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Transformation, Politics and Implementation / Titelei/Inhaltsverzeichnis
Transformation, Politics and Implementation / Titelei/Inhaltsverzeichnis
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1–20
Titelei/Inhaltsverzeichnis
1–20
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21–48
Introduction
21–48
Smart Implementation in Development Cooperation: An Introduction to Issues and Concepts
Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
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Modes of implementation in development cooperation
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Balancing directive and adaptive approaches in implementation
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Defining smart implementation for GIZ programs
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1 Conceptual considerations for smart implementation: facilitating the complexity of social change
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Moving from a linear to a complex understanding of development
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Transformation as the conceptual frame for GIZ governance programs
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The role of governance in transformation
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Transformation is political by nature
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Implications of adopting the concept of transformation for smart implementation
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2 Institutional considerations for smart implementation
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GIZ – an implementing agency for sustainable development
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GIZ’s management model Capacity WORKS
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3 Questions concerning implementation in the nine case studies
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49–98
Tackling Implementation Challenges in Development Organizations
49–98
49–74
Polka or Parker? What Management Could Learn About Smart Implementation from Music
Neil Hatton
Neil Hatton
49–74
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Lost in triviality
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Cooperation systems and development partnerships are not organizations
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Polka or Parker?
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Smart implementation is art and craft – and not the science (of delivery)
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Capacity WORKS as an attempt to codify jazz improvisation
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Capacity WORKS
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Introducing Capacity WORKS into GIZ
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The model
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Strategy
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Cooperation
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Steering structure
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Processes
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Learning and innovation
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Conclusion
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75–98
Doing Development Differently: Understanding the Landscape and Implications of New Approaches to Governance and Public-sector Reforms
Verena Fritz
Verena Fritz
75–98
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What does the landscape of new ideas look like?
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What has the World Bank done differently in its engagement?
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Applications in country
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The World Development Report 2017 and its potential influence
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What are the emerging lessons from implementation and the outlook for cooperation?
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99–324
Case Studies
99–324
99–122
Reforming Liberia’s Mining License Administration System: Circumventing Implementation Challenges by Adapting Lessons from Sierra Leone
Astrid Karamira, Mark Mattner
Astrid Karamira, Mark Mattner
99–122
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Executive Summary
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Introduction
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Development challenge
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Implementation challenges
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Structure of the paper
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Context
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Tracing the implementation process
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Orientation stage
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Adoption stage
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Mainstreaming stage
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Lessons learned
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123–150
Reforming the Legacy of an Authoritarian State: The Case of Tunisia
Markus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
Markus Steinich, Thomas Fiegle, Anne Hitzegrad, and Agnes Wiedemann
123–150
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Context of the case study
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The GIZ good governance project cluster to support public-sector reform
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Tracing the implementation process
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1. Governance training for change
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2. Making a sector ministry fit for decentralization
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a) Tool adaptation
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b) Institutional reorientation
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c) Policy-making for decentralization
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3. Transforming Tunisia’s Centre for Training and Support for Decentralization
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4. Municipalities acting for tomorrow: Bringing youth to the table
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How did we steer the implementation process?
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Lessons from the case study
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151–174
Smart Implementation of Public Service Administration Reform in South Africa: Experiences from the Governance Support Programme
Godje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
Godje Bialluch, Lisa Hiemer, Ruan Kitshoff, and Tobias Tschappe
151–174
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Executive Summary
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Introduction to the case study
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Examples
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(1) Support of a common approach for a government-wide M&E system
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(2) Support to improve communication between the state, the media, and citizens in the Eastern Cape province
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How does the selected mode of operation make for smart implementation? Lessons learned from the case studies
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175–194
FOCEVAL – Promoting Evaluation Capacities in Costa Rica: Smart(er) Implementation with Capacity WORKS?
Sabrina Storm
Sabrina Storm
175–194
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Executive Summary
Details
Introduction
Details
Contextual conditions
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Development challenge
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Implementation challenges and hypotheses
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Tracing the implementation process
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Strategy development
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Building alliances
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Learning by doing, learning from failure, and learning from data
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Conclusions
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195–220
Safe Enterprises: Implementation Experiences of Involving the Private Sector in Preventing and Fighting Violence Against Women in Peru
Christine Brendel, Franziska Gutzeit, and Jazmín Ponce
Christine Brendel, Franziska Gutzeit, and Jazmín Ponce
195–220
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Executive Summary
Details
Introduction
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Development challenge(s)
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Implementation challenge(s)
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Implementation questions
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Contextual conditions of the case study
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Tracing the implementation process
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Multi-stakeholder business breakfasts held to start a conversation on VAW with companies
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A government seal to reward companies’ efforts
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Using research to prove to companies that VAW is a critical matter
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Advising companies on implementing campaigns and educating staff
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A handbook to support training in companies
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Different reactions in different countries
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Main results
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Lessons from the case study
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Principles of managing and steering implementation
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221–246
Rule of Law in Public Administration: Building Up an Administrative Legal System in the South Caucasus
Franziska Böhm, Christopher Weigand
Franziska Böhm, Christopher Weigand
221–246
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Executive Summary
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Introduction
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Contextual analysis
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Development challenge
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Approach of the project
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Implementation challenge
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Tracing the implementation process
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Critical junction I: Short timeframe in Georgia
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Critical junction II: Resistance from the administration
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Critical junction III: Radical political change
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Baseline: Continuous investment in people to establish long-term working relationships between the program and the national agents of change
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Lessons from the case study
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Principles of managing and steering implementation
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247–262
Strengthening the Eastern Partnership in Azerbaijan: Challenges in Implementing a Civil Service Training Capacity Program with a Focus on EU Affairs
Melanie Wiskow
Melanie Wiskow
247–262
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Executive Summary
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Background and context of project
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Project objectives
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Links and synergies with other projects or programs
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Framework for project implementation
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Challenges in project implementation
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Development of TNA methodology
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Development of training modules
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Response of the project team to implementation challenges
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Fact-finding phase
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Preparation for implementation
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Decision-making phase
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Identification of pilot institutions
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Pilot application
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Relevance of results from pilot
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263–302
Implementing Change Processes for Inclusive Social and Economic Development in Situations of Conflict and Fragility: Lessons from the Philippines
Yvonne Müller, Stephanie Schell-Faucon
Yvonne Müller, Stephanie Schell-Faucon
263–302
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Executive Summary
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Introduction
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Context
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The government has no “face” and no safe entry in the project area
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Interrupted relations between the two key partners
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Political pressure on the City mayor
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Unclear legitimacy of claims by local settlers and Indigenous people
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Tracing the implementation process
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Phase 1: Vision and design for the inclusive co-management project
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Phase 2: Re-entry of the government into the co-management area
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Phase 3: Realization of the inclusive co-management project with the communities
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Lessons from the case study: Achievements and principles that guided the project implementation
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Principles guiding the implementation process and its design
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Principles guiding the responsibilities and roles of the main actors
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Ensuring the leadership of the main change agents
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Trust-building with the support of intermediaries
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GIZ as external broker and advisor
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Principles guiding the support provided by GIZ
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Comprehensive support for key actors to increase their capacities and maintain their commitment to the project despite setbacks and delays
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Providing time and space for trust-building and ensuring monitoring through reflection and feedback loops
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Keep your vision in mind but maintain flexibility and openness to readjust strategies and support measures
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303–324
Challenges and Opportunities for Implementing Financing Mechanisms for Climate Change Mitigation Guided by Principles of Good Financial Governance: The Case of Indonesia
Tim Auracher, Heiner von Lüpke
Tim Auracher, Heiner von Lüpke
303–324
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Executive Summary
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Introduction
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Setting the scene: Description of the context
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Relevance of climate change mitigation in Indonesia and its impact on the world
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Political commitments from President Yudhoyono and governmental response
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Estimated financial needs to achieve the GHG emission reduction targets
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Indonesia’s complex state administration
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The institutional setup of bilateral German development cooperation with Indonesia
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Sudden acceleration: Kickoff of a transformation process
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Changing role for the Ministry of Finance
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From reactive to proactive: GIZ’s response to the changing institutional environment
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The elephant in the room: Fuel price subsidies
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From three to seven: Increasing coordination challenges
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Conclusion: Smart, but not smart enough?
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325–360
Synthesis
325–360
Smart Implementation in Transformation: Findings and Outlook
Pauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
Pauline Heusterberg, Renate Kirsch, Elke Siehl, and Albrecht Stockmayer
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Implementation in giz governance programs: experiences and findings from nine case studies
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Tackling implementation challenges
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Most implementation challenges are political by nature
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Solutions need to be crafted to fit the local context
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Instruments and principles that facilitate implementation
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Multi-stakeholder approaches are a craftsman’s hammer for smart implementation
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Working incrementally allows for gradual adaptations during implementation
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A multi-level program design assists in addressing implementation hurdles and risks
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Short, quick, ad-hoc information collection and analysis is needed to still the constant demand for information
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The aim of learning is to create a ground for joint action
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A mutual focus on results and process provides sound orientation for implementers
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Supportive and impeding conditions for implementation
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Long-term engagement shapes implementation
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Ownership defines, and at times constrains, what is implemented and how implementation occurs
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Program implementation is a local affair, which requires discretion for local decision-making
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Implementation is a craft with some transferrable skills
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The composition and roles of advisory teams change throughout implementation
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Linking smart implementation to doing development differently
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361–372
About the authors
361–372
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Transformation, Politics and Implementation , page 1 - 20
Titelei/Inhaltsverzeichnis
Autoren
Renate Kirsch (Ed.)
Elke Siehl (Ed.)
Albrecht Stockmayer (Ed.)
DOI
doi.org/10.5771/9783845280516-1
ISBN print: 978-3-8487-3738-3
ISBN online: 978-3-8452-8051-6
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