MODULE 2

APPROACH AND METHODOLOGY

Introduction

Understand different models and approaches• 3 agency models• Framework for analysis

How are these applied in practice• Key principles for capacity development

Best practice to capacity development• Step by step guide

Models and approaches

1. Capacity assessment

2. Strategise and plan

4. Monitoring and evaluation

3. Implementation

Focus = policy

relevant research

excellence

Models and approaches

Understand international and country context

Identify and support sources

of country owned change

Learn from experience and share lessons

Deliver support

Models and approaches

1. Engage stakeholders on Capacity

Development

2. Assess capacity

assets and needs

3. Formulate a Capacity

Development programme

4. Implement a Capacity

Development response

5. Evaluate Capacity

Development

Models and approaches

- Environment/contextual factors

- Institutional frameworks

- Systems of organisations

- Organisation

- Units in an organisation

- Individual knowledge and professional skills

Levels of analysis

How are they applied in practice

Points of departure:

• Increase the capacity of poor people

• Strengthen the capacity of partners in cooperation to assume responsibility for their own development

• Use a holistic perspective in the analysis of projects and programmes

• Take existing capacity as the starting point

• See capacity development as an ongoing learning process

How are they applied in practice

Methods of capacity development

• Strengthen all levels of professional competence at individual level

• Strengthen capacity of governments or private organisations who SIDA co-operates with

• Support extensive reforms of systems for education and healthcare, legal systems, financial control systems and regulations for private sector development in co-operating countries

How are they applied in practice

Core capacity development actions

Core issue CD response

Institutional arrangements Institutional reform and incentive mechanisms

Leadership Leadership development

Knowledge Education, training and learning

Accountability Accountability and voice mechanisms

How do you create a model to fit your context

1. Assemble the essential information to guide design decisions

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2. Identify and engage key stakeholders in the decision making process

• Current capacity• How change is already happening, including previous and existing CD• Capacity needs• Change readiness• Cross cutting issues – especially gender• Available resources

• Consider both the long term goal and the short term objectives• Develop capacity indicators for both the goal and the objectives

How do you create a model to fit your context

3. Decide on key entry points based on previous or existing initiatives

• Identify and engage relevant stakeholders to get their support or at least neutralise their resistance

• Key stakeholders to work out priority issues to address at all levels of capacity need

• What can be achieved quickly and what needs more time?

• Where is there energy for change?

• What resources are available?

• Work at multiple levels simultaneously?

• Think carefully about institutional environment and its potential impact on planned interventions

• Maximise opportunities and minimise constraints

• Understand external constraints, work with internal drivers of change

How do you create a model to fit your context

4. Develop an iterative and flexible approach and range of interventions and responses

• More complex the need and context = bigger range of responses• ‘Best fit' selection to address different capacity needs and links between them• Regular and structured review processes to keep adjusting the ‘best fit’• Choice of interventions must be guided by identified priorities

5. Sequence the interventions and activities

Before you decide what to do, remember:

• No intervention starts with a 'blank canvas‘

• Approaches are often de-contextualised and apolitical

• Technical skills are rarely enough on their own

• Similarly formal responses eg. Laws/policies are rarely enough on their own

• Successful scaling-up can never be guaranteed

• Tools must be used appropriately and skillfully

• Work iteratively in order to be flexible and responsible

• Monitoring of the process is critical

In summary

• Continuous process of learning and evolution

• Generally a 4 or 5 stage process

• Holistic stakeholder analysis at multiple levels is critical

• Establish key entry points based on existing initiatives and capacity

• Multiple interventions and responses required, not just skills transfer

• Order the intervention sequence logically

• Work with what is realistic and not too ambitious

• Evaluation of what worked and didn’t work fundamental

• Feed back learning into ongoing programme and all new initiatives