Sustainability “By Design”
TCM offers a proprietary security assistance framework known as E-CCEL© that serves as a roadmap for realizing transformational and sustainable outcomes. E-CCEL is grounded in what TCM calls the “Competence Corollary” – the explicit and active recognition and integration of resident capabilities, practices, cultures, and expertise throughout the lifecycle of any assistance effort. It is supported through the application of a suite of professional competencies, “Bureaucraft,” that when combined prove critical to the realization of successful security assistance stakeholders and efforts.
A defined set of non-technical, professional competencies ancillary yet critical to the design, coordination, application, sustainment, and realization of security or any foreign assistance outcomes.
An ORGANIZATION will convene an ENGAGEMENT on DTG/LOCATION/LOGISTICS for STAKEHOLDERS in order to address ROOT CAUSE through ACTIVITIES. The engagement will support COMMITMENTS that will enable measurable SUCCESS.
Effective foreign assistance matches existing competence and skills resident with target recipients and stakeholders. TCM believes that adaptive, enduring capability is founded on deliberate quantification and recognition of indigenous competence and expertise.
The Competence Corollary
While developing and supporting acquisition of skills and knowledge is a critical activity, equally important to sustainable, enduring capability is the creation of avenues for dissemination and adoption of best practices and management techniques. The rapid, and flattened structure of information transfer brings increased security risk but also opportunity to overcoming these siloed or isolated pockets of expertise to establish security sector-wide competence. As “codified knowledge” moves toward obsolescence in the age of rapid and inexpensive information transfer, it is critical that accurate and ethical operational competence can be shared and grow across both international and indigenous institutions and enterprises.
TCM asserts that “evaluation” of competence at every phase program design and implementation necessarily augments the typical “commencement and conclusion” assessment schedule. Establishing evaluative bumper guards and metrics from the beginning of an effort enables donors, implementers, and stakeholders/end users, to make corrective or objective adjustments throughout a project or program lifecycle in addition to capturing achievement of, or progress made toward, stated goals. TCM’s methodology utilizes multi modal assessments that capture interactions, diffusion of knowledge, and professional transitions to evaluate competence creation and knowledge transfer. These generate actionable information which can be shared with decision makers and partners to create and focus efficiencies and foster innovation.
Regardless of the focus, scope, or objective of a specific assistance effort, a culture of baseline competence generally already exists and may have been supported by past engagements. “Cultivation” of that competence represents the initial or kick-off phase for sustainable program planning when the information gathered during initial evaluations is translated to a specific initiative: stakeholders are identified and coordinated, activity or initiative scope is assessed, background data or information is compiled, and goals or strategies are discussed, exchanged, augmented, and ultimately agreed upon. This can also encompass training and education phases with learning objectives tied to specified outcomes. TCM considers the “cultivate” phase as “Outward Leaning In” which is to say it is external stakeholder driven -> toward the internal audience or stakeholders.
“Coalescing” competence occurs a representative group of stakeholders is identified and convened into meaningful bodies or acting entities. In this phase, external experts help individuals and institutions understand their roles, responsibilities, and requirements within the context of the group dynamic and outline expertise, access, and resources needed to achieve agreed upon, shared goals or objectives. TCM considers the “coalesce” phase as “Outward Leaning In” which is to say it is external stakeholder guided -> toward the internal audience or stakeholders.
The “empowering” competence phase represents a pivot from Outward Leaning into “Inward Leaning In”, which is to say this phase is internal stakeholder driven -> toward other internal audiences or stakeholders. During this phase those stakeholders, previously coalesced and self-identifying as leaders of a specified cause or activity, are now only modestly coached or supported by external expertise or stakeholders. The defining characteristic of this phase is the internal identification and formation of a credible, resourced, authorized vehicle, forum, or other organizing mechanism or entity through which an indigenously constructed, resourced, focused, and ideally “sustained” action is taken or organization is created.
In the final phase of TCM’s E-CCEL framework, “leveraging” competence reflects a commitment to shared, consensus goals or missions through the institutionalization, professionalization, and indigenous transmission, transfer, or further expansion of capabilities or expertise that transcends political and departmental silos. In other words, “leveraging” the competence that has been cultivated, consolidated, and empowered, to coach, train, teach, or otherwise provide expertise to those within and ancillary to a given community. TCM considers the “leverage” phase as “Inward Leaning In and Out”, which is to say it is internal stakeholders guide -> other internal but also external audiences or stakeholders.