In Kenya, every year, around one million young people leave vocational schools – and still don’t go on to find a good job. There is a large gap between the Kenyan vocational school system and the needs of the private sector. Four years ago, we launched an initiative with the Hilti Foundation to provide targeted support for apprentices. The goal: To transform vocational training in Kenya. As part of an international funding alliance, we have implemented a dual education system based on the Swiss model and tailored to conditions in Kenya.
With this international funding alliance, we are banking on a complex but successful solution. The investment network consists of Swiss stakeholders such as large corporations, vocational schools, trade associations and the canton, who contribute their expertise, technology and experience to the project. Construction companies, selected private schools and the Ministry of Education are involved on the Kenyan side. Involving local partners on an equal footing in this way builds trust and ensures that the Hilti Foundation initiative is aligned with the actual needs of the Kenyan community.
Success factors for strong investment networks
Long-term change happens where international expertise and local experience combine. But a strong network alone is not enough. Whether an alliance is effective depends on various success factors.
1. Developing a common vision
There is a great risk that funders bypass local needs in their development. Without clear goals and a common vision, conflicts and misunderstandings arise. Partners cannot work together efficiently in this way. They waste resources and ultimately run the risk of the network breaking down. That’s why all parties involved must agree on the desired results at the start of the project. Allow enough time and energy to develop a shared vision with clear values, objectives and expectations.
2. Define clear roles and responsibilities
Who does what – and by when? If these questions go unanswered, networks lose steam. Building on the shared vision, clear roles and binding timetables ensure projects move forward. It is important that the stakeholders’ capabilities complement each other and that you create an action plan for each of them. You should also define a responsible person in the network who will assume overall control and hold all stakeholders accountable. A clear understanding of roles is crucial if the network is to really make a difference.
3. Taking local partners seriously
A common stumbling block for international projects is not listening to local voices. Bring local stakeholders on board from day one, give them a platform for discussion, and listen to what they have to say. When it comes to what their community really needs, they know best.
4. Measuring progress and success
Even if you have developed a clear basis of values and a common mission statement, the success of your funding alliance is not yet assured. There is often a lack of adequate monitoring and control of the progress of the project by all parties involved. Only concrete objectives make measurable progress possible. Evaluation can be used to help choose suitable key indicators (KPIs) that show whether the network is having an impact. This is where the person in charge of coordination comes into play as a driving force in the network: They actively get all partners involved and keep track of progress. Regular dialogue, documenting learning experiences and celebrating milestones of success help keep the network alive and motivated.
About
Werner Wallner is Managing Director of the Hilti Foundation and Chair of the Board of Trustees of the Enabling Microfinance Fund. With over 40 years of experience in leadership roles at the Hilti Group and the Martin Hilti Family Trust, he brings extensive expertise in corporate governance, financial management and strategic risk management to the Foundation. Since 2019, his work has focused on the Hilti Foundation’s philanthropic work, particularly in the areas of vocational training and global development projects.
