Effective Capacity Development From Theory to Practice

1. Effective Capacity DevelopmentFrom Theory to Practice Module 3: Fit to the context and existing capacity Where do we start from?

2. This Module • Introduces Quality Criteria 1 • Discusses why looking at context and capacity is important • Suggests ways to assess Context • Suggests ways to assess Capacity • Reflects on participant’s experiences

3. CD Quality Criteria 1: 1. Fit to the context and existing capacity

4. Why is this criteria important? Don’t waste resources Avoid ‘parallelism’ Best fit to context and capacity

5. Assessment - a key task: • Throughout the life of programme, not just design • To ensure relevance, determine feasibility, allow for adaptation, monitor progress • Ensure linkages with the policy dialogue • Lessons Learning.

6. Assessing Context Contextual factors beyond influence Contextual factors and actors within influence Capacity Recurrent inputs Outputs Outcomes Widerimpact CD processes Internal resources CD support

7. Assessing the Context • Understanding drivers, opportunities and constraints to change; (the rules of the game, binding constraints) • Stakeholder mapping: (power and influence both formal and informal) • Recognising influence of culture, and history of organisations, sectors, countries • Distinguishing what is possible in different contexts: (MIC versus Fragile/ post-conflict. Simple org’n versus complex sectors)

8. The relationship Culture and Context for capacity change The relationship between culture, context, capacity and change is very complex because capacity and change are embedded within context, while at the same time it is the context that offers the potential levers for change

9. Three context assessment tools • Political Economy Analysis: • Methodology for analysing the “space” for reform • Specific guidance available: PPCM and Cap4Dev practice group • Opportunity Framework: • A way to look at broad geo-political and socio-economic processes providing reform “windows” • Methodology under preparation • Stakeholder Mapping • Sector Governance mapping produced by EC in sector guidance • Multiple tools and methods available on internet/ resource books • BUT NO SUBSTITUTE FOR SUSTAINED ENGAGEMENT AND BUILDING OF SOUND RELATIONSHIPS

10. Assessing Capacity Contextual factors beyond influence Contextual factors and actors within influence Capacity Recurrent inputs Outputs Outcomes Widerimpact CD processes Internal resources CD support

11. Assessing Capacity • Multiple purposes: • As a design tool to build results framework for an intervention • As a self-administered health check for organisational learning and ownership for change • As a way to engage in a dialogue on need for change • As a monitoring tool to track progress over time • As a performance management tool to incentivise performance improvement • As a tool to determine compliance and eligibility against set norms and standards

12. What Assessment can help understand • Symptoms or underlying causes of poor capacity • Strengths to build on • Clarity of vision/ strategy regarding capacity • Different perspectives on what matters • What has previously worked/ not worked • Who is doing what and potential sources to draw on • Cross cutting issues – gender sensitive • Possible entry points • Change over time

13. Multiple instruments • Depends on the purpose • Depends on concept and understanding of capacity being applied • The EC ‘Toolkit for Capacity Development’ has several tools for different types of assessment • Any tool can and should be adapted to local context and needs, or parts of different tools can be put together to meet a specific need

14. Examples of assessment tools

15. “Functional” and “political” dimension of capacity

16. Some Good Practice Tips • Keep it simple, avoid over-analyzing, especially early on and risk to undermine trust and confidence • Avoid focusing just on gaps and weaknesses, build on strengths and understand why things are the way they are • Use and build on existing information, avoid intrusiveness • Encourage self-assessment to promote ownership/ learning • Watch out for assessment fatigue, timing crucial • Remember gender – too many assessments gender neutral Depending what purpose, opportunity, stage of process, can range from simple, “quick and dirty” through to comprehensive and analytical

17. An incremental approach to assessment Would maybe provide the basis for specifying the overall capacity objective Can provide the basis for specifying capacity results

18. What Role for the EC/ DPs? • Invest in dialogue and relationship building • Help build a constituency for change • Provide technical expertise with respect to techniques and approaches • Facilitate and support self-assessment • Help establish baseline data about current capacity to enable effective monitoring and evaluation of results • Explore opportunities to harmonise and align through coordination with other donors

19. Multi-layered recurrent dialogues Political Dialogue (EAS and MS Foreign Affairs Officials) Policy Dialogue (Better Strategy and Policy) Technical Dialogue (Implemen-ting Policy) Head of Delegation/HoMs Minister National Aid Architecture, Sector Working Group (Ideally Government Led) Like-minded Donors Head of Cooperation/Section/HoCs Permanent Secretary/ DGs Task Manager Gov. Head of Unit CD support programme

20. Next module: • Context assessment • Identifying (and supporting) local demand and ownership

21. END