6: Understanding government timeframes
The lengthy response time of government partners in Africa emerges consistently as a key challenge. Although building and maintaining support for partnership in any sector is time-consuming, “slowness” is highlighted as a particular characteristic of the public sector everywhere. It is therefore helpful to reflect on the underlying causes of this. Because governments are so large and complex their approval processes rely on a series of checks and balances that can appear both prolonged and bureaucratic as decisions need to be checked and endorsed across different government levels and within various units and departments. Adherence to accountable decision-making processes, however, is a fundamental aspect of good governance. Thus decisions to partner with other sectors, or to make partnership inputs, cannot (and should not) be taken without giving these procedures due diligence. If partners want to move more quickly they may decide not to partner with government at all. This may be a mistake as many partnerships will only really achieve their objectives and be sustainable at scale if government is involved. While rigorous and standardised processes should be accepted as a sign of good government culture, sometimes tardiness in decision-making can be aggravated by weak institutional systems and conflicting accountabilities. When dealing with the time issue and perceptions of too much “red tape”, it may therefore also be useful to identify whether slowness is due to legal constraints and procedures which cannot be avoided, or to self-imposed restraints relating to particular working cultures and personalities. In the latter case, openings may be available for appropriate public sector organisations to address the situation through awareness-raising or capacity-building activities across different staff levels (both policy and implementation) in order to ensure quicker action and improved institutional buy-in. National, regional and local election cycles are also highlighted as influencing the time dedication of government partners. When government personnel change there may be delays as decisions are made about the continuation of programmes or projects and as new staff settle into position. It is important to note here that all sector partners are likely to be constrained by the particular time schedules within which they work, e.g. donor funding and business planning cycles, and that staff entries and exits can occur in any organisation. Managing this kind of change depends critically on the extent to which a partnership is institutionalised within its member organisations. Where partnering responsibilities rely solely on single individuals, whichever sector they come from, a partnership is unlikely to be sustainable.
Cross-sectoral partnering means confronting the culture of organisations that do not operate as you do.2
Stakeholders believed that change management in partnerships should be better understood. Partnerships may need to allow partners to exit, new ones to join, and changes in how partner resources are distributed. There may also be a need for flexibility in the way the partnerships are implemented.9
The Partnering with Governments Navigator 21
