Increasing fund effectiveness & alignment

After devolution in Kenya, the Worldbank has provided national budgets on healthsector development. The key challenge was to secure and drive these conditional funds downward to the region (i.e. Kajiado county) and to deliver upward a county based accountability and fund effectiveness method for the worldbank; for them to use as example for other regions. In a small team three perspectives were combined to secure this and to lift the sector: Combining public and private stakeholders, creating a transparant tricke down and upward data monitoring and involving groundfloor community perspectives. Worldbank delegation were invited and the accountability method was taken over for other regions. It supported the principles of transparency, connectivity and scalability.

Stimulating entrepreneurship and economic growth

Insurance companies and companies in many other industries can have a focussed product strategy or a broader way of strategizing their business. The previous involvement of one of our experts consisted of helping the CIC (cooperative insurance company) strategy of community and 'Sacco' driven economic development as a precondition to enlarge their business. Sacco's are community driven entities at local, regional and national levels, enabling saving, loan and income risk mitigation for entrepreneurial individuals in various sectors (i.e. farming, real estate, truck equipment etc). The focus was on providing client-driven training and facilitation to equip people to make them successful in their activity (at the Sacco - level: give/savings and pay loans). Letting sacco's grow and creating conglomerates on the topics of sacco's while providing shares/ownership to individuals. Letting others grow hence has shown to be effective for all.

Thrive business through supply chain optimization

In order to ensure minimum disruption in an economy where infrastructure, geopolitical uncertainties and inflation was unpredictable, a proper supply chain was critical for business productivity. To do this a strategy was developed that optimized inventory levels, embraced technology for visibility and developed mutually beneficial partnerships for reliable supply base. This formed a supply chain that was crucial for businesses to thrive.

Increasing organizational efficiency through Human Resource Planning

Human capital is the main resource for organizations with most of the organizations spending over 50% of their budget on Human resources. Inaccurate Human resources planning may lead to talent shortages and workforce misalignment. By developing a strategy on talent pipeline and workforce planning , a large profit organization in logistics in Kenya, enhanced its overall efficiency and sustainable growth; it has shown to boost the organization's long-term success.

Increasing market penetration speed and end-user buy-in in Kenya

Within a period of only 6 months, 39 points for health distribution were rolled out in one of Kenya’s subregions; from national inceptions to actual usage at grassroot. In fact, a well thought trough marketing & distribution strategy was developed through three layers in the market, focussing on organisation and train the trainer modalities, based on data for market size coverage obtained from the national bureau of statistics in Kenya and being funded by a Korean funding party. Actually, the end consumer is enjoying the services and a P&C cycle has been installed to keep the key factors in place. Our expert by then in fact has applied its rigourous capability to connect the dots between top and grassroots, enabling funds to work effectively.

Translating complex services to simple-to-use tools for end consumers

In the area of Cervical cancer (HPV) for a target group of girls aged 10-14 years, the field analysed absorption barriers as a basis for strategizing a marketing communication breakthrough that has improved literacy and informed decision making.

Applying the national framework for community-driven change

The community is a basic social construct along which change in many areas can be realized, whether isn’t health consumption or local loan structures through sacco's. one of our program managers was involved in the national Ministry of Health, Nairobi, to provide a triple units approach: ME (monitoring & evaluation), CB (training) and SD (coordinating programs). It entailed development of policies, setting up Public-Private partnerships, working with the CDC (Centres for disease control), proposal writing, i.e. towards global fund (GF7), supervision of counties and creating accountability structures; with toolings like community scorecards and critical KPI monitoring to match demand/supply and quality levels.

Scalable ICT learning tools

Around 25.000 children aged 4-8 years (60% of primary schools in Mombasa) were enjoying literacy skills through ICT learning & development tools provided through a train the trainer delivery method and succesful cooperation between various learning, research & funding parties: International Development Research Centre (IDRC), Social Sciences and Humanities Research Council (SSHRC) and Global Affairs Canada (GAC), Aga Khan Academy and Concordia University Center for the Study of Learning and Performance. The longitudinal study showed clearly better results for the groups that had ICT-supported tools; given this success the approach was extending to other regions (Nairobi, western Kenya, central and coast).

Entrepreneurship learning among girls & boys

Language skills of girls in Mombasa region has shown to be pivotal for their future in terms of independence and leadership potential. Debate training, funded by Canadian Organization for Development Through Education (CODE), executed by one of our experts, was used to improve 'connective assertiveness', argumentation skills or 'eloquence'. Under the name 'Voice to Space" the reach grew to 1500 girls with a very small budget. Imagine if 20.000 girls & boys systematically get this opportunity!

Leadership & Skills training & Development

One of our experts has driven a large program to implement ICT-based didactical methods & content in train the trainer setting for teachers on English and other subjects; while creating a competence-based curriculum (CBC). One of the methods being TPMS (teacher peer mentorship sessions). The goal was to create a sustainable community of learning (COL) and -practice (COP) across Kenyan regions. It was a Concordia & Microsoft facilitated platform with adapted content development together with the organisations Thogoto TTC, Shanzu TTC and the University of Nairobi.

Grands for public facility construction

In the county of Nairobi city, one of our experts was involved in getting grants to invest in the construction industry for public buildings; hence stimulation of economic activity while at the same time improving standards for health & educational services in the region of Muranga and Nairobi region.

Agrifood development

In the region of Nairobi, one of our experts together with WorldVision was managing fund effectiveness for a program that was set up in conjunction with local leaders to realized fish farming and honey consumer production. It created economic benefits to about 5000 families (women and children) in already a two years period; The expert in addition was leading internal control optimization and auditing activities that impacted WorldVision with its 35 offices ($ 30 mln yearly turnover and with funding from Canadian parties, USAID, EU and other US funds).

Monitoring & Evaluation in Economic development
Strenthening the financial position of entrepreneurs

In order for women to improve their economic position while caring for ill family members, 500 individuals and SME's were followed in the Rakai region of Uganda, being provided with a specific economic empowerment toolkit (with counseling services, capital and content like 'how to do certain craftwork'). It helped them to save time that they could use to keep current work and build new businesses.

Microfinance

In the Jinja Region, close to the river Nile of Uganda, a microfinance program was executed to strengthen economic empowerment of 340 SME's, counting up to an income of $ 3,5 mln annually, for about 2000 individuals; which is almost double the average yearly income. The M&E activity was actually comparing this group with a group of SME's that didn't receive microfinance.

Real estate & E-commerce investment funds

On behalf of a private investment company, financial management & fund effectiveness activities were deployed to improve the PEPI in real estate and e-Commerce (exposure of $ 50+ mln), infact creating relevant jobs for Kenyans.

Cross country health systemic development funds

Funds were generated among donors like USAID, GITZ, and Global Affairs Canada for the set up of country offices in Zambia, Malawi, Guinea and Mozambique to boost implementation needs on health development (program size almost $ 7 mln). The key in these roles has been organising rigourous insight for the principal while letting money flow more effectively and letting care arrive for citizens.

Creating multiple regional governors buy-in on sector innovations

At the Counsil of Governors (CoG) one of our experts was involved in desiminating the use of insenerators to various counties, a program that involved a Belgium supplier. The challenge was to facilitate that stakeholders were embracing the idea and the specific solution. Dialogues and governmental meetings were organized and a visit to the production site was organized to improve understanding and intrinsic buy-in of the solution. Interest alignment here is a key competence that goes hand in hand with coordinating the programmatic part and contract setup, control and signing as a proof of trust built among the parties.

Interest alignment within 'sector verticals'

The devolution process in Kenya inherently was a courageous challenge that was taken up by the political decision makers. Our expert, assigned to the Council of Governors (CoG), was involved in improving the mutual trust between World Bank, the national treasury and the county treasuries to create support for direct fund payments and related monitoring and accountability frameworks. At the same time, national bodies were facilitated to redefine their role and value between such parties.

EU funded Religious cooperation

EU funding was given to support a cross-border peace building process, part of which was the mutual understanding of various religious denominations. Our expert in conjunction with the Global Faith to Action Network supported the process of creating a platform for dialogues among the faith actors involved. Such cooperation is pivotal for stimulation of economic growth and social cohesion.

Worldbank for youth peace- & business skills

In a WorldBank funded program youth groups in Kenya were targeted by providing useful activities, opportunities and business skills. Our expert has been involved in coordinating the operational process of training over 5000. young people in the North of the country in a timeframe of 12 months.

CSO set up to scale up ambassadors for peace

For the Horn of Africa, our expert on interest alignment & peace building was driving capacity building for local Civil society organisations (CSO) with a reach of over 10.000 citizens in the region of xxx? to create advocates for peace. He did so in close cooperation by the Danish embasy that made funds available.

Anti radicalisation strategies

Anti radicalisation strategies are key in unstable regions in eastern Africa. One of our experts in conjunction with Soweto Community Based Organization (SCBO) and the foreign British ministery and the Kenyan ministery of interior was facilitating cross-border peace trainings in the North of Kenya comprising a group of over 100 key stakeholders of the community, affecting 10th of thousands of citizens to avoid radicalisation.

Nigeria’s Delta state Regional development campaign

As the international liaison between investors and Delta state political leaders, we have been facilitating a governors campaign; enabling us to create an integrative program for the Delta region in a complex stakeholder setting in which we’ve analysed key elements for successful transformation, regarding interest alignment, budget acquisition, organisation and capacity development. In that setting, we were able to interconnect national, regional and local governance levels and across sectors and societal groups. It has been a source of experience that was at the start of our regional development services.

Change advisory on water-, waste-, health-, slum- & sector development

In Samburu, Kenya, tribal leaders were brought together to discuss strategies to improve water management and in the Nairobi slum Kibera community leaders were brought together to investigate their visions on change. In the field of health, a potential strategy to mitigate cost shifts from private insurance to public entities was explored with Straightmore University, Nairobi. In Chad, a strategy for health systemic development was presented to the minister of health and translated into an MoU. An eastern europe market entry strategy was developed for a private medical company from Mumbai. This came in addition to international partnership dealing making and advisory on social & health system development sessions with the respective ministries due to embassy facilitation in Bulgaria.

Sector transformation management

Multiple large-scale sector and regional level transformation programs were led at the crosspoint of public/private sector, creating economies of scale, innovative funding & cooperation among stakeholders; comprising funds from € 25 to over 900 mln, while leading division of over 500 employees and executing interim CEO roles of public/private entities. Two examples: 100 suppliers jointly had an 85% market share, had to shift to more effective and transparent ways of working; this was approached with a mix of vision for the field and a rigourous yearly procurement strategy that reinforced innovators. In another program 18 regions throughout the country were supported by a national lobby on other funding in conjunction with more cooperation within the region on better logistics on the acute care infrastructure.