Planning and Managing for Results with Teams, Customers, and Partners in the211 Reengineered USAID: Observations from the Field

摘要

On October 1, 1995, the U.S. Agency for International Development (USAID) began211u001eagency-wide implementation of Reengineering, a comprehensive set of reforms of 211u001ethe Agency's development processes and management systems. Guided by five core 211u001evalues-customer focus, managing for results, empowerment and accountability, 211u001eteamwork and participation, and valuing diversity--the Agency is significantly 211u001echanging how its overseas missions and other operating units develop their 211u001eprograms' strategic plans, achieve the results called for in those plans, and 211u001emonitor and evaluate program performance. This paper shares eight months later 211u001esome of what technical assistance teams saw and heard in working with USAID 211u001emissions applying Reengineering approaches to planning and performance 211u001emeasurement. It is part of the continuing efforts of the Program and Policy 211u001eCoordination Bureau and the Management Bureau to share Reengineering experience.