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

1. Scaling up –
Approach of GIZ for a
Corporate Strategy Evaluation
Claudia Kornahrens
Head Central Evaluation Section
IFAD, Rome 14 – 15 June, 2012
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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
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3. GIZ‘s scope of work
Broad-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.
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4. GIZ‘s scope of work
GIZ 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
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5. GIZ‘s scope of work
What 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
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6. GIZ‘s scope of work
Who 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
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7. Scaling up at GIZ
Scaling up at GIZ
8 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 budget
1 based on an analysis of more than 25 GTZ projects at 2010
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8. Corporate Strategy Evaluations
The concept of Corporate Strategy Evaluations
Aims
• 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 business
Principles
• International evaluation principles and quality standards
Process
 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)
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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?
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10. Approach
Definition
 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).
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11. Approach
Type 1: Scaling-up in pilote projects
Scaling 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 a
higher level and are incorporated in legislation,
guidelines etc.
Horizontal scaling up: transfer on the same level
reaching out for a larger geographical scope
(regions) or a higher number of people. Impulse for
replication also through partner organisations.
Functional scaling up: thematic widening of a
project approach in order to increase quality or
impact
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12. Approach
Type 2: Scaling-up in Multilevel approaches
In this type of project there is deliberate impulse on different levels and across the levels
synergies are being created in order to achieve broader impact. Scaling up is part of the
programme approach.
Vertical scaling up: transfer of experience from
pilots on the local or regional level to the national
level. There, it is part of the advisory services for
governments.
Horizontal scaling up: potential for replicating
experience on the regional level or for winning
combined financing arrangements in order to scale
up the project
Functional scaling up: potential on all levels
through transferring expertise and experience into
other sectors
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13. Approach
Evaluation 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
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14. Approach
Analytical 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
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15. Next steps
Next steps
1. Finalizing desk study on project documents June 2012
2. Online survey of officers responsible for July 2012
contracts and cooperation from the outset
3. Screening Report and Inception Report II August 2012
4. Case studies Sept. – Nov. 2012
5. Synthesis and Final Report Nov. 2012
6. Communication and learning events from Dec. 2012
7. Strategy development 2013
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