Organization and Management: Reducing the fragmentation of the system
The German system of development co-operation remains essentially the same as it was in 2005, but Germany has nevertheless engaged in a broad process of institutional reform in order to merge three technical cooperation agencies, to strengthen the BMZ and improve interdepartmental coordination.
BMZ deals developing policies and strategies and the implementation is the responsibility of a range of implementing agencies, various other government departments, state government, NGOs, political foundations, churches and institutions research and training.
Institutionally, the German system of development cooperation can take advantage of some strengths: a dedicated ministry (BMZ) receiving a representation in cabinet, implementing agencies experienced flexible modalities of implementation implement (once the contracts signed between the BMZ and the implementing agency), and strong technical skills. They are however numerous weaknesses, particularly its institutional fragmentation, which have attracted attention in the last two peer reviews (2001 and 2005), and are found in 2010.
The German institutional fragmentation has indeed the disadvantage of (i) sow confusion among partners, (ii) require the BMZ to spend considerable time coordinating between the various German speakers (perhaps more than coordination with other donors and partner governments) (Iii) risk preferring solutions dictated by supply and limit the contestability, and (iv) distort the balance of power in favor of implementing agencies at the expense of the BMZ, which may affect the quality of supervision .
The fact that technical cooperation and financial cooperation institutions are different and that the first pass mainly through in-kind support limits the ability of Germany to apply the principles of aid effectiveness .
For example, because of technical cooperation model based assistance in kind normally used by GTZ, Germany is struggling to make harmonization with other development partners and can hardly use country systems in partner countries.
Germany would have interest in the lifting of these constraints, especially those resulting from the fragmentation of the system, the central axis of the institutional reforms it intends in the long term.
The planned merger of three agencies for Technical Cooperation (GTZ, DED and InWEnt) is a welcome first step of and that comprehensive reform must be regarded as a priority.
The reorganization of the German institutional will also aim to (i) significantly enhance the ability of the BMZ to supervise the development and implementation of policies, (ii) better establish the ability BMZ to exercise control over a policy of cooperation for development valid for the whole of the German administration, and (iii) result in a renovation and adaptation of models of technical cooperation and strengthen the links between technical cooperation and financial cooperation.
Accelerate decentralization
The recommendation of the last peer review on operational decentralization remains an issue. In the coalition agreement concluded in October 2009, the authorities have undertaken to improve the field structure of the German Development Cooperation. In this context it is essential that representatives of BMZ at the local level are empowered to make more decisions and have greater powers in developing policies and strategies.
Further decentralization of decision-making, with the resources that this implies, would improve the strategic oversight of the German aid and could partially address the concerns aroused by some partners of Germany delays decision decisions and approval. This is particularly true for countries like
Zambia, where Germany plays a leading role in the high-level dialogue on budget support to the struggle against poverty and the strategies joint assistance.
Redefinition by BMZ and the Federal Ministry of Foreign Affairs of their respective duties will also be essential.
BMZ appointed Heads of cooperation in 38 of its 57 partner countries, and these positions are crucial for the proper coordination and effective supervision of the German Development Cooperation.
Other measures were also taken that improve the coherence of bilateral development cooperation, including: the establishment of local offices of development cooperation (involving all the local offices of the German implementing agencies) in all partner countries, the establishment of joint programs (involving all implementing agencies in Germany) and the designation field thematic coordinators (selected from the staff of implementing agencies) that direct the development of joint proposals to be submitted for approval by the BMZ.
The role of thematic coordinators = however, should be more settled and expanded by (i) an amendment to their job description to they allow sufficient time to perform this function, (ii) strengthening the obligations of holders of accounts in respect of the Chief of cooperation within the German Embassy, and (iii) a formalization Mission to the BMZ and other local and German actors.
Continue to improve the evaluation system
BMZ dealing with the rules and standards for evaluation, insurance and quality assessments strategic and, in turn, the executing agencies and large NGOs are conducting self-evaluations and independent evaluations. Improvements have been made to the evaluation mechanism of German cooperation for development: the various rating systems have been harmonized and strategic framework, standards and approaches have been implemented.
remains that the last review of the evaluation system shows that the service evaluation BMZ does not have sufficient resources. This encounter great difficulties in coordinating evaluation activities of twenty organizations implementing and financing public and non-governmental implementing their own systems.
Together, these agencies produce approximately 100 evaluations per year, representing a heavy burden of quality control for service evaluation of the BMZ and is straining the absorptive capacity of the system cooperation for development as a whole.
evaluation mechanisms and accountability for results must be further improved, especially in terms of quality assurance assessments and operational evaluations for decision making, and it should connect the country programs and resource endowments of the results and performance assessment frameworks partner countries.
authorities intend to create an organization or an independent institute: Evaluation. This is an important step towards improving the perceived independence and legitimacy of the assessments and this could also enhance the consistency within the system provided that the new body become a figurehead, and has the resources to do so and has the mission.
Since independent agencies evaluation are taking place in other countries, Germany could also work to promote international partnership in this area.
Recommendations
order to consolidate its system of development cooperation, Germany should: respect the timetable for the merger of three organizations Cooperation Technical and watch it as the first step of a complete overhaul of its system of cooperation for development to proceed with its plans to reform its entire system of cooperation for development - the primary objective must be significantly enhance the ability of the BMZ to provide oversight of the development and implementation of policies and to exercise effective control over a policy of cooperation for development valid for the whole of the German administration ; pursue operational decentralization, as was recommended in the previous peer review, which requires a redefinition of relations BMZ and the Federal Ministry of Foreign Affairs on the ground and by strengthening and expanding the role of thematic coordinators in partner countries, and ensure
that (i) adequate resources are allocated for the continued improvement of its system of assessment and accountability for results, starting with the planned establishment of an independent body or institute and
(ii) country programs and endowments BMZ results are better connected to and aligned with actual performance assessment frameworks in partner countries.
