Members
Member
Patrick Stoop
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Nederlands
English
Jachthoornlaan 3a, 2820 Bonheiden
Belgium
Consultant - General managing partner
Partner of C-lever.org
Patrick Stoop studied law and economics. He has been working for more than 35 years on the intersections of: policy, strategy, management, planning & control, governance, quality assurance, change, capacity building, organisational and/or institutional development, human resources management, public finance, budget cycle, financial management, information management, audit and evaluation. His work cuts across most policy areas and governance issues of the public sector. He has also conducted substantial work for NGO’s; while being increasingly involved in private sector and entrepreneurship development with a specific focus on social businesses.
He gained approximately 15 years’ professional experience in Belgium while the other 20 years’ experience was accumulated in more than 25 countries in Africa, Asia, Latin America and MENA countries.
Since 1996 he is working through his own consulting firm, ‘Stoop Consulting’. In 2017 he initiated and co-founded C-lever.org.
He gained approximately 15 years’ professional experience in Belgium while the other 20 years’ experience was accumulated in more than 25 countries in Africa, Asia, Latin America and MENA countries.
Since 1996 he is working through his own consulting firm, ‘Stoop Consulting’. In 2017 he initiated and co-founded C-lever.org.
+32 15 528 702
+32 2 290 28 19
- Bangladesh
- Belgium
- Benin
- Burundi
- Congo The Democratic Republic Of The
- East Timor
- Guinea
- Guyana
- Haiti
- Laos
- Madagascar
- Malawi
- Mali
- Malta
- Mongolia
- Morocco
- Mozambique
- Netherlands Antilles
- Niger
- Palestinian Territory Occupied
- Rwanda
- South Africa
- Suriname
- Tanzania
- Uganda
- Vietnam
- France
- Netherlands The
- Civil Service & State Administration
- Health
- Justice
- Agriculture
- Community Development
- Economy, Employment & TVET
- Education
- Energy, Water & Sanitation
- Infrastructure & Public Works
- Security (Defence & Police)
- 04.h. Accountability vis-à-vis partners and/or stakeholders
- 06.b. Accounting / Management accounting
- 01.a. Administrative organisation and internal control systems
- 01.d. Analysis of the ‘governance’-system at organisation and/or sector level
- 03.e. Annual planning and budgeting
- 15.a. Assessment / audit and optimisation of financial management systems and financial – administrative procedures
- 06.c. Assessment and optimisation of financial management systems and financial-administrative procedures
- 09.c. Assessment of the reliability of performance reporting and accountability mechanisms
- 09.f. Assessments of the “corporate governance” system of an organisation - Assessments of financial management, public procurement and overall governance capacity of public sector organisations
- 15.f. Budget support
- 02.f. Business process management (including analysis, optimisation and documentation of business processes)
- 04.d. Client satisfaction
- 14.e. Coaching enterprises (private sector organisations) towards effective social corporate responsibility
- 14.d. Coaching/fostering emerging social and inclusive entrepreneurs and business - Conceiving/improving/leveraging inclusive business models - Transformation of NGOs/donor-dependent organisations into successful social enterprises
- 01.c. Combating corruption (anti-corruption policies and measures, vulnerability to corruption, codes of conduct, value-driven organisational culture, …)
- 05.e. Competence management
- 11.b. Core task analysis - Review / design / optimisation of organisational structures and assignment of mandates / responsibilities (including related funding)
- 01.f. Corporate Governance (including codes / guidelines of corporate governance)
- 11.c. Deconcentration – Decentralisation – Empowerment (Including evaluation and/or design of deconcentration/decentralisation policies and facilitation or support of deconcentration and/or decentralisation processes)
- 11.e. Delegation of responsibilities, empowerment of public-sector organisations, management contracts, performance contracts, ...
- 07.a. Design / formulation of projects / programs (including intervention strategies, theories of change, outcome mapping, technical / financial program documents, etc.)
- 01.e. Development / promotion / implementation of concepts / standards of good governance
- 02.c. Development of business models and business plans (for public-sector and parastatal organisations, SOE’s, NGOs, social enterprises)
- 11.d. Development of local and sub-national Governments
- 15.d. Development of management accounting in the public sector
- 14.c. Development of the social economy and facilitation of inclusive entrepreneurship: conducive environment, inclusive and sustainable business models, funding mechanisms, stakeholder transparency, management coaching, …
- 09.g. Due Diligence Assessments / Capacity assessment of (existing / potential) partner organisations (e.g. program implementing partners)
- 17.b. Effective and value-for-money social services
- 12.k. Emergency relief & Humanitarian Assistance
- 01.g. Facilitation of (self)assessments of management teams and/or boards of directors
- 02.g. Facilitation of change processes and/or of organisational / institutional improvement
- 06.a. Financial procedures
- 06.d. Financial reporting and accountability
- 12.d. Fostering and protecting human rights
- 12.g. Fostering democratic governance – strengthening parliamentary and democratic institutions
- 14.b. Fostering entrepreneurship and private sector development – facilitation of SMME development
- 08.b. Fostering gender equality – gender equality assessments
- 12.h. Fostering political governance and public transparency
- 12.a. Fostering rule of law - Reforms and development initiatives in the justice sector
- 16.a. Fostering social cohesion
- 06.f. Funding mechanisms – Accountability vis-à-vis funders / donors
- 08.a. Gender policy and strategies
- 08.c. Gender-sensitive budgeting
- 17.a. Health insurance – Financing health service delivery
- 02.a. Holistic and system-based institutional, organisational and operational assessments
- 05.a. HR policies and HR development strategies
- 05.g. Individual performance management
- 02.d. Integrated capacity building at individual, organisational and institutional levels
- 14.a. Integrated development policies / programmes (at national / provincial / local levels or embedded in sectoral approaches) geared at synergies between public sector reform, poverty reduction and fostering economic and private sector development
- 02.e. Integrated performance enhancement (efficiency, quality, client- and result-focus, effectiveness, ICT-based and other technology-based innovation)
- 05.d. Job Descriptions
- 05.h. Leadership & Management development
- 07.d. Management, control and steering processes of projects / programmes
- 07.e. Mid-term and final evaluations of projects and programmes
- 09.h. Mid-term reviews and final evaluations of projects and programmes of international development cooperation (Including theory-based evaluation)
- 15.c. Modernising financial management
- 09.b. Operational audit (General organisational audits and focused assessment of specific organisational shortcomings and problems)
- 07.c. Organisational evaluation and capacity analysis of partner organisations identified for / entrusted with responsibilities for (national) project implementation / execution
- 05.i. Peer review – Peer learning – Peer coaching
- 15.b. Performance budgeting, zero base budgeting, value for money budgeting and results-based budget envelope approaches
- 05.b. Personnel administration
- 03.h. Policy evaluations
- 03.a. Policy setting, strategic planning, multiannual planning
- 06.e. Procurement systems
- 05.f. Professional sills development – Training – Pathways of professional development
- 11.a. Public Administration Reform – Public-sector reform strategies
- 15.e. Public finance / PFM reform programmes
- 03.g. Reporting Systems – Accountability
- 14.i. Results and/or impact-based funding mechanisms
- 03.f. Results based management and Monitoring & Evaluation (Including: client/stakeholder focus, defining / using quality standards and performance indicators, management dashboards, balanced scorecard, …)
- 12.i. Reuniting conditions of success, risk management and monitoring with respect to: human rights, peace and social cohesion – Human Rights Due Diligence (HRDD)
- 01.b. Risk management
- 03.b. Sector policies and strategies (Including strategic-level theories / pathways of change, policy implementation strategies and their impact for operational planning and budgeting)
- 03.c. Sector wide approach (Including donor coordination, alignment and harmonisation)
- 04.g. Social responsibility of organisations
- 05.c. Staffing - Staff needs assessment – HR-planning
- 04.e. Stakeholder needs - Stakeholder input to strategy and policy setting
- 09.a. Strategic planning and/or capacity building of internal and external audit institutions and systems in the public sector
- 16.b. Strengthening civil society
- 07.b. System-based context analysis – base line studies
- 02.b. Vision, mission, charter, institutional design and development
- 09.e. ‘Value for money’ auditing
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