Presentation icco march  25 icco[1]
Upcoming SlideShare
Loading in...5
×
 

Presentation icco march 25 icco[1]

on

  • 820 views

 

Statistics

Views

Total Views
820
Views on SlideShare
669
Embed Views
151

Actions

Likes
0
Downloads
1
Comments
0

6 Embeds 151

http://ikcoblog.blogspot.com 144
http://ikcoblog.blogspot.fr 2
http://ikcoblog.blogspot.nl 2
http://translate.googleusercontent.com 1
http://ikcoblog.blogspot.com.br 1
http://ikcoblog.blogspot.co.uk 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

CC Attribution-NonCommercial LicenseCC Attribution-NonCommercial License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Presentation icco march  25 icco[1] Presentation icco march 25 icco[1] Presentation Transcript

  • A precarious balance: reaching targets through and in partner- organizations An ICCO policy paper for the institutionalization of capacity development of partner-organizations in financial management Presentation ICCO 25 March 2011 Anna Lentink
  • Content presentation
    • Objective research / policy paper
    • Approach
    • ICCO’s policy
    • ICCO’s practice
    • Policy options and boundary conditions
    • The way forward
  • Objective Policy paper
    • Master Product for CIDIN, Nijmegen
    • Policy paper for ICCO
    • Research question:
    • ‘ Which approach can ICCO take to institutionalize capacity development of partner organisations in financial management?’
  • Methodology
    • In-depth interviews
    • Analysing of documents
    • Participative observation
  • Shift policy 2003/2004
    • Partnership/ civil society policy
    • Financial management
    • Institutional approach
    • Efficiency & sustainability
  • Consequences procedures and work division
    • Contract
    • Job description FO
    • Trainings, checklists, guidelines
    • Projects and information sharing
  • Capacitity development in practice
    • Approaches of financial officers vary
    • as for:
    • The degree of attention for capacity development
      • ‘ controlling’ vs ‘advising’
    • The way of capacity development
      • through regular project monitoring
      • through separate trajectories
  • Factors that influence the work of the FO
    • Cooperation FO en PO
    • Relationship with partner organisation
    • Workload
    • Support structures ICCO
  • Cooperation FO en PO
    • FOs struggle to get input valued
    • Confusion tasks FO / work division
    •  Added value of good cooperation for projectmonitoring
  • Relation with partner organisation
    • Difficult to comply with contract conditions
    • Causes:
      • Workload/ size portfolios
      • ‘ Hands-off approach’
  • Workload
    • Increased workload, increased number of tasks
    • Less time per partner to monitor
        • Consequence:monitoring is not for learning
  • ‘ Support structures’ ICCO
    • Management Information System
    • Structure and monitoring FO’s work
    • Policy
  • Consequences
    • Not enough capacity development of partner organisations in financial management
    • No clear ICCO approach
    •  not structurally worked on this ICCO objective
  • Policy options
  • Boundary conditions
    • ICCO’s identity
    • Civil society South VS own objectives
    • Monitoring for learning - monitoring for accountability
    • Quality capacity development
      • commitment- program cycle approach- flexibility- identity- tailor made
    • Practical situation ICCO
  • Choice policy option:option 4
  • Recommendations (1)
    • Compliance with ICCO’s policies
      • ICCO policy
      • Policy unit
      • Monitor work FOs
  • Recommendations (2)
    • Support structure
      • Mainstream capacity development in project cycle
      • Monitor Regional Managers on targets
      • Unambiguous financial project monitoring
  • Recommendations (3)
    • Performance of the FO
      • Clear and realistic job description FO
          • Benchmark!
      • Stimulate cooperation FO and PO
      • Capacities function profile FOs
  • Thank you for your attention