The European Federation of Management Consultancies Associations, FEACO

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The European Federation of Management
Consultancies Associations, FEACO
FEACO
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FEACO

• The European Management Consultancy (MC) Market
• Dynamic sector encompassing wide variety of
  companies and services
• Worth over 46 Bn
• Employing 300 000 consultants
• Deals with very different levels of development
  in EU member states markets

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FEACO

• Main objectives
• to promote the interests of Management
  Consultancy within the different European
  Institutions
• to develop the market through the promotion of
  networking between member associations and
  between members
• To provide information on the European Management
  Consultancy market

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ECIC, The European Communities Institutions
Committee
FEACO

• First established in 1995 with the objective of
  introducing Best Practice for Eastern European
  Countries subject to the EC assistance (Phare),
• The mandate was extended to all EC external
  assistance programmes
• ECIC counts currently 20 companies and
  association members

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ECIC objective
FEACO

• To contribute to the establishment of a more
  efficient European procurement framework through
• the development and promotion of Best Practice
• the establishment of a dialogue for the
  development of a better understanding between the
  Consulting Industry and the European Commission
• The strengthening of communication with other
  players involved in the shaping of the EU
  procurement policy.

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Activities
FEACO

• ECIC maintains an active dialogue with the
  European Commission services and the Member
  States aiming at
• further improvement of the procurement rules and
  procedures
• Promoting transparency, consistent interpretation
  and Best Practice on all levels of implementation
  as well as adequate monitoring, control and
  evaluation of projects financed on the EC budget

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BIMILACI 2005

• Institutional Developement Past experience new
  models the role of of management consultants in
  developing clients capacity

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Institutional Development

• Co-operation strategies The priority agenda
  (DAC)
• foster competent societies through capacity
  building and
• convert to cultures and modalities for better
  learning by local actors
• Institutional Development is at the core of
  co-operation strategies

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What is Institutional Development ?

• Institutional development Ability or capacity of
  developing countries to design and implement
  development policies
• Hence institutional development is a
  multi-dimensional concept, that calls for a
  systemic view on institutional performance.
• It is not just education, training or
  organisational strengthening but much more than
  that.

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Institutional Developement a challenge and an
opportunity

• Supporting the institutional framework to the
  market economy
• Contributing to governance reforms
• Making state institutions more responsive to poor
  people in support to MDG achievements
• Building social institutions and social capital
• Promoting public-private partnerships where it
  matters

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Mainstreaming Institutional Development

• Moving away from an input based approach
• Recognising what can be realistically achieved
  within a time frame
• Stimulation of local performance of all actors
• Setting an equal emphasis to implementation
• Explaining, demonstrating, facilitating,
  advising local actors are predominant and our
  role is result oriented control and assistance.

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Mainstreaming Institutional Developement

• Through the adoption of a systemic perspective
• Making a good use of existing funding and of
  existing institutions and capacities
• Introducing sensible changes in a given context
• Enhancing performances of institutions in a given
  context

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European experience and achievements in ID

• To a certain level Institutional Development
  worked in Eastern Europe countries why?
• Clear target was set Acceding to the EU was a
  major goal and major challenge for Eastern Europe
  Countries
• Clear political framework and agenda meeting the
  Copenhagen criteria of 1993

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European Consulting Industry Comparative
advantage

• MC in Europe is by nature from different cultural
  background
• Adaptative, Flexible
• Ability to pool human resources from different
  cultural background Wide and cross-cutting
  resources
• Culture of consensus and multilaterism Capacity
  to build consensus within organisations/institutio
  ns
• Able to cope with different legal frameworks
  common law and roman law
• Ability to advocate for adaptative management of
  change and performance setting in 25 countries

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Thank you very much for your attention
FEACO