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Capacity WORKS Cooperation Management in Practice Warsaw 13. - - PowerPoint PPT Presentation

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Capacity WORKS Cooperation Management in Practice Warsaw 13. - 16.11.2018 Seite 1 27.11.18 Seite 1 Seite 2 27.11.18 Seite 2 Capacity WORKS - a structured negotiation process Projects are cooperation systems which consist of many

  1. Capacity WORKS Cooperation Management in Practice Warsaw 13. - 16.11.2018 Seite 1 27.11.18 Seite 1

  2. Seite 2 27.11.18 Seite 2

  3. Capacity WORKS - a structured negotiation process § Projects are cooperation systems which consist of many partners. They are based on political negotiation processes and act within a political context. § Cooperation systems differ substantially from organisations regarding their decision-making premises. § The success factors facilitate the analysis of these negotiation processes . The tools offer practical assistance to the management and design of such processes. § The guiding principle of sustainable development implies that the negotiation process is value-oriented, process-oriented and holistic. Seite 3 27.11.18 Seite 3

  4. What is the management model Capacity WORKS ? § Supports the management of projects. § Objectives and results form the hub. § The process is broken down into five Success Factors that have to be iteratively considered, designed, monitored and corrected. § Key questions shape analysis and action in each success factor. § It provides a structured framework to broaden the scope of options available. It doesn’t offer ready made solutions. Seite 4 27.11.18 Seite 4

  5. Capacity WORKS focuses on objectives and results § Objective and results are the focal point of the Model and permeate through all success factors and processes. § The Capacity WORKS process returns consistently to the objectives and results in order to check their validity, to reaffirm their link to the success factors or even in some cases to modify them. Seite 5 27.11.18 Seite 5

  6. The five success factors of Capacity WORKS Steering Structure Cooperation How can we provide a structure How can we link together that enables decisions to take people and organisations in Processes place about resources, strategy, order to make the relevant What are the key planning, coordination, conflict change possible? How can we processes in the sector in resolution, monitoring and make it clear to all participants which we want our results impact monitoring? that they are mutually to be? What are our dependent on each other if internal management they wish to achieve these processes in the project? results? Strategy Learning and Innovation Which options do Who must learn what on we have to achieve which level in order to our objectives and achieve the desired results? results? How can we shape How can we be sure that the negotiation and the future capacities for agreement process sustainable development concerning the continue to be available in strategic direction the sector/country/regions with all relevant in which we work after we partners? have left? Seite 6 27.11.18 Seite 6

  7. An Overview of Capacity WORKS The Model (1) An introduction þ The map of the two logics comprises … þ An overview of the Success Factors with key questions þ Capacity WORKS Trilogy þ Using Capacity WORKS þ Good practices (2) Explanations þ Objectives and results þ Results model and RBM in cooperation system management þ Background information about the five Success Factors Steering Learning and Strategy Cooperation Processes (3) a Toolbox structure innovation þ Introduction þ Overview of the 42 tools þ Full description of tools per Success Factor Seite 7 27.11.18 Seite 7

  8. The Benefit of Capacity WORKS 1. To enable managers of projects and programmes to reach sound 2. To improve the management decisions quality of projects and programmes 4. To invest in the professionalisation of employees 3. To promote the (internal and external) communication Seite 8 27.11.18 Seite 8

  9. The Launch of Capacity WORKS § At the end of 2006 the Committee of Executives decided: Capacity WORKS is the GIZ Management Model for Sustainable Development and launched its pilot phase. § 2007-2008: in the beginning 67, at the end 84 projects and programmes worldwide are involved in the pilot process, which is designed as a learning process . The feedback from all pilot projects and programmes is evaluated and forms the basis of the further development of Capacity WORKS. § 2009-2010: Feedback is incorporated into the model. A GIZ-wide roll-out process aims at the qualification of all relevant target groups across the Regional Departments as well as the Planning and Development Department. Relevant processes and regulations incorporate Capacity WORKS (OuR and standard instruments, e.g. PPR, ZAK, award of contracts, etc.). § 2013: Corporate strategy evaluation of the GIZ roll-out process and update of the manual § 2014 : Publication at Springer Gabler; Launch of the CW-Online-Training Seite 9 27.11.18 Seite 9

  10. Back-up Seite 10 27.11.18 Seite 10

  11. The Character of Capacity WORKS § Capacity WORKS makes good § Capacity WORKS picks up on existing practice easier to identify, describe and management issues. It improves the communicate. Learning on this basis quality of the project’s work, and ensures becomes easier and more accessible that more can be achieved with the same – even between regions and sectors. effort. § The model offers a structured § Capacity WORKS does not relieve the approach to management that is also manager of the burden of thinking, designing flexible , enabling the individual or implementing. It offers no instant needs in different sectors and solutions or off the peg products. regions to be taken account of. § The novelty in the consistent application of the success factors in a project is twofold. First it offers improved transparency as well as enabling the project manager to communicate openly and coherently about the questions inherent in the success factors. Seite 11 27.11.18 Seite 11

  12. The Benefit of Capacity WORKS (1) 1. To enable managers of projects and programmes to reach sound management decisions. § by a structured model – consisting of well proven success factors based on experience which allow the project manager to evaluate the project or programme with 5 “spotlights“ § by well-documented tools – to provide support to the project manager how to get and assess relevant information within the success factors and how to arrive at better decisions. § by relevant key questions – these provide guidance to consistently focus on results, incorporating external factors and revising the general orientation of the project or programme. § by practical assistance for the design and content of negotiation processes with partners – the success factors give direction to the relevant topics, the tools provide ideas for appropriate settings. § by its specified approach – instead of many “home-made“ approaches in terms of theories, tools, etc. Seite 12 27.11.18 Seite 12

  13. The Benefit of Capacity WORKS (2) 2. To improve the quality of projects and programmes by consistently linking all interventions (activities and outcomes) and respective interdependencies to the intended results. 3. To promote communication on the level of… § internal communication: - in management processes and in teams - with partners - in knowledge management systems - trans-sectoral § external communication: - with the public - with other donors - in development/ international cooperation forums - with commissioning parties in acquisition processes Seite 13 27.11.18 Seite 13

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  25. Guiding Questions for Transfer Groups 1. Which ideas, concepts and tools of Capacity WORKS can you use immediately for improving managing cooperation in your EUKI projects? 2. Please review your developed stakeholder maps. Are all relevant stakeholder s for achieving the defined project objectives involved in the cooperation system ? How to involve additional / missing stakeholders? 3. Which elements of Capacity WORKS can you use to plan and to improve future projects ? Seite 25 27.11.18 Seite 25

  26. z Seite 26 27.11.18 Seite 26

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  29. Linking the Different Levels into a Coherent Strategy Seite 29 27.11.18 Seite 29

  30. Developing CD Strategies Good CD strategies meet the following quality criteria: • They are embedded in the context of the sector • They are appropriate with regard to the stakeholders’ willingness to embrace change and reform • They are tied to existing initiatives in the sectors • They coherently interlink inputs and results they achieve at the different levels of CD (society, organisation, individual). Seite 30 27.11.18 Seite 30

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