a continental platform for results

A Continental Platform for Results

Session: 2:00-3:30 PM Dec. 12, 2012

Michele Tarsilla, Ph.D.

AfCoP-MfDR Original Structure

AfCoP-MfDR Secretariat(Manager in charge of the Project and

the overall administration of its budget + AfCoP Activity Coordinators)

+Core Management Team

Four Thematic Groups

(Accountability,

Leadership, M&E,

Planning and Budgeting)

National Cop-MfDR

(8)

Regional CoP-MfDR

Online Platform and High

Level Forums

AfCoP-MfDR Original Network Configuration: Secretariat Model

Future AfriK4R Configuration: Network Model

AfriK4R Partnership

Promotion of a

Results Culture across

the African

Continent

AfCoP Secretaria

t

AfCoP CMT

ACBF

Advisory Committ

ee

Institutional

Partners (within and

outside Africa)

National Cop-MfDR

Regional CoP-MfDR

Institutionalization + Regionalization = Pan-African/Continental MfDR discourse

conducted in a more systematic, fully owned and accountability-driven fashion

AfriK4R Partnership: Rationale

“To improve national and regional development processes by assisting and advocating for results-focused

policies and strategies” (AfCoP Strategy)

The Partnership will address the:• Lack of convergence across national

MfDR practices in Africa;• Disparities and missed

opportunities for cross-fertilization among African networks and countries;

• Lack of standard MfDR indicators• Gap national and regional MfDR

policies;• Relatively low capacity level;• Cross-border challenges

Partnership: Definition

A process in which two or more entities actively work together

in a mutually beneficial and well-

defined relationship

in order to achieve a vision not likely to occur in isolation.

It is not just about knowledge sharing.

It brings together resources, strategies, and ways to address concerns or create something new

(Adapted from Wilson, 2000)

AfCoP & AfriK4RTo this date, AfCoP has been primarily a knowledge and learning network. Focus over the years has been on individual-level outcomes: Knowledge Sharing (Info dissemination); Knowledge Building; Professionalization of members;

Institutional Impact is mentioned in the AfCoP strategy (e.g., regional integration) but there was an apparent need to enhance it further

So, a new strategic partnership with other African institutions (AfriK4R) is key and a discussion is needed on a new internal governance structure and the formulation of strategic objectives that could resonate more effectively with each one of the new AfCoP partners

Need for more accountable governments;

Need for more mutual learning on what works and what does not in development;

Need for an holistic approach integrating the various MfDR pillars;

Need for stronger collaboration links among what used to be called AfCoP Thematic Working Groups

African Platform for Results: Rationale

Learning Hub on Social

Accountability

AfCoP Secretariat +

CMT + Advisory

Committee (?)

Learning Hub on Budget Reform

Learning Hub on Gender and

Human Rights

Learning Hub on Monitoring and

Evaluation

National CoP and Regional CoP

Platform Configuration I:Expertise-Based

Expertise-Based Configuration in the Medium- and Long-Term: The Learning Hubs go to the

Regions/RECs

Learning Hub

1Learning Hub

2

Learning Hub

3

Learning Hub

5

Learning Hub

4

Governing

Body

Core-Periphery Model

Western Africa

Central Africa

Southern Africa

Eastern Africa

AfCoP Secretariat +

CMT + Advisory

Committee

Northern Africa

Platform Configuration II:Geography-Based

Geography-Based Configuration in the Medium- and Long-Term:

The Regions/REC link with sectorial expertise

Northern Africa

West Africa

Central

Africa

South Africa

Eastern

Africa

Governing

Body

Core-Periphery Model

Possible Activities Identify a variety of topics for online discussions; Facilitate online discussions; Provide guidance and input on AfCoP analytical

work; Assist with the organization of learning events –

virtual and face-to-face - (e.g., identification of experts;

Contribute to the finalization of the AfriK4R results framework;

Conduct a satisfaction survey about the Partnership among their respective members;

Promote AfCoP membership among other institutions (and individuals) in their domains of expertise;

Provide technical guidance to National CoP; Expand further the e-library

A new African Platform for Results: Key Issues to

Consider

Key Conditions (I) A common understanding of AFRIK4R mission as well as

the AfCoP and Coalition’s roles exists among ALL partners;

Coalition’s objectives are agreed upon by all institutional partners and are aligned with all partners’ respective core values/mission/mandate;

The AfriK4R stays on track towards its goals;

The mission might want to be built upon the principles of active engagement, collaboration, freedom of expression, inclusiveness, integrity, mutual respect, transparence and usefulness;

A theory of change (demonstrating that the Platform and its partnership with AfCoP is a win-win situation and creates value for stakeholders) is in place (see next slide);

A partnership performance evaluation framework is in place;

A partners’ engagement strategy is in place;

Key Conditions (II) Learning among partners is enabled;

Innovation to address new opportunities and challenges is fostered;

A trial and error period is granted for 6 months (flexibility is there to update or modify objectives in the course of the AFRIK4R implementation);

Means toward conflict resolution within CMT are established and known well by all partners;

Expectations are clarified among all partners; Appreciation for individual differences as well as fairness and

sincerity among partners are encouraged; Reward options are established (see slides on incentives); Decision-making procedures are clearly established; Resources are available as part of Program-Based Budgeting; The frequency and type (not specific content) of online

exchanges need to be defined in advance

Potential Risks to Mitigate

Prominence given to institutional partners could prevail over the engagement of individual AfCoP members;

Duplication of existing efforts among partners; Dismissal of national governments’ or country-level

strategies by AFRIK4R own strategy; Insufficient monitoring of assumptions throughout

implementation; Lack of geographical balance within governance

structure and activities; Regional CoP are not there yet and National CoP are

only present in 9 countries. The MfDR discourse at the national level is not strong yet;

Greater time and financial burden as well as information overload for partners involved;

Lack of adequate legitimacy among partners; Insufficient resources or definition of tasks and

responsibilities among partners

Some Key Factors Affecting Participation in Partnerships

ACTIVE PARTICIPATION

Ease of Use

Competence-based

trust

Extrinsic Motivatio

n

Perceived

usefulness Organizatio

nal Culture

Sense of Communi

ty

Perceived Leadership Support

Possible Incentives Provision of Technical Information Sharing

benefiting partners in their work;

Joint Programming among Learning Hubs/Clusters;

More responsibility to the most active partners;

Provision of specialized MfDR literature to the most active partners;

Generation of Joint Knowledge Products;

Participation in AfCoP Learning Events/ Meetings;

Providing partners with the space to express their opinions on roadmaps and milestones

Thank you!

Collaborative Internal Governance for AfriK4R

Session 3:45-5:00 PMDec. 12, 2012

Michele Tarsilla, Ph.D.

Possible Governance Scenarios

AfriK4R Governance: Scenario I

AfCoP/AfriK4R Governing Body

African Platform for

Results

African Capacity Building

Foundation will assist with any

activity related to Capacity

Development

Strengths Fruitful Collaboration between the AfCoP Secretariat and

the CMT; Sectorial expertise mainstreamed in operations; Eight (8) National Cop have been created; Plurality of activities catering to individual members

Key Issues within current AfCoP CMT:• Too many members (slow decision-making and

implementation);• Lack of continued commitment due to voluntary nature of functions;• Lack of incentives;• Lack of members active involvement in the online discussions

AfCoP Governing Body: Strengths and Need for

Improvements

CMT:

-Reduce number of CMT members to 7 or 9 so as to ensure more ownership/engagement/unity and less delegation to others;

- CMT members should stay on for a two-year term (the first year will be a probationary period and, upon successful performance, CMT members will be reconfirmed). At least two members could be former CMT members so as to ensure continuity of functions over time and will stay in for a year as well;

-Two CMT members could be the REC Focal Points and two others could be elected by National CoP to represent CoP needs, interests and voices within the CMT;

-The number of CMT members could be modified at the end of the first year of implementation (e.g., Annual Meeting) only with the approval of 75% of all members with the voting rights;

-CMT members will not receive any remuneration from AfriK4R and should exercise leadership, intellectual honesty and integrity in their actions.

AfriK4R Governing Body: Suggested

Improvements

-After election, CMT members need to pledge to the AFRIK4R Code of Conduct and, in case of low engagement (e.g. absence in 3 meetings) or unresolved conflict of interest, their removal will be established by the rest of the CMT;

-CMT will meet during monthly conference calls (via Skype) and two annual meetings in a different region. Every month an institutional partner could be invited – especially if not directly represented in the CMT - to present on a given topic/proposal that the AFRIK4R might be interested in pursuing;

-Special meetings may be held at any time when called from by the Co-President or a majority of Board members;

-Make sure that CMT members are geographically balanced (decision-making informed by better in-depth knowledge of needs, opportunities and challenges across the entire continent);

-Make sure that different age groups and gender are adequately represented;

-Ensure a clear definition of tasks and responsibilities among CMT members;

-You can keep the number of Board members low by establishing advisory group members


Improvements

-The AfCoP’s CMT should be led by two Co-Chairs. AfCoP Co-Chairs are elected during the annual meeting on a yearly basis from CMT membership and should include one Anglophone member and one Francophone member. One will be more directly in charge of the relationship with the Secretariat and the other one will be more responsible of dealing with the CMT and the Advisory Committee members

-Vacancies could be filled by Board, with the recommendation of the two Co-Chairs. In case of lack of consensus, the Manager’s input will be determining;

-Some members will have more a fiduciary role. Some other will have a more operational role;

-A majority of CMT members constitutes a quorum. In absence of a quorum, no formal action shall be taken except than to adjourn the meeting to a subsequent date;

-Any CMT member who has a financial, personal or official interest in, or conflict (or appearance of a conflict) with any matter pending before the CMT will vacate his/her seat and refrain from discussion and voting on said item.


Improvements

CMT responsibilitiesThe CMT might want to do the following:Check and approve the Action Plan for accuracy and

compliance with the Constitution/visionMonitor progress against the project management

planReview and approve changes made to the AfriK4R

plan, schedules, scope, goals, cost estimateMake strategy decisions regarding the prioritization of

project deliverables and approves interim deliverablesReview and approve the AfriK4R development

strategyReview and suggest solutions for the issues critical to

project successResolve conflicts between stakeholder groups



AfCoP Secretariat (AfDB Tunis + ACBF

Harare)

CMT - geographically

balanced (7 members)

including 2 REC-RCoP Focal

Points and 2 National CoP

representatives (on duty for 12 months

since their designation)


Results


Accountability

Learning Hub on Public Finance

Reform


Evaluation

Learning Hub on Statistical Capacity

Learning Hub on Leadership for

Results



AfCoP Secretariat (AfDB Tunis)

CMT - geographically

balanced (7 members)

including. 2 REC-RCoP Focal Points and 2 National CoP

representatives elected by the national CoP

themselves (these reps could rotate

every 12 months or stay on duty for 18

or 24 months)

African Capacity Building

Foundation


Results


Accountability


Reform


Evaluation

Learning Hub on Gender and Human

Rights


Results

STEERING COMMITTEE(1 member from each

Hub)




CMT - geographically balanced

(7 members) incl. 2 REC-RCoP Focal Points and 2

National CoP (either rotating or on duty for 18 or 24

months)Advisory Committee


Results


Accountability


Reform


Evaluation


Human Rights

Guidelines and Strategic Support are disseminated among National CoP and Individual Practitioners working in governmental and non-governmental agencies

National CoP identify country gaps in MfDR and provide data to the Governing Body

Scenario 1: Strengths and Weaknesses

Strengths-The two-tier structure (CMT and Advisory Committee) would (a) enhance the autonomy of CMT decision-making from learning hubs; (b) make decision-making faster; (c) ensure the regular functioning of the AfriK4R despite delays/challenges faced by the African Platform for Results;

The Advisory Group would replace the AfCoP Thematic Working Groups and it would allow institutional-level sectorial interest to inform the CMT decision-making

Weaknesses-The different learning hubs might not be able to contribute directly to decision-making but they could influence it

AFRIK4R Governance: Scenario II



CMT AfCoP members(geographically

balanced)+

Sectorial Experts

(Suggested total of 10 members)

African Platform for Results


Accountability


Reform


Evaluation

Learning Hub on Statistical Capacity


Résulta

AFRIK4R Governance: Scenario II



CMT AfCoP members(geographically

balanced)+

Cluster Representatives

(Suggested total of 10 members)

African Platform for Results


Accountability


Reform


Evaluation


Human Rights


Results

Guidelines and strategic support to

National CoPIndividual

Practitioners working in Ministries

National CoP identify country

gaps in MfDR and provide data to the

Governing Body

Scenario II: Strengths and Weaknesses

Strengths-The CMT would reflect more truthfully the variety of

needs/interests/specific expertise associated with each of the different Learning Hubs;

-CMT members would be less burned out;-Clear distinction between members with fiduciary roles and

more operational ones (e.g., partnership building, fundraising, etc.)

Weaknesses-The diversity of needs and interests represented among the

CMT might slow down decision-making within the AfriK4R Governing Body;

-Sectorial experts within CMT might not reflect consensus across learning hubs within the coalition

Breakdown Work Structure (WBS) (I)

Responsible Entity

Activity

CMT AfCoP Secretari

at

Platform for Results

Other

Core Funding and Administrative tasks

✔

Oversight of governance structure

✔ ✔(Steering

Committee Members with

fiduciary responsibility)

Mechanisms available to AfCoP members to provide feedback for

improvementExternal ad Hoc

Advisors might be sought in some critical

instances

Revision of existing code of legal and ethical conduct

✔ ✔

Identification of common objectives + programmatic planning along 4/5 strategic axes + establishment of milestones

✔ ✔✔

(S.C. Members with operational responsibility)

Implementation of Work Plan

✔

Breakdown Work Structure (WBS) (II)

Responsibility

Activity

CMT AfCoP Secretari

at

Coalition for

Results

Other

Monitoring✔ ✔

✔S.C. Members in

charge of M of their sector of

interest

Evaluation ✔Commissio

ning Evaluation

✔Commissioning evaluation

Independent Consultants

(Formative evaluation 1 year after

implementation + Mid-term Review +

End of Project Evaluation)

Implementation and adaptation of MfDR good practices to countries’ contexts

✔ ✔All Institutional

partners

Capacity Development African Capacity Building Foundation

Communication and Diffusion ✔ ✔

✔Key role by

Regional and National CoP

African Capacity Building Foundation

Mobilization of additional resources ✔ ✔

Oversight of Fiduciary assets

External Auditors

Thank you!

Incentives Mechanisms Towards AfCoP Partners’

More Active Participation

Michele Tarsilla, Ph.D.AfCoP Meeting

Dec. 11-14, 2012

Some Key Factors Affecting Participation in Partnerships

ACTIVE PARTICIPATION

Ease of Use

Competence-based

trust

Extrinsic Motivatio

n

Perceived usefulnes

s

Organizational Culture

Extrinsic Motivatio

n

Sense of Communi

ty

Perceived Leadershi

p Support

Four Main Types of Incentives

Material Incentive—tangible rewards such as monetary compensation to partners in exchange for their involvement

Solidarity Incentive—intangible rewards that include camaraderie among partners

Status Incentive—partners’ standing within the Platform for African Results

Purposive Incentive—the satisfaction of a partner gains from satisfying a sense of mission.

Adapted from: Wilson, 1989.

Three Types of PrizesFirst-to-succeed prize: awarded to the

first innovator to achieve the stated goal;

Intermediate prize (milestone-based “pull” incentive): awarded based on the completion of a previously-defined condition that would bring the Platform closer to fulfilling one or more its objectives;

Best Progress: awarded to the partner who has advanced most successfully towards reaching one or more Coalition’s goals. Judging this type of prize would require an extremely clear aim and impartial judges

Incentive Mechanisms (I)

Assure the quality of work produced by the Platform for Results and Governing Bodies maintain it at a high level;

Assign governing bodies not a censoring role but rather a clarification/rectification/support one;

Ensure the caliber and promote the legitimacy of individuals participating in AfCoP governance structures;

Ensure that leaders are convinced to work together; Acknowledge the most active contributors among partners on a

quarterly basis; Develop a sense of community both within the Steering

Committee and the rest of the membership (e.g., through the use of tweeter, social media and SMS campaigns);

Enhance a feeling of trust among partners (e.g., more details personal pages of members);

Enhance AfCoP communication strategy; Include AfriK4R-related activities in partners’ staff ToR

Incentive Mechanisms (II)

Enhance Social Capital (trust across participants + promotion of connectors within and bridgers across partners);

Promote diversity of connections;Allow partners and members to contribute to AfCoP (it

should be felt as theirs rather than a donor’s initiative);Facilitate partners’ ability to contribute their own

resources and decide on their allocation;Reduce space for frustration/bitterness/distrust; Identify (in a participatory fashion) recommendations for

positive actions and make them visible to all partners;Enhance ease of the partnership’s use (including the

AfCoP website);Communicate in an open, accurate and timely manner

Incentive Mechanisms (III)

Develop/Update the partners’ ethical code of conduct in a participatory fashion and prevent goal divergence and competition for scarce resources;

Clarify the usefulness of AfCoP and the Platform to partners’ respective performance and mandates/missions

Encourage trust in competency and integrity across partners;

Encourage institutional membership by referral (it is easier to work with friends/colleagues of those who are already part of the Initiative);

Meet partners’ representatives needs for personal satisfaction;

Enhance positive leadership support

Thank you!

a continental platform for results

Documents

afcop administration

afcop afrik4rto

new afcop partners8need

strategies afcop strategy

monitoring of afcop

national mfdr practices

afcop core management

learning network