Building a Better International NGO “ Greater than the Sum of the parts ”

Building a Better International NGO

“Greater than the Sum of the parts”

Development progress - Good news .. But!! .. All not rosy .. Challenges facing international NGOs Book is trying to say ..

Flow …

Good news ..

Flow …

Local energy & vibrancy

Education getting better …

Less a political/ idealogical/ religious football

1.Growth & Opportunity - Africa

2.Less a political/religious football pitch

3.Governance & Democracy … gradually …

Some good news in development landscape

Reduction on poverty levels




4.Unexploited resources






5.Private sector investment (FDI)


Annual FDI Inflows in Uganda (million US $), 1990 - 2009

Source: UNCTAD, World Investment Reports





5.Private sector

6. Internet / ICT


Penetration of mobile cellular and internet

Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010

Internet users by level of development, 1998 - 2009

Mobile cellular subscriptions by level of development, 1998 - 2009

Note: * Estimates.Source: ITU World Telecommunication/ ICT Indicators database

Fast growing cellphone footprint ..

Source: Africa Infrastructure Country Diagnostic

Very rapid growth of broadband ..





5.Private sector

6. Internet / ICT

7.More thoughtful aid


Development progress - Good news .. But!! .. All not rosy ..

Flow …

.. But all is not rosy ..

1.Very delicate balance (Snakes and Ladders)

SNAKES & LADDERS

Journey from stability to stability is long and risky



2. Journey from stability to stability is long and risky

3.Poverty landscape is more complex

Profile of poverty ..



2. Journey from stability to stability is long and risky

3.Poverty landscape is more complex

4.Oil & Mineral resources has the opportunity to wreck the African continent

Natural resources .. Scenarios …

Optimistic Scenario Pessimistic Scenario

o Revenues from Oil and gas are split between savings (for future needs), important social sectors, and significant investment to stimulate economic growth.

o High Local and National Content drives employment, increases standards and spins off to other sectors

o Government bodies are strengthened and respond to growth challenges

o The economy grows with poor people participating in that growth.

o Revenues squandered. No savings for future development.

o Revenue from Oil and Gas, fuels ever more corruption

o Government bodies weaken as little incentive to improve with oil revenue replacing aid dependency

o Little or no investment in economic sectors

o Minimal local content creates no new growth

o Dependence on imported goods grows, indigenous businesses undermined

o Increasing inequality, jobs for the few, leading to riots and civil strife

.. Blessing ….or Curse !!

Optimistic Scenario Pessimistic Scenario

o Revenues from Oil and gas are split between savings (for future needs), important social sectors, and significant investment to stimulate economic growth.

o High Local and National Content drives employment, increases standards and spins off to other sectors

o Government bodies are strengthened and respond to growth challenges

o The economy grows with poor people participating in that growth.

o Revenues squandered. No savings for future development.

o Revenue from Oil and Gas, fuels ever more corruption

o Government bodies weaken as little incentive to improve with oil revenue replacing aid dependency

o Little or no investment in economic sectorso Minimal local content creates no new growtho Dependence on imported goods grows, indigenous

businesses underminedo Increasing inequality, jobs for the few, leading to

riots and civil strife

Development progress - Good news .. But!! .. All not rosy .. Challenges facing international

NGOs

Flow …

.. Question marks? iNGO - Point of inflection?

Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda!

Results Agenda …


Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda! “Disruptive” technologies/changes (ICT4D) Squeezed: Role as intermediary?

Closing gap (internet, global media, globalisation, trade & investment, +)

Squeezed: Very large contracts & local NGOs? Innovation record ?

Large scale innovation ?


Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda! Squeezed: Role as intermediary?


“Disruptive” technologies/changes (ICT4D) Squeezed: Very large contracts & local NGOs? Innovation record ? Adapting to new areas/ opportunities?

e.g. trade & enterprise - “green space”;ICT4D

“Green space” ..

Economic flywheel of developing economies ,,

Housing

Health

Enterprise Development

and Expansion

Enterprise Development

and Expansion

Agricultural

Value Chain

Agricultural

Value Chain

Institutional Capacity Building

Institutional Capacity Building

Education

Aid

FDI

Trade

Technology (ICT)

Oil Revenues

National Content

Infrastructure


Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda! Squeezed: Role as intermediary?


“Disruptive” technologies/changes (ICT4D) Squeezed: Very large contracts & local NGOs? Innovation record ? Adapting to new areas/ opportunities?

e.g. trade & enterprise - “green space”;ICT4D

Efforts by the iNGOS to strengthen – slow!!

Development progress - Good news .. But!! .. All not rosy .. Challenges facing international NGOs Book is trying to say ..

Flow …

1.Step change not optional: > overdue!! • Organisational model/capacity; focus & positioning +

• Either Greater than the sum of parts or ???

Key messages from the book

1. New Strategy: Translating strategy into decisions and focus: Growth

2. Donor expectations ( e.g. major grants)

3. Funding return on Investment/growth

4. Programme Quality/Impact

5. Alignment on “Theory of Change” & programmatic approach & M&E

6. Programme learning & knowledge management

7. Innovation and scaling

8. Ability to act across borders/regionally/globally

9. Footprint rationalisation

10. High performance/inspiring environment for talent

11. Clarity/Duplication/Efficiency: Roles & Responsibility

12. Decision making: Optimisation of resources/expertise/investment

13. Agility/Flexibility: Use of resources/expertise/investment

14. Regional Structure/Regional Offices/

15. North-South Power – Rebalancing

16. Joined up Planning, performance management and accountability

17. Harmonising/strengthening enabling processes / systems/ functions

18. Long term Legitimacy & Relevance

19. Reputation/Global Coherence/Risk

Why? Typical drivers

Strategy

Donors

Programme Quality/ Consistency /Learning

LTO

Organisational performance

Green Peace

SOS Villages



2. Interlinked set of changes


Exhibit 6.7 – Interrelated dimensions of progress

Integrated planning & accountability

Org Model/

Structure

“Theory of

Change”

Governance Boards, & Decision Making

Leadership style,

behaviour, capacity



2. Interlinked set of changes

3.Credible at global and local levels

4.Theory of Change – centre stage

5.New opportunities: ICT4D: Green space +

6.Efficient & Effective, YES … but seek BREAKTHROUGHS!!


1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

3. Evolving structures of international NGOs … is there a right answer?

4. Reinventing the international NGO through new technology possibilities (ICT4D)

1. Strategic planning for large international development and relief agencies: Reflections and Perspectives

2. Integrated planning, performance and accountability for large international NGOs (Draft)

3. What does all this mean?

Greater than the “Sum of the parts”?

Building a Better International NGO“Greater than the Sum of the parts”

Chapter 1: Getting in Shape

1. Decision making is too slow and consensual

2. Inefficiency or duplication across different parts of the organisation

3. Disjointed ways of working, disjointed processes, disjointed decisions, disjointed initiatives

4. Over protective of local node of organisation, unable to see the bigger picture of the whole ..

5. Headquarters make decisions without understanding the realities of work in the field ..

6. Leadership behaviors are not always a shining example: criticisms re humility, respect, management discipline

7. Not making as much impact as we could or should …

The problem … frequent criticisms

Exhibit 1.7 – Generic decision making frameworkHEADQUARTERS PRODUCT/

LINE OF BUS.REGION BUSINESS UNIT

HQ/Secretariat Lead Entity/s Prog. Country Predominantly funding entity

CRAFT

STRATEGY

BUILDTHE

BUSINESS

RUN

OPS

SUPPORT

OPS

Global strategic planning

Country strategic planning

Partnerships & Alliances

Brand development & management

New Opportunities & Business Dev

Skills & Competence Development

Organisat Struct. Values, Culture

HR & Individual Performance Mgmt

Finance & Procurement

IT systems

Internal & External relations / Comms

Risk Management / Assurance

Knowledge Management

Bus Planning & Performance Mgmt

Marketing / Fundraising

Research

Program - Development

Program – Campaigning/Advocacy

Program – Humanitarian

Monitoring and Evaluation

Centre of gravity of decision making

The organisation levels involved

HEADQUARTERS PRODUCT/LINE OF BUS.

REGION BUSINESS UNITHQ/Secretariat Lead Entity/s Prog. Country Predominantly

funding entity

CRAFT

STRATEGY

BUILDTHE

BUSINESS

RUN

OPS

SUPPORT

OPS

Global strategic planning

Country strategic planning

Partnerships & Alliances

Brand development & management

New Opportunities & Business Dev

Skills & Competence Development

Organisat Struct. Values, Culture

HR & Individual Performance Mgmt

Finance & Procurement

IT systems

Internal & External relations / Comms

Risk Management / Assurance

Knowledge Management

Bus Planning & Performance Mgmt

Marketing / Fundraising

Research

Program - Development

Program – Campaigning/Advocacy

Program – Humanitarian

Monitoring and Evaluation

Exhibit 1.8 – Profile for a generic NGOCentre of gravity of decision making

The organisation levels involved

b) Vertical fracture

e) Weak Product / LOB dimension

d) Regions “caught in middle”

f)

1. Where to invest non-restricted income?

2. Which kinds of opportunities to pursue/ invest? Go/No Go?

3. What geographical footprint to invest in ?

4. What donor relationships to invest in ?

5. How to maximise the contribution of scarce talent/expertise across the organisation?

6. Who to promote? Select for key roles?

7. How and where to grow talent and expertise for the future?

8. What new talent to bring on board and nurture?

9. Where to force consistency? .. Or leave to local discretion?

+ + +

Decision making ….

Not hopeful ! Core requirements & Suggestions

Hopeful !

We are nowhere? There is no hope!

We have tried, but there are little signs of real progress.

Some progress ... though we are not there yet!

We are there!

Programmatic Legitimacy

1. Quality local programs with sustainable impact

2. Alignment around a ‘theory of change’

3. Ruthless clarity on ‘core competence’

4. Capacity, contribution and impact on an international/global level

Operational Maturity

5. Mindset of dual citizenship

6. Essential global processes aligned at a sensible level

7. Integrated planning, performance and accountability

Credible leadership and governance

8. Single, integrated global leadership team

9. Pragmatic matrix structure

10. Virtual HQ

11. Strategic regions with interlinked contexts and programmes

12. North-South power balance

Self evaluation template ..










Chapter 2: Good at what? Core Competencies of international NGOs

1.Why a rethink?

2.The idea of core competencies

3.Core competencies of international NGOs ? –Now?

–In the future?

Chapter 2: Good at What? Core competencies ..

1.Ongoing shift in development thinking

2.Evidence of sustainable impact

3.Involvement of private sector

4.New types of organisations ( for profit and not for profit)

5.New areas of need

6.Waves of new technological possibilities

Why a rethink ?

Exhibit 2.1 - The roots of competitiveness ..

“It is essential to make the distinction between core competencies, core products, and end products because global competition is played out by different rules and for different stakes at different levels”

Prahalad and Hamel, The Core Competence of the Corporation.

End Products

1 32 1 32

Core Product 1 Core Product 2

Competence 2Competence 1

Capability Building Block 2





1 32

Business 1 Business 2 Business 3










Chapter 3: Evolving Structures; ….. Is there a right answer?

Characteristics Good for .. Not so good for ..

A) Simple/ geographical structure

B) Line of business / Product

C) Matrix (many variants)

D) Supply/demand

E) Shared services

F) Strategic Mini-Regions

G) Country Federation

Some possible structural variations ..

What it means to front line staff? ….

Personal Objectives

Personal comfort level - Skills / expertise

War stories … Past failures & successes

Agency Policies

Organisational Goals Priorities

What my boss really prefers ?

Easier with current systems and processes … What peers

say .. Culture of avoiding risk …

What I really believe is right thing to do?

Variants Characteristics Good for .. Not so good for ..

A) Simple/ geographical structure

SimplerCountry & Region

Simple products Young organisations

Complex environment. Wide scope Best practiceStandardisation

B) Line of business / Product

Global products / programs

Expertise Specialisation

Local context/needsMulti product local solutions

C) Matrix (many variants)

Dual citizenshipDecision making Career development

Complex programmes/env Integrated planning and decision makingUse of scarce resourceCollaboration

Certain leadership styles Weak enabling systems

D) Supply/demand Internal market for resources/expertise

Professional service service firms

Certain leadership styles Weak enabling systems

E) Shared services Agreed services & standards Commercial internal interface

Stable requirementsConsistency Economies of scale Cost efficiency

Unstable requirements Fragmented needs Smaller scale Less mature management

F) Strategic Mini-Regions

Local clusters with similar contexts

Economies of scaleSharing across local countries

G) Country Federation

Country “independence” and self sufficiency within a global networkLocal governance

Local identity and independence – credible local actor

SharingStandardisationEconomies of scaleMulti country programmes

1.For the individual ? .. Career development ?

2.Individual performance management?

3.For planning & accountability?

4.For decision making ?

5.For knowledge management ?

What does matrix management really mean ?

A view ….

Either simplify the range of domains and geographies ……

Or have a more up to date organisation to deal with the complexity ……

Management / Leadership skills and behaviours

Planning and management disciplines

Strength Maturity of enabling Processes & Systems

OR ..

Organisational glue …

Enabling “glue” •Programme design standards, guidelines and methodology

•Monitoring & Evaluation (processes, systems and expertise)

•Financial processes and systems

•HR processes and systems

•Talent management

•Knowledge management tools, processes and systems

•Business planning and performance management

Motivating “glue” •Quality programmes and impact in the field

•Mission and identity

•Camaraderie with like-minded, high calibre, loyal staff

•Part of international community / civil society

1. … Do best programmes we know how, everywhere, all of the time… continuously sharing best thinking, learning and stretching

2. … Resources and investment chanelled to where there is most chance of biggest impact

… a clear agenda for all to follow, focus,

.. Joined up decision making processes and clear criteria

3. … Stimulating, motivating, high performance environment … opportunity for career development and stretch for all capable staff

4. … Processes and systems, fit for purpose, affordable

5. … Good partner for outside organisations ( consistent, professional, focused)

What are “we” really after .. In simple terms ?


















Chapter 4: Reinventing international NGOs through new technological possibilities?

?

Glass half full ..

Glass half empty ..

1.A wave of tremendous opportunity

2.Five key challenges for iNGOs

3.Making opportunities count

4.Disruptive technologies

5.Structure variants: • Characteristics

• Pros and cons

Chapter 4: ICT for Development

Exhibit 4.1 - Penetration of mobile cellular and internet

Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010

Internet users by level of development, 1998 - 2009

Mobile cellular subscriptions by level of development, 1998 - 2009

Note: * Estimates.Source: ITU World Telecommunication/ ICT Indicators database

Figure 4.2 - Example uses of ICT4D by sector

Program Sector/s

Tech.Purpose/s Agriculture Health

Water& Sanitation Peace Building

Remote Data Collection

Seed distribution, Crop levels

Patient information

Impact resulting from

emergency

Gather info on buying and

business habits

Student & teacher

information

Water quality, Tree planting

Criminal intelligence

data

Education & Awareness (provide information)

Access to market prices,

weather, literacy

Medical reminders

Arrival of emergency

supplies

Availability & usage of online mobile banking

Availability & usage of online

educational materials

WASH education messages

Awareness of local

events/issues

Communication & Training (multi way dialogue)

Field agents capacity

Health worker capacity

Alert & co-ord. systems, Online bulletin boards

Customized ATM machines

Teacher training, online

educational communities

WASH trainingElection

participation / results

Analysis & Reporting

Crop levels, Hunger and malnutrition

analysis

Patient adherence

analysis

Threat and risk mapping analysis

Mobile portfolio management

Education information & management

Sustainable energy, Carbon

offset

Security monitoring

Tracking (e.g., geographic information)

Plant varieties, plant diseases, food distribution

Epidemics, Medical supply

distribution

Disaster assessments, Supply chain

Tracking customer base

School locations,

distribution of school

supplies

Geospatial mapping

Peace Incidents

Remote Services Plant diseasesPatient

diagnostics

Reunification, Finding job

opportunities

Money transfer, Banking services

Diet lectoring certificates

Infrastructure and diagnosis

Early warning

….

1.So far, ad-hoc, and small scale

2.Not equipped internally: knowledge and expertise

3.Momentum of current structures, staffing, ways of working

4.Challenge in planning and financing investments in use of ICT

5.ICT assumptions re role/legitimacy of iNGOs

Five challenges










Chapter 5: Strategic Planning for international NGOs: reflections and perspectives

1.Important considerations / differences

2.Connecting with ongoing planning and management

3.Success criteria (12)

4.Illustrative approach & project structure

5.Variations and permutations

6.Frequently asked questions

Chapter 5: Strategic Planning

Internal assessment – Successes – Challenges

External assessment– Trends – Challenges – Opportunities

Big strategic questions– Choices– Decisions

Strategic directions/priorities

Review/refine goals

Refine objectives

Vision Mission Values

Goal 1 Goal 2 Target groups

External-oriented goals and target groups

Objectives; External and Internal; (Balanced Scorecard/Results) Framework

Regi

Regional Plans

CountCountry Plans

Functional Plans

HR Plans

Sector Plans

Gender Plans

Objective 1

Measures and Targets

Objective 2


Objective 3


Objective 4


Strategic Initiatives

Strategic reviews and the ongoing planning framework

Financial planning / Budget cycle

On

goin

g p

lan

nin

g,

man

ag

em

en

t, a

nd

accou

nta

bilit

y p

rocess

Components of ongoing planning framework Strategic review

(One-off exercise)










Chapter 6: Integrated Planning and Accountability for international NGOs

Joining the dots: Integrated planning performance & accountability

Strategic Goals

Business and financial planning

Individual performance management

Integrated Planning,

Performance and Accountability

Integrated planning, performance and accountability is part of an integrated organisational system

ContextContext Strategic

Plans/Goals

Organisation Model

Leadership Styles

Operations

Integrated planning and accountability framework

EnablersEnablers Individual

Performance Management & HR

Business and financial planning

Information/data processes & systems

Integrated planning, performance and accountability

- 81 -

Exhibit 6.8 - Common implementation challenges

ContextContext• Strategic Goals

& Priorities

• Organization Model / Peculiarities

• Leadership Culture & Styles

Operations

Integrated Planning and Accountability

EnablerEnablerss

• Individual Performance Management

• Business & Financial planning

• Information & Systems

Fragmented planning and budgeting processes across the agency

Strategic Plan not translated to tangible goals and metrics

Line of sight / command and control style of leadership

Leaders desire to maintain flexibility at the helm

Financial budgeting not really connected to strategic planning

Fragmented financial and HR systems

Mindset of “dual citizenship” not embraced

Misalignment on what a “good program” looks like

Organisation model no longer equipped to deal with breath, scale and complexity

Lack of consistent, international approach and process (National & International staff)

Variability in terms of professional, positive coaching leadership style

Fragmented IT landscape

Little serious focus on talent management

Processes

Balanced Scorecards

Roles

Guideline Behaviours

1.A set of consistent, cascading scorecards for all parts of agency

2.Clear processes for planning, target setting and monitoring

3.Clearly defined roles

4.Clear guidelines around behaviours around the planning and accountability process

… All grounded in strategy & context

… And tied in to key enabling processes and systems

Planning, performance management and accountability …… What does it really mean?










Chapter 7: What does all this mean?

Exhibit 6.7 – Interrelated dimensions of progress

Integrated planning & accountability

Org Model/

Structure

“Theory of

Change”

Governance Boards, & Decision Making

Leadership style,

behaviour, capacity

Journey towards a more effective international organisation

Sequencing change …

International Structure

Management / Leadership skills and behaviours

Planning and management disciplines

Strength Maturity of enabling Processes & Systems

External partner / Stakeholders expectations

Scale, quality and sophistication of programmes

Exhibit 3.5 - Changing emphasis; executive management & leadership

1. Direction setting / strategizing

2. Responding to major external trends / discontinuities

3. Planning and managing future organisational performance

4. Establishing joint ventures, alliances and partnerships

5. Communication, keeping organisation aligned, in sight of big picture

6. Motivating, encouraging, coaching

7. Compliance / adherence to policy, standards and guidelines

8. External stakeholder engagement (donors, government)

9. Dealing with new/unexpected micro events

10. Decision control, keeping on top of day to day operations

Setting Direction

Building

Supporting

Doing

(Day to Day)

More

More

More

More

More

More

Less

More

Much Less

Much Less

Future

How do you see the emphasis of leadership needing to change for agency over the next 5+ years ?

…. Culture eats strategy for breakfast !!

… People care what you know when they know that you care !!

…. If want to go quickly, walk alone; if you want to go far, walk together!!

Leadership behaviours and focus

1. Articulating case for change and what the shift means in practical terms..

2. Lessons / success factors from previous change programs

3. Front line considerations/ testing / refinement

4. The agency context / style (social styles)

5. Leadership behaviours ? Change in emphasis?

6. Pace of change/Sequencing change ..• {Plan Plan – Change – Fix /Backfill}

7. Risks and responses

8. Communications (Internal & External)

9. Accountability framework

10.Change mechanics

Leading change - topics

1. Growth & Opportunity in sub-saharian Africa – Growth in Sub-saharian Africa 6 to 7% over past decade + (c.f. <2% developed world) XX

– Not just resources ( 3 fastest growing countries in Africa ( Rwanda, Uganda, Mozambique) XX

– Young and growing population, desperate for everything, emerging middle class

– Governance far from perfect but step by step …..

– Resource rich, and still broadly unexplored from an oil and mineral perspective

– Africa is less been seen as a convenient practice ground between socialism and capitalism as it was for several decades; or a frontier in the struggle between Christianity and islam …

– Appreciation gradually that interconnected success at global level – suppliers, workforce, customers

2. Governance & Democracy is gradually gradually – Frequency of quasi normal elections

– Gradually strengthening institutions

– Corruption - Hullabulloo re the missing millions in Uganda …. John Marcel - Our turn to eat; Kibaki … Crowding out corruption through strong institutions and norms

3. New venues / new opportunities – Private sector interest in developing world (investment, jobs, growth)

– Internet and new technology (# of mobile phones in Africa c.f. bank accounts) X• Opportunity to leapfrog due to necessity

– Even poor countries have lot of offer to global economy

– Enterprise & trade within Africa ( EU 60%; US 40%; Africa 11%) .. Traidlinks

4. Serious attempts to understand how change happens at a fundamental level – Less of poverty and benefiiciaries; to understand complex social, political and economic sub systems and working out how to intervene;

– or better still get out of the way of progress through EU regressive protective policies around agriculture and fishing

– Or in emergency – hand out cash instead of dumping food …. Took a long time to appreciate that famine often not by shortage of food but of getting it to the places it was needed

Much good news in development landscape


1. Very delicate balance (Snakes and Ladders) 1. Countries slipping back as well as moving forward – need most support on transition

2. South Africa – growth predicted at less than 2% when quadriple that required to make progress

3. Running to stand still – Uganda growing at 6% but population even faster so standing still

4. Enormous inequality where there is growth – South Africa, Brazil, China, India – Highly unstable

2. Geo political tensions and challenges are higher than ever – Libya, Iraq, Central Africa Republic; Al Shabab and Kenya and Uganda; Sekaku islands – no fly zone in South China Sea

– In developing world Stability to Stability is a high risk journey – Inequality for rapidly growing countries

– Much of new challenges cyber policing or carbon emissions demand collective responsibility at a global level (Global carbon tax)

– Know that shift in economic and political power (Economic/moral/political leadership) • US peaked as % of Global GDP in 1985 (33%); China then 5%; Now 19% and 15% respectively

– Private sector means too often big corporates – good but only pat of game

– Different components ( Government, Infrastructure, capital, mindset of individuals/local businesses)

3. Journey form stability to stability is long and troublesome 1. Inequality & injustice

2. Leadership, institutions, corruption

4. Poverty landscape is more complex 1. Huge pockets of poverty in middle income countries (Nigeria, India, South Africa ..)

2. Lexington Market v Kibera estate

5. Oil & Mineral resources has the opportunity to wreck the African continent – Nigeria – industries getting wiped out by petro dollars ( resentment / jobs / instability

– Good governance, strong leadership, strong institutions, long term planning discipline … No chance

– Leave the resources where they are fro another years – or do a direct swap between pieces and physical infrastructure (China)

.. INGOs And in respect to Ingos ?

1. INGOs are not universally popular or welcomed by host government / institutions– Build up of resentment (Dr Frank Segwawa- UIA)

– Aid breaking the contract between a government and its people - get in the way ( of course may help in short term)

– How to become positive (more welcomed) agents of change!

– Too many diverse voices and please to have much impact on policy ..

2. Innovation not breathtaking! – Culture of risk avoidance / fear of failure

– Organisational inetria! ( disruptive technologies)

– Nor equipped to join the dots and pursue scale approaches

– Woburn ( Duchess course ) .. Those pine trees

– So many talented people worn down and playing safe ..

3. Results agenda! – but still too much of measuring detailed nonsense – Donors, Governments looking for simple answer; linear; simplistic - This will result in that! Nonsense: INGOs have a duty of honesty/education - Instead

of applying the best brains to understand as best we can the social, political and economic systems and how whatever help or intervention can help ( at least do no harm)

– Too much thinking of measurement – not enough time thinking, learning, doing

4. Missing the “green space” ,, – Development efforts too shy of enterprise, trade and profit; cultivating and nourishing enterprise to develop is not being addressed

– Private sector means too often big corporates – good but only pat of game

– Different components ( Government, Infrastructure, capital, mindset of individuals/local businesses)

5. Efforts by the iNGOS to get act together taking too long – within their own organisations and across the sector is taking too long!

94

Different folk to bring on board …..Social styles model …

Ask Tell

Controlled

Emotive

Underneath the flywheel, looking to drive change along many dimensions ..

Enterprise Capacity

Infl

ue

nc

ers

Le

ve

rag

e

Supporting trade and enterprise in Africa to Accelerate pro-poor growth

Awareness

Leadership/ Entrepreneurship

Knowledge & Skills

Attitudes, perceptions and beliefs

Standards & Reliability

Financial strength

Education

Infrastructure

National Strategies & Plans

Institutional capacity

Political will

Policies/Regulation & Incentives

Private Sector Participation

Private investment

Resources to communities

Public funding

Capital access

Market access

Business practices

Partnerships Public/Community

Will

Smart Aid

Individual Capacity

Build the capacity of existing, and emerging Cooperatives, farmers groups and commercial farmers in the Albertine (A1)

Awareness

Leadership/ Entrepreneurship

Knowledge & Skills

Attitudes, perceptions and beliefs

Standards & Reliability

Financial strength Market access

Business practices

Enterprise Capacity

Infl

uen

cer

s L

everage

Supporting trade and enterprise in Africa to Accelerate pro-poor growth

National Strategies & Plans

Institutional capacity

Political will

Policies/Regulation & Incentives

Private Sector Participation

Private investment

Resources to communities

Public funding

Capital access

7

14

8

2

5 6

1

Partnerships

9

10

4

3

13

12

Smart Aid

Individual Capacity

Education

Infrastructure

Public/Community Will 11

Documents

Building a Better International NGO “ Greater than the Sum of the parts ”