Capacity WORKS

The Success Factors of Capacity WORKS

What is the GIZ management model Capacity WORKS ? Supports the management of projects and helps to answer the question how giz works. It describes Cooperation Management on the level of ‘how’. Objectives and results form the core and starting point. The process is broken down into five Success Factors that have to be iteratively considered, designed, monitored and adjusted along the way. Key questions shape the analysis and action in each success factor. It provides a structured framework to develop and steer a development project like ProGED.

Key Themes in the Success Factors Strategy strategic positioning, agreement about and selection of options, operationalization Cooperation with internal the cooperation system (‘skin’), form and content of partners cooperation, roles and responsibilities, networks with external formation of partnerships, managing relationships, negotiating with partners Steering the governance model for the project, decisions, communication and responsibility in management Processes processes in the project (internal: process improvement, interface management), design and composition of processes and process hierarchies, intervention architecture Learning and design of coherent learning on four levels: policy field Innovation level, network and project level, organizational and personal levels

Capacity WORKS A recurring and iterative cycle Steering and learning oriented Open to changes Interdependent view of the success factors Objective: a coherent architecture of project interventions with and in all success factors that ensures optimum driving force towards the project's goal

Monitoring and Replanning Meeting Capacity WORKS Success Factor Strategy Second ProGED Monitoring and Replanning Meeting 27 to 28 August 2014 Bohol Bee Farm Dao, Dauis, Bohol

Inclusive green growth and poverty reduction Strategy Impact Inclusive green growth and poverty reduction ProGED Results Framework MSMEs make their business more environment friendly and climate smart while increasing their competitiveness Project Goal MSMEs as well as gov’t institutions relevant to economic development increasingly implement environment friendly, climate smart and inclusive strategies and measures

Inclusive Growth and poverty reduction (PDP) MSMEs make their business more environment friendly and climate smart while increasing their competitiveness ProGED Results Framework MSME as well as government institutions relevant to economic development increasingly implement environment friendly, climate smart and inclusive strategies and measures , MSMEs and LGUs cooperate to use opportunities for an environment friendly and climate smart development MSMEs which go green are publicly recognized, for example through green tourism standards Information and awareness on GED DTI‘s programs and approaches better support MSMEs in making their businesses more environment friendly and climate smart Green service facilitation and matchmaking Service providers offer services (such as energy efficiency services) which are known to and demanded by MSMEs as they become environment friendly and climate smart More MSMEs acquire information on the requirements and possibilities to access green finance Green framework conditions MSMEs demand enterprise specific environment friendly and climate smart technologies which enhance their competitiveness Companies introduce environment friendly and climate smart ways of doing business within their supply chain Starting with two pilot provinces (Cebu, Bohol) and one pilot value chain (tourism) before upscaling MSMEs and LGUs realize that being environment friendly and climate smart makes economic sense Cross cutting issues: Gender, Conflict Prevention, CSR, Migration, private sector focus

AOP 2014 - Design of Intervention Strategy 2014 Goal: Come up with a sound strategy for ProGED in 2014 Main questions addressed: Are there major changes in the frame conditions that require a change in strategy? Are the three LOI and their corresponding outputs confirmed? What are the relevant change processes that ProGED should undertake in 2014? What changes need to take place in the cooperation system? What learning and innovation will ProGED strive for in 2014?

Design of intervention strategy 2014 Results of the discussion The strategy requires limited fine tuning of approaches and activities in some of the outputs A few topics need to be added due to the changes in frame work conditions New process indicators have been suggested for 2014 A new steering element is suggested at local level (see under Steering) to address GED topics beyond the value chains The replication of the ProGED approach should start during the second half of this year, aiming to reach seven new locations in 2014 (and seven more in 2015) – is this realistic? Walay impossible – sige lang sige