Presentation icco march 25 icco[1]

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Presentation icco march 25 icco[1]

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

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