Effective Capacity Development From Theory to Practice

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Effective Capacity DevelopmentFrom Theory to
Practice

• Module 2
• Concepts and Principles

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This Module

• Discusses What is Capacity Development?
• Considers Capacity Development in EU cooperation
• Provides an overview of Definitions and Concepts

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Capacity Development in EU Cooperation

• A key driver of aid and development
  effectiveness Paris to Busan
• A central theme shaping the way the EU provides
  development assistance, address Agenda for Change
• A feature of most if not all projects and
  programmes much more than TC
• A distinct area of work or a key cross-cutting
  theme? Primary or complementary action?

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Definitions

• Capacity the ability of people, organisations
  and society as a whole to manage their affairs
  successfully a Result
• Capacity Development the process by which
  people, organisations and society as a whole
  strengthen, create, adapt and maintain capacity
  over time a process
• Capacity Development Support refers to what
  outside partners (domestic or foreign) can do to
  support, facilitate or catalyse capacity
  development related change processes an input

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Conceptual Model
Contextual factors beyond influence
Contextual factors and actors
within influence
Capacity
Recurrent inputs
Wider impact
Outcomes
Outputs
CD processes
Internal resources
CD support
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What is Capacity?
Contextual factors beyond influence
Contextual factors and actors
within influence
Capacity
Recurrent inputs
Wider impact
Outcomes
Outputs
CD processes
Internal resources
CD support
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What is Capacity?

• Capacity Levels
• Capacity For What?
• Elements of Capacity

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Capacity Levels
Areas (examples)
Levels
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Organisations, Sectors, Networks
SECTOR CAPACITY







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Capacity for what?
Contextual factors beyond influence
Contextual factors and
actors within influence
BLACK BOX
Capacity for what? (output)
Recurrent inputs
Wider impact
Outcomes
CD processes
Internal resources
CD support
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Elements of Capacity
CAPACITY

Sector-Specific nurses, teachers, engineer
corporate PFM, HR, ME etc.




Policy Strategy Analysis, planning, dialogue,
leadership
Implementation Logistics, business processes,
communications


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Elements of Capacity
CAPACITY

CAPABILITY TO COMMIT ENGAGE
CAPABILITY TO TECHNICAL LOGISTICAL
CAPABILITY TO ADAPT SELF-RENEW




CAPABILITY TO BALANCE DIVERSITY COHERENCE
CAPABILITY TO RELATE ATTRACT


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Elements of Capacity
CAPACITY

STRUCTURES
LEADERSHIP
LEGAL FRAMEWORK




RESOURCES
STAFF
SYSTEMS
EQUIPMENT

INFRASTRUCTURE

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Elements of Capacity
CAPACITY

TANGIBLE (skills, systems, structures) FUNCTIONA
L (managerial, logistical, technical) FORMAL (ma
ndated functions roles)
INTANGIBLE (loyalty, values, identity,
leadership) SOFT (learning, relational
skills) INFORMAL (power, interests, networks)






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What is Capacity Development?

• Main Characteristics

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Contextual factors beyond influence
Contextual factors and actors
within influence
Capacity
Recurrent inputs
Wider impact
Outcomes
Outputs
CD processes
Internal resources
CD support
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• Its much more than individual training..though
  knowledge sharing can often be important
• Need to be unbundled and looked at from
  perspective of individual, organisational and
  enabling environment
• About supporting change processesto lift
  organisational/ sector capacity to yield
  performance improvement and development results
• It needs to be treated as an integral part of
  organisational/ sector development plans, not as
  an isolated field
• CD is change, therefore principles of change
  management apply ownership, leadership and
  change readiness are critical

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What has been learned about capacity and its
development

• Strong endogenous dimension, development partners
  can support, not lead
• Relies on knowledge sharing
• Influenced by incentives and opportunity
• A change process ( change is political winners
  and losers)
• Involves complexity and uncertainty

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How Does Change Happen?

• Emergent evolve over time, dynamic
• Transformative in a crisis or when a block to
  change has been overcome
• Planned purposeful interventions result in
  desired changes
• The realities of change
• It is rarely linear
• It is usually contested
• and resisted
• It is most often incremental

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Complexity and Capacity
Far From Agreement Complex Anarchy
? ? ? Complicated Complex
Close to Agreement Simple Complicated Complex
Close to Certainty ??? Far From Certainty
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Action Fields
Creation Utilization Retention
Individual Development of adequate skills, knowledge, competencies and attitudes Application of skills, knowledge, competencies in the workplace Reduction of staff turnover, facilitation of skills and knowledge transfer within institutions
Organisa-tional Establishment of efficient structures, processes and procedures Integration of structure, processes and procedures in the daily workflows Regular adaptation of structures, processes and procedures
Institutional and policy environment Establishment of adequate institutions, laws and regulations Enforcement of laws and regulations for good governance Regular adaptation of institutions, laws and regulations
Source Rwanda Public Sector Capacity Building
Secretariat available at http//resourcecentre.psc
bs.gov.rw/best accessed 3.1.2012
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What is Support for Capacity Development?

• A modest but important role.that goes beyond TA
• The Quality Criteria towards good design,
  effective engagement, regular review and learning
• Ownership - the local drive for change is most
  important

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Contextual factors beyond influence
Contextual factors and actors
within influence
Capacity
Recurrent inputs
Wider impact
Outcomes
Outputs
CD processes
Internal resources
CD support
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• Key Message Donors can promote and accompany,
  but cant do it
• Can provide access to resources, ideas,
  connections and opportunities
• BUT no substitution for commitment, energy,
  motivation

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To play this role requires

• A thorough understanding of context,
• challenges and opportunities for change
• Consideration of range of alternative
• strategies and entry points
• Being open and explicit in discussing
• approaches/options
• Being flexible and ready to adapt and learn
• to changing needs, and opportunities

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The changing donor role

• First listen, listen again ..
• Are you relevant to your partner?
• Dialogue, negotiate, influence, facilitate
• Broker

so watch your language
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The big picture challenges
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• The CD Quality Criteria
• Offers guidance on how on to apply good practice
  in supporting capacity development

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Harmonized support
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Support for Capacity Development

• Quality criteria offer guidance on how to apply
  good practice for supporting capacity development
  
• Applying quality criteria raises questions for
  the EU
• What expertise does it require?
• What scope to adapt procedures to realities on
  the ground?
• How to manage trade-offs
• - investing in complex and long CD processes
• - short-term expectations for quick concrete
  results
• - meeting disbursement targets

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How the QC are applied in PCM

• The EC has developed tools for monitoring the
  quality of implementation, which provide the
  framework for good design
• The QSG (Quality Grid)
• The ROM
• The annual EAMR
• RAC evaluation
• The novelty of the EC approach lies in
  translating the Aid Effectiveness principles into
  quality criteria to be mainstreamed into the EC
  Project Cycle and be monitored regularly

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END