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

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§ 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. § 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

• rganisations regarding their

decision-making premises.

Capacity WORKS - a structured negotiation process

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§ 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.

What is the management model Capacity WORKS ?

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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.

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Strategy Which options do we have to achieve

• ur objectives and

results? How can we shape the negotiation and agreement process concerning the strategic direction with all relevant partners? Cooperation How can we link together people and organisations in

• rder to make the relevant

change possible? How can we make it clear to all participants that they are mutually dependent on each other if they wish to achieve these results? Steering Structure How can we provide a structure that enables decisions to take place about resources, strategy, planning, coordination, conflict resolution, monitoring and impact monitoring? Processes What are the key processes in the sector in which we want our results to be? What are our internal management processes in the project? Learning and Innovation Who must learn what on which level in order to achieve the desired results? How can we be sure that the future capacities for sustainable development continue to be available in the sector/country/regions in which we work after we have left?

The five success factors of Capacity WORKS

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Strategy Cooperation Steering structure Learning and innovation Processes (1) An introduction þ The map of the two logics þ An overview of the Success Factors with key questions þ Capacity WORKS Trilogy þ Using Capacity WORKS þ Good practices

The Model comprises …

An Overview of Capacity WORKS

(2) Explanations þ Objectives and results þ Results model and RBM in cooperation system management þ Background information about the five Success Factors (3) a Toolbox þ Introduction þ Overview of the 42 tools þ Full description of tools per Success Factor

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The Benefit of Capacity WORKS

2. To improve the quality of projects and programmes

• 3. To promote the (internal and

external) communication

• 4. To invest in the

professionalisation

• f employees
• 1. To enable managers of projects and

programmes to reach sound management decisions

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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

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Back-up

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The Character of Capacity WORKS

§ Capacity WORKS picks up on existing management issues. It improves the quality of the project’s work, and ensures that more can be achieved with the same effort. § Capacity WORKS does not relieve the manager of the burden of thinking, designing

• r implementing. It offers no instant

solutions or off the peg products. § 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. § Capacity WORKS makes good practice easier to identify, describe and

• communicate. Learning on this basis

becomes easier and more accessible – even between regions and sectors. § The model offers a structured approach to management that is also flexible, enabling the individual needs in different sectors and regions to be taken account of.

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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.

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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

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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 stakeholders for achieving the defined project

• bjectives 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?

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z

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Linking the Different Levels into a Coherent Strategy

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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,

• rganisation, individual).

Developing CD Strategies

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Three Levels of Capacity Development Strategies

Focus

• n

Individual Level Organisational Level Society Level

Inter- ventions Human Capacity Development Organisational Development Development

• f Cooperation

Systems Development

• f Enabling

Frameworks Stake- holders Individuals and communities

• f learning

Organisations and units of

• rganisations of the

state, civil society and the private sector Institutions and

• rganisations

structured along geographical or thematic lines, networks Institutions and

• rganisations

(state, civil society, private sector) involved in developing and negotiating the rules of the frameworks

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Individual Level: Human Capacity Development Purpose: § To promote personal, social, technical, managerial, methodological and leadership competences in order to develop comprehensive capacities of individuals and networking through joint learning processes Methods: § Continuing professional development (CPD), training, coaching and knowledge-sharing: improving personal performance and the professional competence of experts, building the creative potential of managers, leaders

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Organisation Level: Organisational Development Purpose: § To promote

• rganisational

learning and raise the performance and flexibility of organisations. Foucs on implementation and organisational fit. Change management: strategy development, strengthening

• f

self-monitoring and learning by

• rganisations, continuous development of organisations,

strengthening of the management system including internal rules and structures, marketing, customer

• rientation,

process optimisation (e.g. of the output processes), HRD systems, project management, finances and

• ther

resources, knowledge management.

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Society Level: Development of Cooperation Systems

Purpose: § To establish and develop cooperation between organisations to improve coordination and performance; establish and develop networks for knowledge sharing and co-creation. Methods: § Establishment, development and steering of cooperation systems and networks (e. g. municipal, public-private, sectoral, product-based) to utilise or capitalise on particular advantages of specific locations and effects of scale, improvement of cooperation relationships to raise performance in the sector.

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Society Level: Development of Enabling Frameworks

Purpose: § To develop the enabling legal, political and socio-economic framework so that individuals, organisations and societies can develop and raise their performance capability Methods: § Policy advice: opportunities for participation by institutions and

• rganisations, round tables and other forms of participation in

the negotiation of rules, interests, basic rights, policies and their implementation, rule of law, transparency, mediation and process management of negotiations

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Joint Aim: Desiging an Integrated Learning Architecture

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