re-profiling african mdis as centres of excellence for knowledge transfer in the 21 st century...
TRANSCRIPT
Re-profiling African MDIs as Centres of Excellence for Knowledge Transfer in the
21st Century Kampala, Uganda
14 July 2008
OUTLINE
1.Knowledge; African development and MDIs as Knowledge Institutions
2.Changing landscape of MDIs
3.Problem analysis and opportunity identification
4.Areas MDIs HAVE to address if we are to make progress
5.AMDIN contribution
Knowledge Economies; Competitiveness & Development
Knowledge economy is “an economy that creates, acquires and uses knowledge effectively for its economic and social development”
Competitiveness fundamental for economic growth of countries and regions
Competitiveness of countries and regions hugely informed by orientation to knowledge -- even more so than traditional economic factors such as land, capital, labour, climate, etc.
Knowledge and African Competitiveness
Knowledge is the foundation of development
The global knowledge revolution is leading into a post industrial society – massive opportunity for Africa which has largely missed out in the industrial era. Rather than playing catch-up, play leapfrog
Knowledge & development at work
1958 1966 1974 1982 1990
Korea
Ghana
Difference attributed to knowledge
Difference due to physical and human capital
African MDIs as part of international knowledge community MDIs regarded as knowledge institutions. Therefore enormous
contribution in development of a knowledge economy.
Africa undeniable part of global community African MDIs and AMDIN therefore by extraction part of global
knowledge community of public administration, management and governance. We will continue to interact within such a knowledge community.
Isolation not an option, will continue to be influenced. However, are we treated and do we behave as an equal partner in global knowledge production?? Africa has become a market for foreigners – cutting teeth on Africa; “international experts” vs. local experts; consumers or producers?
As Africans, do we have “ownership” of our own knowledge?? (others research us and writes about us; extractive vs empowering)
No autonomy Full
autonomy
Fully funded by government
Financially self-
sufficient
Typology African MDIs 1995
SAMDI in DPSA (100%) ECSC
ASCON (90% gov. budget)
GIMPAKIA
ZIPAM
UMI (80% gov budget)
Burundi
University of Dar es Salaam
Quadrant II
Quadrant I
Quadrant IVQuadrant III
No autonomy Full
autonomy
Fully funded by government
Financially self-
sufficient
Typology African MDIs 2005
SAMDI (55% gov budget)
ZIPAM (??)
GIMPA (0% gov budget)
ASCON (75% gov budget)TPSC(??)KIA (??)
ECSC (??)
UMI 8%
Burundi 75%
Mozambique (??)
Quadrant I
Quadrant IVQuadrant III
Quadrant II
Gradual changes that affected MDIs stature
Greater autonomy but structurally weakened relationship with government
Notable shift in direction of financial self-sustainability with almost all institutions – willingly or forced (directly & indirectly) getting less guaranteed money from government
Loosing status and influence rapidly Staffing profile changing Notable correlation re shift in products &
services and form & financial arrangement
Too little human and organisational capacity to do
what African governments have to do urgently….
AT SAME TIME
… much of this capacity shortage points to problems in MDIs and/or their interface with governments
POINT OF DEPARTURE RE PERFORMANCE
MOTIVATION
COMPETENCE
OPPORTUNITY
PERFORMANCE
Therefore, MDIs cannot be seen as entirely responsible for the capacity shortages and limited levels of performance
Analysis of DAC Network on Governance report “The Challenges of Capacity Development: Working towards Good Practice” shows that factors influencing CD identified in report are mainly linked to overall government processes.
MDIs and their efforts at capacity development cannot thrive in a poor policy environment or poor work environments to which
Windows of opportunity opening up…..
International and regional agenda focussed on issue of capacity and capacity development and more specifically the capacity of the capacity developers;
Global recognition of importance of Knowledge Institutions Role of state and “public” being reinstated as worthy On African continent, MDIs high on the agenda of the All Africa
Conference of Ministers of Public/ Civil Service The African MDI Network (AMDIN) developing fast with its own
specific values base, including drawing on African resources; African ownership
MDIs have weathered the worst storms and are starting to re-establish their reputation based on performance in difficult times
& where not open, we are helping to prize them open……..
Extracts from Communiqué post August 2007 AMDIN conference
… MDIs have a responsibility to redefine their own relevance within their national, sub-regional and regional contexts, if they are to respond to the capacity deficits that exist and optimise their roles in the policy domain with respect to public administration.
Conference accepted the notion that success attracts and earns respect and recognition. This is critical if MDIs are once again to be recognised as key think tanks and roleplayers in fundamental change processes that take place in the public sector across the continent.
Benefit from a policy environment conducive to their performance and a medium to long term perspective on capacity development
Attain a status of “adaptive” autonomy @ minimum must be allowed to select, place and manage its own staff, whilst being response to the needs and requirements of their governments
Be assured of their government’s support (financial; primary user of services, etc.) and regular opportunity for engagement and interaction
Function against the backdrop of a solid Public Sector HRD and Training policy framework
Work in a change management framework whole of institution processes rather than haphazard response to profitable markets
Ensure a better balance between training role and that of being trusted think tanks, policy researchers and OD experts/ consultants to their governments
Must retain a public sector focus & know our governments’ needs
Keep track with national and international developments in public administration and policy change initiatives
Must anticipate and be pro-active not only responding in expressed needs where gap already shown up
Explore the whole spectrum of capacity development approaches not only conventional training
Measure, monitor and evaluate in order to learn and to improve
Risks
Setting up new structures are seen as the answer, rather than improving on what we have already (e.g. new round of Leadership institutes being set up, as if separate from MDIs)
Unrealistic expectations of what MDIs can and should be doing
Even worse if current problems in operational and policy environment have not been addressed
Loosing focus
Africa
KEY
MDIs from these countries have previously participated in AMDIN activity, ToT, but could not attend regional w/shop
MDIs of these have indicated interest but logistics prevented attendance
MDIs from these countries have participated in the regional workshops
No contact established yet
What AMDIN intends doing?
AMDIN positioned as Capacity Developer of the Capacity Developers: dedicated to improving the environment in which MDIs functioning as well as strengthening organisational and individual capacity of member institutions
Will continue working in existing 3 Programmes Programme 1: Knowledge exchange, peer learning and collaboration Programme 2: Capacity Development of MDIs
Organisational capacity Individual capacity
Programme 3: Strengthening the network
AMDIN has a critical role to play in addressing the deficiencies that exists in the African MDIs – on institutional, organisational and individual levels. With the assistance of AMDIN and within a networked and constructive collective spirit, African MDIs will set out to achieve a multifaceted and durable agenda to raise their own standards and set continent-wide benchmarks to guide a process of continuous improvement.
AMDIN Activities over medium term will respond to MDI expressed needs through:
Phased programme of detail needs assessments of MDIs Lobbying & advocating for improving the policy and operational
environment of MDIs Create platforms for MDI and Government interaction Provide platform for knowledge and staff exchange between MDIs &
placement programmes Range of communities of practice Accreditation and standard raising/ performance improvement plans Knowledge exchange and production, including collaborative curriculum
development and case study material development On-line libraries & resource centres Collaborative research endeavours Capacity development initiatives, especially capacity development for
research, organisational development/ assessment/ consultancy as well as curriculum design and e-learning
Intersection: Target Groups and ProgrammesIntersection: Target Groups and Programmes
4. Trainers & Design experts
3. Training Managers Administrators
1. Heads of Institution
2. Institutional Managers
5. Consultants
6. Researchers
Target groupsIndividual Capacity Development/ Training
Knowledge management; Collaboration & Peer learning
Annual Heads of Institutions Forum
Problem solving “fish bowls” and “showcasing” innovative solutions
Training CFOs/ Financial directors
Placement & exchange
Training of Trainers – generic & subject specialisation, e.g. e-government
Curriculum Design & Materials Development (Incl. Wiki-educator)
•Change management exposure visits
•Support programme for new Heads of Institutions
•Customised training course re managing e/ on-line training PLUS logistics for residential courses
•Training CFOs/ Financial directors for resource mobilisation•Build M&E capacity, with specific emphasis on Return on Training Investment and Impact Assessment methodologies•Strengthen performance management practices
Community of Practice
Placement & exchange
Communities of Practice around curriculum areas PLUS professional groupingsCollaborative curriculum developmentBest trainer/ facilitator Award and Case/ Studies materials (with demonstration opportunities)
Community of PracticeFacilitate consortium formation & collaborative biddingOn-line toolbox and example practices
Consultancy competency development through short courses & reflective practice
Community of PracticeMake accessable on-line resource centres and info rich DbasesJoint, comparative research programmes
Research methods & skills
Introduction to technological support & software for researchers