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Capacity WORKS Success Factor Steering Second ProGED Monitoring and Replanning Meeting

Capacity WORKS Success Factor Steering Second ProGED Monitoring and Replanning Meeting 27 to 28 August 2014 Bohol Bee Farm Dao, Dauis , Bohol. Steering. Motto Negotiate for an optimal steering structure. Steering Structure … is a result of negotiation

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Capacity WORKS Success Factor Steering Second ProGED Monitoring and Replanning Meeting

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  1. Capacity WORKS Success Factor Steering Second ProGEDMonitoring and Replanning Meeting 27 to 28 August 2014 Bohol Bee Farm Dao, Dauis, Bohol

  2. Steering Motto Negotiate for an optimal steering structure Steering Structure … is a result of negotiation … as aself steering system … is in itself an intervention … considers front stage / backstage

  3. Steering Decision making Functions Conflict management Management of resources Results monitoring Planning Learning Coordination

  4. Principles to consider when establishing a steering structure • Ownership of key stakeholders at all working levels • Transparency on decisions made and the criteria used • Efficiency and subsidiarity in decision taking • Variety of perspectives benefitting from credible and robust qualitative and quantitative data • Conflict sensitivityto deliberately undergird decision taking • and implementation processes. • Flexibility to adjust implementation plan based on latest development • Innovation based on lessons learned from the project management cycle

  5. Main Elements of a Steering Structure STRUCTURE PROCESS LEVELS Political Steering Strategic Steering Operational Steering

  6. Guide questions to establish the ProGED Steering Structure

  7. Review of the ProGED Steering Structure Goal • Address challenges in the steering structure of ProGED Main questions addressed • Is the existing steering mechanism the most adequate at national, regional and local level? • Has it been operational in 2013? • Are the major change processes adequately steered?

  8. Results of the discussion • It was agreed to undertake the operational steering of the operational overall plan within the DTI-GIZ ProGED team only, without the further involvement of local stakeholders, as they are not accountable for the ProGEDresults. • Nevertheless, a multitude of local stakeholders is involved in the greening VC projects, in which they definitely need to be involved in steering and made accountable for results. • Another process element for steering ProGED at the local level shall be established. This informal (at least at the beginning) meeting of the “coalition of the willing who want go green” shall provide a platform for ProGED to discuss greening issues beyond the work in the VCs, a platform of public, private and civil society players to exchange ideas, make plans and launch joint initiatives.

  9. ProGED Steering Structure(As of 01 February 2014) STRUCTURE / COMPOSITION PROCESS LEVELS Political Steering Bi annual Meeting (after AOP and MRM) National Steering Committee (DTI ROG Usec, GIZ ProGED PM, ++) Secretariat (DTI National ProGED Coordinator, GIZ ProGED M&E Advisor) Annual Monitoring and ReplanningMeeting Intermediary Steering Group (DTI RD, PDs and ProGED Focal Persons and GIZ Technical Advisers) Strategic Steering Annual Operational Planning Meeting Biannual Meeting with Key local GED Stake-holders Operational Steering Regional/Provincial Implementation Groups (DTI RD, PDs and ProGED FPs and GIZ Regional Technical Advisers) Monthly internal Meeting

  10. Link between Steering and M&E

  11. Thank you.

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