View
220
Download
2
Category
Preview:
Citation preview
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
Recommended