Module 4: Partners’ demand and ownership Supporting change through Capacity Development

This Module Discusses the importance of ownership in a CD context Reflects on typical challenges encountered and how these may be addressed Examines ownership from three perspectives

CD Quality grid requirement: 2. Adequate demand, commitment and ownership from the country partners 2.1 How have key stakeholders demonstrated demand for TC, beyond reacting to proposals from the EU or consultants? 2.2 How have the country partners led or participated in the design of TC support, beyond formal consultation and endorsement of proposals and other requirements?

Why Ownership & Demand are Important Commitment to (i) change process and (ii) any proposed support EU can facilitate, but not lead change Focus first on what partner will do and wants to do, second on possible external contribution. Capacity Development – a core responsibility for leaders of any organisation – a permanent agenda item

5 Partner led inputs May lead to … Sustainable capacity Donor driven inputs Are wrongly assumed to lead to … Sustainable capacity ✓

Challenges On Partner Side Fragmented and contested ownership Weakly articulated and implicit ownership New faces, new agendas, poor institutional memory Ownership in words, but not sufficiently in action On Donor Side Design process rushed and consultant-driven “Free good” syndrome especially vis TC “Salesmanship” and competing DP agendas and ideas New faces, new agendas, poor institutional memory “Isomorphic Mimicry”

Moving towards ownership 7 Ownership sits on a continuum between fully donor driven and fully country owned Levels of ownership will vary according to changing circumstances, personnel involved, and the different levels and places in an organisation or sector All processes should support working towards full country ownership Fully donor driven Fully country owned Partner owned and partner led are different!

Perspectives of Ownership Change Readiness Practical Ownership Demand for external support

Change Readiness Purpose is to judge the depth and extent of ownership of proposed change: among different stakeholders involved over life of a programme …..never static

Three criteria for change readiness (1) Is there a Vision for change? is it appealing, realistic and worth the effort? (Does it suggest “where we want to be”) (2) Is there adequate support for the vision? extent to which support for change is owned among external and internal stakeholders. Who would likely support or resist? (3) Is there change management capacity? is there the capacity to lead and run change process and do people have confidence in that capacity (political, technical, outreach, financial)

Conditions for change to happen: If D + V + P = Change will happen If D + P only = Risk of confusion If D + V only = Likely Anxiety and frustration If P + V only = Change remains in pending tray - Degree of Dissatisfaction (D) + - Appealing vision (V) + - Adequacy of change process (P) Must be greater than cost of change

Practical Ownership - criteria Who brings issue to table? There must be a degree of initiative from country stakeholders to address capacity (do donors create an environment for ownership) Who assesses options and scenarios? Best for partners to select policies, actions and priorities based on own assessment even if technically not perfect How solid is the support behind the proposal? Extent to which there is evidence of building a constituency for change among wider group of stakeholders How engaged are senior managers in process? Devil in detail – how far are managers able to visualise and articulate what to achieve and how to get there How do we relateDo partners and DPs communicate beyond the formal settings; is there mutual trust?

Demand for External Support Risk Demand often low, leading to un-owned and supply-driven assistance with little impact on change and indicative of poor ownership Exacerbated when a free good – no opportunity cost Risk Mitigation Focus discussions on what country partners can do for themselves, before considering possible support Make costs of alternative forms of support transparent Be mindful of salesmanship Adequate involvement of partners in selection, and management, of external inputs Mutual accountability for results; resolving “triangular affair”

A triangular Affair Doer? Middleman? Mediator? Facilitator? Controller? Spy? TA Donor Customer? Client? Beneficiary Partner? Stakeholder? Employer? Local Organisations Employer? Stakeholder? Customer? Partner? Benefactor?

Conclusions Playing a facilitating or supportive role is key to fostering partner-owned and partner-led change And this means investing in relationships There are likely to be tensions between adopting this role and pressure to disburse and show results. Procedures might also act against favouring a facilitating role An operational dilemma that needs to be continuously monitored and managed AE principles remain relevant; harmonisation, alignment, coordinated TC, country systems support

Exercise: Partner demand and ownership in your programmes 1.Is there sufficient dissatisfaction with the current situation? 2.Is there a vision for change? 3.If yes, is this vision widely supported among stakeholders? 4.Is there sufficient change management capacity? Achievements Improvement needs