Donor interventions cannot create such leadership, says ACBF Executive In a speech

Monday, 12th July 2010

A speech delivered by Mrs. Leah Chatta-Chipepa, Head of program, West African Region for the ACBF at the national Capacity Summit held at the Monrovia City Hall on June 21, 2010


Your Excellency, the Vice President of Liberia
Your Honor, the Chief Justice of Liberia,
Honorable Ministers, present
Development Partners,
Members of the 4th Estate,
Master of Ceremonies,
Distinguished Ladies and Gentlemen

All protocol observed.

It is my pleasure and honor to be speaking at this occasion of the National Capacity Summit. Allow me to congratulate the Government for convening this summit that seeks to validate the National Strategy and mobilize partners and stakeholders for formal endorsement. Broad-based consensus is recognized as an essential requirement for sustainable capacity development. In this regard, this summit provides the vehicle with which Liberia is able move forward to tackle and mitigate three factors identified in the strategy: limited leadership, technical and administrative capacities.

Among the lessons learned from capacity development intervention experiences, is the value of leaders who can set direction, engender legitimacy for change and build constituencies. Identifying and working with such leaders is a critical step toward country-led capacity development and ownership in fragile states. Communicating actively with national actors and engaging national partners in a two-way exchange of ideas can help avoid possible misunderstandings.

Building on the recognition that effective public authority is crucial to the success of capacity development efforts, working to develop leadership is now at the centre of capacity development strategizing. A domestically driven and owned capacity development agenda is particularly applicable in situations where the challenges of state-building and capacity development are especially acute.

Leadership should inspire and create a shared vision that appeals to a range of social and political interests. Donor interventions cannot create such leadership; at best it can facilitate it. ACBF recognizes and applauds this leadership in Liberia.

ACBF’s capacity development interventions have evolved over the years and are increasingly taking a more comprehensive and wholesome approach. ACBF support to Liberia will be guided and informed by this strategy.

The Foundation’s relationship with Liberia dates back to 1998 when a One Million Eight Hundred Thousand Dollar grant was approved to create LIMPAC.

In 2007, ACBF provided funding to the Civil Service Agency to implement: “Quick Impact” training activities as well as to conduct a needs assessment of the Service. In 2008, ACBF support the legislature prepare in strategic development plan.

Liberians are also benefitting from ACBF-supported regional training programs such as the: Public Sector Management Training Project hosted at the Ghana Institute for Public Management Administration to improve performance of the public sector through the provision of balanced academic and professional training in public sector management in Africa of which LIPA is also a beneficiary; the Mano River Union Training Project to strengthen capacity for effective development planning and implementation in the member states; and the Masters Training program in Economic Policy Management hosted at the University of Ghana, Legon Department of Economics.

Over the years, ACBF has learnt lessons, critical to success of interventions we support, such as:

    The use of local knowledge, particularly in search, policy analysis and design;
    The need for commitment especially in ownership of the interventions;
    The need to be patient, and provision of sustained support and attention to issues of capacity; and
    Isolated capacity development interventions in specific priorities are not always responsive to country priorities.

In moving forwarding, the elements of the new strategy for ACBF includes focus in supporting countries in the area of science and technology, dealing with climate change, issues related to food security and securing agricultural supply chains, as well as continued support to post conflict countries as they try to reestablish the productive sectors, including the important role of capacity for private sector and SMEs to generate economic growth and jobs. These challenges require us to look at doing business differently while at the same time keeping the momentum of our current efforts. ACBF as an African institution was set up for this challenge and the new emerging strategy allows us to be nimble and flexible in dealing with emerging challenges. In this regard, we look forward to further fruitful partnerships in Liberia and the Continent as a whole.

I wish to conclude by saying that investment in multi-stakeholder coalition building cannot be overemphasized. This is important for dialogue and consensus-building and for facilitating an environment to support demands for accountability and governance from the bottom-up.

Furthermore, the coalitions should promote gender equity, social and gender inclusion and human rights. These are important elements that underpin the relationship between the state and citizen, and form a part of long-term strategies to prevent fragility. Capacity development measures to promote the voice and participation of women, youth minorities and other excluded groups should be included in coalition and consensus building.

Thank you very much for your attention.

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