Programmatic Approach

of the ICCO Alliance

Oikocredit Share People

Business Plan 2007 -2010Three major changes

1. ICCO Alliance

2. Programmatic Approach

3. Decentralisation & Sharing responsibility

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.

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

Consequences

Negative effects:

1. Through competition more quality?

2. Diversity of efforts

Positive effects:

1. More focus on new roles, on knowledge, on new ideas

2. New actors create new possibilities

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.

Main characteristics of a programmatic approach

1) 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

What is necessary for a PA?

1. Specific knowledge of subject and context

2. Who are the ‘drivers of change’

3. Who wants to work together in an alliance?

4. Clear ownership and director (regisseur) of the alliance

5. Possible to have one common and specific goal

6. Clear strategy with well defined roles for all

7. Mind the process: start small and slowly build

Will there be problems ? 1. Donors and NGO’s: why should they share power?

2. Newest trend ?

3. Need to profile yourselves as an organisation: still possible?

Risks within ICCO:

4. PA narrowed down into an organisational approach

5. PA requires partner diversification: can we make that change in terms of available means and speed of process of renewal of partners?

Different roles required from the ICCO Alliance

I. 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 ?

Fases in the life of PA

1. Orientation fase:

Context – actors – drivers of change

2. Preparation fase:

Common goal, strategy & roles

3. Implementation fase:

workplan

4. Follow-up fase

! Monitoring & evaluation !

ICCO Alliance What is expected from us?

1. Co-operation in the ICCO Alliante in programmes, regions and countries;

2. Decision-making: emphasis shifts from project to programme;

3. New instruments and procedures within ICCO & Kerkinactie: light & flexible;

4. Monitoring & Learning: collecting, exchanging & researching of experiences

5. And……..:

vision - on how processes of change work

patience- ownership is in the South

competencies – to offer the needed support

Decentralisation & Sharing Responsibility

What do we aim for? 1. Processes of change in the South are

managed by people and organisations of the South

2. In 2010 the ICCO (-Alliance) organisation is changed into an international network organisation

3. Policy formulation and implementation is a shared responsibility

4. Working more effective; able of bringing real change in the lives of people

Role of Regional Council and Regional Working Organisation

1. Establing links between programmes in the region;

2. Capacity Development and exchange of knowledge;

3. Policy formulation and setting priorities;

4. Contributing to general policy formulation of the ICCO (-Alliance)

Thank you for your attention !