{"id":2993,"date":"2026-03-23T22:10:30","date_gmt":"2026-03-23T22:10:30","guid":{"rendered":"https:\/\/daara.academy\/?p=2993"},"modified":"2026-04-08T22:30:28","modified_gmt":"2026-04-08T22:30:28","slug":"rachel-macharia-strengthening-education","status":"publish","type":"post","link":"https:\/\/daara.academy\/fr\/2026\/03\/23\/rachel-macharia-strengthening-education\/","title":{"rendered":"Un r\u00f4le moteur en coulisses : comment les organisations de la soci\u00e9t\u00e9 civile peuvent renforcer la r\u00e9forme de l\u2019\u00e9ducation men\u00e9e par le gouvernement"},"content":{"rendered":"
\n\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Author: Rachel Macharia\u00a0<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Que signifie v\u00e9ritablement diriger ? Dans le secteur du d\u00e9veloppement, le leadership est souvent associ\u00e9 \u00e0 la visibilit\u00e9, \u00e0 l'appropriation et au contr\u00f4le. Pourtant, dans des syst\u00e8mes complexes comme la r\u00e9forme de l'\u00e9ducation, le leadership le plus transformateur peut \u00eatre discret, strat\u00e9gique et volontairement invisible. Strengthening Education Rachel Macharia<\/span><\/h3>

Qu'elle ait \u00e9t\u00e9 explicitement exprim\u00e9e ou non, cette id\u00e9e a subtilement influenc\u00e9 les discussions lors du deuxi\u00e8me s\u00e9minaire d'apprentissage Daara, qui s'est tenu au S\u00e9n\u00e9gal du 27 au 29 janvier 2026. Ce s\u00e9minaire a r\u00e9uni des partenaires issus de diff\u00e9rentes cohortes Daara au sein d'une m\u00eame communaut\u00e9 d'apprentissage, afin d'explorer ce que signifie r\u00e9ellement un partenariat efficace avec les pouvoirs publics et comment les organisations de la soci\u00e9t\u00e9 civile (OSC), telles que les organisations non gouvernementales (ONG), les organisations communautaires (OC), les organisations confessionnelles (OC), les r\u00e9seaux et les fondations, ainsi que la soci\u00e9t\u00e9 civile en g\u00e9n\u00e9ral, peuvent catalyser une r\u00e9forme durable sans monopoliser le discours.<\/p>

Les syst\u00e8mes \u00e9ducatifs sont par nature des entit\u00e9s gouvernementales. Une r\u00e9forme durable ne peut se produire que si les gouvernements s'approprient les solutions, les pilotent et les d\u00e9ploient \u00e0 plus grande \u00e9chelle. Les OSC sont donc confront\u00e9es \u00e0 une t\u00e2che d\u00e9licate mais essentielle : appuyer le leadership gouvernemental tout en influen\u00e7ant et en compl\u00e9tant les capacit\u00e9s syst\u00e9miques des structures et processus existants, sans chercher \u00e0 les remplacer par des syst\u00e8mes parall\u00e8les.<\/p>

Cette retraite a explor\u00e9 cet \u00e9quilibre, positionnant les OSC non pas comme des moteurs, mais comme des facilitateurs : des partenaires de confiance qui apportent des donn\u00e9es probantes, de l\u2019innovation, des voies de financement et une expertise technique, tout en permettant au gouvernement de rester fermement aux commandes.<\/p>

Les participants ont mis en lumi\u00e8re plusieurs strat\u00e9gies pratiques favorisant une collaboration efficace entre les OSC et les gouvernements:<\/strong><\/p>

  • Forte ad\u00e9quation avec les priorit\u00e9s politiques nationales<\/li>
  • Cadres de partenariat formels, y compris des protocoles d'entente avec les institutions gouvernementales<\/li>
  • Conception et cr\u00e9ation conjointes de programmes avec les homologues gouvernementaux<\/li>
  • Renforcement des capacit\u00e9s du personnel minist\u00e9riel et technique<\/li>
  • Des syst\u00e8mes de suivi et d'\u00e9valuation robustes qui produisent des donn\u00e9es probantes cr\u00e9dibles pour les d\u00e9cideurs<\/li>
  • Des partenariats collaboratifs qui pr\u00e9servent l'identit\u00e9 organisationnelle tout en pla\u00e7ant l'\u00c9tat au centre.<\/li>
  • Cultiver des boucles de r\u00e9troaction ascendantes o\u00f9 la mise en \u0153uvre \u00e0 la base \u00e9claire les politiques nationales<\/li><\/ul>

    Dans de nombreux contextes, les OSC d\u00e9laissent progressivement le contr\u00f4le op\u00e9rationnel direct au profit d'un r\u00f4le de soutien et de renforcement des acteurs locaux, notamment les communaut\u00e9s, les organisations de base et les institutions publiques. Cette transition exige de d\u00e9passer les approches ax\u00e9es sur la visibilit\u00e9 au profit de celles qui privil\u00e9gient l'appropriation locale, le renforcement des capacit\u00e9s institutionnelles et un changement durable.<\/p>

    Face \u00e0 des contraintes budg\u00e9taires croissantes et \u00e0 des attentes accrues en mati\u00e8re d'impact, le secteur du d\u00e9veloppement reconna\u00eet la n\u00e9cessit\u00e9 de d\u00e9passer les mod\u00e8les ax\u00e9s sur la marque et la concurrence. Les partenariats collaboratifs, pilot\u00e9s localement et renfor\u00e7ant les syst\u00e8mes apparaissent ainsi comme des voies essentielles pour parvenir \u00e0 un d\u00e9veloppement durable et \u00e0 grande \u00e9chelle.<\/p>

    Diriger en coulisses exige humilit\u00e9, patience et confiance. Cela signifie privil\u00e9gier l\u2019influence \u00e0 la visibilit\u00e9, les syst\u00e8mes aux programmes et la durabilit\u00e9 \u00e0 la rapidit\u00e9. R\u00e9ussir cette transformation n\u00e9cessite l\u2019engagement de toutes les parties prenantes : gouvernements, soci\u00e9t\u00e9 civile, bailleurs de fonds et communaut\u00e9s.<\/p>

    Lorsque les gouvernements prennent l'initiative et que la soci\u00e9t\u00e9 civile renforce le syst\u00e8me qui les entoure, l'architecture du changement peut rester largement invisible, mais son impact est durable. Les r\u00e9formes \u00e9ducatives deviennent plus p\u00e9rennes, plus facilement reproductibles et mieux adapt\u00e9es aux besoins des apprenants. Et, au final, des millions d'enfants en b\u00e9n\u00e9ficient.<\/p>

    Lorsque les gouvernements prennent les devants \u2014 et que les OSC apportent leur soutien \u2014 des millions d'enfants en b\u00e9n\u00e9ficient.<\/p>

    Rachel Macharia<\/span><\/strong><\/em>
    Consultant en partenariats et politiques<\/span><\/strong><\/em>
    Nid d'innovations et de changements \u00e0 la base (GRiC) Afrique<\/span><\/strong><\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

    \n\t\t\t\t\t
    \n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

    Author: Rachel Macharia\u00a0 What does it truly mean to lead? In the development sector, leadership is often associated with visibility, ownership, and control. Yet, in complex systems like education reform, the most transformative leadership may be quiet, strategic, and deliberately invisible. Leading from Behind: Whether explicitly voiced or not, this idea quietly shaped the conversations at the second Daara Learning Retreat held in Senegal from 27\u201329 January 2026. The retreat brought together partners from across the Daara cohorts into one learning community, to explore what effective partnership with government really looks like \u2014 and how Civil Society Organizations (CSOs) such as Non-Government Organizations, Community-Based Organizations (CBOs), Faith-Based Organizations (FBOs), networks, and foundations .and civil society can catalyze sustainable reform without dominating the narrative. Education systems are inherently governmental. Sustainable reform can only occur when governments own, lead, and scale solutions. CSOs, therefore, face a delicate but essential task: supporting government leadership while influencing and complementing system capacity of existing structures and processes\u2014without trying to replace them by creating parallel ones. The retreat explored this balance, positioning CSOs not as drivers, but as enablers: trusted partners who bring evidence, innovation, funding pathways, and technical expertise, while allowing government to remain firmly in the driver\u2019s seat. Participants highlighted several practical strategies that support effective CSO\u2013government collaboration: Strong alignment with national policy priorities Formal partnership frameworks, including MOUs with government institutions Co-design and co-creation of programs with government counterparts Capacity strengthening of ministry and technical staff Robust monitoring and evaluation systems that generate credible evidence for decision-makers Collaborative partnerships that maintain organizational identity while keeping government at the center Cultivating bottom-up feedback loops where grassroots implementation informs national policy Across many contexts, CSOs are increasingly shifting from direct operational control toward enabling and strengthening local actors, including communities, grassroots organizations, and public institutions. This transition requires moving beyond visibility-driven implementation toward approaches that prioritize local ownership, institutional capacity, and sustainable change. At a time of growing funding constraints and increasing expectations for impact, the development sector is also recognizing the need to move beyond brand-driven and competitive models. Instead, collaborative, locally led, and system-strengthening partnerships are emerging as critical pathways for achieving sustainable and scalable development outcomes. Leading from behind requires humility, patience, and trust. It means choosing influence over visibility, systems over programs, and sustainability over speed. Achieving this shift requires commitment from all stakeholders \u2014 governments, civil society, funders, and communities alike. When governments lead and civil society strengthens the system around them, the architecture of change may remain largely invisible\u2014but its impact endures. Education reforms become more sustainable, more scalable, and more responsive to the needs of learners. And ultimately, millions of children benefit. When governments lead \u2014 and CSOs support \u2014 millions of children win. Rachel Macharia Partnership and Policy Consultant Grassroots Nest for innovations and Change (GRiC) Africa<\/p>","protected":false},"author":1,"featured_media":3027,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[8],"tags":[],"class_list":["post-2993","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blogs"],"_links":{"self":[{"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/posts\/2993","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/comments?post=2993"}],"version-history":[{"count":48,"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/posts\/2993\/revisions"}],"predecessor-version":[{"id":3163,"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/posts\/2993\/revisions\/3163"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/media\/3027"}],"wp:attachment":[{"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/media?parent=2993"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/categories?post=2993"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/daara.academy\/fr\/wp-json\/wp\/v2\/tags?post=2993"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}