Seite 1 Reinforce cooperation and networking within the SN for a better HR development between programmes and head office Presentation of selected activities of the HRD Task Team (SN H&SP, Asia/Central Europe) 5 th SN Assembly Health & Social Protection for Africa/MENA/LA in Mombasa, Kenya in February 2010

Seite 2 Seite 2 Task Team HRD (since November 2009) Objectives: Systematic development of professionals within SN Network for future strategic priority areas Responsibilities: prepare decision making papers for the Extended Steering Group for the strategic area of Human Resource Development of Sector Network Members Milestones: Consensus for priority competencies generated (consent of extended Steering Group Members and Programme Managers (AVs). Approval to maintain aligned Data base of SN Members (NP)competencies & skills available (Ex SG, AVs, country directors, B 6, Regional Departments, PRM coordinators) (April 2010) SN members are informed about the entire range of GTZ HRD measures and learning practice of SN members are supported

Seite 3 Seite 3 What did we do so far?  Activities:  Which are the priority competencies for the next 5 yrs? » Quick vote in last working group meeting among WG 1 members  What competencies are available within the SN Asia/Central Europe? » Analysis of competence matrix (CM) of 56 AMAs/ test CM for NP  Which HRD measures are required to develop competencies? » Questionnaire among WG 1 members to be expanded to all members, meetings with PRM/B6 representatives (regular info exchange)  Other important issues  Role of National Advisors (see new GTZ Project “National Personnel” from March to August 2010, Team leader Mr. Lossner)  What criteria to choose to identify high potentials among national advisors (see examples from various countries)?  Which HRD measures are initiated by Personnel and Regional Departments (see B3 contract management for Af/Pak) and which are to be initiated by SN members (AVs) for AMAs and national advisers?

Seite 4 Seite 4 Professional expertise (Priorities identified at Working Group meeting Noc 2009) Health Health System Development Disease control (incl HIV/AIDS) Health Economics & Financing Governance State and administration Legal and judicial systems Public Finance Decentralization, regional & municipal governance Regional & urban development & planning Gender Organizational and management consultancy Strategy development in organizations and networks Designing cooperation within networks Process management in organizations and networks Social Security (Protection) Social Health Insurance Disadvantaged individuals and groups Micro-insurance systems Poverty and Social Impact Analysis Vocational Training/Education system knowledge Old age protection Accountability mechanisms

Seite 5 Seite 5 Entrepreneurial & Management Competence ( Priorities identified at Working Group Meeting in Nov 2009) Management Competence Management of Networks Quality Management Information & Knowledge Management Change Management Methodological and advisory skills Facilitation/ moderation Monitoring, evaluation and results monitoring Mediation and conflict advisory services Advice on change processes Presentation techniques Supporting political processes Initiation and promotion of political dialogue Brokering and steering of institutional and political cooperation Political communication How to include civil society organizations in political processes?

Seite 6 Seite 6 Priority Competency: Health (source: competence matrix of 56 seconded experts of SNH&SP Asia/Central Europe)

Seite 7 Seite Priority Competency: Social Protection (source: competence matrix of 56 seconded experts of SNH&SP Asia/Central Europe)

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Seite 9 Seite 9 Alignment of SN member perception with Kompetenzbedarfsprognose 2013 ( )  Sector Health & Social Protection: Health stagnating, SP strong growth in Band 3-4 and 5-6  Perception SN members and GTZ HQ are predominantly congruent for future competency development Critical areas:  Public Finances  Public Administration  Financial systems  Implementation of Good Governance through reforming public institutions  ‘Wirtschaftlichkeit’ (cost effectiveness/efficiency?)  Linkages with cross-cutting themes (gender) and cross-sectoral themes (e.g. governance, private sector development) …. are we looking for the “egg-laying wool-milk-sow” (eier-legende Wollmilchsau)? Or is the solution diversity of advisor teams ….?

Seite 10 Seite 10 GTZ supported HRD Measures Results of Feedback Questionnaire WG 1, November 2009 (n=25)