ICCO Alliance Programmatic Approach - Presentation
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The document outlines the programmatic approach of the ICCO Alliance, which aims to have 80% of its activities conducted through coordinated programs by 2010. It discusses bringing different actors together under a common goal and strategy to be more effective. Key aspects of the programmatic approach include cooperation, common and specific goals, inclusion of diverse partners, and influence rather than power. Challenges include getting donors and NGOs to share power and adapting to partner diversification. The roles of the ICCO Alliance in this transition involve strategic funding, brokering, capacity development, and supporting local ownership of processes of change in the global South.
ICCO Alliance Programmatic Approach - Presentation
- 1. Programmatic Approach of the ICCO Alliance Oikocredit Share People
- 2. Business Plan 2007 -2010 Three major changes ICCO Alliance Programmatic Approach Decentralisation & Sharing responsibility
- 3. Programmatic Approach Different actors work together on one common goal with a unified strategy, using their different talents and possibilities. Ambition of the ICCO Alliance: In 2010 80% of all activities supported by the ICCO Alliance will take place within programmes.
- 4. Changing Context Growth of number and size of NGO’s No exclusivity for NGO’s other players: Growing competition: marketization of aid Centralisation of decision in North; decentralisation of implementation in South Donors and NGO’s focus on small number of themes, countries, provinces
- 5. Consequences Negative effects: Through competition more quality? Diversity of efforts Positive effects: More focus on new roles, on knowledge, on new ideas New actors create new possibilities
- 6. Strategy: Programmatic Approach Several and diverse organisations decide to join forces and work on one common goal and strategy. Because organisations are diverse they can all have added value to that one common goal.
- 7. Main characteristics of a programmatic approach Co-operation & complementarity 2) A common goal that is specific and attainable 3) Process is not exclusive but inclusive ! 4) Not dominated by power but by influence
- 8. What is necessary for a PA? Specific knowledge of subject and context Who are the ‘drivers of change’ Who wants to work together in an alliance? Clear ownership and director (regisseur) of the alliance Possible to have one common and specific goal Clear strategy with well defined roles for all Mind the process: start small and slowly build
- 9. Will there be problems ? Donors and NGO’s: why should they share power? Newest trend ? Need to profile yourselves as an organisation: still possible? Risks within ICCO: PA narrowed down into an organisational approach PA requires partner diversification: can we make that change in terms of available means and speed of process of renewal of partners?
- 10. Different roles required from the ICCO Alliance Strategic Funding II. Broker > pro-active or re-active? > External broker or ICCO Alliance? III. Capacity development What is required in terms of knowledge, learning and capacity development? IV. Building support base and lobby: How to involve the people in this process of change? What lobby is needed: nationally and internationally ?
- 11. Fases in the life of PA Orientation fase: Context – actors – drivers of change 2. Preparation fase: Common goal, strategy & roles 3. Implementation fase: workplan Follow-up fase ! Monitoring & evaluation !
- 12. ICCO Alliance What is expected from us? Co-operation in the ICCO Alliante in programmes, regions and countries; Decision-making: emphasis shifts from project to programme; New instruments and procedures within ICCO & Kerkinactie: light & flexible; Monitoring & Learning: collecting, exchanging & researching of experiences And……..: vision - on how processes of change work patience - ownership is in the South competencies – to offer the needed support
- 13. Decentralisation & Sharing Responsibility What do we aim for? Processes of change in the South are managed by people and organisations of the South In 2010 the ICCO (-Alliance) organisation is changed into an international network organisation Policy formulation and implementation is a shared responsibility Working more effective; able of bringing real change in the lives of people
- 14. Role of Regional Council and Regional Working Organisation Establing links between programmes in the region; Capacity Development and exchange of knowledge; Policy formulation and setting priorities; Contributing to general policy formulation of the ICCO (-Alliance)
- 15. Thank you for your attention !