Case study giz transwater SADC

Case study ‘Transboundary Water Management in SADC’

Regional ProgramDonor

CoordinationGerman Focal Area

Coordination

www.giztranswatersadc.org

Horst M. Vogel

LOGO

Confluence management of a complex regional program

The essentials of broad impact and scaling-up of

SADC Water

Confluence management of a complex regional program

The essentials of broad impact and scaling-up of

SADC Water

Everything flows!

Horst M. Vogelwww.giztranswatersadc.org

The complexity of a regional program such as ‘SADC Water’ is characterized by such a large number and big diversity of variables that its overall behaviour cannot be fully appreciated even if the information about all variables and their interactions was known.

In general, one needs to distinguish between structural and dynamic complexity.

Structural complexity (e.g. organisations) results from the relationship between individual variables.

Dynamic complexity (e.g. processes) is the result of changes of variables and their relationships over time.


If a system grows by the factor 10, then it becomes 1023 times

more complex!

n is the number of elements growing, e.g. staff members

Atlas of economic complexity(Ricardo Hausmann et al.)

Deutsche ExportströmeComplexity is the opposite of understanding at first sight


The tangible practical challenge of a complex program (relational structure, set of interactions, system) to a large extent is that its successful operational and strategic planning must not be one-dimensional, mono-causal and linear (A to B) but n-dimensional, poly-causal and circular that is lateral and dynamic.

William Ashby formulated a cybernetic law that has quasi natural authority over strategy formulation. According to the Law of Ashby, complexity can only be coped with complexity.

Complexity requires integrative networking, which deals with the program as a whole. As a rule of thumb, any solution strategy meant to cope with complexity must be as complex as its environ.

The paradox of complexity is that it requires both reduction (modulation, modelling) and escalation (multi-dimensional diversity, experimenting) that is confluence.


The cognitive abilities of the human brain cannot fully

comprehend the complexity of our world, i.e. there

exists a cognitive threshold.

Creation of islands of lower complexity

through the formation of effective structures!

How can we close the gap between complexity and

human perception?

Modular system thinking

Practise Concept

ResultsManagement

Leadership

Structure formation

Building stones of ‘SADC Water’Horst M. Vogelwww.giztranswatersadc.org

Leadership means responsibility and ethics is its key!

CognitionCognitive flexibility,

social reasoning

CoordinationTarget setting for self-organised processes

CooperationInspiration, confluence of

stakeholder interests

CompetenceProfessional instruction and methodological as

well as solution expertise

Leadership

Communikation

Transparency, USP, trustworthyness

ConsensusArrival at acceptable

solutions


Success isn‘t a zero-sum game!

Leadership that copes with complexity is based on a mix of

‘Enabler’ and ‘Navigator’

as well as

‘Laissez-faire en route’

Door opener



Capacity WORKS is GIZ’s management model for structured sustainable development.

Capacity WORKS

How often and according to what kind of structure and rules is up to program management.

The key points of departure for Capacity WORKS are the objectives and results jointly agreed with partners.

The actual implementation process is lined up against Five Success Factors that have to be monitored, evaluated and adjusted on an iterative basis.

ManagementCore

(Teamleader)organises complexity,

provides strategic objectives & tactical-operational impulses

Network (Team)poly-centric organisation and

practical implementationHorst M. Vogelwww.giztranswatersadc.org

Electronic toolbox:Gantt chart

traffic-light systemonline M&E system


“If the only tool you have is a hammer, you tend to see every problem as a nail.”(A. Maslow, M. Twain, P. Watzlawick)


INTERVENTION LEVELS

STRATEGIC FOCUS AREAS

CAPACITY DEVELOPMENT Organisational consulting

Staff training

Institutional promotion

Water governance

Water management

Infrastructure development

Shared Watercourses

Municipalities

SADC Region

Capacity Cubeaimed at the optimisation of implementation processes

Concept


„Our cognitive model of reality is a low-dimensional projection of the unconceivably richer physcial reality in which we live.“ (Thomas Metzinger, Neuroethics)

Awareness creation for a sound cognitive model of reality!

Cube model: All staff employ the same terminology based on the same meaning and thus employ the most important means of communication that is a common language.

The Sapir-Whorf hypothesis holds that the structure of a language affects the perceptions of reality of its speakers and thus influences their thought patterns and worldviews.


The Cube Model (Morphological/Zwicky box) is a 3-dimensional construction plan (framework) aimed at the results-oriented organisation of

structural and dynamic complexity and meant for

programmatic prioritisation.


The cube model keeps sight of the relationships of

the 3 dimensions

Context

Synopsis

Orientation


Flexibility

... and the modes of action between all cells!

Interlocking

Structuring


The cube models also lends itself for donor coordination!


www.giztranswatersadc.orgHorst M. Vogel

Additional mechanism for the reduction of donor

complexity!

• Be of good services,• Communicate transparently,• Act according to agreed ToR,• Think abundance and win-win, • Flow together (self-)interests.

Building stone ‘Herding Cats’

Practise

Stepping from theory into practice is always a challenge, ... because the cube won‘t fill by itself!

Theoretical constructs such as the cube model are one side of the coin, namely that of reduction. The practical implementation of concepts and models on the ground is the other side of the coin.

Since complexity – just like the future – is inherently uncertain, we need to stay mentally agile just like an athlete has to stay physically fit.

The successful management of a complex program including scaling up also requires escalation that is the generation of solution possibilities and the expansion of courses of action.

In the case of ‘SADC Water’ this was achieved through the consistent application of three dynamic key principles.


The Principle of Execution: Culture of effective execution – i.e. create comparative cost benefits and a unique selling proposition! 1

The Principle of Braided Rivers: Lots of parallel, incremental approaches lead to success – i.e. lower tansaction costs!2

The Principle of Serendipity: Create opportunities that turn into solutions – i.e. avoid opportunity costs!

Key principles applied for successful confluence

management at ‘SADC Water’


3

The Principle of Execution1

Planning on its own falls short of success; we simply need to do things and based on an international compass (i.e. DAC criteria).a

GIZ won‘t become the ‘Global Leader in Development Cooperation’ through the cap in hand attainment of cashflow figures but only through entrepreneurial action.

b

What is needed is a culture of execution; we simply need to do things with our partners, we need to continuously follow up and follow through!c


The Principle of Braided Rivers2

Implementation must be rich in ideas that is rather than getting stuck in the doldrums, we need to follow the lead of natural rivers and spread out along several interconnected destination channels!

a

Experimental-incremental path of development rather than command economy; rigid planning templates and a bureaucratic corsett of control mechanisms only cause high opportunity and transaction costs.

b

We cannot wait and see whether development path A is leading to success before we embark on development path B too – what counts are destination (potential solutions) and portfolio (courses of action)!c


3

Success hardly comes easy; even if we follow our aims in a structured modus operandi (see cube model) must we keep on thinking out of the box and see ‘what is’.

a

The fog of complexity is dense. That is why we must always be on the lookout for accidental good fortune, for additional courses of action.b

The Principle of Serendipity also emphasises to search for upscaleable business opportunities based on calculated risk and common sense! c

The Principle of Serendipity


As ‘People of action’ we also need to accept that holistic thinking and action is not ‘whole’ if we do not ask the essential question. And reflection inevitably leads into the realm of philosophy!

Surely, a code of ethics (rules of conduct) is also part of holistic thinking and action:

• Talk straight,• Keep promises,• Act based on values,• Cooperate transparently,• Maintain authenticity and integrity.


Results

Waterfall ofpotential solutions

and causes of action

A crucial key to success is up-to-date information and

relevant know-how.


... from which do spring tangible and visible

results!




PPP Emfuleni (South Africa)

1 mill. € seed funding

results inwater savings of

3 mill. € per annum

and ringfencing of savings increases this to 6 mill. €/year

Edna Molewa, Minister of Water Affairs, regards Emfuleni as PPP prototype to close

the existing investment gap for water infrastructure.

broad impact

+

scaling-up

Choice rather than gamble results in ...

Confluence of 1001 courses of action

and solutions


OCTOBER 20055 mill. EUR

OCTOBER 20085 mill. EUR5 mill. GBP

DECEMBER 2010

2.5 mill. AUD

EARLY 2011

2.0 mill. GBP6.0 mill. EUR

EARLY 2012

13.8 mill. GBP15.0 mill. AUD

Good services translated into success!


www.giztranswatersadc.org Horst M. Vogel

SADC United Colours

Business

Case study giz transwater SADC