Camaraderie and Sharing of Lessons Learned between MCA-Lesotho and MCA-Burkina Faso

MCA-Burkina Faso and MCA-Lesotho staff share experiences on implementation.

MCA-Burkina Faso and MCA-Lesotho staff share experiences on implementation.

After visiting MCA-Lesotho in April 2010, MCA-Burkina Faso National Coordinator, Bissiri Joseph Sirima, invited the MCA-Lesotho Human Resources Officer, Teboho Mahloane, and me to visit MCA-Burkina Faso to discuss ways to expand the role of communications and share expertise in human resources management.  By increasing capacity in these areas and sharing our experiences, our countries are hoping to enhance both the transparency and the efficiency with which we implement our respective MCC compacts.  Mr. Sirima visited MCA-Lesotho because it had good practices to share regarding implementation, particularly with regard to human resource management and tools for public outreach activities.  He was accompanied by the MCC Burkina Faso Resident Country Director, Kateri Clement. 

From May 17 to 28, we visited Burkina Faso to work with MCA-Burkina Faso’s project managers and directors, helping them to identify their public outreach needs and develop strategies to meet those needs.  I shared tools for strengthening intra-MCA communications and public outreach coordination, creating a branding manual, and developing standard protocols for public communications.

As I have learned in Lesotho, not only does public outreach need to be budgeted for and conceptualized at an early stage but also it is equally important to integrate public outreach into each of the compact projects so that public buy-in and support can be secured well in advance of project implementation.  The success of a compact’s projects depends on the constant coordination of strategic communication with the public across the whole spectrum of MCA activities.

In addition, we worked closely on human resource management issues.  The collaboration resulted in the adoption of a four-pronged work plan to address human resources issues within MCA-Burkina Faso.  The plan addressed performance management, human resource rules and regulations, training and development, and administration.  Each of the tools shared were customized to complement the context in which they will be used.

This experience has contributed positively to capacity building on both sides, and could not have come at a better time for MCA-Burkina Faso, which is still refining its human resources policies and management systems.

In addition to sharing human resource expertise and MCA-Lesotho’s public outreach best practices, we observed and learned from MCA-Burkina Faso’s dedicated team.  MCA-Lesotho and MCA-Burkina Faso will be stronger and more efficient in fulfilling their roles, which are critical to the success of individual projects and the two countries’ respective MCC compacts.  The collaboration between the two MCAs was in the spirit of comradery, through which I believe various MCA teams can share experiences and knowledge in order to contribute to the success of the broader MCC goal of reducing poverty through sustainable economic growth.

Ultimately, poverty reduction demands a global response among friends. I am proud to be at the heart of these conversations that have introduced new ideas and helped forge new friendships among colleagues who are working to build a better future for our countries.