Transformation, Politics and Implementation: Smart Implementation in Governance Programs

Renate Kirsch; Elke Siehl; Dr. Albrecht Stockmayer LL.M.

doi:10.5771/9783845280516

Summary

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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Bibliographic data

Edition: 1/2017
Copyright Year: 2017
ISBN-Print: 978-3-8487-3738-3
ISBN-Online: 978-3-8452-8051-6
Publisher: Nomos, Baden-Baden
Language: German
Pages: 372
Product Type: Edited Book

Titelei/InhaltsverzeichnisPages 1 - 20 Download chapter (PDF)
1. Authors:
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  1. Modes of implementation in development cooperation
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  2. Balancing directive and adaptive approaches in implementation
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  3. Authors:
    1. 1 Conceptual considerations for smart implementation: facilitating the complexity of social change
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  4. Moving from a linear to a complex understanding of development
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  5. Transformation as the conceptual frame for GIZ governance programs
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  6. The role of governance in transformation
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  7. Transformation is political by nature
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  8. Authors:
    1. 2 Institutional considerations for smart implementation
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  9. GIZ – an implementing agency for sustainable development
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  10. Authors:
    1. 3 Questions concerning implementation in the nine case studies
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1. Authors:
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  1. Lost in triviality
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  2. Cooperation systems and development partnerships are not organizations
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  3. Polka or Parker?
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  4. Smart implementation is art and craft – and not the science (of delivery)
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  5. Capacity WORKS as an attempt to codify jazz improvisation
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  6. Capacity WORKS
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  7. Authors:
    1. The model
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    2. Strategy
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    3. Cooperation
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    4. Steering structure
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    5. Processes
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    6. Learning and innovation
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  8. Conclusion
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2. Authors:
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  1. What does the landscape of new ideas look like?
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  2. Authors:
    1. Applications in country
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    2. The World Development Report 2017 and its potential influence
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  3. What are the emerging lessons from implementation and the outlook for cooperation?
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1. Authors:
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  1. Executive Summary
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  2. Authors:
    1. Development challenge
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    2. Implementation challenges
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    3. Structure of the paper
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  3. Context
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  4. Authors:
    1. Orientation stage
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    2. Adoption stage
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    3. Mainstreaming stage
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  5. Lessons learned
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2. Authors:
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  1. Context of the case study
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  2. The GIZ good governance project cluster to support public-sector reform
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  3. Authors:
    1. 1. Governance training for change
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    2. Authors:
      1. a) Tool adaptation
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      2. b) Institutional reorientation
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      3. c) Policy-making for decentralization
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    3. 3. Transforming Tunisia’s Centre for Training and Support for Decentralization
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    4. 4. Municipalities acting for tomorrow: Bringing youth to the table
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  4. How did we steer the implementation process?
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  5. Lessons from the case study
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3. Authors:
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  1. Executive Summary
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  2. Introduction to the case study
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  3. Authors:
    1. (1) Support of a common approach for a government-wide M&E system
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    2. (2) Support to improve communication between the state, the media, and citizens in the Eastern Cape province
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  4. How does the selected mode of operation make for smart implementation? Lessons learned from the case studies
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4. Authors:
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  1. Executive Summary
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  2. Introduction
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  3. Authors:
    1. Development challenge
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    2. Implementation challenges and hypotheses
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  4. Authors:
    1. Strategy development
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    2. Building alliances
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    3. Learning by doing, learning from failure, and learning from data
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  5. Conclusions
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5. Authors:
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  1. Executive Summary
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  2. Authors:
    1. Development challenge(s)
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    2. Implementation challenge(s)
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    3. Implementation questions
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  3. Contextual conditions of the case study
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  4. Authors:
    1. Multi-stakeholder business breakfasts held to start a conversation on VAW with companies
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    2. A government seal to reward companies’ efforts
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    3. Using research to prove to companies that VAW is a critical matter
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    4. Advising companies on implementing campaigns and educating staff
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    5. A handbook to support training in companies
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    6. Different reactions in different countries
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  5. Main results
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  6. Authors:
    1. Principles of managing and steering implementation
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6. Authors:
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  1. Executive Summary
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  2. Introduction
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  3. Contextual analysis
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  4. Development challenge
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  5. Approach of the project
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  6. Implementation challenge
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  7. Authors:
    1. Critical junction I: Short timeframe in Georgia
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    2. Critical junction II: Resistance from the administration
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    3. Critical junction III: Radical political change
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    4. Baseline: Continuous investment in people to establish long-term working relationships between the program and the national agents of change
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  8. Authors:
    1. Principles of managing and steering implementation
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7. Authors:
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  1. Executive Summary
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  2. Authors:
    1. Project objectives
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    2. Links and synergies with other projects or programs
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    3. Framework for project implementation
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  3. Authors:
    1. Development of TNA methodology
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    2. Development of training modules
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  4. Authors:
    1. Fact-finding phase
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    2. Preparation for implementation
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    3. Decision-making phase
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    4. Identification of pilot institutions
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    5. Pilot application
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    6. Relevance of results from pilot
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8. Authors:
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  1. Executive Summary
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  2. Introduction
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  3. Authors:
    1. The government has no “face” and no safe entry in the project area
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    2. Interrupted relations between the two key partners
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    3. Political pressure on the City mayor
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    4. Unclear legitimacy of claims by local settlers and Indigenous people
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  4. Authors:
    1. Phase 1: Vision and design for the inclusive co-management project
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    2. Phase 2: Re-entry of the government into the co-management area
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    3. Phase 3: Realization of the inclusive co-management project with the communities
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  5. Lessons from the case study: Achievements and principles that guided the project implementation
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  6. Principles guiding the implementation process and its design
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  7. Authors:
    1. Ensuring the leadership of the main change agents
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    2. Trust-building with the support of intermediaries
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    3. GIZ as external broker and advisor
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  8. Authors:
    1. Comprehensive support for key actors to increase their capacities and maintain their commitment to the project despite setbacks and delays
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    2. Providing time and space for trust-building and ensuring monitoring through reflection and feedback loops
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    3. Keep your vision in mind but maintain flexibility and openness to readjust strategies and support measures
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9. Authors:
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  1. Executive Summary
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  2. Introduction
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  3. Authors:
    1. Relevance of climate change mitigation in Indonesia and its impact on the world
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    2. Political commitments from President Yudhoyono and governmental response
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    3. Estimated financial needs to achieve the GHG emission reduction targets
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    4. Indonesia’s complex state administration
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    5. The institutional setup of bilateral German development cooperation with Indonesia
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  4. Authors:
    1. Changing role for the Ministry of Finance
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    2. From reactive to proactive: GIZ’s response to the changing institutional environment
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    3. The elephant in the room: Fuel price subsidies
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    4. From three to seven: Increasing coordination challenges
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  5. Conclusion: Smart, but not smart enough?
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1. Authors:
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  1. Implementation in giz governance programs: experiences and findings from nine case studies
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  2. Authors:
    1. Most implementation challenges are political by nature
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    2. Solutions need to be crafted to fit the local context
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  3. Authors:
    1. Multi-stakeholder approaches are a craftsman’s hammer for smart implementation
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    2. Working incrementally allows for gradual adaptations during implementation
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    3. A multi-level program design assists in addressing implementation hurdles and risks
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    4. Short, quick, ad-hoc information collection and analysis is needed to still the constant demand for information
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    5. The aim of learning is to create a ground for joint action
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    6. A mutual focus on results and process provides sound orientation for implementers
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  4. Authors:
    1. Long-term engagement shapes implementation
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    2. Ownership defines, and at times constrains, what is implemented and how implementation occurs
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    3. Program implementation is a local affair, which requires discretion for local decision-making
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    4. Implementation is a craft with some transferrable skills
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    5. The composition and roles of advisory teams change throughout implementation
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  5. Linking smart implementation to doing development differently
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About the authorsPages 361 - 372 Download chapter (PDF)