DPMN Bulletin: Special Issue, Volume X, Number 5, November 2003
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Strategic Framework for the Establishment of a Network of African Management Development Institutes |
1. BACKGROUND
The Development Policy Management Forum (DPMF) initiated a workshop of African Management Development Institutes (MDIs) in December 2002. The workshop was directed at providing MDIs with a forum for exchanging information and views on their programmes and for enhancing collaboration. The December workshop revealed that African MDIs of k' as a basis to build a platform for mutual support. The proposal provides an overall strategic framework for the operationalisation of the network and for its further establishment over a period of two to three years. The mandate for developing the proposal emanates directly from the meeting of MDIs in December 2002.
2. INTRODUCTION
The establishment and evolution of MDIs in Africa was in direct response to the institutional capability requirements of governments across the continent. Whilst the MDI models adopted and re-adapted varied from country to country, many MDIs shared a similar history and a similar set of challenges and problems. Many were established by national governments and they were often modeled on experiences in the northern countries and by post-colonial linkages with comparable institutions in the previously colonizing countries. In some instances, regional institutions were established to benefit from scale and also to promote the establishment of centers of excellence (ESAMI, CESPAM, OFPA, CAFRAD). Within the diversity and the continuous evolution of MDIs, including those established and located within Universities, the ongoing reflection and dialogue of Directors reveal certain common threads amongst African MDIs. These include:
- Leadership transition challenges: Many MDIs have, in their short histories, con
fronted a high turnover amongst senior leadership. Whilst there are a number of reasons for such turnover, the reality is that this trend often impacts on the ongoing operations of the MDIs. In the absence of a supportive network, such transitions often become very difficult for newly appointed directors and MDI staff who have to operate in very turbulent institutional contexts.- Financial sustainability: As with leadership transitions, MDIs have often been subject to radical changes in their resource base and in their funding environment. Over the past decade, many MDIs have been subject to policy perspectives that seek to drive MDIs towards more market orientation and, at the same time, ensure that they proactively deliver programmes to an under-resourced public sector clientele. Confronting such challenges, MDIs have and are beginning to recognise the benefits of cross-border and cross-intuitional partnerships.
- Reputation and capabilities: In the context of resource and capability turbulence, it has been difficult for many MDIs to retain and/or establish a reputation for excellence. In the current global context and enhanced communication networks, many MDI are finding it very difficult to establish and retain a reputation as provider of choice. Even with the best of capacities, historical turbulences mitigate against the ability of many MDIs to sustain a reputation outside of establishing complex local, regional and international networks and partnerships.
Institutional sustainability and staff turnover: Whilst seeking to adapt to a changing global context, many MDIs have found it very difficult to sustain growth of the institution and change at the same time. In part, this difficulty is often rooted in a high staff turnover and the constant collapse of any form of institutional memory. In such a context, networks provide an immense resource and can serve to ensure both institutional sustainability and institutional memory.
Competition and marketisation: Many MDIs are subject to increased competition from privately established MDIs and from foreign competitors. Whilst the process might contribute towards enhancing the efficiencies of MDIs, it forces many to move away from investments into public sector training.
In addition to the above broad patterns of evolution amongst MDIs, it is evident that many are responding to the globalis