As the Technical Support Unit (TSU) learnt and transitioned to roles that are more deeply embedded within the government programs, there was a felt need to make strategic shifts in the way the team was structured, so that state and district teams of the TSU are positioned to have greater legitimacy to influence thinking and planning, and be accepted as catalysts of internal change.
The GoB made a specific request to the TSU to create District Resource Unit (DRUs) in the image of the highly-valued State Resource Unit (SRU), where the DRU would be a close partner of the District Administration and district program leadership, providing technical assistance in improving program performance. While such an arrangement carries risks of co-option or reduction to support staff for the numerous meaningless administrative tasks in these offices, we backed ourselves to turn this into opportunities for catalyzing genuine change.
