History of the programmatic Approach

•2006 40 year anniversary ICCO partner consultations•Evaluations on effectiveness of civil society development•New corporate plan and subsidy proposal for MFS I

2007 new Corporate Plan

• ICCO ICCO Alliance• Geographical organisation Thematic

programmes (3) and 11 sub thematic areas

• Funding organisation 4 roles• Pro-Co-De• Cooperation witth new actors

Starting points:• Based on analysis, evaluations, partner

consultations• Recognising increasing complexity• Need for multi stakeholder approaches not just

one actor ( NGO’s)• Need for ICCO to specialise and become

knowledge holder• Recognising increasing capacity in the South• Recognising globalisation and

internationalisation of global problems/ issues

Starting points continued• Need for programmatic cooperation in North

( ICCO Alliance), North- South and South-South for adding value

• Need to be closer to the reality/ context• Incorporate local/ regional experience and

knowledge in ICCO organisation• Allow for influence from “South”on ICCO policy

and practice: power change not only decision-making in the “North”

• This led to Pro-Co-De

Assumptions behind Programmatic Approach

• Complexity and complex problematics demand approach that can deal with and work in the complexity MSP required

• MSP lead to joint learning and cooperation• Cooperation leads to added value: higher level results,

institutional changes• Added value in relation to addressing complexity at

multiple levels, multi aspects of the problematic resulting in higher effectiviness in results and change

• The coalition of cooperating actors will take ownership over the programmatic cooperation (the programme) and this is a shift in power from ICCO to local actors (CO)

What is the Programmatic Approach

• A process that leads to organisations working together based on a joint analysis, shared vision and objectives and clear perspective on the results of the cooperation.

• In such a process all actors can do different things, work at various levels and use their own strengths for the common purpose, as well as share some activities and in particular share and participate in the linking and learning processes.

But it also involves:

• ICCO staff taking up new roles: broker, networker, facilitator, capacity developer, knowledge developer, and strategic funder. (and developing their capacity in doing so)

• Using ICCO- Alliance procedures and systems in new manners and developing others

• Questioning who we are and how we relate to others ( partner organisations, other donors, and other actors)

• Questioning what it is we want to realise through the programmatic approach: effectiveness, efficiency,

• Dsitinguishing Managerial aspects of the programmatic approach and programmes from vision and policy aspects and from partner relations aspects

Facts

• 121 programmes• 48 in implementation• Table 3.1 • Region:

– Africa 52 43%– Asia 32 26%– Latin America 31 26%– Global 6 5%

Facts

• Theme Access to Basic Services 40 = 33% Democratisation and Peace 31= 26%Fair Economic Development 45= 37% Mission 5=4%

stagesIdentification.

Preparation.

Implementation.

Evaluation Total

Access to Basic Services

17 6 13 4 40

Democratisation and Peace building

9 10 12 31

Fair Economic Development

13 6 25 1 45

Mission 3 2 5

Grand Total 42 24 50 5 121

35% 20% 41% 4%

Learning by doing• Thematic learning processes in programmes

and in the ICCO Alliance and other networks• Prog. Approach working group• Action reflection groups• Open Space, learning histories• Systematising experiences in departments• Evaluative study• Different reflection papers• Appreciating process

Appreciating the programmatic Approach

• Helping ICCO to learn about the Programmatic Approach:– How are we doing it ( single loop

improvement)– Are we doing the right things ( double loop

should we do different/ other things )– Is this what we should be doing ( triple loop is

this approach the right one)

What have we appreciated• Conflict transformation prog. Uganda James

Taylor• Food security Madagascar Lisette Caubergs• Foodsecurity and water India and BD Kaustuv

Bandopadhyay• Organic Cotton Paraguay Eduardo Ramirez• Organic Cotton West Africa Domien Bruinsma• Community Health Insurance Cambodia Meas

Nee• Democratisation Kirgistan Charles Buxton

Process

• Start methodology workshop September 2008• February proposal accepted by the MT• Selection process of programme cases March-

October• May – January Appreciation process• February feedback workshop• March – November Appreciation process• November-December Final meeting

What do we do next:

• Write synthesis report Evaluative study and Appreciation process + recommendations

• Discuss in Management days ( including RM) for strategic decision-making

• Communicate decisions to organisation• Develop manual and leaflet programmatic

Approach