Table 2 Evolution of organisational learning according to each stage of the policy

Agenda-setting and policy formulation

The leadership valued learning, with a focus on high strata of the public administration, through the inter-ministerial committee chaired by the Prime Minister

Persistence of a hierarchical administrative culture, with openings to technical participatory processes such as group work

Structured meetings, study tours to other countries, testing ideas in the field; however, many of these processes were not systematised and generated mainly tacit knowledge

Restricted to the individual level, mainly the committee members

Policy implementation

Emergence of leadership at the regional level with a multisectoral action. National leadership continued to value learning

The dynamic of group work extended to regional and local levels, with a focus on operational issues. Openness to ‘outsiders’ (national and international meetings). Hierarchical logic still present, but maybe less than before the policy

Structured meetings at local, regional and national levels. Experimentation through a pilot project. Development of an information system for follow-up of the policy implementation. Training, study visits, yet absence of a systematic approach to knowledge management

Learning occurred at group and team levels, mostly thanks to the work around guidelines and procedures

Policy evaluation

A central role is entrusted to the National Observatory of Human Development (ONDH)

Sustained effort to organise meetings and discussions including all departments involved in the RAMED policy

Organisation of meetings and workshops. The evaluation report is shared on the website of the ONDH

As for the Ministry of Health, learning mainly at the individual level (especially those involved in the evaluation)