Wouter Van Bellingen



Paleizenstraat 44, Box 66, 1030 Brussels


Managing - Partner

Partner of

Wouter Van Bellingen was 10 years civil servant at the City of Sint-Niklaas where he developed the international cooperation department with the first contacts outside Europe. After that, he was deputy mayor for civil affairs, youth, international cooperation and sustainable development of the city of Sint-Niklaas for 6 years, making him the first black deputy mayor in Flanders. After that, he was director of LEVL, formerly the Minderhedenforum, the participation organisation of people with a migration background, for 3 years, and then of the Integration Pact for 4 years, both based in Brussels and both striving for better inclusive diversity in Brussels and Flanders. He is also active as a board member in several organisations at different levels (local, Flemish, Belgian, European) and heads the Business Units: Inclusive Diversity Business & Transition Management of

South Africa

Civil Service & State Administration

  • 01.d. Analysis of the ‘governance’-system at organisation and/or sector level
  • 01.e. Development / promotion / implementation of concepts / standards of good governance
  • 01.f. Corporate Governance (including codes / guidelines of corporate governance)
  • 02.a. Holistic and system-based institutional, organisational and operational assessments
  • 02.b. Vision, mission, charter, institutional design and development
  • 02.c. Development of business models and business plans (for public-sector and parastatal organisations, SOE’s, NGOs, social enterprises)
  • 02.d. Integrated capacity building at individual, organisational and institutional levels
  • 02.f. Business process management (including analysis, optimisation and documentation of business processes)
  • 02.g. Facilitation of change processes and/or of organisational / institutional improvement
  • 03.a. Policy setting, strategic planning, multiannual planning
  • 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)
  • 03.d. Medium Term Expenditure Framework
  • 03.e. Annual planning and budgeting
  • 03.f. Results based management and Monitoring & Evaluation (Including: client/stakeholder focus, defining / using quality standards and performance indicators, management dashboards, balanced scorecard, …)
  • 03.g. Reporting Systems – Accountability
  • 04.a. External relations management (assessment / optimisation)
  • 04.b. Partnerships (Design / optimisation / management of partnerships)
  • 04.c. Public Private Partnership (PPP)
  • 04.e. Stakeholder needs - Stakeholder input to strategy and policy setting
  • 04.f. Lobbying and awareness raising
  • 04.g. Social responsibility of organisations
  • 05.a. HR policies and HR development strategies
  • 05.b. Personnel administration
  • 05.c. Staffing - Staff needs assessment – HR-planning
  • 05.d. Job Descriptions
  • 05.e. Competence management
  • 05.f. Professional sills development – Training – Pathways of professional development
  • 05.i. Peer review – Peer learning – Peer coaching
  • 07.e. Mid-term and final evaluations of projects and programmes
  • 07.f. Sustainable Development Goals (SDG)
  • 08.a. Gender policy and strategies
  • 08.b. Fostering gender equality – gender equality assessments
  • 09.a. Strategic planning and/or capacity building of internal and external audit institutions and systems in the public sector
  • 09.e. ‘Value for money’ auditing
  • 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
  • 09.g. Due Diligence Assessments / Capacity assessment of (existing / potential) partner organisations (e.g. program implementing partners)
  • 09.h. Mid-term reviews and final evaluations of projects and programmes of international development cooperation (Including theory-based evaluation)
  • 09.i. Impact evaluastions
  • 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.d. Development of local and sub-national Governments
  • 13.c. Community Policing
  • 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
  • 14.b. Fostering entrepreneurship and private sector development – facilitation of SMME development
  • 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, …
  • 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
  • 14.e. Coaching enterprises (private sector organisations) towards effective social corporate responsibility
  • 14.f. Analysis of the Social Return on Investment (SROI) and/or the societal costs & benefits of projects and programmes
  • 14.g. Social and ethical labels – Organic and bio-diversity certification – Ethical trade
  • 14.j Impact Measurement & Management (IMM) - Social Impact Assessment
  • 16.e. Youth policy
  • 16.f. Migration
  • 16.g. Refugees & Asylum
  • 16.h. Development education & Global citizenship education
  • 18.c. Agricultural value chains
  • 18.e. Food security