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Programmatic approach facilitators nov. 2010 print versie

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Presentation about the Programmatci approach in the ICCO Alliance for the facilitators workshop in

Publicada em: Negócios, Tecnologia
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Programmatic approach facilitators nov. 2010 print versie

  1. 1. Programmatic Approach
  2. 2. The guiding principle <ul><li>“ 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. ” </li></ul>
  3. 3. Assumptions and premises <ul><li>The programmatic approach is a multi-stakeholder approach that is grounded in insights from complexity thinking and systems theory. It is based on the following assumptions and premises: </li></ul><ul><li>Development problems are the result of complex systems of interlinked actors, structures, institutions and processes </li></ul><ul><li>Complexity and complex problematics demand an approach that can deal with and work in the complexity. Therefore a Multi stakeholder process (MSP) is needed </li></ul>
  4. 4. Assumptions and premises continued <ul><li>MSP lead to joint learning and cooperation </li></ul><ul><li>The MSP represents the system involved in the problematic and aims for systems change , through cooperation. </li></ul><ul><li>Cooperation between actors and organizations leads to added value : system change, institutional changes </li></ul><ul><li>Added value is created in relation to addressing complexity at multiple levels, multiple aspects of the problematic resulting in greater effectiveness in results and change </li></ul>
  5. 5. Assumptions and premises continued <ul><li>The coalition of cooperating actors will take ownership over the programmatic cooperation (the programme) and this implies a shift in power from the ICCO-Alliance to local actors (CO). This also implies diversification of funding sources to assure sustainability of the cooperation and independence from the ICCO Alliance.. </li></ul><ul><li>The ICCO Alliance will often act as catalyst in starting the cooperative process or will look for possibilities of strengthening existing cooperative processes, networks etc. </li></ul>
  6. 6. Starting Points Programmatic Approach <ul><li>The programmes are: </li></ul><ul><ul><li>Multi level: local, national, regional, continental, global </li></ul></ul><ul><ul><li>Multi actor: NGO’s, movements, CBO, private sector, universities , (local) governments </li></ul></ul><ul><ul><li>Multi interest ( e.g. value chain: producers, businesses, buyers, supermarkets, consumers) </li></ul></ul>
  7. 7. <ul><ul><li>Linked to power relations and institutions (often : change of regulations, laws, procedures, inequalities and injustices as aims in programmes) </li></ul></ul><ul><ul><li>Not a linear process: slow development process, results planning through discussion, social change not linear process </li></ul></ul><ul><ul><li>A complex process, learning to speak a common language takes time. </li></ul></ul>
  8. 8. Lessons learned <ul><li>To promote ownership by stakeholders is key and should inform all process steps and the ICCO Alliance attitude </li></ul><ul><li>Where possible include non-ICCO-Alliance partners in the process from the start (inclusive approach) or better: </li></ul><ul><li>Join existing cooperative processes </li></ul><ul><li>De-link bilateral organisational funding from programme funding and use Funding for process funding and learning (the oil in the machine) </li></ul>
  9. 9. Lessons learned cont’d <ul><li>Link organisational objectives and activities to programme objectives and activities but don’t strive for full overlap </li></ul><ul><li>Seek for linkages to existing networks and functioning cooperative arrangements </li></ul><ul><li>Distinguish ICCO Alliance Programme from programme coalitions plans. For ICCO-Alliance to be able to fund there must be a relation at the level of themes and/ or subthemes but this is not required to be 100% the same. </li></ul>
  10. 10. Role of ICCO <ul><li>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 catalyst, broker, idea generator: this leads to the ownership paradox. </li></ul><ul><li>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 </li></ul><ul><li>ICCO’s attitude needs </li></ul><ul><li>to be directed towards </li></ul><ul><li>this shift: facilitation </li></ul><ul><li>and empowerment </li></ul><ul><li>not control </li></ul>
  11. 11. <ul><li>The creation of practice implies: </li></ul><ul><li>Taking up new roles for ICCO and ICCO-Alliance partners and reshaping existing roles, thematic focus and partner relations </li></ul><ul><li>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 </li></ul><ul><li>Adapting staff capacities and organizational capability in the ICCO-Alliance and in the programme coalitions. </li></ul><ul><li>Adapting Work processes. </li></ul><ul><li>Developing knowledge, skills and attitudes through learning processes in the programmes, in the ICCO Alliance, and in the new RWOs. </li></ul>
  12. 12. Funding relations- partnership relations <ul><li>The basis of a programme is a joint analysis of a problematic and the contributions that actors involved can make to create added value. </li></ul><ul><li>Joint programme funding is not necessarily the consequence </li></ul><ul><li>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. </li></ul><ul><li>Criteria for the choice for institutional funding, project funding and/ or programme funding need to be developed based on lessons learned. </li></ul>
  13. 13. Capacity development of staff to play their roles <ul><li>Staff need: </li></ul><ul><li>the competencies to play the four roles or to supervise/ monitor the work of external facilitators of programme development </li></ul><ul><li>competencies in process management and dialogue with partners </li></ul><ul><li>thematic knowledge for facilitation of knowledge development and sharing and L&L with partners </li></ul><ul><li>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) </li></ul>
  14. 14. Capacities of partner organisations <ul><li>Partner organisations need to further develop their capabilities for: </li></ul><ul><ul><li>Developing a shared analysis and understanding of a problematic </li></ul></ul><ul><ul><li>Developing a shared vision and objectives </li></ul></ul><ul><ul><li>Developing possible solutions and contributions </li></ul></ul><ul><ul><li>Developing a governance model and shared responsibility, including trust amongst the actors involved </li></ul></ul><ul><ul><li>Establishing a “linking and learning” practice; Capacity development needs to be an integral part of programme development and programme proposals </li></ul></ul>