Topic #2: “Challenges and solutions to creating an MfDR culture in African organizations"
20 April, 2009
Dear AfCoP Colleagues,
As requested by AfCoP members and approved by the CMT, we are commencing the discussion series on two select topics. Each topic will be launched as a separate discussion topic. Listed below is Topic # 2 and a set of relevant questions under it to guide discussions.
The discussions for each topic will last for approximately 6-8 weeks commencing from today, April 20, 2009. The closing date for this discussion will be announced later subject to the volume and intensity of discussion. Tentatively however, the tentative closing dates are as follows:
a. May 30 (if the discussion has been completed);
b. June 15 (if the discussions are still very active)
With regard to this discussion series, please note the following guidelines:
a. Only the listed topic/s will be discussed during the given period of time;
b. Each topic will be launched as a separate discussion topic on the forum;
c. For each discussion topic, we have listed a number of questions to guide our discussions on the topic/s;
d. AfCoP members are encouraged to actively discuss one or both of these topics during the given deliberation period;
e. When posting your question or comments on the listed questions for each topic, please be specific in your reference to which topic and which question you are referring to. For example, if you wish to post a comment on “Topic 1 Question 2”, please mention this in the subject line or as a header to your post to the forum. You can also cite the focus of the question on which you are making a comment. This way, we can avoid any confusion as to which topic/question you are commenting on.
f. If you wish to make a cross-posting on a related issue under both Topic 1 and 2, please make sure you state this fact in your post or comment.
g. The role of the discussion resource person/s will be to help facilitate the discussion, to provide additional insights into specific questions/topics, and to help prompt discussion on issues or angles to the topic that are important and which need further discussion/elaboration;
h. If you are sending in a comment or observation, do try to provide a real-life example from your country or another country you are familiar with;
i. The discussions facilitator/s may also pose additional questions on related issues to the questions/topics provided;
j. At the end of the discussions, the facilitator/s will help provide a summary of the discussions and issues raised, recommendations made, and/or indicative follow-up actions.
We hope as many AfCoP members will be able to join the discussions above and to make it as lively as possible.
If there are other topics that you wish to have discussed, please send them on to the AfCoP Secretariat for the next round of discussions.
Thanks and Happy Discussions
Aru Rasappan
Anglophone Resource Person
Topic 2: “Challenges and solutions to creating an MfDR culture in African organizations
and societies”
Questions for Discussion:
Q1: Is there awareness and appreciation on the MfDR concept in your country? If not, what steps are being taken to work towards this? If yes, when and how was this created, who was responsible for this, and what are the stated strategies and actions identified towards strengthening MfDR in your country?
Q2: MfDR calls for a results-based approach and focus for all development initiatives and actions. Does this present any challenges given the culture and associated value system in your country?
Q3: Governments in developing countries are concerned about producing development results but yet the value systems and socio-cultural environment within such countries typically pose a stumbling block to such efforts. What and how do you think a country should respond to such a dilemma?
Q4: A proven solution to improving MfDR and public sector accountability for results is to improve and strengthen the demand side of such an agenda through citizen awareness, participation, and empowerment. Do you think such an approach would work in your country? If not, why not? If yes, please elaborate on the strategies that might work in your country.
Q5: Change needed for implementing the MfDR in a developing country often requires strong leadership, vision, commitment, and resources among others. To what extent are these challenges in your country? What do you think are the strategies that might work to produce such conditions?
Dear AfCoP Colleagues,
As requested by AfCoP members and approved by the CMT, we are commencing the discussion series on two select topics. Each topic will be launched as a separate discussion topic. Listed below is Topic # 2 and a set of relevant questions under it to guide discussions.
The discussions for each topic will last for approximately 6-8 weeks commencing from today, April 20, 2009. The closing date for this discussion will be announced later subject to the volume and intensity of discussion. Tentatively however, the tentative closing dates are as follows:
a. May 30 (if the discussion has been completed);
b. June 15 (if the discussions are still very active)
With regard to this discussion series, please note the following guidelines:
a. Only the listed topic/s will be discussed during the given period of time;
b. Each topic will be launched as a separate discussion topic on the forum;
c. For each discussion topic, we have listed a number of questions to guide our discussions on the topic/s;
d. AfCoP members are encouraged to actively discuss one or both of these topics during the given deliberation period;
e. When posting your question or comments on the listed questions for each topic, please be specific in your reference to which topic and which question you are referring to. For example, if you wish to post a comment on “Topic 1 Question 2”, please mention this in the subject line or as a header to your post to the forum. You can also cite the focus of the question on which you are making a comment. This way, we can avoid any confusion as to which topic/question you are commenting on.
f. If you wish to make a cross-posting on a related issue under both Topic 1 and 2, please make sure you state this fact in your post or comment.
g. The role of the discussion resource person/s will be to help facilitate the discussion, to provide additional insights into specific questions/topics, and to help prompt discussion on issues or angles to the topic that are important and which need further discussion/elaboration;
h. If you are sending in a comment or observation, do try to provide a real-life example from your country or another country you are familiar with;
i. The discussions facilitator/s may also pose additional questions on related issues to the questions/topics provided;
j. At the end of the discussions, the facilitator/s will help provide a summary of the discussions and issues raised, recommendations made, and/or indicative follow-up actions.
We hope as many AfCoP members will be able to join the discussions above and to make it as lively as possible.
If there are other topics that you wish to have discussed, please send them on to the AfCoP Secretariat for the next round of discussions.
Thanks and Happy Discussions
Aru Rasappan
Anglophone Resource Person
Topic 2: “Challenges and solutions to creating an MfDR culture in African organizations
and societies”
Questions for Discussion:
Q1: Is there awareness and appreciation on the MfDR concept in your country? If not, what steps are being taken to work towards this? If yes, when and how was this created, who was responsible for this, and what are the stated strategies and actions identified towards strengthening MfDR in your country?
Q2: MfDR calls for a results-based approach and focus for all development initiatives and actions. Does this present any challenges given the culture and associated value system in your country?
Q3: Governments in developing countries are concerned about producing development results but yet the value systems and socio-cultural environment within such countries typically pose a stumbling block to such efforts. What and how do you think a country should respond to such a dilemma?
Q4: A proven solution to improving MfDR and public sector accountability for results is to improve and strengthen the demand side of such an agenda through citizen awareness, participation, and empowerment. Do you think such an approach would work in your country? If not, why not? If yes, please elaborate on the strategies that might work in your country.
Q5: Change needed for implementing the MfDR in a developing country often requires strong leadership, vision, commitment, and resources among others. To what extent are these challenges in your country? What do you think are the strategies that might work to produce such conditions?
Replies to This Discussion
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Permalink Reply by Pamella Lakidi on -
Dear Aru,
thank you for initiating such an interesting discussion. My only concern is that this discussions targets only those who work in the public service. Therefore, i find myself unable to contribute to it. Ist it possible to draft questions for organizational level?
Thank you.
Pamella Lakidi.
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Permalink Reply by Arunaselam Rasappan on -
Hi Pamela - thanks for kick-starting the discussion. Out of the two topics, only topic 1 is more focused on the public sector and government. Topic 2 to which you have replied is on creating a MfDR culture in African organizations. I'm sure you can comment on this topic using your organization as an example. Even for topic 1, you can still comment on your organization's or your viewpoints on the questions raised. Hope the above is helpful and we'd be happy to see and hear more from you. Regards. Aru Rasappan
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Permalink Reply by Arunaselam Rasappan on
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Dear Colleagues - with regard to the topic and questions posed above, I'd like to invite members to post their experiences with the issue of creating and sustaining the MfDR culture within the country. If our experiences in Malaysia are anything to go by, then I'm sure there must be some interesting experiences and approaches used in your country. Please share them with us or pose questions on one or more of the questions raised above.
Best regards
Aru Rasappan
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Permalink Reply by Dr. Rosa Muraguri-Mwololo on -
Dr. Aru,
This are my thoughts: Culture is largely about 'how things are done' in an organization and the assumptions that inform the behaviour.Management behaviour defines the culture of any organization- so people look up to see what senior management emphasises, rewards and punishes, and that way, they know what is consisdered important or otherwise. Subtle and overt signals from senior management influence the way the rest of the staff thinks and behaves in any organization. Staff can read signs from speeches, from behaviour, fand rom what management rewards, and they know without anyone speaking whether MfDR is considered important or not- and they will act accordingly, hence creating a culture.
Most barriers to the transfer of MfDR manifest themselves in these informal behaviour or components of the organization.For a new results culture to take root, the existing culture has to be fully analyzed for compatibility. The technical aspects of MfDR will not be effective if the social behaviour in the organization is not understood and addressed.
Organizations are like huge homes. In a home for instance, the culture is created by parents- they set the standards norms that regulate behaviour and children take cues from parents as to what is considered important- and what is important is often rewarded. Similarly, cultures organization can only be set by senior management- and they alone can drive MfDR by demostrating in speech and behaviour the seriousness. So the question is how do people in senior managent treat MfDR. How can we influence them to create the enabling culture that is required for MfDR to graft or take root? Does lack of results bring significant negative consequences to the performer or it is often business as usual? Are exemplary results visibly rewarded?
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Permalink Reply by Sithole Humbe on -
"Topic 2 Question 1" Comment:
There is 100% awareness and appreciation of the MfDR concept in Zimbabwe. The top leadership (Presidium)of the country accepted the IRBM concepts and principles in 2005 and took it as a toolkit to achieve Millenium Development Goals and National Development Plans. The Reforms Department in partnership with developmental partners initiated the MfDR concept.
The following strategies/ actions were identified towards strengthening MfDR in Zimbabwe;
(i) Capacity development- Members of Parliament and all civil servants IRBM induction/ orientation training on appointment
(ii) systematic institutionalization of the holistic IRBM approach
(iii) change management module implementation- still on the cards but to be implemented soon
(v) formation of country's Community of Practice- (at infancy stage)
Topic 2 Question 2 Comments:
On paper Zimbabwe embarks on the Intergrated Development Planning process in an attempt to achieve the National Development Goals and Priorities identified by stakeholders. However, the challenges come on the implementation stage.
It is a known fact that implementing a results-oriented country strategy program requires major changes in knowledge, attitudes, practices, organisational culture, processes, techniques and incentives. This ideal process takes time and can only succeed when supported by steady improvements in institutional capacities, governing policies and procedures. In Zimbabwe, this has been the major challenge 3 years after adopting MfDR and IRBM components and principles.
The promotion procedures and appointment of senior management in developing countries and Zimbabwe in particular in the Public Service is based not on merit but on partisan and / or loyalty to the ruling parties. The system values loyalty and protectionist policies at the expense of results- based theories.
The challenge comes in the difficulty faced in an attempt to foster customer-service mindset against administering Acts and Activities as a result of the absence of a results- based organisational structures and administrative arrangements.
On this aspect the Reforms Department and Public Service Commission in Zimbabwe in particular are currently working out strategies in an attempt to align organisational cultures, policies and procedures in line with results- based fundamentals.
"Topic 2 Question 3" Comments:
The process of becoming results-oriented demands the understanding and commitment of top country leadership and management, a supportive organisational culture that values results, user-friendly operating environment with less political interventation, and incentives that prioritize achieving results rather than conforming to particular business processes.
The Developing countries should adopt some of if not all of the following strategies and actions;
a. working in strategic partnership with development partners so as to support with donor funding aid ( Zimbabwe is adopting this strategy)
b.organisational culture change - Zimbabwe as a sovereign country is made up of provinces and institutions identifiable with explicit and implicit culture values, behavoiural traits, customs and norms. Social behavoiur of our organisations is the real stumbling bloc to the succesful implementation of MfDR. The challenge is how to manage the transformation process for our top leadership and administrative structures to support results-orientation at the sacrifice of social values & benefits
c. client-focusing through emphasizing participatory process during Integrated Development Planning Stage.
d. streamlined business processes doing away with bureacratic policies and procedures so as to increase effeciency and enhancing transparency- (This will take a long time to be implemented in Zimbabwe from the way the wind is blowing)
e. supporting systemes- creation of systems that ensure collection, encoding and reporting of performance data.( In Zimbabwe this has proved a major challenge due to the antiquated management information systems currently in place)
f. Accountability frameworks- It is only achieved where lines of authority and responsilities are clearly outlined. In Zimbabwe it is proving a challenge .
Topic 2 Question 4" Comments:
Yes , it might work but i'm cautious enough to my assertion. The best strategies to be employed are as follows:
1; system overhaul- which i understand is being resisted in the meantime.
2;capacity development and training- institutionalising the IRBM training at institutions of Higher learning and Public Service Commission learning centres- In the meantime there is no capacity in terms of funding, materials development,etc
3; step-by-step Change Management Process- The strategy is not producing desired results so quickly because "bad apples are more than the good ones" because of the current value-system.
"Topic 2 Question 5" Comment:
This is the serous challenge as i alluded above in my country. There is lack of attention and leadership support in our administrative arrangements with no sense of commitment to align their plans to the development of the country.Although it is accepted that MfDR aim at achieving results with minimum resources, Treasury Department should be results focused not activities based. Resources from both Traesury and donor-aid in developing countries and Zimbabwe in particular has dried to the point where no results can be asked from home countries
The following strategies are prescribed
1. External finacial support mobilisation
2. Technical support anchor in specialised fields
3. Making concious organisational change- this will affect every aspect of operations including strategic Planning defeciencies, resource allocation and management deficiencies in developing countries, improving incentives, monitoring and reporting systems development. This suggests that organisations/ departments should be ready to launch a well planned and adequately financed process of Change Mangement.
4. Strong focused leadership- current appointment and promotions of top leadership and management be revised since they shape organisational behavioural traits.
5. Adopting a carrot and stick method and
6. Building ownership of results through participation of intended beneficiaries and stakeholders
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Permalink Reply by Arunaselam Rasappan on
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Dear Pindai - many thanks for your detailed and useful feedback on the situation in Zimbabwe. The key issues and challenges you have raised are indeed typical challenges in a lot of countries and it is not unusual for them to be happening. However, as you too rightly mentioned, there is a substantial amount of effort going on to address each of these issues...granted that some will be easier while others may take time or may not even be resolved in the medium term. But one of the most important ingredients is top management commitment, leadership, and stewardship. I believe that these are the driving factors in Zimbabwe and in fact these have been instrumental for the successes there despite the many difficulties being faced there. I'm sure you will see more progress there with the MfDR and IRBM initiatives there in the coming period now that the AIG is in place.
Regards
Aru Rasappan
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Permalink Reply by Arunaselam Rasappan on
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Dear Rosa - thanks for the feedback on this important topic.
I tend to agree with your observations and especially the last one about senior management setting the tone for change. If senior management adheres to a culture of results etc, then it is much more likely for that value system to permeate downwards. If that is not the case, it is typically very difficult to make any value changes. You also pose an interesting related question about building MfDR culture at the top management level. This is a real challenge and this is one reason why we include in the agenda for policy or senior officials' meetings the MfDR and IRBM item for discussion. In other cases, we put funds into organising a special regional/international seminar for such officials and bring international best practices for providing exposure and success stories which "inspire" the adoption of such values and systems. In other countries, we would run specially-tailored executive sessions for parliamentarians and cabinet members. These initiatives help immensely in building awareness and buy-in for an MfDR and IRBM culture.
There are some good examples in many countries in Africa and I hope more members will come forward to share experiences and strategies on this.
Rgds
Aru Rasappan
Dr. Rosa Muraguri-Mwololo said:Dr. Aru,
This are my thoughts: Culture is largely about 'how things are done' in an organization and the assumptions that inform the
behaviour.Management behaviour defines the culture of any organization-
so people look up to see what senior management emphasises, rewards and
punishes, and that way, they know what is consisdered important or
otherwise. Subtle and overt signals from senior management influence
the way the rest of the staff thinks and behaves in any organization.
Staff can read signs from speeches, from behaviour, fand rom what
management rewards, and they know without anyone speaking whether MfDR
is considered important or not- and they will act accordingly, hence
creating a culture.
Most barriers to the transfer of MfDR manifest themselves in these
informal behaviour or components of the organization.For a new results
culture to take root, the existing culture has to be fully analyzed for
compatibility. The technical aspects of MfDR will not be effective if
the social behaviour in the organization is not understood and
addressed.
Organizations are like huge homes. In a home for instance, the culture
is created by parents- they set the standards norms that regulate
behaviour and children take cues from parents as to what is considered
important- and what is important is often rewarded. Similarly, cultures
organization can only be set by senior management- and they alone can
drive MfDR by demostrating in speech and behaviour the seriousness. So
the question is how do people in senior managent treat MfDR. How can we
influence them to create the enabling culture that is required for MfDR
to graft or take root? Does lack of results bring significant negative
consequences to the performer or it is often business as usual? Are
exemplary results visibly rewarded?
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Permalink Reply by Dr. Sohail Amjad on -
Dear Aru,
Good to see you at African CoP. I missed you in Srilanka during last CoP MfDR meeting. Actually, I joined Af-CoP today, even I was aware of this CoP since our meeting in Veit Nam.
Your questions are actually key question n understanding of MfDR culture............
I will certainly contribute my experiences especially in health sector............meanwhile let me first explore the site to understand its format and various areas.
Best Regards
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Permalink Reply by Zaam Ssali on -
Dear Colleagues,
Culture is key for success in adopting of MfDR in organisations. From experience there is usually a tendency of existance of pockets of MfDR practice with in an organisation. However, getting it applied in the whole organisation is sometimes a challenge more especially in large systems like across government.
What comes to mind is;
1. Do we understand what are the incentives for adoption of MfDR in any given situation and if yes are the incentives in place? Is the communication of the message right?
2. In large systems setting, normally the responsible institution(maybe the Ministry of Public Service) has to take lead in using MfDR. This may be in form of an enabling policy environment and change of guiding principles. One may find that standing orders(as usually is the case in the civil service) that guide the workings of the system have not been changed in a decade or more. Then what is the point of reference when the 'bible' is not changed?
3. Most of all leadership and behavioural change are key . But we need to appreciate that change will not come easy but deliberate initiatives are required and dont expect immediate results after initial introduction of MfDR.
best regards,
Zaam
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Permalink Reply by Sithole Humbe on
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Dear Dr. Aru
My deepest worry is the none participation of senior managers in Government Circles in these e-discussions. These discussions required answers from senior managers why they are reluctant in adopting an MfDR culture in Africa. On paper they have "committed" themselves but on the ground they sing a different tune. I think those strategies you have suggested while responding to Dr. Mwololo's observation might be of essence to take the bull by the horns.
Zaam is 120% right that the key MfDR drivers in any given country should be exemplary and setting a new value-tone rather than sitting at the backyard. Public Service Commissions should definitely review the reference "bible" and rewarding system based on results/ performance basis not the current systems. Culture can best be changed where there is a reward/ sanction system.
Regards.
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Permalink Reply by Dr. Sohail Amjad on
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Dear All,
I have read a couple of observations and comments made by my colleagues and their deep concern about expansion of MfDR culture.
My dear friends...............MfDR is neither a prescription provided by a 'MfDR Consultant', nor a uniform standard manual or guidelines, which every country can adopt and development and results will start raining like cats and dogs !!!!!!!!!
Probably this is not the case and this was never be a case even in developed countries which are currently champions of MfDR.
MfDR needs a few prerequisites and only then it works.
One of the key prerequisites is "Availability of Champions" in the organization, institution, department, sector and or in the ministry.
So our prime efforts should focus in searching of Champions...........once we will have committed champions to support MfDR............result culture will not only trickle down but also move bottom-up.
This is very easy to comment on public sector officials......but do you think that they are free to do everything without support from politicians ...................I think your answer will be big NO........
So lets find out MfDR champion, and then see how quickly enabling culture and environment for MfDR is created.
I am sorry for a little strong tone but believe me this is the ground reality.............and my friend ARU will strongly endorese me.
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Permalink Reply by Arunaselam Rasappan on
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Hello Sohail - great to see you have joined the AfCoP and a big welcome to you. Am sure the forum will benefit from your wide experience with real-life problems on the ground. Look forward to your partcipation and feedback on the ongoing discussion topics.
Best, Aru Rasappan
Dr. Sohail Amjad said:Dear Aru,
Good to see you at African CoP. I missed you in Srilanka during last CoP MfDR meeting. Actually, I joined Af-CoP today, even I was aware of
this CoP since our meeting in Veit Nam.
Your questions are actually key question n understanding of MfDR culture............
I will certainly contribute my experiences especially in health
sector............meanwhile let me first explore the site to understand
its format and various areas.
Best Regards
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