The Multi-Stakeholder Partnership towards Universal Health Coverage through Access to Specialized Services by Malteser International, Amref Health Africa and the Kenya Healthcare Federation aims to improve the availability, deployment and conditions for selected specialised health professionals in Kenya through coordinated structural and collaborative dialogical processes with relevant stakeholders from county to national level coming from ministries, regional bodies, FBOs, professional associations or academia. In preparation for this initiative, CLI conducted a feasibility study and a 3-day kick-off workshop and is now supporting the process through a coaching session.
Projects in Africa
CLI's impact in Africa
Kenya - Universal Health Coverage through Access to Specialized Services
Universal Health Coverage through Access to Specialized Services in Kenya
Project Facts:
Universal Health Coverage through Access to Specialized Services
Project time: 2018
Sector(s): public sector, civil society
Main SDG: 3 Good Health
Stakeholders: Health professionals from ministries, regional bodies, FBOs, professional associations, and academia
Outcome: The feasibility study showed opportunities and challenges for the stakeholder collaboration system, in the kick-off workshop a shared understanding of the partnership was established, the process of implementation was supported.
CLI Project Managers: Sabine Heckmann, Lulekwa Gqiba
The Art of Stakeholder Collaboration
12 May — 15 May 2020
Institute for Justice and Reconciliation, Hatfield Street, Cape Town City Centre, GARDENS, South Africa
Africa - Food and Nutrition Security of Smallholders
Improvement of food and nutrition security of smallholders in Sierra Leone, Liberia, Burkina Faso, and Ethiopia
The Multi-Stakeholder Partnership for the improvement of food and nutrition security of smallholders and particularly vulnerable groups in four selected programme countries by Welthungerhilfe is part of their Land for Life programme and focuses to design and implement public policies and investment strategies for responsible agricultural investment and land governance in Sierra Leone, Liberia, Burkina Faso, and Ethiopia. During a tailored workshop in Berlin, Germany, CLI supported Welthungerhilfe in its planning phase with a joint creation of understanding and the design of roadmaps for the different multi-stakeholder initiatives.
Project Facts:
Food and Nutrition Security of Smallholders
Project time: 2017-2018
Sector(s): civil society
Main SDG: 2 Zero Hunger
Stakeholders: A core group of 10 staff members of Welthungerhilfe’s Land for Life programme
Outcome: The stakeholders were trained in the Dialogic Change Model, built processes for successful multi-stakeholder-partnerships, launched the partnership in Liberia, included CLI’s Dialogic Change Model in their Civil Society Academy Toolbox.
CLI Project Managers: Dr. Petra Kuenkel, Sabine Heckmann
Zambia - Urban water security
Lusaka Water Stewardship Initiative
Limited access to water and water sanitation are two of the core challenges Zambia currently faces. In Lusaka, the country’s capital, 70% of the population doesn’t have proper sanitation infrastructure, which has serious health and economic implications for communities and businesses.
In 2016-2017, CLI worked closely with GIZ’s International Water Stewardship Programme (IWaSP) and local Zambian leaders from across sectors to establish the Lusaka Water Security Initiative (LuWSI) and to work toward a vision of a water secure, healthy, and prosperous city. CLI supported the involved actors by building multi-stakeholder collaboration and dialogue capacity, co-designing the roles and responsibilities of key structures – such as the Steering Board, Technical Working Group, and Secretariat – and co-facilitating their initial meetings.
One capacity building, “Collective Leadership for Water Security: Strengthening water stewardship partnerships for achieving common goals” was organized in nearby Uganda for Zambian actors, plus those from 8 other IWaSP countries.
In cooperation with IWaSP Headquarters in Germany, CLI co-designed and integrated the Collective Leadership Compass into the Water Risk and Action Framework (WRAF), a guide for practitioners for forming and executing water stewardship partnerships. The framework supports individuals, teams and organizations to build vibrant and robust “collaboration ecosystems” that achieve water security goals in diverse contexts.
Project Facts:
Urban water security
Project time: 2016-2017
Sector(s): public sector, civil society, private sector
Main SDG: 6 Clean Water and Sanitation
Stakeholders: Local leaders in water management in Luska from all sectors
Outcome: The Lusaka Water Security Initiative was established, structures such as steering board, technical working group, and secretariat were created, the Collective Leadership Compass was integrated into IWaSP’s Water Risk and Action Framework.
CLI Project Managers: Dominic Stucker, Lulekwa Gqiba
African Union - Supporting Good Governance among the Member States
African Union Good Governance Project
How to combine “flatland” and “wonderland” – dialogic and structural elements – in building sustainable multi-stakeholder processes? This was one of the burning questions discussed during the tailor-made training Stakeholder Dialogues for the African Union Commission (AUC)/GIZ programme Strengthening the capacity of the AU Commission in the field of good governance in June 2014 in Addis Ababa, Ethiopia.
The participants learned how to develop fruitful collaboration with key stakeholders, such as Africa’s regional economic communities and representatives of the member states, in order for the Departments of Political Affairs and Social Affairs to raise standards of democracy, elections, and human rights in the AU member states.
Project Facts:
Supporting Good Governance among the AU Member States
Project time: 2014
Sector(s): public sector
Main SDG: 16 Peace, Justice and Strong Institutions
Stakeholders: African Union Commission members, departments of political and social affairs
Outcome: Capacity for fruitful collaboration with key stakeholders war´s built, standards of democracy, elections, and human rights were raised among AU member states.
CLI Project Manager: Andrew Aitken
Rwanda - Public Private Dialogue: Cross-Sector Collaboration
Public Private Partnership in Rwanda
In the context of the Rwandan Public-Private Dialogue (RPPD) Mechanism, established by the Rwandan government, the Collective Leadership Institute trained the core container of actors in effective stakeholder engagement, internal and external communication, monitoring, and regular reviews. The goal was to facilitate on-going dialogue between the public and private sectors at the local and national levels to identify barriers to private sector cooperation.
The result: The RPPD mechanism now operates throughout the 30 districts of Rwanda. Public and private sector stakeholders hold regular dialogues to address administrative and policy issues experienced by local business people and to resolve them at the local level. In this way, gaps impeding business growth are identified and addressed. The five missions are supported by the GIZ EcoEmploi programme.
Project Facts:
Public Private Dialogue: Cross-Sector Collaboration
Project time: 2013-14
Sector(s): private sector, public sector
Main SDG: 8 Decent Work and Economic Growth
Stakeholders: 120 local “champions” in five pilot districts
Outcome: 47 dialogues were held between local businesses and district level officials, dialogues are seen as evidence on how successful the public sector supports the private sector development in their districts.
CLI Project Manager: Adele Wildschut
The Comoros Island - From Conflict to Unity
Conflict Management in the Health Sector, Comoros Islands
Members and non-members of the Country Coordinating Mechanism (CCM) were invited to take part in a Stakeholder Dialogues tailor-made course and undertook a detailed stakeholder analysis of the health sector of the Comoros. This helped identify some of the strengths and weaknesses of the different key players, led to intense discussions on roles and responsibilities, and greatly contributed to understanding the context. The tailor-made workshop enabled the group to develop a common understanding of what the CCM is, why it exists, and how each different stakeholder can contribute to its effective operation through proper engagement. This lead-up helped to create a space for dialogue on existing issues, to overcome misunderstandings, and to take joint steps in the fight against malaria, tuberculosis, and HIV/AIDS.
Project Facts:
From Conflict to Unity
Project time: 2012
Sector(s): public sector
Main SDG: 4 Good Health and Well-Being
Stakeholders: Members and non-members of the Country Coordinating Mechanism (CCM) to fight tuberculosis, AIDS, and malaria
Outcome: The role of CCM was defined, joint next steps were agreed upon, key committees were formed.
CLI Project Manager: Andrew Aitken
South Africa - Violence Prevention
Violence Prevention in South Africa
Participants of this tailor-made Stakeholder Dialogues course comprised both GIZ staff in South Africa and their partners from the public sector, civil society, and community-based organisations who were trained to cooperate more effectively to promote the safety of particularly vulnerable population groups in disadvantaged communities. The participants identified a common vision for the GIZ violence Prevention and Safe Public Spaces programme and established the success factors for meaningful stakeholder engagement.
Project Facts:
Violence Prevention
Project time: 2010
Sector(s): public sector, civil society
Main SDG: 16 Peace, Justice and Strong Institutions
Stakeholders: GIZ staff members and their public sector and civil society partners and community-based organisations
Outcome: More effective cooperation to promote the safety of vulnerable groups in disadvantaged communities, a common vision was created, success factors for meaningful stakeholder engagement were created.
CLI Project Manager: Dr. Petra Kuenkel
Africa - African Cashew Initiative
African Cashew Initiative
The purpose of the African Cashew Initiative (ACi) was to strengthen the global competitiveness of cashew production and processing in five pilot countries (Benin, Burkina Faso, Ghana, Mozambique, and Côte d’Ivoire). CLI supported the multi-stakeholder initiative and provided stakeholder engagement strategies on various levels. CLI also assisted the contextual preparation and facilitated strategic stakeholder events that brought together actors from public and private sectors, as well as from international civil society organisations.
Project Facts:
African Cashew Initiative
Project time: 2009-10
Sector(s): private sector, public sector, civil society
Main SDG: 12 Responsible Consumption and Production
Stakeholders: Key actors along the value chain such as peasants, processing companies, trade companies; in total 240,000 peasants have directly benefited from the project
Outcome: The different partners were aligned around common goals, a management structure was built and regular meetings agreed, implementation activities were aligned and success jointly monitored.
CLI Project Manager: Dr. Petra Kuenkel
Senegal - Supporting Small and Medium Sized Enterprises
Small and medium-sized enterprises in Senegal
Small and medium sized enterprises are an important part of the Senegalese economy, yet current laws and government policies do not create an enabling environment for boosting the prosperity of many small businesses. CLI initiated an engagement process to address this situation by analysing the different viewpoints and including key actors that were previously left out. Eventually, a new sense of common ownership developed around the original aim of the initiative.
Project Facts:
Supporting Small and Medium Sized Enterprises
Project time: 2011
Sector(s): public sector, private sector
Main SDG: 8 Decent Work and Economic Growth
Stakeholders: Ministries, commercial associations, chambers of commerce, and SMEs
Outcome: All relevant stakeholders were integrated in the process of SME development, a vision shared by all parties was formed, misunderstandings and conflicts were reduced, a common sense and ownership for improving the situations of SMEs were developed.
CLI Project Manager: Kristiane Schaefer