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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?
Views: 13
Replies to This Discussion
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Permalink Reply by Arunaselam Rasappan on -
Hello Alice - thanks for your feedback on this topic. You are right of course, as creating a culture of MfDR in an organization is not a linear or unilateral effort. Creating any value system is subject to many variables and often takes time. In the case of creating such a MfDR culture within an organization, it is also important to identify and create agents of change or champions of change from within the organization.
This is one reason why in an ongoing experiment in Asia, I'm taking a multi-prong approach to creating a culture of development results and M&E within three pilot countries. This ranges from identifying and working with key policy level officials, to training of trainers for long-term sustainability, working to build awareness and capacity among the actual practitioners, and lastly working with the top leadership to create the policy level buy-in and ownership for such initiatives. Luckily for us, the entire effort is being supported by the Asian Development Bank but still the onus of adoption of the MfDR and M&E aspects within the country and withing public sector organizations still rests with the government and the various stakeholders/players within the respective countries/organizations..
As you suggested, it is important to work from different levels and entry points to be able to create the culture of MfDR. The more challenging the country situation, the more strategic and multi-prong the entry points for bringing about the MfDR culture.
If you have any specific examples of such entry points for a MfDR culture initiative, please do share with us.
Many thanks
Aru Rasappan
ALICE ATIENO ODHIAMBO said:I am totally in agreement with my fellow AfCoP members who have contributed robustly to the discussion on challenges and solutions for creating an MfDR culture. Without re-inventing the wheel, the issues on
the need for having champions, positive attitude and internalising a
culture geared towards an MfDR outlook within an organisation etc, are
imperative and cannot be over emphasised. What I have also found
practically usefull , has been informal engagements with key
stakeholders and more so the top management, through conciously and
continuosly utilizing available opportunities, such as informal
interractions to demostrate the importance and value added by MfDR,
this, in addition with other approaches contributes to a positive mind
set .
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Permalink Reply by Cyril Blet on -
Dear all,
As you may know the same topic is now being discussed on the francophone site. Dick van Blitterswijk and Melinda Wezenaar have summarized its main points to update you on the content of this discussion. Here is what your francophone counterparts have been saying!
Individual versus collective results
Several contributions mentioned that a “results culture” was not new for African societies. Issa Abdoul Razaou recalled that individuals focus on results simply by acting in their everyday life, managing their own budget. However, once we are looking at development results, different actors (often public actors) are trying to fulfil collective needs of others (outcome level) by delivering certain services or products (output level).
The available incentives to act in a very result focused way are also different between the individual and public actors. In this context, Issa Abdoul Razaou suggests to reinforce citizen’s control mechanisms. This accountability mechanism could lead to an incentive for public actors to achieve the development results they promise.
The State contributing to development (collective needs)
Moreover, the state makes use of public resources, via annual budget cycle, to fund its expected outputs. As such, signs of a results culture, as identified during the discussions, are very much linked to systems, structures and tools. Dr. Nahorbe Kabo stated that the first precondition for a results culture is the existence of “a State focusing on/serving development of the Nation”. Another crucial point is also raised by Patrick Elat, who related that in the past, African societies were very much organised around “social cohesion” and looking for ways to serve common interests. He mentioned the need for the survival of the community and the notion of African solidarity. He seriously questioned, however, if most African States act in line with these values today. Then, the conditions to make the State acting more in line with these values would bring us closer to a (collective!) results culture in public management.
Systems, leadership and culture
Mr. Sani described the establishment of the Department of Monitoring and Evaluation more than 10 years ago in Niger. He stated that the launch of national tools to collect results information linked to the different development interventions were important steps toward creating a results culture. He also explained that an MfDR-leadership in the administration is of critical importance.
Senator Jameleddine Khemakhem stressed the necessity of having a rigorous planning with indicators and clear mandates and accountability mechanisms to set up a results culture. As a consequence, a real change in results culture could easily take decades.
Even though an increasing number of institutions manage for development results, a results culture – defined by Dr. Geert Hofstede as a “collective mental programming” – might not exist in many places at the moment.
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