Programmatic approach (Okt. 2008)

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General prsentation about the Programmatci Approach within ICCO - Oktober 2008

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Programmatic approach (Okt. 2008)

  1. 1. Programmatic Approach A new strategy for organisational cooperation
  2. 2. Starting Points <ul><li>The process of development is: </li></ul><ul><ul><li>Multi level </li></ul></ul><ul><ul><li>Multi actor </li></ul></ul><ul><ul><li>Multi interest </li></ul></ul><ul><ul><li>Linked to power relations and institutions </li></ul></ul><ul><ul><li>Not a linear process </li></ul></ul><ul><ul><li>A complex and turbulent process </li></ul></ul>
  3. 3. Cooperating for development <ul><li>Should be based on a recognition of the complexity </li></ul><ul><li>To create added value and synergy one should work together at different levels and on different themes </li></ul><ul><li>ICCO KIA should be flexible and not be guided by her system of management and thematic departments </li></ul><ul><li>The target issues and context are the starting point </li></ul>
  4. 4. ICCO Alliance’s wish <ul><li>To contribute to a world : </li></ul><ul><ul><li>With social, economical, political and cultural justice </li></ul></ul><ul><ul><li>Where marginalization and oppression are diminished </li></ul></ul><ul><ul><li>Where every person is being respected </li></ul></ul><ul><ul><li>Where opportunities are created for entrepreneurial people </li></ul></ul><ul><ul><li>Where traditional and new actors in the civil society can work together </li></ul></ul>
  5. 5. PROCODE <ul><li>Is a process of organizational change with objectives: CO-DE </li></ul><ul><ul><li>Influence in decision making/ policies by representatives of civil society at regional and global level, where the ICCO alliance works at different levels: RC, KIA, Board of Governance </li></ul></ul><ul><ul><li>ICCO and KIA staff is closer to the reality of her work and recognizes the reality because of her own experiences:RWO </li></ul></ul>
  6. 6. PROCODE <ul><li>PRO-CO </li></ul><ul><ul><li>ICCO-KIA and CSO’s in the South will work together from their own responsibilities in the development and realisation of the programme </li></ul></ul><ul><ul><li>The programs will be “owned” by the coalitions that execute the programmes </li></ul></ul><ul><ul><li>ICCO-KIA has 4 roles concerning the programmes:funder, lobbyist & advocacy, support to capacity building and intermediary/ broker </li></ul></ul><ul><ul><li>The management and monitoring of the programmes is the responsibility of the organisations within the coalition </li></ul></ul>
  7. 7. PROCODE <ul><li>PRO-CO </li></ul><ul><ul><li>ICCO-KIA will have a continuous dialogue with the organisations of the coalition </li></ul></ul><ul><ul><li>The programmes have their own management structures with representatives. ICCO will not be a member of the management, but be connected to the management structures. </li></ul></ul><ul><ul><li>The programme can include themes that comprehend several thematic areas of ICCO </li></ul></ul><ul><ul><li>ICCO-KIA can assist in those programs that concern ICCO’s thematic areas, whereas they were not initially constructed with the assistance of ICCO </li></ul></ul>
  8. 8. Relations in financing and financing structures Linking and learning
  9. 9. Relations in financing and financing structures ICCO Pr ICCO Inst. ICCO Inst. 15% ICCO Pr Non ICCO fund ICCO instit. new organization., project + second level
  10. 10. Relations in financing and financing structures National program ICCO Finance Regional Pogram Part of financing Thematic sub program, part of financing Regional program Part of financing organizations Financing of their contributions / activities organizations Financing of their contributions / activities organizations Financing of their contributions / activities

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