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 tj

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. tj

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

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 ..? tj

5. Our Approach to Development of 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 tj

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… tj

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 tj

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

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…. tj

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” tj

12. Our Understanding of IBtj

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

14. IB Process Developing the ICB Strategy Document & Information Analysis
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.
Documentary Research Tool
Key legal, policy, strategic or even operational documents
Lead Agencies, Partners, specifically-mandated persons
Document & Information Analysis
Problem Analysis Tool
Nature of main challenges, problems, degree of seriousness
Lead Agencies, Partners
Problem Analysis
Stakeholder Tool
Who will be affected by the ICD process?
Who is interested in the ICD process?
Who can contribute to the ICD process?
Stakeholder Analysis
Tools provided
Information needed on
Who is involved
Steps

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 tj

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

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

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

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 tj

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... tj