Thinking and Working Politically Within High-Value, Multi-Sector Families
Managing multi-sector facilities demands a broader set of contractor capabilities than does managing traditional ‘single-sector’ or ‘single-issue’ programs – particularly when facilities are designed to ‘think and work politically’. Our experience in managing three such facilities in Indonesia, Timor and Papua New Guinea has demonstrated that several elements are essential for success: a phased start-up with appropriate ‘process’ milestones against which progress can be tracked; a common approach to increased program coherence; a staffing profile and management structure that supports this process, and a program management approach designed to balance adaptability and accountability.
To drive such flexible and politically-informed approaches we develop and test a range of theories of change; embed systems for learning and monitoring in design and implementation; delegate authority to program teams; employ national staff with political networks in positions of influence, and ensure budget management allows for flexibility within and between work-areas in response to changes in the operating context.
