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Summary Annual Report 2008 9
Strategy
networks in specific fields are open platforms
in which our advisors, leading
clients, external expertise centres and
professionals take part. Our knowledge
brokering activities aim to enable local
organisations and LCBs to access, apply
and continuously renew their knowledge.
During the course of these activities we
exchanged, and consolidated our experiences
and knowledge for the benefit of
our clients, partners, colleagues and
other actors (within and between sectors).
Our efforts are in line with our ambition
to become a true knowledge
organisation.
Repositioning and internal learning
improve the quality, coherence and effectiveness
of our services, we conducted
various training, information and coaching
sessions with management, portfolio
teams and knowledge networks on, for
example, Managing for Results and Governance
for Empowerment. In 2009
these processes will be fully implemented
and integrated.
Internal situation
Whilst the first part of 2008 was largely
devoted to aligning our organisational
structure and our client portfolio with our
strategic ambitions, it also provided
strong foundations for increasing the
quality and impact of all our work. The
transition went smoothly and advisors
rose to the challenge of changing teams
and, sometimes, sectors. The shifting and
mixing of staff encouraged further thematic
cooperation across teams and
contributed to the overall ‘one SNV’ that
we have become. Especially in DR Congo,
2008 was a year of transition. At the end
of 2007, the Board of Directors decided
formally to invest in DR Congo as a full
country program. In 2008 the first steps
were taken to implement this decision.
Operational plans were finalised and actor
constellations were designed as a basis
for client engagement. We achieved results
both in terms of enhanced client
performance and the creation of an enabling
environment. The impact of our
practices is more difficult to assess. To
sharpen the focus of our advisory practices,
and to create a sound framework
for result management, we will invest
more in elaborating adequate baselines
and results chains, and applying regular
and effective monitoring.
Internally, all countries went through a
repositioning exercise. The number of
teams was reduced in Benin, Cameroon,
Mali and Burkina Faso. At the same time,
thematic groups were formed across
teams, based on sector choices. This matrix
structure stimulates closer collaboration
between and within sectors, leading
to greater coherence, knowledge sharing,
efficiency and possibilities to scale up. To
SNV West & Central Africa