Summary: This story provides an example of a donor agency deliberately changing its role and relationships with its partners to be more enabling and facilitating. It shows the influence that planning, monitoring and steering methods can have on relationships and power.
In Madagascar, the Swiss Agency for Development Cooperation (SDC), its Swiss implementing partner Intercooperation, and key local collaborators decided to upscale a rural development programme by changing the focus of support from working directly with small farmersĺ organisations to partnering with intermediary organisations which took on responsibility for planning and implementation.
This strategic shift was combined with the introduction of a planning and monitoring method that was largely new to the country: Outcome Mapping. This method focuses on capturing changes in mindset and behaviour, rather than recording changes in conditions, such as improved infrastructure or services. Outcome Mapping also recognises that development efforts are more likely to be successful and sustainable when responsibility is devolved to local people and local institutions.
The story describes the difficulties encountered by both partners and project staff, but concludes that it was worth the effort as intermediary organisations have strengthened their capacities and play an enabling role, which is a strong way to promote empowerment
Type: Articles / Papers
Contibuted by: Simon Hearn, on: 9 Feb 2016
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