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Our Understanding of Institution/Capacity Building

Enhance administrative capacity to improve public administration and services. Our approach focuses on ownership, practicality, and sustainability. Identify key issues, develop an ICB strategy, and create an action plan.

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Our Understanding of Institution/Capacity Building

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  1. Our Understanding of Institution/Capacity Building • One or more new functions is to be carried out  to carry it out an institutional capability is required • This will consist of one or more of the following: • structures • resources (human and financial = operating budgets) • systems and tools • Institutional Capability is defined by the end state, i.e the capability that needs to be in place to undertake the function

  2. Public Administrative Reform • Refers to the process of enhancing the performance of public administration and public services in relation to carrying out their functions and tasks • Therefore involves an enhancement of administrative capacity, that leads to improved performance.

  3. Stimulants for Administrative Capacity Improvements • Pre-Accession Process - adoption and implementation of the “acquis” • Structural Funds Preparation • Structural Funds Management and Implementation • Other?

  4. Key Developments • ESF will in the future co-finance administrative capacity activities • Structural Funds in the future will involve more substantial Technical Assistance • Phare ..?

  5. Our Approach to Developmentof ICB Process

  6. Our Methodology for Institution/Capacity Building • We focus on ownership, practicality, immediate applicability and sustainability • We use certain standard PCM solutions and provide some additional tools and support to help you develop your own solutions

  7. What new functions? Why? • New requirements more appropriate for new challenges… • Reform of tax administration • Initiation of a regional or local development process • Reform of the water provision market • Public administration reform itself…

  8. Our Approach to Institution/Capacity Building • We recognise that most administrative capacity projects or processes are carried out so that an organisation can better implement its functions • And these functions often involve the organisation in trying to promote some change in its environment, or with a target group • In principle the functions could be executive, regulatory, managerial etc

  9. Do you Agree? • Why in your situation would you want to organise an ICB process? • Why would you want to change your organisation?

  10. Types of Problems/Issues Requiring an IB Process • Government may require you to carry out a new function, to implement a new policy or strategy • Your organisation is merging or changing its statutes • An IFI may want to support the development of your organisation or of a series of institutions essential to a given area • Your organisation may recognise a need to change, with a view to developing itself or addressing an issue for which it has responsibility • Other suggestions….

  11. Typical Scenario • An institution or institutions in which you have an interest need(s) to develop some new capability to implement some new function • The “change process” implied is significant, and will need to be accomplished through a series of stages • The change required is so fundamental that it requires a “strategic approach”

  12. Our Understanding of IB

  13. Functions • Capability • Definition stages • Function(s) described • Structure • Resources • Systems • Tools • Human • Financial Our Understanding of IB

  14. Steps • Who is involved • Information needed on • Tools provided • Stakeholder Analysis • Lead Agencies, Partners • Who will be affected by the ICD process? • Who is interested in the ICD process? • Who can contribute to the ICD process? • Stakeholder Tool • Problem Analysis • Lead Agencies, Partners • Nature of main challenges, problems, degree of seriousness • Problem Analysis Tool • Document & Information Analysis • Lead Agencies, Partners, specifically-mandated persons • Key legal, policy, strategic or even operational documents • Documentary Research Tool • Results: With the above steps and tools it should be possible to establish the main elements of the “Background” section of the sector strategy. It should also be possible to revisit again the original process plan and revise it with a higher level of detail. This will improve the process of planning itself. IB Process • Developing the ICB Strategy

  15. IB strategy • Why? • To identify and present the changes required to ensure an institution can carry out its functions • How? • Do a stakeholders analysis • Do a problems/needs analysis • Do documentary research • …and finally, define an ICD Strategy • …later, with other tools ...an ICD Action Plan • …later still, …..elaborate specific ICD actions or projects

  16. Focusing on the Key Issues • What problems or issues in the environment where you operate really require changes in your institution? • If you can define what is required of you, then you can define what you need to do to be adequate to the challenge

  17. Stakeholders • Who is a Stakeholder? • A stakeholder is an organisation or person who has a legitimate interest in the process and outcome of your IB process

  18. How to Identify and Involve Stakeholders • Through a Stakeholder Analysis

  19. Stakeholder Analysis • Typically – in the public sector - stakeholders could be some or all of the following: • A lead ministry and its key departments • Other ministries • Regulatory Bodies • Public Utilities • Subordinate bodies and agencies • Regional Authorities • NGOs • Civil Society • IFIs

  20. Stakeholder Analysis • In the context of your organisation, who are relevant stakeholders?

  21. 1. What will be required of us? • 2. Are we currently meeting the requirements? • 3. Why, and in what respect, are we not meeting the requirements? What is the problem? • 4. What could be a solution to the identified problems? Problem/Needs Analysis

  22. Significant area of serious risk Area of our concern Focusing on the Key Issues The logic is the following: Scale of seriousness Degree to which requirement/problem lies within our control

  23. Question 1: Requirements • Elements within our Strategy • Serious/significant within our Control • Our Main Focus – Detail Possible Actions • Less Serious/significant within our Control • Not the subject of our main focus • Serious/significant Outside our Control (Risks) • I.e. other actor’s requirements • Our Main Source of Risks – What do we propose here? Problem/Needs Analysis

  24. Documentary Research Tool • Not all relevant information is in people’s heads, some is on paper • Needs to be identified, understood, integrated intelligently • Don’t cut and paste! • Identify how various issues need to be treated in the strategy

  25. Exercises to Do Stakeholder Analysis - as a group and individually Problem/needs analysis – as a group and individually • Desired Outputs: • Stakeholders of your IB process • Requirements (in outline) intended by your IB process • Problems to be addressed in your IB process • You may even have some idea of solutions but we will deal with those later...

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