Partnership. Ideal Mode of International Cooperation. By Jean Serge QUESNEL CE SPPA, ÉNAP. November 23, 2016

Transcription

1 Partnership Ideal Mode of International Cooperation By Jean Serge QUESNEL CE SPPA, ÉNAP November 23, 2016

2 The International Perspectives stream focuses on various international finance areas that impact the Government of Canada 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.).

3 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.

4 Modalities of international cooperation

5 Main Approaches Direct Indirect Aid. Delegated Self reliance

6 Self reliance Gov Caritas People National Government Local Government National NGO Churches Communities Families Bénéficiaires

7 Direct Capital Assistance Technical Cooperation Food Aid Beneficiaries

8 Indirect PAM FAO UNICEF UNHCR ONU

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10 Delegated International NGO Transfer to National Government Aide humanitaire CRCRCR National NGO

11 Transfer channels Direct In Trust Tied Aid Joint Funds Counterpart Funds

12 Partnership an efficient mode of cooperation

13 Levels of Results Based Management

14 Results Based Management Risks Stakeholders PLANNING Accountability Matrix PROGRAMMING IMPLEMENTATION MONITORING ÉVALUATION R E S U L T S $ Ressources

15 Management levels Policy Legislative Body Strategy Minister/ CEO Programme Manager Project Project officer Task Employee

16 Results Task level

17 Management levels Result Task Pre- Determined

18 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.

19 RBM at the Task Level PLANNING Time & Motion Activity Flow Chart PROGRAMMING Operations Research Procedure Manual EXECUTION Management by Exception Procedure Application OVERSIGHT Compliance Auditing Reporting on Process EVALUATION Systemic Analysis Performance Evaluation R E S U L T S Quality depends on Procedure

20 Results Project level

21 Management levels Results Project Task Results Led Pre Determined Results

22 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

23 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 consideration of risks involved.

24 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

25 Results Chain leading to achievement of to be used to yield OUTCOMES OBJECTIVE (Impact) to produce OUTPUTS to carry out ACTIVITIES INPUTS are provided

26 Critical Assumptions GOAL (IMPACTS) THEN ASSUMPTIONS IF PURPOSE (OUTCOMES) THEN IF OUTPUTS THEN IF INPUTS

27 Accident Reduction INDICATORS EXTERNAL FACTORS ACTIVITIES OUTPUTS OUTCOMES IMPACTS High service level for bus passengers Frequency of bus accident reduced Drivers trained New buses operational Workshop equipped Routine maintenance Training program Procure buses Procure tools & parts Maintenance routines Very small % of trips are delayed Company market share on the rise Minimal number of accidents in a year Few complaints against the drivers Bus Drivers Funds for buses Funds for tools & parts Maintenance Instructor Passengers continue using company buses Road conditions are improved Trained drivers remain with the bus company Tools and spares supplied and cleared in time

28 Accountability Matrix TEAM MEMBERS Activity/Task A B C D 1 Does Approve 2 Advise Does Approve 3 Does Approve Advise 4 Approve Advise Does 5 Advise Advise Does Approve

29 RBM at Project Level PLANNING Problem Diagnosis Alternatives Objective setting Project identification Memorandum Logical Framework 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 EVALUATION Effectiveness Efficiency Economy Performance Evaluation R E S U L T S L E D

30 Results Programme level

31 Levels of Management Results Programme In Partnerships Project Task Results Led Pre- Determined

32 Programme Logic Models

33 Country Programme Results Framework Programme Vision Strategic Strategic Strategic Outcome Outcome Outcome Intermediate Intermediate Intermediate Intermediate Outcome Outcome Outcome Outcome Outputs Partner 3 ($) Outputs Outputs Outputs Outputs Partner1 ($) Partner 2 ($) Partner 4 ($) Partner 5 ($)

34 Is the model believable? 34

35 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

36 RBM at the Programme Level PLANNING Clear statement of intended results and of accountability matrix Programme charter 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 EVALUATION Joint Evaluation Performance evaluation of the whole and the components R E S U L T S Achieved in Partnership

37 Results Institutional strategies level

38 Management levels Results Strategy Impact Programme In Partnership Project Result led Task Predetermined

39 Results achieved at the strategic management level are not done by the organisation alone but in collaboration with other partners 39

40 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?

41 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?

42 RBM at the Institutional Strategic Performance Level PLANNING Official Mandate Mission & Values Strategic Targeting Strategic Plan PROGRAMMING SWOT Priorities Performance Metrics Responsibility & Authority Charter Multi-year Budget EXECUTION Direct Management Contracting Out Delegation to Partners Annual Plan Implementation OVERSIGHT Compliance to Strategic targeting and Annual plans Scorecard EVALUATION Institutional Evaluation Performance Evaluation Reports R E S U L T S Strategically Maximised Mandate Fulfilment

43 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 IDRC-UNIVERSALIA MODEL Environment Organisational Motivation Organisational Performance Organisational Capacity 44

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46 Canada's use of partnership in international cooperation

47 Development Results Results-based Management Shared Responsibilities Mutual Accountabilities Harmonisation Alignment Ownership Paris Declaration on Development Effectiveness

48 ODA Allocations Canadian Government International Organisations Partnership

49 Budget - ALLOCATION Programme Administration

50 Accountability Model Areas of Control Internal to the Organization Areas of Influence External to the Organization Inputs Activities Outputs Immediate Outcomes Intermediate Outcomes Final Outcomes Efficiency Effectiveness 50

51 MANAGEMENT EFFORT Direct Management Management in Partnership Planning Programming Implementation Monitoring Evaluation

52 ODA Allocations Canada Civil Society Canada Government Canada Private Sector International Civil Society International Governments International Private Sector Multilateral organisations Institutions financières

53 Example 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.

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58 Questions?