MODULE 8

DESIGNING OVERALL APPROACH

Introduction

Problem AnalysisDesigning long-term strategies

Elaboration of specific action

plans

Establishing essential

information

Defining appropriate entry

points Cho

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Seq

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inte

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Strategic approach

12

3

4

Essential information required

Problem AnalysisNeeds/demands inquiry

Analysis of environment (at all 3 levels)• Problems and challenges• Potentials and interests• How change is already happening• Readiness and motivation to learn• Political will • Current power relations and incentives• Available resources

Establishing essential

information

Short term objectives

Long term goal

CapacityIndicators

Per objective

Identifying appropriate entry points

Designing long-term strategies

• What precise measures can strengthen existing capacities?

• Which roles, functions and responsibilities will be taken over by individual actors?

• Which internal and external inputs are necessary?

• What incentive systems are required?

Defining appropriate entry

points

Energy for change?

Achieved quickly?

Takes more time?

Existing resources?

What has to be put in place as prerequisites for other needs?

?Development goal

Identifying appropriate entry pointsFunctional – rational dimension Political dimension

Internal dimensions (supply side)

Procedures inside organisations Internal power and authority structures, conflict, pursuit of diverging interests

Focus on getting the job done Focus on getting power, loyalties, and incentives right

Eg. Training, reorganisation, technical assistance, quality management

Change the field of sanctions/rewards, output-based and performance based recruitment and promotion practices as well as remuneration, fostering internal reform coalitions, measures against rent-seeking

External dimensions (context or external stakeholders and factors, demand side)

External factors and incentives that affect the internal procedures of the organisation

External factors affecting power and authority distribution, conflicts and the pursuit of divergent interests in the organisation

Focus on creating an enabling regulatory and supervisory environment

Focus on increasing external pressure for performance

Eg. Budget reform for more reliable financing of the organisation, changes of its legal mandate, administrative reforms, strengthening of supervisory authorities

Strengthening civil society organisations or political accountability, fostering external reform coalitions, strengthening the role of the media in their control function

• Link with previous initiatives and try to build on them

• Be aware of other system initiatives and work with them

• Produce quick wins• Follow up activities

• Maximise on opportunities | minimise impact of constraints• Work with internal drivers of change

Identifying appropriate entry points: key points

Choosing interventions and contextualisation

Elaboration of specific action

plans

• Complexity requires variety of responses

• Establish best fit• Maximise strengths and mitigate

challenges• Review to adjust appropriately

• Agree long term goal and be flexible in how to achieve this

Cho

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Seq

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Current capacity level

Next level of capacity Platform approach

Towards long term goal

Balanced interventions at all three levels eg.

Accountability for institutions

Strategic / operational

plans

Policies/ procedures

Public awareness campaigns

Lobbying Advocacy

Enabling legislation

Conflict resolution

Leadership development

Reflective learning practices

Reflective learning practices

TrainingStrengthened political voice

Behaviour and values changed

Incentive systems

Promote co-operation

Soft capacity

Hard capacity

Institutional

Organisational

Individual

Sequencing interventions linking to goals and objectives

Elaboration of specific action

plans

• Prioritise• Be realistic • Think of quick wins• Harmonise interventions

• Maximise on internal and external opportunities• Balance between short and long term• Balance between internal and enabling environment• Establish best fit for level of complexity S

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Practical tools and techniques

Par

tner

ship

s an

d ne

twor

ks

Org

anis

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nal s

treng

then

ingLeadership development

Knowledge m

anagement

Facilitation

External training courses

ExposureExperiential learning

E-learn

ing

Distan

ce le

arni

ng

Degree-level study overseas

Customised training

Com

munication

Coa

chin

g an

d m

ento

ring

Blended learning

Advocacy

Lessons learned and useful tips

• Long term continuity in process

• Flexible procedures and complementary phasing• Regular reflection and analysis important

• Systematic documentation of results

• Promote joint learning from good practice and mistakes

• Provide sufficient resources• Don't apply capacity development measures in isolation• Develop suitable indicators with all relevant stakeholders• Be realistic with objectives

• Distinguish between long term objectives and short term results

• Sequencing important

• Scope for adjustment to changed conditions

• Phasing out strategy

• Ongoing exchange of experiences