from the inquiry

- 20 -

process will help shape EPIC professional development products including in-person trainings, on-line learning, and beyond.

Continuum of Learning Matrix: A draft continuum of learning matrix has been developed in consultation with the ESC PD team. A narrative to support and formalize the continuum of learning matrix along with a visual is being developed.

- 21 -

Pilot Learning and Knowledge Sharing Modalities

TABLE 20. Timeline to Pilot Learning and Knowledge Sharing Modalities



Design modality pilot NA NA NA NA NA NA NA NA Q3 NA NA Q4

Market modality pilot NA NA NA NA NA NA NA NA Q3 NA NA Q4

Launch modality pilot NA NA NA NA NA NA NA NA Q3 NA NA Q4

Draft and finalize pilot outcomes and recommendations report

NA NA NA NA NA NA NA NA NA Q4 NA Q4

TABLE 21. Status of Piloting Learning and Knowledge Sharing Modalities


FEW ISSUES

ON TRACK

FEW ISSUES

The identification of the first modality and topic was slightly delayed.

Meredith Ferris will be coordinating this activity, slated to begin in July. The first pilot will leverage the flexible instruments virtual training (see proceeding section). In particular, the team will utilize the follow-up portion of the webinar as a modality to pilot the webinar modality for knowledge sharing and exchange.

- 22 -

Develop and Deliver Short, Focused Virtual Training

TABLE 22. Timeline to Develop and Deliver Short, Focused Virtual Training



Identify topics of interest NA NA NA NA NA NA NA Q3 NA NA Q4 NA

Identify modality NA NA NA NA NA NA NA Q3 NA NA Q4 NA

Identify, prepare and support trainers, experts and/or facilitators

NA NA NA NA NA NA NA NA Q3 NA NA Q4

Design, deliver and evaluate sessions NA NA NA NA NA NA NA NA Q3 Q4 NA Q4

TABLE 23. Status of Developing and Delivering Short, Focused Virtual Training


FEW ISSUES

ON TRACK

FEW ISSUES

Launch of the first virtual training is early Q4 versus Q3 as planned.

In Q3 the EPIC team identified a trainer for the first virtual training session as well as on overall activity manager. Meredith Ferris will lead and coordinate this activity. The first virtual training will be delivered by Barbara Brocker. The webinar, entitled Flexible Instruments, is scheduled for July 13 and 21st and it will be offered in three time zones.

- 23 -

Knowledge Management

TABLE 24. Knowledge Management Activity Overview, by Quarter



Update education toolkit content NA NA NA NA Q2 Q2 Q3 Q3 Q3 Q4 Q4 Q4

Assess KM toolkit and COP platforms NA NA NA NA NA Q2 Q3 Q3 Q3 Q4 Q4 NA

Support production and dissemination of technical documents


Curate and annotate program cycle documents


Provide support to BE2 NA NA NA NA NA Q2 Q3 Q3 Q3 Q4 Q4 Q4

Develop evidence-based cross cutting area technical briefs and knowledge products


Support for Annual Mobiles for Education Alliance Symposium

Q3 Q3 Q4 Q4 Q4

Through the Knowledge Management (KM) work stream activities, EPIC will broaden and deepen a knowledge management system of, by and for all education staff, and cross the spectrum of USAID education stakeholders. EPIC will establish mechanisms to mine, curate and share visually rich (user friendly) learnings, knowledge products, and program cycle and management tools. These will be linked to KM platforms and existing sites as applicable. Links will be discussed and identified with E3/ED.

Highlights of EPIC’s KM work stream activities for this quarter include: creation of technical page mock-ups for the Education Toolkit; recommendations for a revised navigation scheme and structure for the Education Toolkit and creation of a development environment to build out the proposed recommendations; layout and visualization options for the 2011-2015 Education Strategy Summative Findings Report; process document for curating and annotating program cycle documents; logistics and coordination support for the April Building Evidence in Education (BE2); and planning and coordination for the upcoming Mobiles for Education Symposium Alliance.

- 24 -

Education Toolkit Content

TABLE 25. Timeline for Education Toolkit Content



Identify areas to update and information/ data gaps

NA NA NA NA NA NA Q3 NA NA NA NA NA

Develop toolkit updating process NA NA NA NA NA NA Q3 NA NA NA NA NA

Update toolkit content NA NA NA NA NA NA NA Q3 Q3 Q4 Q4 Q4

Develop analytics system to track toolkit uptake NA NA NA NA NA NA NA NA Q3 Q4 Q4 NA

Identify measures to advertise the toolkit widely and identify cross- leveraging opportunities

NA NA NA NA NA NA NA NA Q3 Q4 Q4 NA

TABLE 26. Status of Education Toolkit Content


ON TRACK

ON TRACK

ON TRACK


In Q3 EPIC hired a consultant to work with the E3/ED KM and Learning Advisor to update the Education Toolkit content. The first phase of this process involves a light refresh of the Toolkit structure and content. The KM consultant is consulting with E3/ED teams to gather feedback and information on page mockups. In addition, the consultant has been working closely with the KM and Learning Advisor to think through site architecture strategies (main menu, subsections, submenus, differentiating section content, etc.). As technical page mockups are completed and finalized, the KM consultant will move to the next technical area.

- 25 -

Assess KM Toolkit

TABLE 27. Timeline to Assess KM Toolkit



Conduct toolkit platform assessment in conjunction with KM specialist

NA NA NA NA NA Q2 Q3 NA NA NA NA NA

Draft assessment and recommendations report NA NA NA NA NA NA Q3 Q3 NA NA NA NA

Final assessment and recommendations report NA NA NA NA NA NA NA Q3 NA NA NA NA

Implement priority recommendations NA NA NA NA NA NA NA Q3 Q3 Q4 NA NA

TABLE 28. Status of Assessing KM Toolkit


ON TRACK

ON TRACK

ON TRACK

This activity is being led by EPIC subcontractor, Forum One. Tasks are proceeding within the initial timeline and budget. The content of this work has been further defined in conjunction with the KM and Learning Advisor.

During Q3 ForumOne completed the Toolkit assessment process, drawing from several key informant interviews as well as feedback and comments received by the KM and Learning Advisor during her attendance at the AREW conference in Ethiopia. Based on these findings, ForumOne developed a recommendations memo for an updated and revised Toolkit navigation scheme and structure. After much back and forth trying to get a new shared Google account at USAID established for building out the updated version of the Toolkit, it was decided to establish a new shared ForumOne account for this purpose. ForumOne is working in this development environment (copied version of the Education Toolkit) and is actively building out the new proposed navigation and prototyping page templates. It is anticipated that the build out will be complete by the end of July.

To market the Toolkit to USAID staff, ForumOne developed a two-page document entitled, “Your Education Toolkit”. This document outlines the Toolkit’s key useful features.

- 26 -

Support Production and Dissemination of Technical Documents

TABLE 29. Timeline to Support Production/Dissemination of Technical Documents



Define roles and responsibilities between EPIC and Evidence Team


Prioritize documents for production and dissemination support


Provide editing, layout, graphic design and dissemination of ED technical documents.


Map and prioritize key events with the Evidence Team to provide capture and synthesis support


Support capture and synthesis of prioritized key events


TABLE 30. Status of Supporting Production/Dissemination of Technical Documents


ON TRACK

ON TRACK

ON TRACK

This task is driven by requests received from the Evidence Team.

EPIC subcontractor, ForumOne, is supporting the layout and visualization of the 2011-2015 Education Sector Summative Findings Report. In June, ForumOne provided their recommendations for the report, which were well received by the Evidence Team. ForumOne will work with the team in implementing the recommendations in July, after the report content has been updated and finalized.

- 27 -

Curate and Annotate Program Cycle Documents

TABLE 31. Timeline to Curate and Annotate Program Cycle Documents



Create prioritized list of Program Cycle documents to be curated and annotated

NA NA NA NA NA NA Q3 NA Q3 Q4 Q4 NA

Create standards for program cycle document creation and curation

NA NA NA NA NA NA Q3 NA NA NA Q4 NA

Evaluate and curate program cycle documents


Create program cycle quality assurance check-list and process document


Post documents NA NA NA NA NA NA NA Q3 Q3 Q4 Q4 Q4

TABLE 32. Status of Curating and Annotating Program Cycle Documents


FEW ISSUES

ON TRACK

FEW ISSUES

Scheduling a time to convene a kick-off call for this activity took longer than anticipated, resulting in a slight delay in starting the curation/annotation process.

A meeting was held with the Evidence team to discuss the curation and annotation process. Following this meeting, in April, EPIC drafted and submitted a program cycle curation and annotation process and identified a resource to begin work on this activity by mid-April. Feedback on the process document was received in early June and the document was finalized on June 8th. A kick-off call has been scheduled for July 6th with Evidence Team Leader, Cynthia Chassy, Tom Lent, and Sharon Williams to move this activity forward.

- 28 -

Provide Support to BE2

TABLE 33. Timeline to Provide Support to BE2



Support the technical planning and logistics support for BE2 April Meetings and develop knowledge capture plan


Conduct post-meeting share-out of April meeting outcomes and knowledge


Provide on-going support for BE2 conference calls, virtual meetings, and network functions


Provide planning and preparation support for the fall meeting

NA NA NA NA NA NA NA NA NA Q4 Q4 Q4

Communicate evidence from BE2 members to ED Office


TABLE 34. Status of Providing Support to BE2


ON TRACK

ON TRACK

ON TRACK

This activity is proceeding on track.

From April 20 to April 22, BE2 held its Spring in-person meeting at the World Bank Group in Washington, DC. Tom Lent and Gabriela Moore, in the role of the Secretariat, helped prepare for the meeting in the preceding weeks by creating and disseminating a meeting registration page and creating meeting materials such as agendas, name tags, tent cards, and evaluations. Additionally, they identified restaurant choices for the networking dinners. During the course of the 3-day meeting the EPIC team registered the meetings 50+ attendees, handed out materials when necessary, and took meeting notes.

- 29 -

In the two weeks following the meeting, the EPIC team produced a meeting summary report and an analysis of the meeting evaluation (based on responses from 12 participants) for the Steering Committee.

On June 21st EPIC participated in a Steering Committee call which among other action items, highlighted the fact that there are three interest group calls to convene on the topic areas of EiCC, cost effectiveness, and ICT4E. The next in-person meeting is scheduled for Spring 2017 in Italy, hosted by UNICEF.

In Q4 EPIC will submit an approval request for the addition of Making Cents International, Inc. (MCI) as a subcontractor on the EPIC contract. Through MCI, EPIC will access the continued coordination and Secretariat support of Maria Brindlmayer beginning September 1, 2016 through September 30, 2017.

- 30 -

Develop Evidence-Based Cross Cutting Area Technical Briefs with Related Knowledge Products

TABLE 35. Timeline to Develop Technical Briefs



Agree on analysis, content, structure and dissemination strategy


Gather project documentation NA NA NA NA NA NA NA Q3 Q3 NA NA NA

Conduct analysis NA NA NA NA NA NA NA Q3 Q3 Q4 Q4 Q4

Draft and finalize technical briefs and knowledge products

NA NA NA NA NA NA NA NA Q3 Q4 Q4 Q4

TABLE 36. Status of Developing Technical Briefs


FEW ISSUES

ON TRACK

FEW ISSUES

This task has benefitted from joint collaboration between the QUEST Team and the KM and Learning Advisor.

In the latter part of Q3, Tom Lent and Sharon Williams met with Patrick Collins, Heather Risley, and Tiffany Riesen to further define the set of KM products that would be produced for the QUEST team. This meeting was instrumental in outlining the types of documents to be produced, which include the following:

• Guidance Note for each subject area on the QUEST team • Landscape Review of USAID-funded activity profiles that fit under each subject area

Dissemination plans will also be developed for the above products.

- 31 -

Support for Annual Mobiles for Education Alliance Symposium

TABLE 37. Timeline for Support for Annual Mobiles for Education Alliance Symposium



Outline master budget NA NA NA NA NA NA Q3 Q3 NA NA NA NA

Negotiate vendor contracts NA NA NA NA NA NA Q3 Q3 Q3 NA NA NA

Manage call for proposals NA NA NA NA NA NA NA Q3 Q3 Q4 NA NA

Create/send out save the date announcements NA NA NA NA NA NA NA Q3 Q3 Q4 Q4 NA

Support overall logistical and coordination efforts for Symposium

Q3 Q3 Q3 Q4 Q4 NA

TABLE 38. Status of Support for Annual Mobiles for Education Alliance Symposium


ON TRACK

ON TRACK

ON TRACK

This activity is proceeding on track.

In April EPIC was asked to support the logistics and coordination for the Annual Mobiles for Education Alliance Symposium scheduled to take place October 18-20, 2016. To support this effort, EPIC hired an event planning consultant who has supported the Symposium planning for the past two years. During Q3, the event planning consultant:

• Outlined the master budget for the Symposium

• Secured the Symposium venue

• Set up Survey Gizmo to manage the call for proposals

• Issued the call for presentation proposals

- 32 -

Engagement, Communication, and Partnership

TABLE 39. Engagement, Communication, and Partnership Activity Overview, by Quarter



Facilitate development of ECP strategy NA NA NA NA NA Q2 Q3 Q3 NA NA NA NA

Coordinate the planning and logistics for the 2017 Education Summit

NA NA Q1 Q2 NA Q2 Q3 Q3 Q3 Q4 Q4 Q4

Support the development of ECP monitoring process

NA NA NA NA NA Q2 Q3 Q3 NA NA NA NA

Support a share out of the 2011-2015 Education Strategy results and the launch of the 2016 Education Strategy


Support the development of print and on-line ECP material


Design and deliver communications training for staff

NA NA NA NA Q2 NA Q3 NA Q3 NA Q4 NA

Summary and analysis of mission programs NA NA NA NA NA NA NA NA Q3 Q4 NA NA

Global consultations for the Education Finance Commission

Q3 Q3 Q3

EPIC will support the engagement team in a range of activities to rebrand and communicate their new purpose and priorities within the context of a new Education Strategy, the SDG 2030 agenda, and the Office strategy. Highlights of EPIC’s Engagement, Communication and Partnerships (ECP) work stream activities include: built the internal and external stakeholder survey; completed global consultations for the Education Finance Commission and prepared the final summary report; and submitted a proposal of development options for the Books for Every Child website.

- 33 -

Facilitate Office ECP Strategy

TABLE 40. Timeline to Facilitate Office ECP Strategy



Provide strategic input and format strategy document. Create a strategy overview presentation


Design and facilitate strategy workshops NA NA NA NA NA NA Q3 Q3 Q3 Q4 NA NA

Document workshop outcomes NA NA NA NA NA NA Q3 Q3 Q3 Q4 NA NA

TABLE 41. Status of Facilitating Office ECP Strategy


ON TRACK

ON TRACK

ON TRACK

This ECP Strategy has been developed by the Engagement team. Support from EPIC will be further defined in Q4.

The Engagement Team has developed the ECP strategy, which was presented at the Engagement Team work planning session in June. Additional support needed from EPIC will be further defined in Q4. An example of a likely activity is the facilitation of a review process of the Engagement strategy.

- 34 -

2017 Education Summit Planning

TABLE 42. Timeline for 2017 Education Summit Planning



Conduct After Action Review of 2015 Education Summit

NA NA Q1 Q2 NA NA NA NA NA NA NA NA

Identify steering and planning committees for 2017 Ed. Summit


Facilitate key decisions by end April NA NA NA NA NA NA Q3 NA NA NA NA NA

Obtain approval for 2017 Summit NA NA NA NA NA NA NA Q3 NA NA NA NA

Develop detailed 2017 Summit planning timeline NA NA NA NA NA NA NA Q3 NA NA NA NA

Coordinate technical and logistic planning for 2017 Summit


Hold periodic planning meetings NA NA NA NA NA NA NA Q3 Q3 Q4 Q4 Q4

TABLE 43. Status of 2017 Education Summit Planning


DELAY

ON TRACK

DELAY

Planning and coordination for this activity has been stalled.

In Q3 EPIC was advised that E3/ED had decided not to host the traditional Education Summit given the proximity of the Summit to the launch of the 2016 Education Sector Strategy. Instead, it is likely that the Office will seek support in the planning and implementation of a state of the art (SOTA) conference. There were two meetings scheduled to discuss this option, however, both meetings were cancelled by E3/ED. In the interim, EPIC has provided an illustrative timeline for planning a large scale event to demonstrate the timeline needed to successfully launch a SOTA.

- 35 -

Support the Development of ECP Monitoring Process

TABLE 44. Timeline to Support the Development of ECP Monitoring Process



Design and administer 2015 stakeholder survey NA NA NA NA NA Q2 NA Q3 Q3 NA NA NA

Analyze survey results NA NA NA NA NA NA NA NA Q3 NA NA NA

Design 2016 ECP monitoring process NA NA NA NA NA NA NA NA NA Q4 Q4 NA

Present system and process NA NA NA NA NA NA NA NA NA Q4 Q4 NA

Finalize ECP monitoring process NA NA NA NA NA NA NA NA NA Q4 Q4 NA

TABLE 45. Status of Supporting the Development of ECP Monitoring Process


FEW ISSUES

ON TRACK

FEW ISSUES

This task has been slightly delayed as clearance was obtained to administer the stakeholder survey.

The ECP team received clearance to administer an internal and external survey to Agency stakeholders in May. At that time EPIC was asked to:

• Set up the survey in Survey Monkey

• Conduct an analysis of the survey results

• Prepare a brief report on the survey findings

The external survey was sent at the end of May and the internal survey was sent in mid-June. EPIC subcontractor, SSI, set up the survey and will analyze the results and prepare the summary report by July 15th.

- 36 -

Support Share-Out of the 2011-2015 Education Strategy Results and Launch of the 2016 Education Strategy

TABLE 46. Timeline to Support Share out of the 2011-2015 Education Strategy and Support the Launch of the 2016 Education Strategy



Facilitate a reflective learning event related to 2011-2015 Strategy

NA NA NA NA NA NA NA NA Q3 NA NA NA

Define stakeholders and share-out plan for 2011-2015 Education Strategy results


Review data and narrative highlights NA NA NA NA NA NA NA NA Q3 NA NA NA

Present data visualization options NA NA NA NA NA NA Q3 NA Q3 NA NA NA

Develop mock ups for review NA NA NA NA NA NA NA NA Q3 NA NA NA

Finalize format and structure of data visualization based on feedback

NA NA NA NA NA NA NA NA NA Q4 NA NA

Implement data visualization plan NA NA NA NA NA NA NA NA NA Q4 NA NA

Link to KM platforms and identify cross leveraging opportunities

NA NA NA NA NA NA NA NA NA Q4 NA NA

Support the launch of the 2016-2020 Education Strategy.


- 37 -

TABLE 47. Status of Supporting Share out of the 2011-2015 Education Strategy and Supporting the Launch of the 2016 Education Strategy


FEW ISSUES

ON TRACK

FEW ISSUES

EPIC support for the Share out of 2011-2015 Strategy results has been modified slightly from the original work plan.

2011-2015 Strategy Result Share-Out: EPIC support for this activity has been focused on the layout, design and visualization of the Summative Report of the 2011-2015 Education Sector Strategy, developed by the Evidence Team. ForumOne has reviewed the Summative Report content and made format and visualization recommendations. These recommendations will be implemented once the report content is finalized in late July.

2016 Education Sector Strategy Share-Out and Launch: EPIC facilitated a Strategy launch team meeting on June 2nd to discuss target audiences for the Strategy share out; determine what actions are needed to target those audiences; prioritize share-out activities; and brainstorm launch activities and policy documents to accompany the Strategy. The group agreed to build out a detailed timeline for the Education Strategy launch and then meet again to discuss the detailed timeline, actions, and next steps.

- 38 -

Support Development of Print and Online ECP Outreach Material

TABLE 48. Timeline to Support Development of Print and Online Material



Identify anticipated schedule and type of material to be developed


Provide editing and production support on agreed material


TABLE 49. Status of Supporting Development of Print and Online Material


ON TRACK

ON TRACK

ON TRACK


In late May, the Engagement Team requested EPIC’s support for the Books for Every Child campaign of the Global Book Fund, which seeks to resolve logistical, political and other challenges associated with ensuring that books reach children in remote and poor areas. Specifically, EPIC was asked to develop a website that would serve multiple purposes including: enabling the dissemination of materials, educating key stakeholders, engaging strategic partners, showing impact and results, and branding the program to garner support. ForumOne provided a proposal and budget for various website development options on June 14th. Work on building the website is scheduled to begin in July.

- 39 -

Design and Deliver Communications Training for Staff

TABLE 50. Timeline to Design and Deliver Communications Training for Staff



Agree on content and structure of communications training


Design training NA NA NA NA NA NA Q3 NA NA NA NA NA

Pilot training sessions NA NA NA NA NA NA NA Q3 NA Q4 NA Q4

Assess training outcomes NA NA NA NA NA NA NA NA Q3 NA Q4 NA

TABLE 51. Status of Designing and Delivering Communications Training for Staff


FEW ISSUES

ON TRACK

FEW ISSUES

This task is slightly delayed as it is linked to a finalized ECP strategy.

The topics for the communications training will be determined as the ECP strategy and Engagement team work planning is finalized.

- 40 -

Summary and Analysis of Mission Programs

TABLE 52. Timeline of Summary and Analysis of Mission Programs



Agree on content and structure of analysis NA NA NA NA NA NA NA NA Q3 NA NA NA

Gather project documentation NA NA NA NA NA NA NA NA Q3 NA NA NA

Conduct analysis NA NA NA NA NA NA NA NA Q3 NA NA NA

Draft and finalize Mission program summary report, including visual display of long form content and data


TABLE 53. Status of Summary and Analysis of Mission Programs


CANCELLED

CANCELLED

CANCELLED

This task has replaced by the landscape review of USAID activities implemented within QUEST areas.

Collaboration between the QUEST team and the KM and Learning Advisor has resulted in a replacement for this particular activity. As further detailed under the Technical Briefs section above (Table 36), in lieu of a summary and analysis of Mission programs, EPIC will conduct a landscape review of USAID activities implemented within QUEST areas.

- 41 -

Global Consultations for the Education Finance Commission

TABLE 54. Timeline for Global Consultations for the Education Finance Commission



Design and test webinar NA NA NA NA NA NA Q3 NA NA NA NA NA

Design, deliver, and document focus group sessions, interviews, and webinars

NA NA NA NA NA NA Q3 Q3 NA NA NA NA

Develop and submit summary report for submission to the Education Finance Commission

NA NA NA NA NA NA NA Q3 NA NA NA NA

TABLE 55. Status of Global Consultations for the Education Finance Commission


COMPLETE

COMPLETE

COMPLETE

This activity is complete.

The International Commission on Financing Global Education Opportunity requested USAID’s input into its global consultations, as they are in the process of collecting and compiling evidence which will feed into a set of findings and recommendations to be reviewed at the World Bank/IMF Annual Spring Meetings. Suezan Lee and EPIC planned and administered webinars with USAID missions and USG agencies to gather their input on five key questions related to 1) lack of investment in education; 2) obstacles to improving education quality; 3) factors that have contributed to education improvement; 4) the education sector in 2030; and 5) new sources of financing over the coming years. EPIC documented the outcomes of the consultation process and developed a summary consultation report, which was submitted to the Education Commission.

- 42 -

Global Book Alliance In June, EPIC was asked to facilitate an all-day retreat to discuss the Global Book Alliance, USAID’s role and how to propel it forward. The retreat, held on June 23, was facilitated by Tom Lent and was attended by 15 people including Charles North, Eric Postel, Evelyn Rodriguez-Perez, Robert Burch, and staff from Health and Public Financial Management. This activity was not in EPIC’s original work plan.

- 43 -

Project Management and Operations EPIC’s project management, operations and financial tracking systems are in place and operational.

Project Work Plan

EPIC’s Year 1 Work Plan and Budget were approved on May 31, 2016.

Project Management, Monitoring, Evaluation and Learning Plan (PMMELP)

In Q3, additional data was gathered through the team work planning exercises to inform the development of activity indicators. EPIC will work with SSI to integrate these indicators into the project PMMELP.

Staffing

During Q3, EPIC continued recruitment efforts for a knowledge management and communications expert. A staffing meeting with the Evidence and Engagement Teams provided further clarity on the profile and required expertise for this position. In response, EPIC updated the job description to reflect a mid-level manager profile instead of a senior level thought partner. The updated job description was reposted on recruitment websites. Simultaneously, recruitment efforts continued for a mid-level project manager.

The EPIC pool of short-term, intermittent technical consultants expanded with the addition of Kristine Powers, Sherenne Simon, Lisanne Boling, Sid Rainey, and Jonathan Hamilton.

Subcontractors

Both ForumOne and SSI were actively engaged in Q3 activities. ForumOne has been engaged in a number of initiatives including: Education Toolkit Assessment, 2011-2015 Education Strategy Results Share-out; Global Book Alliance website; EPIC logo; Office processes; and overall graphic design and format support. SSI has been engaged with the PMMELP; 2016 Strategy Survey analysis and summary report; and the ECP stakeholder survey development.

Financial Management

EPIC has been invoicing on a monthly basis and has tracked and reported on budget expenditures by activity. A summary activity sheet has been developed to accompany the overall EPIC invoice to provide additional clarity for the invoice review process.

EPIC Logo

ForumOne is working on developing a set of EPIC logo options in order to brand the EPIC contract. The goal is to have a finalized logo in the early part of Q4.

- 44 -

EPIC Newsletter

To respond to the need to share information across the Office regarding EPIC’s activities, the EPIC team, in collaboration with ForumOne, issued the first installment of the EPIC Happenings Newsletter. The objective of the newsletter is to provide broad highlights of EPIC’s work. The next newsletter will be issued in the Fall. Special issue newsletters can be issued as needed.

- 45 -

Next Steps for Q4 2016 The acceleration of activities in Q3 across all work streams will continue into Q4 as EPIC approaches the end of project year one. Q4 will be driven by achieving deeper gains and outcomes across all work stream activities, while simultaneously planning for project year two.

In the OE work stream, EPIC will: complete Office team work planning; convene and document a two-day, Office-wide retreat; streamline at least two additional office processes (clearances and travel); continue organization redesign support activities; finalize SOPs for effective Office meetings; and implement the management development program.

The PD work stream will: continue the process of planning and designing the EOC and EEPM courses; draft and finalize the menu of learning and training modalities; continue work on competencies; pilot two knowledge sharing modalities; and deliver two short, focused virtual trainings.

For the KM work stream, EPIC will: continue to support the KM and Learning Advisor in the Education Toolkit content update process; complete the build out of recommendations for the Education Toolkit platform optimization; curate and annotate the first round of program cycle documents; continue to provide Secretariat support to BE2; develop guidance notes for QUEST technical areas; produce a landscape review of USAID activity in QUEST areas; and continue logistics and coordination activities for the Mobiles for Education Symposium Alliance.

EPIC support to the ECP work stream will: assist with the ECP strategy as needed; facilitate key decisions for the planning of the 2017 SOTA conference; propose an ECP monitoring process; design the agreed upon share-out format and design for the 2011-2015 Education Strategy Summative Report; support the launch of the 2016 Education Strategy; develop the Books for Every Child website; and deliver communications training.

Operationally, EPIC will: recruit and hire up to 2 full time staff (knowledge management and communications activity manager and a project manager); continue to expand the pool of short-term technical assistance experts; submit the project PMMELP; update the Office Change Strategy document; create an EPIC logo; develop the Fall issue of EPIC Happenings; submit the Year 2 EPIC Work Plan and Operational Budget; and draft the EPIC Year 1 Annual Report

- 46 -

Financial Information

Category Q3 2016

April 1- June 30, 2016

Total labor $ 467,463.38

Copying/Printing $ 53.96

Travel, transport and per diem $ 2,108.58

Other Costs $ 12,715.30

Telephone/communications $ 543.34

Training materials and supplies $ 1,857.13

Temporary Services $ 157.07

Facilities (room rentals) $ 7,552.96

Indirect costs - (G&A) $ 5,173.59

Subcontractor ODC's $ 59.00

Total $ 497,684.31