Decentralising the management of bilateral development cooperation programmes in Tanzania: a Finnish example
What is the potential of the decentralisation of bilateral development cooperation programmes as an aid to improving their performance in regard to poverty reduction?
This book presents evidence-based observations on how decentralising the management of bilateral development cooperation programmes could act as the best approach in managing bilateral development assistance in a manner that best contributes to poverty reduction in a recipient country. It presents a case study of Rural Integrated Project Support (RIPS), a bilateral development cooperation programme between Finland and Tanzania in Lindi and Mtwara regions.
Thress main lessons were lerned from the programme:
- if the change process is designed in such a way that space is created for stakeholders to take leading roles in setting the objectives of change and determining the key areas for reforming a particular programme, then the process is likely to address the needs of local partners and the outcomes of the process are likely to meet those needs
- good leadership and the support of top management are the main pillars of the change process, both in terms of articulating country policy changes and creating space for staff to innovate and improve overall programme performance
- it appears that the concept of Operational Integration may be applied as a strategy for programme management in bilateral development cooperation. Such a concept works to aid in creating space for dialogue between the local partners’ perspectives and those of the development programme