No magic bullet to shifting power to local capacity: it starts with internal changes - final
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In this “Working Out Loud” session, ActionAid will share lessons, thinking, current and future actions with participants. The presenters aim to be challenged and get wisdom from session attendees on how to influence other actors to make changes that will truly enable INGOs to be partners and facilitators of local capacity, agency, and leadership in social justice and gender equality work.
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No magic bullet to shifting power to local capacity: it starts with internal changes - final
- 1. By: Ennie Chipembere Head of Program Quality, Learning & Knowledge Management ActionAid International & Rachel Gathagu Learning & Knowledge Management Advisor ActionAid International CAPACITY4HUMANITY CONFERENCE TCDC, ARUSHA, TANZANIA 7TH FEBRUARY 2018
- 2. Objectives of the session •To share ActionAid’s Journey of the internal changes we made to be able to strategically enable ourselves to focus on learning, knowledge and local capacity development. •To share with you all the Learning and Knowledge Management Framework elements that are guiding us in implementing this organisational commitment.
- 3. Organisational strategy (federation commitment) Political direction & Approach (learning methods, tools etc) People (roles, capacity, structure) Leadership & Governance The Journey Why its not a MAGIC Bullet Technology & Systems (LMS, intranet, platforms) Processes (organisation-wide initiatives) External Engagement
- 4. Organisational Strategy (federation commitment) Action for Global Justice – 10 year strategy (2018 – 2028) Identity - as a global justice organisation, “throughout the world, ActionAid works to strengthen the capacity and active agency of people living in poverty and exclusion, especially women, to assert their rights. Theory Of change - ActionAid is both a catalyst and contributor to social change processes. One of the four main ways ActionAid sees itself contributing to that change is through learning, developing knowledge rooted in our work and communities, as well as generating alternatives Programme Commitment – Capacity building that’s results in Program Quality using a new approach on Monitoring Evaluation and Learning. Organisational Shift - To build a culture of learning and quality M&E that generates knowledge, evidence-based alternatives and communicates impact The Journey….continued – 2018 onwards
- 5. Political Direction & Approach - (learning methods, tools etc) • Learning and Knowledge Management Strategy & Framework • Learning Ecosystem Approach • Monitoring Evaluation & Learning (MEL) Approach • Integrated Learning Approach • Individual learning • Team / Group learning • Organisational learning • Inter-Organisational learning
- 6. Processes – organisation-wide Global Strategy Development oTaking Stock Review (TSR4) oConsultation process to develop the Global Strategy oSigning of the Global Strategy by the General Assembly and International Board (resulted in all federation members commitment and resourcing) Global Secretariat Redesign Other Organisational Processes oAnnual Planning and reporting oParticipatory Review and Reflection Processes oGlobal Annual Learning Reviews
- 7. People Human Resource (warm bodies to lead and do the work) Capacity (relevant knowledge, skills & experience) Structure (fit for purpose structure and accountabilities)
- 8. People Secretary General Director - Programmes & Global Engagement Directorate Head Program Quality, Learning & Knowledge Management Unit Program Quality Advisor & Coordinators Learning and Knowledge Management Advisor Knowledge Curator & Systems Advisor Intranet Transition Manager Local Rights Programme Capacity Development Staff Monitoring Evaluation & Learning Staff Global Secretariat Country Level Cross Cutting Levels Learning & Knowledge Management Functional Network Communities of Interest e.g. M&E and Learning EAGLES Network Heads of Global Programmes & Programme Managers International Platforms (4) – for collective programming with countries Programme Head and Teams
- 9. Leadership & Governance Leadership •Leaders driving the agenda at all levels (Global Secretariat and Countries) and commitment available Governance •Capacity Development Operational Group •Learning & Knowledge Management Functional Network
- 10. Technology and Systems • Digital Transformation – Organisational Shift 4 in new Global Strategy • Office 365 roll-out and new opportunities here • ActionAid Learning & Knowledge Management Portal • ActionAid Expertise Directory • ActionAid Learning Management System – ActionAid Learning Site (our LMS)
- 11. External Engagement •LINGOS (now Humentum) - Access to Global community; -Global Learning Forums -Online webinars for peer learning •eLearning Guild Conferences (part of LINGOS member support) •Capacity for Humanity Conference!
- 12. •The End, Thank You – questions, comments & feedback welcome
- 13. Contact information: • Ennie Chipembere ennie.chipembere@actionaid.org • Rachel Gathagu rachel.gathagu@actionaid.org
Editor's Notes
- So moving on with the Journey, lets now talk about how the year 2018 – 2020 pan out, what has happened to influence where we are and what we plan to accomplish our mission of becoming a learning organisation by building a culture of Learning. For Strategy, Priority and Direction This was important because it would determine a myriad of things for example, commitment by the whole organisation, resourcing by being included in the Strategic Plan of the organisation. The inclusion in the Global Strategy in this four major ways of how we achieve change. In terms of identity, TOC (how we bring change), Programme commitment and organisational shift.
- These are the tools, methods, strategies we us, its an important element in this journey become because it forms part of the architecture to integrate capacity building learning and how we manage our knowledge to build a culture of learning and knowledge sharing. Learning and KM strategy and Framework is be overarching guiding architecture Learning Ecosystem Approach – because of who we said we are, there have been many people facilitating capacity building therefore it was important to find an approach that will work in a federation organisation, all the elements in the ecosystem are available in the organisation and will aid in developing the capacity. MEL Approach - This was a political decision not to engage with generic M&E but to add in Learning - e.g. learn on our work on shifting power, track and learn how change happens then generate learning and change.. Integrated learning Approach – our vision of being a learning organisation, we looked for an approach that harnesses all the levels of learnings and their interconnectiveness
- This is another important element of the journey and our becoming a learning organisation that promotes a learning culture at the local level because several organisational processes / events necessitated and culminated into where we are now and the 10 year journey we embark on.
- This is an important element because it highlights People as a key resource, the formation of this element was necessitated by the Global Secretariat Redesign process to align with the Global Strategy. The new structure intentionalyl put the Program Quality Learning and KM unit in the PAGE directorate in line with taking a learning approach, generating deep rooted knowledge. When we talk about People Here we refer to the warm bodies that do the actual work, we also refer to capacity – for us to build others capacity we must be capacitated, structure is also important to ensure that this element of the L & KM strategy fits well and is able to provide support required in building a culture of learning. The OQL Unit being place under the PAGE directorate further ensured that program learning, generating alternatives and deep rooted knowledge by monitoring evaluation and taking the time to learn from it.
- Secretary General – highest level of sponsorship and accountability; this is why he is here at the conference. Director of Programmes & Global Engagement – our work is represented at the Directors level, we are right there at the decision-making table The new structure intentionally put the Program Quality Learning and KM unit in the PAGE directorate in line with taking a learning approach, generating deep rooted knowledge. ******* EXPLAIN WHY THE TWO UNITS WERE MERGED – INTERNTIONAL DIRECTION OF HOW WE SEE M&E AND ALSO NEEDING TO HAVE ARCHITECTURE EMBEDDED IN PROGRAMMES
- Governance - We have not had a recognized structure to support this, there was a capacity development organisation group which was not well structured as it should be, however that group formed the basis of designing and developing the Learning and Knowledge Management Functional networks which spearheads learning and capacity development in the federation. Leadership = The roles are developed in advisory and leadership levels (not just officers) to ensure that they accord this the leading it deserves