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Effective Capacity Development

From Theory to Practice

Module 3: Fit to the context and existing

capacityWhere do we start from?

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

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

1.1 Are there critical constraints in the context which could make TC ineffective and impede achieving the purpose of the TC? If yes, how will they be addressed?

1.2 Has the existing capacity of the concerned partner(s) organisation(s) been assessed? Is it confirmed that the objectives and the scope of the support match the existing capacity to lead, manage and absorb the support?

1.3 How have similar programmes and types of support worked in the current context? Please indicate which, if any, and why they have been successful.

Why is this criteria important?

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Don’t waste resources

Best fit to context and capacity

Avoid ‘parallelism’

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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.

Contextual factors beyond influence

Contextual factors and actors within influence

Wider impact

Outcomes

Outputs

Capacity

Recurrent inputs

CD processes

CD

support

Internal resources

Assessing Context

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)

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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

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

Contextual factors beyond influence

Contextual factors and actors within influence

Wider impact

Outcomes

Outputs

Capacity

Recurrent inputs

CD processes

CD

support

Internal resources

Assessing Capacity

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

•

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

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

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Examples of assessment tools

Purpose Instruments/tools

Organisational/ Sector Assessment

• EC Toolkit for CD • ECDPM 5Cs• McKinsey’s 7s, Weisbord’s 6 boxes and OCAT• IDRC Organisational Assessment• EU 7 key areas of sector assessment

PFM reform and compliance / Governance assessment

• EU 4 pillars• PEFA• ACBF Capacity Indicators• CPIA/ World Bank• Political-Economy Analysis

Customised theme or sector specific

• UNOPS/ OECD Procurement Assessment• County Capacity Readiness Assessment• UNDP Disaster Risk Reduction• …and many many more.

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“Functional” and “political” dimension of capacity

Functional dimension “Political” dimension

Main unit of analysis?

Drivingforces?

Image of man?

Change?

Change efforts?

Focus on functionaltask-and-work system

A sense of norms, intrinsicmotivation

Employees caring for theorganisation

Participative reasoning,finding best technicalsolution, orderly

Internal systems, structures, skills, technology etc

Focus on power-and-loyalty systems

Sanctions and rewards,incentives

Individuals caring for themselves and their in-groups

Internal conflict, coalitionwith powerful externalagents, unpredictable

Incentives, change of keystaff, outsmarting opposition

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

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An incremental approach to assessment

Can provide the basis for specifying capacity results

Can provide the basis for specifying capacity results

Would maybe

provide the basis for

specifying the overall capacity objective

Would maybe

provide the basis for

specifying the overall capacity objective

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

Multi-layered recurrent dialogues

Minister

Permanent Secretary/

DGs

Gov. Head of Unit

Head of Delegation/

HoMs

Head of Cooperation/Section/Ho

Cs

  

Political Dialogue (EAS and MS Foreign Affairs Officials) Policy Dialogue (Better Strategy and Policy) Technical Dialogue (Implemen-ting Policy)   

Task Manager

National Aid

Architecture,

 Sector

Working Group (Ideally

Government Led)

 Like-

minded Donors

CD support programme

Next module:

•Context assessment

•Identifying (and supporting) local demand and ownership

•

END