for this I congratulate you

I would also appreciate the checklist by email as I have recently created a questionaire and would like to draw on your experiences to further improve

We are happy to receive your positive comment and as we are interested in background on our readers would you be kind enough of informing us of your interest in our compendium and the checklists?
any thanks for your follow up.

I would very much appreciate the checklists referred to in the Compendium being made available here or by email.

Complementarity

Well put. Anti-corruption cannot be defined as only encompassing designated enforcement agencies. It is a cross-cutting issue, and as focus is getting stronger on sectors, that is even more relevant. From my perspective in development, there are conflicting messages in how anti-corruption is perceived. Part of the reason for this is the very weak results that we have from anti-corruption projects generally and with anti-corruption enforcement agencies in particular. In the very intense search for results as we are now experiencing, the references to ownership and domestic political will are being used as a means to refocus on other types of activities that are easier to measure. DFID has now even started to talk more about measuring outputs, ie the immediate ressult of all activities, rather than outcomes. It is of course a way to recalibrate how they measure success and relevance of the activties in governance.

The point is that the network will need a good mix of complementary skills in order to be relevant in various sector approaches, where we may perhaps see anti-corruption as a component rather than a main focus. Further, it will be crucial for our possibility of coming up with appetising proposals as we broaden the possibilities for being creative in this cross-cutting subject. But the question is how this could be used in marketing, keeping Jos’ war strategies in mind. One way is to stress contextuality while maintaining the main message of anti-corruption.

Searchlight

Absolutely.

Success

With the risk of being overly lawyerly, I would then need to know how we intend to define success. As I understand it, it is we, the network members, who will propose new members to join the network. Depending on the type of project we work with, we will have a varying degree of control over a) the choice of activities, b) the resuting outputs, c) the eventual outcome of the project (which is not under the control of the project/programme).

For a short term assignment under one component of a project/programme, the execution of the task can be successful in the eyes of a network member, whereas the rest of the programme turns out to have next to no contribution towards achieving the defined outcome. Would we be satisfied with this? Who is intended to measure success and with what criteria? For marketing purposes, this is can of course be inflated in various ways.

Leadership experience

Agreed, but not on the last sentence. Having leadership ambitions and qualities is not necessarily something that follows with advanced technical skills. Team leadership is a responsibility which translates into less control over the end product than filling a slot as member of the team. That is a matter of personal taste. However, for the network, it would be beneficial of having access to more than one or two members with such team leader tastes and qualities. May consider to remove.

Proposal writing

Am also not convinced this is necessary. Even if you have not done this before, it is not too difficult to sink one’s teeth into that and come up with a good result. An experienced cosultant will have no difficulties with this. In either case, it should be a joint activity between the participating consultants at a minimum. May consider to remove.