Long-term twinning seconding and young talents’ involvement for the improvement of land administration development projects Fredrik Zetterquist Managing Director Swedesurvey, Sweden

Contents I. Twinning seconding – Empiric key factors for successful long-term impact – Hampering factors – Suggestions for improvements II. Young talents’ involvement – Hampering factors – Suggestions for improvements Conclusions

I. Twinning seconding

Institutional development Competence Resources Planning +++ = Success? = Confusion Motivation Competence Resources Planning +++ = Anxiety, uncertainty Vision Motivation Resources Planning +++ = Frustration Vision Motivation Competence Planning +++ = Inefficiency Vision Motivation Competence Resources +++ = Limited change Vision Competence Resources Planning ++ + Vision Know what Motivation + “All” want to We can Know how and when

Empiric key factors for successful long-term impact (1) Work process-oriented and allocate sufficient time (>5 years) in order to, through a continuous dialogue, establish sustainable processes and achieve permanent built-in (institutionalized) quality improvements Avoid ”silos”, an organization is part of a wider context Local key personnel with strong driving force Relations and communication – trust, credibility, confidence, continuity and presence are key words Baselines studies, M&E (customer satisfaction) and focus on achieving defined results

Empiric key factors for successful long-term impact (2) Commitment and determination for change, and a believe that the change is possible, must exist within the organization The course of action based on local conditions and locally accepted systems Capacity building effected from within the organization (core values, culture, identity) but facilitated through external support and stimuli Education, training and capacity building are paramount to secure a critical mass to achieve change long-term Secure risk management, fit-for-purpose technology, continuous improvement and incentive schemes, internal/external communication and clear responsibility

Hampering Factors Development projects are traditionally narrowed down and tasked to produce something very specific Tangible immediate results tend to dominate at the expense of reaching long-term objectives Projects are often split into many lots The beneficiary lacks resources, competence and critical tools to coordinate and administer the projects Implementation by support from different consultancy companies often result in little coordination to achieve strategic objectives in a wider context Various approaches and interpretations of scope of work leads to incoherent and disparate aggregated results (isolated islands) Too little attention to safeguard continuity long-term, fit-for-purpose solutions and overall policy supporting the development of change Focus often on technique, software and IT

Suggestions for improvements One single mature sister/twinning organisation seconding long-term and cover all aspects of institutional strengthening – Flexibility and in-house capacity to accommodate appropriate resources and competences along the dynamic change processes – Colleague-to-colleague relation built on trust – Support in addition to core business: HR (recruitment, definition of job descriptions and key skills, incentive programs), performance indicators, accounting and service desk, risk management, follow up- systems, core values, policies in key areas, long term planning, strategic goals, strengths and weaknesses, identification of gaps and change procedures – Implementation by the beneficiary, supported by local/int companies and advisors from the twinning organization, as appropriate – 5-10 years, gradually more specific and driven by immediate demand – 40-50% of project budget

II. Young talents’ involvement

Hampering Factor Procurement criteria focus on CVs and lock out young talents which hamper – transfer of cutting edge know-how – adaptation to the modern world and to modern work habits (eg “sharing more important than knowing”) – attitude towards young generation and delegation of responsibility – long-term relation

Suggestions for improvements Better mix of generations by emphasizing procurement criteria on collective in-house capacity to meet defined project objectives rather than individual CVs This would also reduce bidders using disparate pool of external experts Meet job description criteria rather than requiring extensive international experience

What Are The Results Then? Success of change initiatives depend on – the commitment of the management at top and middle levels – the possibilities for the management to be able to control and improve the organisational structure – the recruitment of staff and the remuneration policy (human resources policy) – the strategy for investment in training and in equipment

Conclusions Long term twinning seconding and young talents’ involvement would improve the contribution from development projects to achieve sustainable results Based on 30 years experience in more than 70 countries

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