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Scaling up – Approach of GIZ for a Corporate Strategy Evaluation

Claudia Kornahrens Head Central Evaluation Section

IFAD, Rome 14 – 15 June, 2012

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Content

1. GIZ’s scope of work2. Scaling up at GIZ3. The concept of Corporate Strategy Evaluations4. Why evaluate Scaling up ?5. The approach: Evaluation Design and Analytical Framework6. Next steps

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Broad-based expertise for sustainable development

• As a federal enterprise, we support the German Government in achieving its objectives in the field of international cooperation for sustainable development.

• We offer demand-driven, tailor-made and effective services for sustainable development.

• The services delivered by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH draw on a wealth of regional and technical expertise and tried and tested management know-how.

GIZ‘s scope of work

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• GIZ operates in more than 130 countries worldwide.

• In Germany we maintain a presence in nearly all the federal states.

• GIZ employs more than17,000 staff members across the globe – some 70% of whom are employed locally as national personnel

In addition there are around:

- 1,110 development workers

- 700 integrated and 455 returning experts

- 820 weltwärts volunteers

• In 2010, GIZ had a business volume of EUR 1.85 billion

GIZ worldwide

GIZ‘s scope of work

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• Human resources

• Long-term experts

• Short-term experts

• Experts seconded under the provisions of the

Development Workers Act

• Integrated experts

• Returning experts

• Human capacity development

• Financing arrangements (grants, subsidies, etc.)

• Materials and equipment

What we offer

GIZ‘s scope of work

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• German Federal Ministry for Economic Cooperation and Development (main commissioning party)

• Other government departments:Federal Foreign Office, Federal Ministry for the Environment, Nature Conservation and Nuclear Safety, Federal Ministry of Defence, Federal Ministry of Economics and Technology, Federal Ministry of Education and Research

• Federal States and municipalities

• Public and private clients:Governments, European Commission, United Nations, World Bank, private sector, private foundations

Who we work for

GIZ‘s scope of work

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8 Key factors1

• The vision of scaling up as an integral part of programme planning

• Ownership and involving key stakeholders

• Multilevel approach

• Substantiating the results achieved by pilot projects

• Standards and manuals

• Effective scaling up structures and incentive mechanisms

• Communication and networking

• Generous timescale and budget

1 based on an analysis of more than 25 GTZ projects at 2010

Scaling up at GIZ

Scaling up at GIZ

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Aims

• Provide impetus for evidence-based learning and decision making regarding the different business sectors and instruments of GIZ

• Increase effectiveness, efficiency and quality of our service delivery

• (Further) develop corporate policies and strategies incl. competing for new business

Principles

• International evaluation principles and quality standards

Process 3-years programme commissioned by the Management Board who is

also the recipient / beneficiary of the evaluation

Continuous dialogue with internal stakeholders and with external experts (J. Linn)

The concept of Corporate Strategy Evaluations

Corporate Strategy Evaluations

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Dual purpose The quality and effectiveness of our measures in individual projects

are widely acknowledged, but measurable scaling-up effects are sometime limited.

How can we better roll out the results of successful programme approaches to cover a wider area? What steps must be taken to make national laws and strategies effective nationwide?

Successful concepts combined with convincing scaling up strategies are also attractive for other clients apart from the German Federal Ministry of Economic Co-operation and Development (BMZ).

How can we learn more from our own successful programmes and strategically market our scaling up capacities and expertise?

Why evaluate Scaling up?

Why evaluate scaling up?

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Reflection of current international debate

Challenge: 2 terms in German “Scaling up” and “Breitenwirksamkeit” (broadened impact / breadth of impact), sometimes used synonymously

Breadth of impact is the (intended) result - a needs oriented improvement for a target group of a significant size, beyond the end of a project.

Scaling up is the mechanism to achieve a broader impact – a deliberate and targeted impulse during or following a project in order to increase the breadth of impact. It aims at transferring concepts, approaches and methods

• towards a new level (vertical)• towards different elements at the same level (horizontal)• towards a new context (functional).

Definition

Approach

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Type 1: Scaling-up in pilote projects

Scaling up in this context means part of a sequence of piloting, evaluating, adapting and transferring (eg. through replication or knowledge transfer).

Vertical scaling up: lessons from a project reach a higher level and are incorporated in legislation, guidelines etc.

Horizontal scaling up: transfer on the same level reaching out for a larger geographical scope (regions) or a higher number of people. Impulse for replication also through partner organisations.

Functional scaling up: thematic widening of a project approach in order to increase quality or impact

Approach

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Type 2: Scaling-up in Multilevel approachesIn this type of project there is deliberate impulse on different levels and across the levels synergies are being created in order to achieve broader impact. Scaling up is part of the programme approach.

Vertical scaling up: transfer of experience from pilots on the local or regional level to the national level. There, it is part of the advisory services for governments.

Horizontal scaling up: potential for replicating experience on the regional level or for winning combined financing arrangements in order to scale up the project

Functional scaling up: potential on all levels through transferring expertise and experience into other sectors

Approach

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Evaluation Design

Approach

• Representative sample of 300 projects / programmes • Desk study of respective project documents plus 140 evaluation

reports

Portfolio Screening

• Analytical framework based on 5 aspects and respective indicators• Online survey adressing more than 200 responsible GIZ officers• Telephone interviews with selected respondents

Portfolio Analysis

• 5 case studies, selection and design to be decided upon portfolio analysis

Case Studies

• Quantitative and qualitative description of current scaling up practice

• Success factors• Assessment of selected scaling up processes• Conclusions e.g. regarding strategy development

Synthesis and Report

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Analytical Framework

Approach

• General characteristics, project concept and structure, frame conditions / external factors

Project Description

• Use of piloting, multiplying and multilevel approaches• Use of specific GIZ instruments

Methods, Instruments, Approaches

• Identification and analysis of vertical, horizontal and functional scaling up potentials and processes

Dimensions of Scaling up

• Intended broad impact and level of achievement• Needs orientation and sustainability as quality criteria

Breadth of impact

• Transfer of approaches and knowledge transfer within GIZ• Marketing potential

Internal Scaling up in GIZ

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1. Finalizing desk study on project documents

2. Online survey of officers responsible for contracts and cooperation from the outset

3. Screening Report and Inception Report II

4. Case studies

5. Synthesis and Final Report

6. Communication and learning events

7. Strategy development

Next steps

Next steps

June 2012

July 2012

August 2012

Sept. – Nov. 2012

Nov. 2012

from Dec. 2012

2013