Tasks and clients

The main task of the programme, which was placed with GIZ (former GTZ) at the end of 2000 by the German Federal Ministry for Economic Cooperation and Development (BMZ), is to mainstream the theme of peace development and crisis prevention in the institutions of German Development Cooperation (DC). This means sustainably anchoring the theme in the minds, structures and procedures of the organisations and integrating it systematically in all future decisions and actions. It has been agreed with BMZ that the DC organisations chiefly concerned are BMZ itself, GIZ and KfW Entwicklungsbank (KfW development bank). Mainstreaming within GIZ is considered to be largely completed. The focus of future work will therefore lie in disseminating the theme in the other organisations especially KfW.

Internet addresses of the above institutions:

German Federal Ministry for Economic Cooperation and Development (BMZ)

www.bmz.de

KfW Entwicklungsbank (KfW development bank)

www.kfw-entwicklungsbank.de

Results

In recent years the programme has been able to make valuable contributions to institutionalising the theme of crisis prevention and conflict transformation in German DC. 

In particular its input to the development of policy guidelines (for instance in BMZ's cross-sectoral concept for peace development and crisis prevention and for the German Federal Foreign Office's Action Plan on Civilian Crisis Prevention) and its analysis of experience gained to date are of essential importance for mainstreaming.

For further information on the Action Plan see:

www.auswaertiges-amt.de/...

Thanks to the swift preparation and dissemination of the methodology guidelines on conflict analysis and conflict-related impact monitoring (and participation in the PCIA Project - Peace and Conflict Impact Assessment - of International Alert, Saferworld and others), GIZ has assumed a position at both German and international level as an actor with expertise in conflict-specific methodology. The programme is breaking new ground - viewed internationally too - in developing the guide for conflict-sensitive portfolio design, which is addressed specifically to managerial staff in DC.

Helpful links:

www.international-alert.org

www.saferworld.co.uk/

The programme contributed to developing country and sector-related strategies above all in the years 2001 to 2003, achieving impacts such as the following:

• The theme was systematically anchored in the portfolio content and structure of a number of countries, e.g. Nepal, Sri Lanka, Yemen, Colombia.
• In other countries, systematic consideration of the theme was encouraged (altogether, cooperation has been expanded to a total of 23 countries during the last four years).
• Furthermore the theme was also integrated systematically in the most important DC sectoral themes.

The programme's training concept is one of the most important pillars of the mainstreaming and dissemination strategy. The design of target group-specific and implementation-oriented training enables participants to apply the lessons learnt particularly well and achieve positive results. Many training sessions have triggered further discussion and implementation processes (e.g. the creation of an advisory unit for crisis prevention in Yemen). Some 300 staff members participated in training activities between 2000 and mid-2004.

Through its public relations work (including publication of technical papers, studies, newsletters, national and international networking, and organising of conferences and symposiums), the programme has successfully advanced awareness and the knowledge levels of professionals in the field, and encouraged in-depth discussion on the topic.