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Code of practice 1
Code of PracticeSupporting Civil Society in Vietnam in
organisational development
VSO Vietnam
Code of practice 2
Introduction
Why VSO involved in CD/OD
VSO Vietnam’s idea
Other Models
Where are we now
Taking things forward
Contents:
Code of practice 3
WHY VSO interested
The desire to support CS orgs
Many requests for OD/CB support to VSO
Choice of Partners
Perceptions of capacity
Introduction
Code of practice 4
Perceptions of capacity
Questions relating to level of representation and accountability the organisation has with its client base: VSO key objective is inclusion of the
vulnerable
VSO has global tools and experience of measuring impact on inclusion
Questions relating to level of openness to learning
Code of practice 5
Develop a framework that could be the basis:
To support and stimulate OD in local NGOs
To facilitate the work of VSO volunteers working in OD
To facilitate cooperation amongst all stakeholders in supporting civil society
VSO’s Idea
Code of practice 6
The Code of practice
Orchid
Lotus
Rose
Tulip
Daffodil
Daisy
External assessmentSelf-assessment
Code of practice 7
1) Social Accountability
2) Organisational Governance
3) Human Resource Management
4) Partnership and Collaboration
5) Monitoring and Evaluation
6) Financial and Legality
7)Project/Programme Management
Categories
Code of practice 8
Accountability:
Example 1
Phase Sub-category Progressive indicators
1
Daisy
Clients are aware of & receive the organisations activities.
Organisational awareness of stigma and discrimination
- Services and information are provided for clients.
- The organisation informs clients of the timing and activities taking place.
- The Organisation understands the nature of stigma and discrimination, and the rights of their clients and affected communities
Code of practice 9
Partnership and Collaboration:
Example 2
Phase Sub-category Progressive indicators
4
Rose
Actively considers opportunities to integrate or enlarge programmes with other organisations
- Potential partners for programmes and activities are identified based on experiences and relationship, without selling out on ideas and principles. - Organisations are actively approached to discuss potential partnerships.
- Meetings with strategic alliances take place on a regular basis.
- The organisation ensures accountability to the various stakeholders (e.g. clients, donors etc.)
Code of practice 11
- Better image with Donors and INGO’s (branding and advocacy)
- More specific analysis of OD needs
- Sharing and support amongst NGO’s
Advantages to NGOsFrom this or similar scheme
Code of practice 12
- Cambodian NGO GPP
- Cambodian equivalent of NGORC runs scheme
- 1 level
- 17 organisations certified already
- PACT model of customised self assessment
- Codes of Practice from INGOS and HIV
Other Models?
Code of practice 13
- Commitment to change of local organisations more visible and measurable
- More specific analysis of support needed
- Sharing and support amongst all stakeholders (branding and advocacy)
Advantages INGO’sFrom this or similar scheme
Code of practice 14
- We have a Framework with an idea to support OD already discussed with other stakeholders; other models have emerged too
- We have a Tool to support VSO office
- The CDWG exists and is a forum for developing the ideas further
Where are we now?
Code of practice 15
Collaboration & development
• Work in CDWG generally
• Work in a small group to develop idea further for CDWG
Taking things forward?
Code of practice 16
Refine idea
• Consider the models:
• Consider comments from earlier reviews
• Consider complexity/levels
• Consider self v external certification
• Fit to Vietnamese Context (NGOs or CSOs)
• Involvement of VNGOs consider how to ensure the standards are owned and agreed by the VNGO community
• Involvement of donors
Propose a scheme and plan to CDWG for discussion
NTOR Code of practice group