The document outlines a programmatic approach where multiple organizations collaborate towards a common goal, utilizing diverse strengths and networks for greater societal impact. It emphasizes the complexities of social change, the importance of multi-level and multi-actor cooperation, and the need for stakeholder ownership in the process. Additionally, it highlights the role of ICCO in facilitating programmatic initiatives while adapting to new roles and fostering shared learning among partners.

1. Programmatic Approach

2. The guiding principle “ Under a programmatic approach a number of different organisations agree to work towards one concrete goal. They work together on the basis of a common vision, core values, goal and a common strategy. Though every actor may play a different role using its own strength and networks, the end result of their collective intervention reaches a greater impact in society. ”

3. Assumptions Multi level Multi stakeholder Power shift  Ownership  co-responsibility Influence at higher levels ( institutional change) < Effectiveness

4. Starting Points Programmatic Approach The programmes are: Multi level: local, national, regional, continental, global Multi actor: NGO’s, movements, CBO, private sector, universities , (local) governments Multi interest ( e.g. value chain: producers, businesses, buyers, supermarkets, consumers)

5. Linked to power relations and institutions (often : change of regulations, laws, procedures, inequalities and injustices as aims in programmes) Not a linear process: slow development process, results planning through discussion, social change not linear process A complex process, learning to speak a common language takes time.

6. Programmatic Cooperation Recognises the complexity Recognises that to create added value and synergy one should work together at different levels and on different themes ICCO KIA should be flexible and not only be guided by her (management system) and thematic departments The a shared problematic / issues and context are the starting point We expect higher effectiveness as result of programmatic cooperation Need to keep the “ultimate beneficiaries” interests in focus.

7. Lessons learned To promote ownership by stakeholders is key and should inform all process steps and the ICCO Alliance attitude Where possible include non-ICCO partners in the process from the start (inclusive approach) De-link organisational funding from programme funding Link organisational objectives and activities to programme objectives and activities but don’t strive for full overlap Seek for linkages to existing networks and functioning cooperative arrangements Distinguish ICCO Programme from programme coalitions plans. For ICCO to be able to fund there must be a relation at the level of themes. Subthemes but this is not required to be 100% the same.

8. The creation of practice implies: Taking up new roles for ICCO and ICCO-Alliance partners and reshaping existing roles, thematic focus and partner relations Funding relations and Partnership relations : Creating new forms of cooperation between actors and organizations as well in the North, in the South and between the North and the South Adapting staff capacities and organizational capability in the ICCO-Alliance and in the programme coalitions. Adapting Work processes. Developing knowledge, skills and attitudes through learning processes in the programmes, in the ICCO Alliance, and in the new RWOs.

9. Funding relations- partnership relations The basis of a programme is a joint analysis of a problematic and the contributions that actors involved can make to create added value. Joint programme funding is not necessarily the consequence Institutional funding of individual partners (by ICCO and other donors) can be combined with co-operation in a programme in various governance and finance modalities. Criteria for the choice for institutional funding, project funding and/ or programme funding need to be developed based on lessons learned.

10. Capacity development of staff to play their roles Staff need: the competencies to play the four roles or to supervise/ monitor the work of external facilitators of programme development competencies in process management and dialogue with partners thematic knowledge for facilitation of knowledge development and sharing and L&L with partners Capacity development of staff and establishing a learning practice between and within RWO’s and with partners needs to be supported by the Studio and budget needs to be assured for networked learning practices ( f2f and e-learning)

11. Capacities of partner organisations Partner organisations need to further develop their capabilities for: Developing a shared analysis and understanding of a problematic Developing a shared vision and objectives Developing possible solutions and contributions Developing a governance model and shared responsibility, including trust amongst the actors involved Establishing a “linking and learning” practice; Capacity development needs to be an integral part of programme development and programme proposals

12. Role of ICCO In programme development ICCO often plays the initiating role. This stems from our position as donor as well as from our thematic programme orientation. Initially we act as katalyst, broker, idea generator: this leads to the ownership paradox. In building up programme coalitions this process will gradually lead to ownership by programme coalitions. Depending on the context ( capacities) this will be a slow or a more speedy process ICCO’s attitude needs to be directed towards this shift: facilitation and not control