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
… as a self steering system
… is in itself an intervention
… considers front stage / backstage
Steering
Management of
resources
Results
monitoring
Conflict
management
Decision
making
Functions
Planning
Learning
Coordination
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 sensitivity to 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
Main Elements
of a Steering Structure
LEVELS
Political Steering
Strategic Steering
Operational Steering
STRUCTURE
PROCESS
Guide questions to establish
the ProGED Steering Structure
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?
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 ProGED results.
 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.
ProGED Steering Structure
(As of 01 February 2014)
LEVELS
Political Steering
STRUCTURE /
COMPOSITION
National Steering Committee
(DTI ROG Usec, GIZ ProGED PM, ++)
PROCESS
Bi annual Meeting
(after AOP and MRM)
Secretariat
(DTI National ProGED
Coordinator, GIZ
ProGED M&E Advisor)
Strategic Steering
Operational
Steering
Intermediary Steering Group
(DTI RD, PDs and ProGED Focal Persons and
GIZ Technical Advisers)
Regional/Provincial
Implementation Groups
(DTI RD, PDs and ProGED FPs and
GIZ Regional Technical Advisers)
Annual
Operational
Planning
Meeting
Monthly
internal
Meeting
Annual
Monitoring
and
Replanning
Meeting
Biannual
Meeting
with Key
local GED
Stakeholders
Link between Steering and
M&E
Variety of Perspectives
(credible facts and
figures)
Relevance /
Role of M&E
For an
efficient,
transparent
and
informed
collective
decision
making
Focus of an effective
Steering Structure
Thank you.