PartnershipIdeal Mode of

International CooperationBy Jean Serge QUESNEL CE

SPPA, NAP

November 23, 2016

The International Perspectives stream delves into a wide field of interest focusing on resource management in general, including: strategic planning, policies, governance, trends, frameworks, accountability, transparency, systems, services, etc. It includes the role of key players in international relations, especially those fostering good government and good governance in the developing world, including Canada (Global Affairs, etc.) and that of international agencies (OECD, World Bank, IMF, UNDP, etc.).

The International Perspectives stream focuses on various international finance areas that impact the

Government of Canada

Session Objectives

By the end of this session, participants will understand: the various modalities of international

cooperation; what makes partnership an efficient mode of

cooperation; and, Canada's use of partnership in international

cooperation.

Modalities of international cooperation

Aid.

Direct

Delegated

Self reliance

Indirect

Main Approaches

Self reliance

Gov National Government Local Government

Caritas National NGO Churches

People Communities Families

Bnficiaires

Direct

Beneficiaries

Food Aid

CapitalAssistance

Technical Cooperation

Indirect

ONU

UNHCR

UNICEF

FAO

PAM

Delegated

InternationalNGO

Transfer to National Government

CRCRCRNational

NGO

Aidehumanitaire

Transfer channelsDirect

Tied Aid

CounterpartFunds

JointFunds

In Trust

Partnership an efficient mode

of cooperation

Levels of Results Based Management

Ressources

Accountability Matrix

Stakeholders

PROGRAMMING IMPLEMENTATION MONITORINGPLANNING VALUATION

Results Based Management

R ESULTS

$

Risks

Management levels

Minister/ CEO

Manager

Projectofficer

EmployeeTask

Project

Programme

Strategy

LegislativeBodyPolicy

Results Task level

Management levels

Pre-DeterminedTask

Result

Task Management

The process determines the quality of the result.

The fastest way of achieving the result is to ensure a strict compliance to all administrative steps of the procedure.

The materialisation of this type of management is bureaucracy.

De facto, it is the robotisation of the employee who has to comply to rules.

RBM at the Task Level

R E S U L T S

PROGRAMMING

Operations Research

Procedure Manual

EXECUTION

Management by Exception

Procedure Application

OVERSIGHT

Compliance Auditing

Reporting on Process

PLANNING

Time & Motion

Activity Flow Chart

EVALUATION

Systemic Analysis

Performance Evaluation

Quality depends on Procedure

Results Project level

Management levels

ResultsLed

PreDetermined

ResultsTask

Project

Results

When the lunar module Eagle landed in the Sea of Tranquility at 13 hours, 19 minutes, 39.9 seconds EST on July 20th, 1969, an incredible space journey had just put the first man on the moon.One significant spin-off of the U.S. space program was the development of flexible yet precise organizational structures and tools that allowed people to work together to reach challenging goals.Out of that grew the modern concept of project management.

Genesis

Definition: Project Management

Project management is defined as managing and directing time, material, equipment, personnel, and cost to complete a particular project in an orderly, economic manner; and to meet established objectives to the satisfaction of the client, respecting agreed schedule, budget and quality specifications, with due considerationof risks involved.

Key Features: Project

Specific start end point Well-defined objective Endeavor is unique, not repetitive Cost and time schedule product or result Inter-divisional, multi-disciplinary

OBJECTIVE(Impact)

OUTCOMES

OUTPUTS

ACTIVITIES

INPUTS

are provided

to carry out

to produce

leading to achievement of

to be used to yield

Results Chain

Critical Assumptions

GOAL (IMPACTS)

PURPOSE (OUTCOMES)

OUTPUTS

INPUTS

ASSUMPTIONS

IF

IF

IF

THEN

THEN

THEN

Bus Drivers Funds for buses Funds for tools & parts Maintenance Instructor

Training program Procure buses Procure tools & parts Maintenance routines

Drivers trained New buses operational Workshop equipped Routine maintenance

Frequency of bus accident reduced

High service level for bus passengers

Passengers continue using company buses

Road conditions are improved

Trained drivers remain with the bus company

Tools and spares supplied and cleared in time

Few complaints against the drivers

Minimal number of accidents in a year

Very small % of trips are delayed

Company market share on the rise

Accident ReductionEXTERNAL FACTORSINDICATORS

AC

TIV

ITIE

SO

UTP

UTS

OU

TCO

ME

SIM

PAC

TS

Accountability Matrix

Activity/Task A B C D1

2

3

4

5

Advise

Approve

Does

Advise

Does

Approve

Does Approve

Approve AdviseDoes

Does

Advise ApproveAdvise

TEAM MEMBERS

RBM at Project Level

R E S U L T S

PROGRAMMING

Work Breakdown Precedence Network Activity Resourcing

Work Schedule Project Budget Accountability

Matrix

Operations Plan

EXECUTION

Critical Path Management

Direct execution or Contracting

Contracts

CONTROL

Progress reporting on project parameters

Performance Reports and Audits

PLANNING

Problem Diagnosis Alternatives

Objective setting

Project identification Memorandum

Logical Framework

EVALUATION

Effectiveness Efficiency Economy

Performance Evaluation

L E D

Results Programme level

Levels of Management

InPartnerships

Results Led

Pre-DeterminedTask

Project

Programme

Results

Programme

Logic Models

Country Programme Results Framework

Programme

Vision

Strategic Strategic Strategic

Outcome Outcome Outcome

Intermediate Intermediate Intermediate Intermediate

Outcome Outcome Outcome Outcome

Outputs

Outputs Outputs Outputs Outputs

Partner1 ($) Partner 2 ($) Partner 4 ($) Partner 5 ($)

Partner 3 ($)

Country Programme Results Framework

Programme

Vision

Strategic Strategic Strategic

Outcome Outcome Outcome

Intermediate Intermediate Intermediate Intermediate

Outcome Outcome Outcome Outcome

Outputs

Outputs Outputs Outputs Outputs

Partner1 ($) Partner 2 ($) Partner 4 ($) Partner 5 ($)

Partner 3 ($)

Is the model believable?

34

Partnership Paradigm

Partner is not a contractor Relationship based on mutual trust Shared mission and values Long term commitment Pooling of talent & resources Funding based on grants New paradigm for accountability An empowerment management approach Enable the respect of different cultures Win-win collaboration

RBM at the Programme Level

R E S U L T S

PROGRAMMING

Matrix management

Programme plan Performance metrics

EXECUTION

Coordinated implementation

Partners apply their respective

procedure

OVERSIGHT

Compliance to the Programme Plan and close monitoring of

risks

Progress Reporting on each component

and on the whole

PLANNING

Clear statement of intended results

and of accountability

matrix

Programme charter

EVALUATION

Joint Evaluation

Performance evaluation of the

whole and the components

Achieved in Partnership

ResultsInstitutional strategies level

Management levels

Result led

Pre-determined

Task

Project

ImpactStrategy

InPartnership

Programme

Results

Results achieved at thestrategic management level are

not done by the organisation alone but in collaboration with

other partners

39

Key Questions

Are going to do it by ourselves?

Are we going to seek help and contract out and remain accountable?

Are we going to delegate and work in partnership?

Three Strategic Questions

How does the UN choose the best strategic partners?

Can we trust them to reflect our vision and values?

How can we assess their performance?and our own performance?

R E S U L T S

PROGRAMMING

SWOTPriorities

Performance MetricsResponsibility & Authority Charter

Multi-year Budget

EXECUTION

Direct Management

Contracting OutDelegation to

Partners

Annual Plan Implementation

OVERSIGHT

Compliance to Strategic targetingand Annual plans

Scorecard

PLANNING

Official MandateMission & Values

Strategic Targeting

Strategic Plan

EVALUATION

Institutional Evaluation

Performance Evaluation

Reports

RBM at the Institutional Strategic Performance Level

Strategically MaximisedMandate

Fulfilment

Institutional Assessment Models

A Casual Model for Organizational Performance & Change Drucker Foundation Self-Assessment Tool (SAT) EDC/Pact Discussion-Oriented Organizational Self-Assessment (DOSA) Future Search Conference The Marvin Weisbord Six-Box Model The Seven-S Model Tom Wolff and Associates Practical Approach to Evaluating Coalitions UNDP Participatory Organizational Evaluation Tool (POET) USAID Measuring Institutional Capacity W. K. Kellogg Foundation Evaluation Framework World Bank Institutional Analysis Toolkit for Safety Net Mechanisms IDRC/UNIVERSALIA/IADB- Enhancing Organizational Performance: A

Toolbox for Self-Assessment

44

Environment

OrganisationalCapacity

OrganisationalMotivation

Organisational Performance

IDRC-UNIVERSALIA MODEL

Canada's use of partnership in international cooperation

Paris Declaration on Development Effectiveness

Development ResultsRe

sults

-bas

ed M

anag

emen

t

Shar

ed R

espo

nsib

ilitie

sM

utua

l Acc

ount

abili

ties

Har

mon

isat

ion

Alig

nmen

t

Ow

ners

hip

ODA Allocations - 1971

Canadian Government

International Organisations

Partnership

1968 1975

Administration

Programme

Budget - ALLOCATION

50

Accountability Model

Inputs Activities Outputs ImmediateOutcomesIntermediate Outcomes

Final

Outcomes

Areas of ControlInternal to the Organization

Areas of Influence

External to the Organization

Efficiency

Effectiveness

0

10

20

30

40

50

60

70

Planning Programming Implementation Monitoring Evaluation

MANAGEMENT EFFORT

Direct Management Management in Partnership

Canada Civil Society

Canada Government

Canada Private Sector

International Civil Society

International Governments

International Private Sector

Multilateral organisations

Institutions financires

ODA Allocations - 2012

Between 2015 and 2020, the Government of Canada will support 12 projects managed by 15 volunteer cooperation agencies to deploy more than 11,000 volunteers to some 50 countries.

Example

Questions ?

Slide Number 1The International Perspectives stream delves into a wide field of interest focusing on resource management in general, including: strategic planning, policies, governance, trends, frameworks, accountability, transparency, systems, services, etc. It includes the role of key players in international relations, especially those fostering good government and good governance in the developing world, including Canada (Global Affairs, etc.) and that of international agencies (OECD, World Bank, IMF, UNDP, etc.).Session ObjectivesSlide Number 4Slide Number 5Self relianceDirectIndirectSlide Number 9DelegatedTransfer channelsSlide Number 12Slide Number 13Slide Number 14Management levelsSlide Number 16Management levelsTask Management RBM at the Task LevelSlide Number 20Management levelsSlide Number 22Slide Number 23Slide Number 24Slide Number 25Slide Number 26Slide Number 27Slide Number 28Slide Number 29Results Programme levelSlide Number 31Slide Number 32Slide Number 33Is the model believable?Slide Number 35Slide Number 36Results Institutional strategies levelSlide Number 38Results achieved at thestrategic management level are not done by the organisation alone but in collaboration with other partners Slide Number 40Slide Number 41Slide Number 42Slide Number 43Slide Number 44Slide Number 45Slide Number 46Slide Number 47Slide Number 48Slide Number 49Accountability ModelSlide Number 51Slide Number 52Slide Number 53Slide Number 54Slide Number 55Slide Number 56Slide Number 57Slide Number 58