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Presentation icco march  25 icco[1]
 

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    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