Modes of Delivery: Overview of GIZ Instruments

1. Modes of Delivery: Overview of GIZ Instruments Expertise Long-term experts Short-term experts Development Workers Integrated and Returning Experts Human Capacity Development (HCD) • Capacitydevelopment at levelofindividuals • Comprises curricula development, e-learning approaches, cooperation with training institutions, etc. • Material and Equipment • Procurement of goods and commodities • Goods and commodities will be handed over to partner latest at the end of the respective project • Financial support • Financial contribution – local grant • Limited in volume and with a specific purpose (Terms of Reference) • Handled by GIZ, the partner organisation or third parties (e.g. Other donors)

2. Focus on: EXPERTISE International Expert Responsible for implementation of project jointly with the partner – steering the content and managing the contribution. Seconded from Germany or other country national / regional / internat’l expert Technical knowlegde / managerial skills Short Term Expert Clearly defined purpose and duration of work (terms of reference) International / regional / national experts with specific technical knowledge / methodogical skills • Integrated and ReturningExperts • German / European experts or (returning) African migrants educated in Europe • Specialists, filling a position within the partner organisation (work contract, salary) • Topping up of local salary by German Govt. • Development Workers • German / European Experts • Embedded in partner organisation • Deployment under the provisions of the Development Workers Act

3. Instruments – discussion on STEs: GFG Team Workshop September 2014

4. What kind of a technical advisor am I? Strategy Consulting (Strategieberatung) Process Consulting / Organisational Development (Prozessberatung / OE) Technical orbusiness Consulting (Fachberatung) HRD (Personalentwicklung) Rechtsberatung ....? Unfortunatelywedid not have time forthisandthefollowingslides – maybe a topicforfuturediscussion? GFG Team Workshop September 2014

5. Directive / results-oriented / external knowledge Non-directive /process-oriented / internal knowledge Different types of Advisory Normative approaches(best practices etc. “We know best”) - Normative Organizational Learning / Org. Development (OE) Needs-based approaches (tell me what you need, I’ll build it) Needs-Based GFG Team Workshop September 2014

6. Levels ofintervention 3 2 PEOPLE(What skills and abilities do we need?) 1 ORGANISATION(What structures and processes do we need?) STRATEGY(Where do we want to go and how can we get there?) SYSTEM(And how does this influenced and get influenced by the system? In what kind of system would we flourish?) GFG Team Workshop September 2014

7. Organisations are not machines. They are living organisms. How do you grow a plant? How do you make it grow faster?

8. Living and non-livingorganisms GFG Team Workshop September 2014

9. Developing a GFG in AfricaCapacity Development Strategy

10. GFG in Africa Capacity Development Strategy Focus Formats Examples SAI-PAC Communication Toolkit Development of a PFM- Indicator Societies GFG Process Afrosai Strategy 2015-2020 Support to set-up of a pan-African Network of Senior Parliamentary Budget Officials Organisations ATAF Result-oriented Monitoring Executive Master‘s in Taxation CABRI joint country case studies Individuals Online course Tax Audit AFROSAI Study Tour Performance Auditing GFG in Africa

11. Questions discussed for CD Strategy: Vision / Intended Change Steps Status Quo / Challenges GFG Team Workshop September 2014

12. 1. How can we ensure that skills and competencies are institutionalised (in National Institutions and Networks)? Capacity Development (including HCD) for the Secretariats Human Capacity Development directed at staff of National Institutions HCD directed at staff of National Institutions but implemented/organized by the partner networks GFG Team Workshop September 2014

13. 1. How can we ensure that skills and competencies are institutionalised (in National Institutions and Networks)? “Skill, experiences and competencies of individuals are transferred into their respective organisation to ensure effective use of skills, experiences and competencies on a long-term basis.” • Knowledge is often not shared, • Learning from experience is limited, • Work within the networks and National Institutions is often performed in silos, • Partners often work in a competitive working environment in which information is power Planning • Targeted selection of participants (joint development of selection criteria) • Needs assessment • Participatory development of contents Implementation • Practice-oriented • On-the-job, coaching • Peer-exchange • CoP After care • Processes for handing over and onboarding • Standardization of processes (checklists) • Agreement on knowledge sharing • Cooperation with HR or Training division GFG Team Workshop September 2014

14. 2a. How do we foster peer-learning among networks? “Clarity amongst networks about heir role in GFG and strategic issues of common interest have been discussed” and an updated GFG declaration has been endorsed” • Short-term focus • Support to coordinated progress report • Planning meeting October • Joiint letter AU Chair • Support GFG Conference Implementation Long-term focus • Discussion about the role of networks • Peer-learning among networks, e.g. On role of secretariat • Institutionalisation of exchange among networks • Discussion of topics of common interests • Outdated GFG declaration, • Work with networks separately, • Little exchange among the networks, • Competition among networks for funding? • Unclear status of political endorsement GFG Team Workshop September 2014

15. 2b. How do we foster peer-learning within the networks among their members? “Peer-learning takes place within the networks on a sustainable basis and builds upon a jointly developed methodology “ •  Identification of “Task Managers” within the networks (in the secretariat or from one member) as manager of the processes and maintainer of the methodology, • Sensitisation of network members for the benefits of peer-learning, • Assistance in connecting the task managers, • Supporting the networks in developing or adopting a peer-learning methodology, • Implementation of pilot peer-learning projects, • Ensuring sustainability of pilots and up-scaling. • Peer-learning activities partly exist • No defined methodology is used for peer-learning processes GFG Team Workshop September 2014

16. 3. How can we ensure that the networks develop a sustainable and relevant service portfolio (training, consulting, advocacy) for their members? Partner-Networks offer relevant services including advocacy, consulting, training and standard setting services to their members (and possibly third parties) to support GFG in Africa.” • Services include Training, Consulting to members and third parties, Advocacy,Data collection and analysis, Standard setting • Network secretariats are often still donor driven instead of pro-actively developing services that are in demand by their members. • Networks lack professional expertise to implement the services themselves • Training offers are often facilitated without quality assurance • GIZ focuses on secretariats, not on governing boards • Assist networks in establishing processes to continuously assess members’ special needs and wishes. • TBD GFG Team Workshop September 2014

17. Questions 1-3 werediscussed in workinggroups Continue: How can we ensure that the networks develop a sustainable and relevant service portfolio (training, consulting, advocacy) for their members? How do we foster capacity development across languages and cultural – administrative – barriers? How can we strengthen the networks‘ organisation? How do we proceed in our support to the networks’ strategy development? Status Quo / Challenges Key Challenge & Intended Change Steps / Options GFG Team Workshop September 2014

18. Group 1 // Continue: How can we ensure that the networks develop a sustainable and relevant service portfolio (training, consulting, advocacy) for their members? - the group identified 3 clusters for potential action Needs assessment • Needs assessmentbeforeplanning / annually (GIZ toprovideoptions) • Suggestmechanismsforexchangebetweenmembers & secretariat / facilitate • Improvecommunicationwithinnetworks • Institutionalizelearning in networks • Support netwokstoanalyzeopportunitiesandadaptstrategies • Givememberswithspecificinterestsresponsibility • Business model / strategy • Assist networkstodefinepriorities, businessmodel etc. / supportstrategydevelopment • Assist networks in capacitydevelopment • Support definitionofvision on services (whatisourrelevance?) • Initiatediscussion on roleofnetworks in servicedelivery • Initiatediscussion on impactandrisks • Reducedependency on externalskills • Create learningopportunities • Quality ofservices • Assist in developmentof M&E systems / results-orientedmanagementtechniques • Assist introductionofqualityassurance • Motivatesecretariatsto bring gov. boards in toensurequalityofservices • Professionalizefinancestaffofsecretariats • Put HCD trainingstrategy in placebased on membersneeds / supporttrainingmethodology / jointlydevelopparticipantselectioncriteria • Reflection on „standards“ • Bring in STE toshowcasevalue-add GFG Team Workshop September 2014

19. Group 2 // How do we foster capacity development across languages and cultural – administrative – barriers? • Different language, culturaland administrative systemshinderknowledgeexchangeandjointlearning • Networks lack theawarenessaswellastheressourcesto deal withthechallenge • This goes back to a lack of will • ...andcompetence Ourpartnershavethecompetence an will tofoster CD acrosslanguage, culturaland administrative barriers Create a demandforlearningacross L+C+A barriers (will +positive outcome) Sponsor activitiesoflearningacross LCA barriers Strong supportthrough GIZ in thefirstactivities Includeknowledge + actorsofthediff. Language groups Develop a jointinclusionstrategy Identifychangeagents & ambassadors The discussionfocused on step 1 - Weshouldtestthedemand... // Whatisourvalueadd? // What do we do thisfor? // Whataretherisksandopportunities? GFG Team Workshop September 2014

20. Group 3 // How can we strengthen the networks‘ organisation? • Unclearroles & responsibilities, lack ofcommunication • Ad-hoc planning, noadequatefinancialplanning, nosustainabilitystrategy • Roleof TAwithregardto OE sometimes not clear / OE seenas an ‚internalthing‘ • Noproblemawareness, OE not a priority • Nocapacityfor proper OE • Weakknowledgemanagement • One-man show PartnerOrganisationsshouldcriticallyassesstheirown organisational structure in viewoftheirstrategy & objectives • Allowpartnerstofail (??) • Create demandfor OD, find leverage • Continously ‚massage‘ leaders • Exposetootherorganisations (exchange) Whatwouldbetheconcretenextsteps? // What do wealready do? // Whatarewemissing? // Providesandargumentationforwhyweareneeded after 2015? // Are ourexpectationsevenrealistic? GFG Team Workshop September 2014