Cover des Buchs: Transformation, Politics and Implementation
Sammelband Open Access Vollzugriff

Transformation, Politics and Implementation

Smart Implementation in Governance Programs
Herausgeber:innen:
Verlag:
 2017

Zusammenfassung

Working in environments characterised by a high degree of uncertainty, uncontrollability and unpredictability, development agents try to organise complex realities into manageable units. What principles influence the decision on adequate approaches and necessary steps?

Through theoretical considerations and nine case studies, the GIZ traces implementation processes and identifies underlying guiding principles which provide the flexibility and adaptability that is necessary for acting in complex contexts.

Main findings show that an adaptive and reflexive management structure is crucial for successful implementation. Quick iteration and tight feedback loops facilitate adaptation and reorientation. Contextsensitive knowledge and constant monitoring create a space for learning and innovation. A joint vision for the future which is used for orientation purposes and can be modified according to new findings and developments fosters fruitful cooperation.

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Bibliographische Angaben

Copyrightjahr
2017
ISBN-Print
978-3-8487-3738-3
ISBN-Online
978-3-8452-8051-6
Verlag
Nomos, Baden-Baden
Sprache
Deutsch
Seiten
372
Produkttyp
Sammelband

Inhaltsverzeichnis

KapitelSeiten
  1. Titelei/Inhaltsverzeichnis 1 - 20 Download Kapitel (PDF)
    1. Renate Kirsch, Elke Siehl, and Albrecht Stockmayer Download Kapitel (PDF)
      1. Modes of implementation in development cooperationRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      2. Balancing directive and adaptive approaches in implementationRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      3. Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        1. 1 Conceptual considerations for smart implementation: facilitating the complexity of social changeRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      4. Moving from a linear to a complex understanding of developmentRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      5. Transformation as the conceptual frame for GIZ governance programsRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      6. The role of governance in transformationRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      7. Transformation is political by natureRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      8. Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        1. 2 Institutional considerations for smart implementationRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      9. GIZ – an implementing agency for sustainable developmentRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
      10. Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        1. 3 Questions concerning implementation in the nine case studiesRenate Kirsch, Elke Siehl, and Albrecht Stockmayer
    1. Neil Hatton Download Kapitel (PDF)
      1. Lost in trivialityNeil Hatton
      2. Cooperation systems and development partnerships are not organizationsNeil Hatton
      3. Polka or Parker?Neil Hatton
      4. Smart implementation is art and craft – and not the science (of delivery)Neil Hatton
      5. Capacity WORKS as an attempt to codify jazz improvisationNeil Hatton
      6. Capacity WORKSNeil Hatton
      7. Neil Hatton
        1. The modelNeil Hatton
        2. StrategyNeil Hatton
        3. CooperationNeil Hatton
        4. Steering structureNeil Hatton
        5. ProcessesNeil Hatton
        6. Learning and innovationNeil Hatton
      8. ConclusionNeil Hatton
    2. Verena Fritz Download Kapitel (PDF)
      1. What does the landscape of new ideas look like?Verena Fritz
      2. Verena Fritz
        1. Applications in countryVerena Fritz
        2. The World Development Report 2017 and its potential influenceVerena Fritz
      3. What are the emerging lessons from implementation and the outlook for cooperation?Verena Fritz
    1. Astrid Karamira, Mark Mattner Download Kapitel (PDF)
      1. Executive SummaryAstrid Karamira, Mark Mattner
      2. Astrid Karamira, Mark Mattner
        1. Development challengeAstrid Karamira, Mark Mattner
        2. Implementation challengesAstrid Karamira, Mark Mattner
        3. Structure of the paperAstrid Karamira, Mark Mattner
      3. ContextAstrid Karamira, Mark Mattner
      4. Astrid Karamira, Mark Mattner
        1. Orientation stageAstrid Karamira, Mark Mattner
        2. Adoption stageAstrid Karamira, Mark Mattner
        3. Mainstreaming stageAstrid Karamira, Mark Mattner
      5. Lessons learnedAstrid Karamira, Mark Mattner
    2. Markus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann Download Kapitel (PDF)
      1. Context of the case studyMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
      2. The GIZ good governance project cluster to support public-sector reformMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
      3. Markus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
        1. 1. Governance training for changeMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
        2. Markus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
          1. a) Tool adaptationMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
          2. b) Institutional reorientationMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
          3. c) Policy-making for decentralizationMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
        3. 3. Transforming Tunisia’s Centre for Training and Support for DecentralizationMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
        4. 4. Municipalities acting for tomorrow: Bringing youth to the tableMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
      4. How did we steer the implementation process?Markus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
      5. Lessons from the case studyMarkus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
    3. Godje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe Download Kapitel (PDF)
      1. Executive SummaryGodje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
      2. Introduction to the case studyGodje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
      3. Godje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
        1. (1) Support of a common approach for a government-wide M&E systemGodje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
        2. (2) Support to improve communication between the state, the media, and citizens in the Eastern Cape provinceGodje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
      4. How does the selected mode of operation make for smart implementation? Lessons learned from the case studiesGodje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
    4. Sabrina Storm Download Kapitel (PDF)
      1. Executive SummarySabrina Storm
      2. IntroductionSabrina Storm
      3. Sabrina Storm
        1. Development challengeSabrina Storm
        2. Implementation challenges and hypothesesSabrina Storm
      4. Sabrina Storm
        1. Strategy developmentSabrina Storm
        2. Building alliancesSabrina Storm
        3. Learning by doing, learning from failure, and learning from dataSabrina Storm
      5. ConclusionsSabrina Storm
    5. Christine Brendel, Franziska Gutzeit, and Jazmín Ponce Download Kapitel (PDF)
      1. Executive SummaryChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
      2. Christine Brendel, Franziska Gutzeit, and Jazmín Ponce
        1. Development challenge(s)Christine Brendel, Franziska Gutzeit, and Jazmín Ponce
        2. Implementation challenge(s)Christine Brendel, Franziska Gutzeit, and Jazmín Ponce
        3. Implementation questionsChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
      3. Contextual conditions of the case studyChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
      4. Christine Brendel, Franziska Gutzeit, and Jazmín Ponce
        1. Multi-stakeholder business breakfasts held to start a conversation on VAW with companiesChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
        2. A government seal to reward companies’ effortsChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
        3. Using research to prove to companies that VAW is a critical matterChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
        4. Advising companies on implementing campaigns and educating staffChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
        5. A handbook to support training in companiesChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
        6. Different reactions in different countriesChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
      5. Main resultsChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
      6. Christine Brendel, Franziska Gutzeit, and Jazmín Ponce
        1. Principles of managing and steering implementationChristine Brendel, Franziska Gutzeit, and Jazmín Ponce
    6. Franziska Böhm, Christopher Weigand Download Kapitel (PDF)
      1. Executive SummaryFranziska Böhm, Christopher Weigand
      2. IntroductionFranziska Böhm, Christopher Weigand
      3. Contextual analysisFranziska Böhm, Christopher Weigand
      4. Development challengeFranziska Böhm, Christopher Weigand
      5. Approach of the projectFranziska Böhm, Christopher Weigand
      6. Implementation challengeFranziska Böhm, Christopher Weigand
      7. Franziska Böhm, Christopher Weigand
        1. Critical junction I: Short timeframe in GeorgiaFranziska Böhm, Christopher Weigand
        2. Critical junction II: Resistance from the administrationFranziska Böhm, Christopher Weigand
        3. Critical junction III: Radical political changeFranziska Böhm, Christopher Weigand
        4. Baseline: Continuous investment in people to establish long-term working relationships between the program and the national agents of changeFranziska Böhm, Christopher Weigand
      8. Franziska Böhm, Christopher Weigand
        1. Principles of managing and steering implementationFranziska Böhm, Christopher Weigand
    7. Melanie Wiskow Download Kapitel (PDF)
      1. Executive SummaryMelanie Wiskow
      2. Melanie Wiskow
        1. Project objectivesMelanie Wiskow
        2. Links and synergies with other projects or programsMelanie Wiskow
        3. Framework for project implementationMelanie Wiskow
      3. Melanie Wiskow
        1. Development of TNA methodologyMelanie Wiskow
        2. Development of training modulesMelanie Wiskow
      4. Melanie Wiskow
        1. Fact-finding phaseMelanie Wiskow
        2. Preparation for implementationMelanie Wiskow
        3. Decision-making phaseMelanie Wiskow
        4. Identification of pilot institutionsMelanie Wiskow
        5. Pilot applicationMelanie Wiskow
        6. Relevance of results from pilotMelanie Wiskow
    8. Yvonne Müller, Stephanie Schell-Faucon Download Kapitel (PDF)
      1. Executive SummaryYvonne Müller, Stephanie Schell-Faucon
      2. IntroductionYvonne Müller, Stephanie Schell-Faucon
      3. Yvonne Müller, Stephanie Schell-Faucon
        1. The government has no “face” and no safe entry in the project areaYvonne Müller, Stephanie Schell-Faucon
        2. Interrupted relations between the two key partnersYvonne Müller, Stephanie Schell-Faucon
        3. Political pressure on the City mayorYvonne Müller, Stephanie Schell-Faucon
        4. Unclear legitimacy of claims by local settlers and Indigenous peopleYvonne Müller, Stephanie Schell-Faucon
      4. Yvonne Müller, Stephanie Schell-Faucon
        1. Phase 1: Vision and design for the inclusive co-management projectYvonne Müller, Stephanie Schell-Faucon
        2. Phase 2: Re-entry of the government into the co-management areaYvonne Müller, Stephanie Schell-Faucon
        3. Phase 3: Realization of the inclusive co-management project with the communitiesYvonne Müller, Stephanie Schell-Faucon
      5. Lessons from the case study: Achievements and principles that guided the project implementationYvonne Müller, Stephanie Schell-Faucon
      6. Principles guiding the implementation process and its designYvonne Müller, Stephanie Schell-Faucon
      7. Yvonne Müller, Stephanie Schell-Faucon
        1. Ensuring the leadership of the main change agentsYvonne Müller, Stephanie Schell-Faucon
        2. Trust-building with the support of intermediariesYvonne Müller, Stephanie Schell-Faucon
        3. GIZ as external broker and advisorYvonne Müller, Stephanie Schell-Faucon
      8. Yvonne Müller, Stephanie Schell-Faucon
        1. Comprehensive support for key actors to increase their capacities and maintain their commitment to the project despite setbacks and delaysYvonne Müller, Stephanie Schell-Faucon
        2. Providing time and space for trust-building and ensuring monitoring through reflection and feedback loopsYvonne Müller, Stephanie Schell-Faucon
        3. Keep your vision in mind but maintain flexibility and openness to readjust strategies and support measuresYvonne Müller, Stephanie Schell-Faucon
    9. Tim Auracher, Heiner von Lüpke Download Kapitel (PDF)
      1. Executive SummaryTim Auracher, Heiner von Lüpke
      2. IntroductionTim Auracher, Heiner von Lüpke
      3. Tim Auracher, Heiner von Lüpke
        1. Relevance of climate change mitigation in Indonesia and its impact on the worldTim Auracher, Heiner von Lüpke
        2. Political commitments from President Yudhoyono and governmental responseTim Auracher, Heiner von Lüpke
        3. Estimated financial needs to achieve the GHG emission reduction targetsTim Auracher, Heiner von Lüpke
        4. Indonesia’s complex state administrationTim Auracher, Heiner von Lüpke
        5. The institutional setup of bilateral German development cooperation with IndonesiaTim Auracher, Heiner von Lüpke
      4. Tim Auracher, Heiner von Lüpke
        1. Changing role for the Ministry of FinanceTim Auracher, Heiner von Lüpke
        2. From reactive to proactive: GIZ’s response to the changing institutional environmentTim Auracher, Heiner von Lüpke
        3. The elephant in the room: Fuel price subsidiesTim Auracher, Heiner von Lüpke
        4. From three to seven: Increasing coordination challengesTim Auracher, Heiner von Lüpke
      5. Conclusion: Smart, but not smart enough?Tim Auracher, Heiner von Lüpke
    1. Pauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer Download Kapitel (PDF)
      1. Implementation in giz governance programs: experiences and findings from nine case studiesPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
      2. Pauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        1. Most implementation challenges are political by naturePauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        2. Solutions need to be crafted to fit the local contextPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
      3. Pauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        1. Multi-stakeholder approaches are a craftsman’s hammer for smart implementationPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        2. Working incrementally allows for gradual adaptations during implementationPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        3. A multi-level program design assists in addressing implementation hurdles and risksPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        4. Short, quick, ad-hoc information collection and analysis is needed to still the constant demand for informationPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        5. The aim of learning is to create a ground for joint actionPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        6. A mutual focus on results and process provides sound orientation for implementersPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
      4. Pauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        1. Long-term engagement shapes implementationPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        2. Ownership defines, and at times constrains, what is implemented and how implementation occursPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        3. Program implementation is a local affair, which requires discretion for local decision-makingPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        4. Implementation is a craft with some transferrable skillsPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
        5. The composition and roles of advisory teams change throughout implementationPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
      5. Linking smart implementation to doing development differentlyPauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
  6. About the authors 361 - 372 Download Kapitel (PDF)

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