FACI was engaged by a central government ministry grappling with policy fragmentation and declining internal coherence. While multiple reforms had been introduced over time, senior officials acknowledged that decisions were being taken in silos, with limited alignment between political direction, administrative processes, and implementation realities.
FACI’s engagement focused on understanding how strategy was actually shaped and executed within the ministry. Through confidential interviews with senior government officials and structured institutional mapping, FACI identified informal decision pathways, overlapping mandates, and gaps between formal policy frameworks and day-to-day practice.
Rather than proposing an immediate restructuring, FACI worked with leadership to realign strategic priorities, clarify institutional responsibilities, and strengthen internal coordination mechanisms. Particular attention was paid to how accountability was exercised across departments and how risk and political pressure influenced decision-making.
The engagement resulted in a streamlined strategic framework, clearer reporting lines, and improved coordination between senior officials responsible for policy, finance, and delivery. More importantly, it enabled leadership to regain confidence in its collective direction, contributing to more consistent policy execution and stronger institutional credibility.
