presentation icco march 25 icco[1]
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- 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. Content presentation
- Objective research / policy paper
- Approach
- ICCOs policy
- ICCOs practice
- Policy options and boundary conditions
- The way forward
3. 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?
4. Methodology
- In-depth interviews
- Analysing of documents
- Participative observation
5. Shift policy 2003/2004
- Partnership/ civil society policy
- Financial management
- Institutional approach
- Efficiency & sustainability
6. Consequences procedures and work division
- Contract
- Job description FO
- Trainings, checklists, guidelines
- Projects and information sharing
7. 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
8. Factors that influence the work of the FO
- Cooperation FO en PO
- Relationship with partner organisation
- Workload
- Support structures ICCO
9. Cooperation FO en PO
- FOs struggle to get input valued
- Confusion tasks FO / work division
- Added value of good cooperation for projectmonitoring
10. Relation with partner organisation
- Difficult to comply with contract conditions
- Causes:
-
- Workload/ size portfolios
-
- Hands-off approach
11. Workload
- Increased workload, increased number of tasks
- Less time per partner to monitor
-
-
- Consequence:monitoring is not for learning
-
12. Support structures ICCO
- Management Information System
- Structure and monitoring FOs work
- Policy
13. Consequences
- Not enough capacity development of partner organisations in financial management
- No clear ICCO approach
- not structurally worked on this ICCO objective
14. Policy options 15. Boundary conditions
- ICCOs identity
- Civil society South VS own objectives
- Monitoring for learning - monitoring foraccountability
- Quality capacity development
-
- commitment- program cycle approach- flexibility- identity- tailor made
- Practical situation ICCO
16. Choice policy option:option 4 17. Recommendations (1)
- Compliance with ICCOs policies
-
- ICCO policy
-
- Policy unit
-
- Monitor work FOs
18. Recommendations (2)
- Support structure
-
- Mainstream capacity development in project cycle
-
- Monitor Regional Managers on targets
-
- Unambiguous financial project monitoring
19. Recommendations (3)
- Performance of the FO
-
- Clear and realistic job description FO
-
-
-
- Benchmark!
-
-
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- Stimulate cooperation FO and PO
-
- Capacities function profile FOs
20. Thank you for your attention
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