- 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
- Policy options and boundary conditions
3. Objective Policy paper
- Master Product for CIDIN, Nijmegen
- Which approach can ICCO take to institutionalize capacity
development of partner organisations in financial management?
4. Methodology
- Participative observation
5. Shift policy 2003/2004
- Partnership/ civil society policy
- Efficiency & sustainability
6. Consequences procedures and work division
- Trainings, checklists, guidelines
- Projects and information sharing
7. Capacitity development in practice
- Approaches of financial officers vary
- The degree of attention for capacity development
- The way of capacity development
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- through regular project monitoring
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- through separate trajectories
8. Factors that influence the work of the FO
- Relationship with partner organisation
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
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- Workload/ size portfolios
11. Workload
- Increased workload, increased number of tasks
- Less time per partner to monitor
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- Consequence:monitoring is not for learning
12. Support structures ICCO
- Management Information System
- Structure and monitoring FOs work
13. Consequences
- Not enough capacity development of partner organisations in
financial management
- not structurally worked on this ICCO objective
14. Policy options 15. Boundary conditions
- Civil society South VS own objectives
- Monitoring for learning - monitoring foraccountability
- Quality capacity development
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- commitment- program cycle approach- flexibility- identity-
tailor made
16. Choice policy option:option 4 17. Recommendations (1)
- Compliance with ICCOs policies
18. Recommendations (2)
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- Mainstream capacity development in project cycle
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- Monitor Regional Managers on targets
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- Unambiguous financial project monitoring
19. Recommendations (3)
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- Clear and realistic job description FO
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- Stimulate cooperation FO and PO
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- Capacities function profile FOs
20. Thank you for your attention