Why Listening Still Matters
- Jun 29
- 4 min read
Our CEO, Janine Edwards, reflects on her recent field visit to Kenya.
Earlier this year, I spent time with our team, partners and communities across Kenya as part of a field visit for Power for the People. These visits are always a privilege. They provide an opportunity to step away from reports and Zoom calls and reconnect with the people, places and partnerships that make our work possible.
Reflecting on the trip afterwards, three themes stayed with me. They were not necessarily new lessons, but they were powerful reminders of what it takes to create lasting change and why our approach continues to matter.
Community ownership is a process, not an outcome
In the development sector, we often talk about community ownership as though it is something that can be achieved and ticked off a list. What I saw during this visit reinforced my belief that ownership is not an outcome at all. It is an ongoing process.
One of the clearest examples came from our work in Endebess. From the very beginning, we invested significant time in listening, relationship-building and creating opportunities for local people to shape the vision for their community. At times, that approach can feel slow. There is often pressure to move quickly towards visible activity and tangible outputs.
But when I attended a community planning session this year, the value of that investment was unmistakable.
Community members were discussing plans for the future Rebecca Cheptegei Empowerment Centre, exploring its purpose, the activities it could host and the enterprises that could help sustain it. What struck me was not simply the quality of the discussion, but the sense of ownership behind it. People understood our Handshakes, Not Handouts philosophy. They understood the importance of sustainability. Most importantly, they saw the project as theirs.
Power for the People was not directing the conversation. We were facilitating it.
That distinction matters. Sustainable change happens when communities are in the driving seat, and organisations like ours play a supporting role.
Local leadership unlocks far more than we could achieve alone
Another lesson reinforced throughout the trip was the importance of local leadership.
Our strongest projects are never driven by Power for the People alone. They succeed because local leaders, community representatives, partners and government stakeholders come together around a shared vision.
In Osupukiai, where we have been working with a Maasai community since 2021, we were reminded how important it is to continually nurture that local ownership. During recent months, there were signs that the project was becoming framed as something that Power for the People would deliver for the community, rather than something we were building together.
We used the visit as an opportunity to reset that relationship.
By bringing together elders, women, young people and local stakeholders in a facilitated discussion conducted in Maa, the community's first language, we were able to create space for honest conversation. The result was a renewed sense of shared responsibility and leadership.
Similarly, our partnership with EnkaKenya Sidai Initiative demonstrates the multiplier effect of strong local leadership. Because they are deeply rooted in the community, they are able to build relationships, attract additional resources and connect projects with wider opportunities. Their work means that our investments can act as catalysts for broader change rather than standalone interventions.
The reality is that meaningful, long-term development cannot be imported. It has to be led locally.
Lasting change requires cultural understanding
One of the most valuable aspects of visiting communities in person is gaining a deeper appreciation of context.
Development programmes often involve change, but change only lasts when it respects local realities, traditions and ways of life.
A good example is the water system in Osupukiai. The introduction of a reliable water source has transformed daily life for many families. Women no longer spend four to five hours a day collecting water, freeing up time for education, enterprise and other opportunities.
However, creating a sustainable system requires communities to contribute towards its maintenance. That represents a significant cultural shift in a community where water has traditionally been viewed as a natural resource that should be freely available.
Rather than imposing a model, the community worked through what would make sense in their context. The solution they developed reflects local priorities and values, with payments linked largely to livestock ownership.
For me, this highlighted an important lesson. Sustainability is rarely about finding the perfect model. It is about finding the model that works for that particular community.
Why these visits matter
Every field visit leaves a lasting impression on me.
They are a chance to see the realities communities face, celebrate progress, learn from challenges and witness the determination and ingenuity of local people firsthand.
Most of all, they remind me that communities already understand their challenges and often know the solutions. Our role is not to arrive with all the answers. Our role is to listen, build partnerships and help unlock the resources, skills and opportunities that allow those ambitions to become reality.
That is the essence of Handshakes Not Handouts. And after this year's visit, I am more convinced than ever that it remains the right approach.
