03-wir-03-2012-english

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inside GIZ: How we achieve results GIZ’s integrated results model is suitable for all business areas and all stages of planning and implementation, from the preparatory stage right through to project evaluation If you ask Andrea Winter from the Monitoring and Evaluation Unit why the company hasn’t just carried on using its old results model, she grins and answers by asking a question of her own: ‘Which model would that be, then? DED’s? InWEnt’s? Or GTZ’s?’ She has a point: each of GIZ’s three predecessor organisations had its own model. And German public sector client business and the work of GIZ International Services were different again. ‘That alone was a good reason for us to work together on an integrated model,’ says Winter, who used to work for DED. Michael Gajo, who heads the Decentralised Monitoring and Evaluation Systems Section, says that the GIZ integrated results model is not completely new, though: ‘It builds on earlier models but improves on key aspects.’ Gajo is a member of a Monitoring and Evaluation Unit team that includes colleagues from all three predecessor organisations and has led the development of the new results model. ‘It was very helpful that we’d all previously been dealing with the issues in our separate units. We knew each other and trusted each other from the beginning, so we were able to bring our knowledge of different areas to our work on the model. And that made it much easier to devise an improved results model for units right across the company,’ says Gajo. For complex projects or programmes, the results model represents the coordinated use of GIZ instruments and their interaction much more clearly (see below, ‘The integrated results model: a sample project’). And that, according to Tanja Baljkovic, a former project leader with InWEnt, ‘means that it better reflects the reality of projects. That’s crucial for integrated programming involving GIZ’s new range of instruments.’ People aren’t used to the greater flexibility the integrated results model offers at project level, but that often produces interesting discussions, as Heidi Gutsche and her staff and partners found when they trialled it. Gutsche heads the peacebuilding project in Nepal, which GIZ is implementing on behalf of BMZ. She says, ‘When we revised our results structure, we had long and detailed discussions about the assumptions underpinning what we were doing.’ The process of change into which the project strategy fits was a priority, she says, and ‘the integrated results model also highlights dependencies and risks, which makes it possible to have an informed discussion about setting ambitious but realistic goals.’ Consultations with the Nepali Government were scheduled for early June. Norway is also involved in funding the project and is considering extending its current cofinancing arrangements. Heidi Gutsche finds the new results model useful in illustrating the future of the project to the various parties involved. Over the coming months, the Monitoring and Evaluation Unit will be developing a range of guidelines and tools and integrating the model into further planning and commission management processes. ‘We’re introducing the results model to sector networks and GIZ offices, too, and we’re working on training and e-learning provision,’ notes Gajo. The team is currently building up a pool of experienced consultants who can help implement the model in project work. From October, the integrated results model will be used for commission management in all business with BMZ. Strategische Orientierung > Qualität, Wirkung und Evaluierung > Wirkungsmodell Curricula in place SECTORAL ADVICE + EDUCATION WORK AMA / HCD Ministry drafts vocational training legislation POLICY ADVICE AV ▼ ▼ ▼ Training centre uses curricula Ministry sets up training centre for vocational school teachers STAFF PLACED IF-CIM SECTORAL ADVICE NAT. FK ▼ 20 GIZ staff magazine | wir: 03_2012
Boost to economic growth ▼ ▼ More businesses become employers of vocational trainees ▼ Company productivity increases Household income increases ▼ Youth unemployment decreases ▼ ▼ ▼ Other vocational schools adopt vocational training model Vocational training legislation adopted and implemented ▼ ▼ Companies’ demand for labour increases ▼ OBJECTIVE ▼ ▼ Jobs are available ▼ Companies train trainees ▼ Young trained workers find suitable jobs ▼ ▼ Vocational school teachers receive high-quality training ▼ ▼ Trained workers available to labour market ▼ AMA HCD AV Nat. FK IF-CIM EH = seconded expert = human capacity development = officer responsible for the commission = national expert = CIM integrated expert = development advisor SECTORAL ADVICE + EDUCATION WORK ▼ ▼ ▼ Vocational schools offer vocational training courses Vocational schools use curricula SECTORAL ADVICE NAT. FK STAFF SECONDED EH ▼ AMA / HCD ▼ ▼ ▼ ▼ Vocational schools have the necessary technical equipment Curricula liegen vor SECTORAL ADVICE AMA + HCD FUNDING SUPPLY OF MATERIALS Vocational schools have qualified managers EDUCATION WORK + STAFF SECONDED HCD / EH The integrated results model: a sample project Lower youth unemployment, more productive companies and a boost to national economic growth are all classic ‘overarching development objectives’ for a vocational training project, but to what extent, and how, do individual project activities and instruments help achieve these results? The advantage of the integrated results model is that the use of instruments can be planned and managed more strategically. The model also provides a realistic representation of how individual activities interact and can affect each other’s results. For example, vocational schools cannot offer skills training until curricula have been developed, but the national Ministry of Education can be given advice on drawing up vocational training legislation while, at the same time, a training centre is developed with the support of an integrated expert. However, the project has only limited influence on whether companies in the country really to do go on to train young people. The area shaded green in the diagram shows precisely what results the project can achieve with the services it has available and makes these clear to all involved – including the commissioning party. wir: 03_2012 | GIZ staff magazine 21
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