6 giz scaling up ifad rom 14 15 juni 2012-neu
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6 giz scaling up ifad rom 14 15 juni 2012-neu



Learning and outreach event on scaling-up 14-15 June presentation by GI

Learning and outreach event on scaling-up 14-15 June presentation by GI



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6 giz scaling up ifad rom 14 15 juni 2012-neu Presentation Transcript

  • 1. Scaling up –Approach of GIZ for aCorporate Strategy Evaluation Claudia Kornahrens Head Central Evaluation Section IFAD, Rome 14 – 15 June, 2012 19.06.2012 Seite 1
  • 2. Content 1. GIZ’s scope of work 2. Scaling up at GIZ 3. The concept of Corporate Strategy Evaluations 4. Why evaluate Scaling up ? 5. The approach: Evaluation Design and Analytical Framework 6. Next steps 19.06.2012 Seite 2
  • 3. GIZ‘s scope of workBroad-based expertise for sustainable development • As a federal enterprise, we support the German Government in achieving its objectives in the field of international cooperation for sustainable development. • We offer demand-driven, tailor-made and effective services for sustainable development. • The services delivered by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH draw on a wealth of regional and technical expertise and tried and tested management know-how. 19.06.2012 Seite 3
  • 4. GIZ‘s scope of workGIZ worldwide• GIZ operates in more than 130 countries worldwide.• In Germany we maintain a presence in nearly all the federal states.• GIZ employs more than17,000 staff members across the globe – some 70% of whom are employed locally as national personnel In addition there are around: - 1,110 development workers - 700 integrated and 455 returning experts - 820 weltwärts volunteers• In 2010, GIZ had a business volume of EUR 1.85 billion 19.06.2012 Seite 4
  • 5. GIZ‘s scope of workWhat we offer• Human resources • Long-term experts • Short-term experts • Experts seconded under the provisions of the Development Workers Act • Integrated experts • Returning experts• Human capacity development• Financing arrangements (grants, subsidies, etc.)• Materials and equipment 19.06.2012 Seite 5
  • 6. GIZ‘s scope of workWho we work for• German Federal Ministry for Economic Cooperation and Development (main commissioning party)• Other government departments: Federal Foreign Office, Federal Ministry for the Environment, Nature Conservation and Nuclear Safety, Federal Ministry of Defence, Federal Ministry of Economics and Technology, Federal Ministry of Education and Research• Federal States and municipalities• Public and private clients: Governments, European Commission, United Nations, World Bank, private sector, private foundations 19.06.2012 Seite 6
  • 7. Scaling up at GIZScaling up at GIZ8 Key factors1• The vision of scaling up as an integral part of programme planning• Ownership and involving key stakeholders• Multilevel approach• Substantiating the results achieved by pilot projects• Standards and manuals• Effective scaling up structures and incentive mechanisms• Communication and networking• Generous timescale and budget1 based on an analysis of more than 25 GTZ projects at 2010 19.06.2012 Seite 7
  • 8. Corporate Strategy EvaluationsThe concept of Corporate Strategy EvaluationsAims• Provide impetus for evidence-based learning and decision making regarding the different business sectors and instruments of GIZ• Increase effectiveness, efficiency and quality of our service delivery• (Further) develop corporate policies and strategies incl. competing for new businessPrinciples• International evaluation principles and quality standardsProcess 3-years programme commissioned by the Management Board who is also the recipient / beneficiary of the evaluation Continuous dialogue with internal stakeholders and with external experts (J. Linn) 19.06.2012 Seite 8
  • 9. Why evaluate scaling up?Why evaluate Scaling up?Dual purpose The quality and effectiveness of our measures in individual projects are widely acknowledged, but measurable scaling-up effects are sometime limited.  How can we better roll out the results of successful programme approaches to cover a wider area? What steps must be taken to make national laws and strategies effective nationwide? Successful concepts combined with convincing scaling up strategies are also attractive for other clients apart from the German Federal Ministry of Economic Co-operation and Development (BMZ).  How can we learn more from our own successful programmes and strategically market our scaling up capacities and expertise? 19.06.2012 Seite 9
  • 10. ApproachDefinition  Reflection of current international debate  Challenge: 2 terms in German “Scaling up” and “Breitenwirksamkeit” (broadened impact / breadth of impact), sometimes used synonymously Breadth of impact is the (intended) result - a needs oriented improvement for a target group of a significant size, beyond the end of a project. Scaling up is the mechanism to achieve a broader impact – a deliberate and targeted impulse during or following a project in order to increase the breadth of impact. It aims at transferring concepts, approaches and methods • towards a new level (vertical) • towards different elements at the same level (horizontal) • towards a new context (functional). 19.06.2012 Seite 10
  • 11. ApproachType 1: Scaling-up in pilote projectsScaling up in this context means part of a sequence of piloting, evaluating,adapting and transferring (eg. through replication or knowledge transfer).Vertical scaling up: lessons from a project reach ahigher level and are incorporated in legislation,guidelines etc.Horizontal scaling up: transfer on the same levelreaching out for a larger geographical scope(regions) or a higher number of people. Impulse forreplication also through partner organisations.Functional scaling up: thematic widening of aproject approach in order to increase quality orimpact 19.06.2012 Seite 11
  • 12. ApproachType 2: Scaling-up in Multilevel approachesIn this type of project there is deliberate impulse on different levels and across the levelssynergies are being created in order to achieve broader impact. Scaling up is part of theprogramme approach.Vertical scaling up: transfer of experience frompilots on the local or regional level to the nationallevel. There, it is part of the advisory services forgovernments.Horizontal scaling up: potential for replicatingexperience on the regional level or for winningcombined financing arrangements in order to scaleup the projectFunctional scaling up: potential on all levelsthrough transferring expertise and experience intoother sectors 19.06.2012 Seite 12
  • 13. ApproachEvaluation Design Portfolio Screening • Representative sample of 300 projects / programmes • Desk study of respective project documents plus 140 evaluation reports Portfolio Analysis • Analytical framework based on 5 aspects and respective indicators • Online survey adressing more than 200 responsible GIZ officers • Telephone interviews with selected respondents Case Studies • 5 case studies, selection and design to be decided upon portfolio analysis Synthesis and Report • Quantitative and qualitative description of current scaling up practice • Success factors • Assessment of selected scaling up processes • Conclusions e.g. regarding strategy development 13 19.06.2012 Seite 13
  • 14. ApproachAnalytical Framework Project Description • General characteristics, project concept and structure, frame conditions / external factors Methods, Instruments, Approaches • Use of piloting, multiplying and multilevel approaches • Use of specific GIZ instruments Dimensions of Scaling up • Identification and analysis of vertical, horizontal and functional scaling up potentials and processes Breadth of impact • Intended broad impact and level of achievement • Needs orientation and sustainability as quality criteria Internal Scaling up in GIZ • Transfer of approaches and knowledge transfer within GIZ • Marketing potential 19.06.2012 Seite 14
  • 15. Next stepsNext steps1. Finalizing desk study on project documents June 20122. Online survey of officers responsible for July 2012 contracts and cooperation from the outset3. Screening Report and Inception Report II August 20124. Case studies Sept. – Nov. 20125. Synthesis and Final Report Nov. 20126. Communication and learning events from Dec. 20127. Strategy development 2013 19.06.2012 Seite 15