Date post: | 24-Dec-2015 |
Category: |
Documents |
Upload: | benedict-kennedy |
View: | 263 times |
Download: | 4 times |
Capacity Development Strategies for Capacity Development Strategies for capacity development process.capacity development process.
The Capacity Assessment Framework is The Capacity Assessment Framework is composed of three dimensionscomposed of three dimensions
• Points of Entry: a country’s capacity resides on different levels – enabling environment, organization and individual – and thus needs to be addressed across these levels.
• A capacity assessment team selects one level as its point of entry, and may “zoom in” or “zoom out” from that level as needed.
• (Capacity assessments at the individual level are generally conducted within the context of an organizational assessment; as such, they are not addressed in detail in the Practice Note on Capacity Assessment or this User’s Guide.)
• Core Issues: Not all of these issues will necessarily be analyzed in any given assessment, but they provide a comprehensive set of issues from which a capacity assessment team may choose as it defines its scope:
• 1) leadership; • 2) policy and legal framework;• 3) mutual accountability mechanisms;• 4) public engagement;• 5) human resources; • 6) financial resources;• 7) physical resources; • 8) environmental resources. The issue of human rights serves
as an “overlay” on any capacity assessment.
The Capacity Assessment Framework is The Capacity Assessment Framework is composed of three dimensionscomposed of three dimensions
• Cross-Cutting Functional Capacities: Specific functional capacities are necessary for the successful creation and management of policies, legislations, strategies and programmes.
Assess Capacity Assets and NeedsAssess Capacity Assets and Needs• Understand that capacity assessment is a set of
activities, not a solution• Leverage the framework as a point of departure for
a capacity assessment – it is flexible and needs to be adapted by the assessment team to suit its specific needs/context
– Select one cross-section to all 100 cross-sections; once a point of entry has been determined, a core issue(s) or a cross-cutting functional capacity(ies) can serve as the primary driver of a capacity assessment
– Go into more depth on any given cross-section – split “Budget, Manage & Implement” into three sub-capacities
– Formulate questions as appropriate –; develop additional questions; break down questions provided into more sub-questions
– Customize according to how much time is allotted for a given project – one week assessment or a three-month assessment
Assess Capacity Assets and NeedsAssess Capacity Assets and Needs
• Define desired capacities prior to undertaking the assessment, as they do not emerge from a capacity assessment
• Do not necessarily expect “surprises” from the assessment, but rather confirmation and consensus
• Consider capacity assessment as a dynamic, ongoing process… not a one-time event
• Leave prioritization of investment until after the assessment of capacities has been completed
UNDP Jordan- CAP 2015 Project
Assessing and Strengthening Assessing and Strengthening National Capacities for National Capacities for
Implementing and Monitoring the Implementing and Monitoring the MDGs and Gender EqualityMDGs and Gender Equality
Capacity AssessmentCapacity Assessment
Mission Terms of ReferenceMission Terms of ReferenceMobilize and DesignMobilize and Design
• Initiate the capacity needs assessment for issues related to planning and monitoring in the context of the MDGs;
• Agree on outline of capacity development programme;
• Clarify objectives and expectations with primary clientsClarify objectives and expectations with primary clients• Identify and engage national/local stakeholders Identify and engage national/local stakeholders
throughout the process – design, assessment and throughout the process – design, assessment and summarization/interpretation – to ensure ongoing summarization/interpretation – to ensure ongoing successsuccess
Purpose of Capacity Purpose of Capacity Development InitiativeDevelopment Initiative
Assess Capacity Level • Once the objectives of the assessment have been Once the objectives of the assessment have been
articulated, the assessment team defines the scope articulated, the assessment team defines the scope and scale of the capacity assessment.and scale of the capacity assessment.
• Enhance the overall effectiveness and efficiency of planning processes in the context of the MDGs
Basic Premise Conduct the Capacity AssessmentViable capacity development strategies nurture and Viable capacity development strategies nurture and
reinforce existing capacities. The capacity reinforce existing capacities. The capacity assessment uses existing capacities as the starting assessment uses existing capacities as the starting point, and throughout the process, identifies capacity point, and throughout the process, identifies capacity needs against pre-determined desired capacities.needs against pre-determined desired capacities.
• Build on earlier interventions• Based on an initial needs assessment• Learn from previous experiences• Targeted to improve work processes and enhance staff
capacities
Methodology of the Rapid Capacity Methodology of the Rapid Capacity Needs AssessmentNeeds Assessment
• Review mission of MOPIC/MOSD and undertake a brief analysis of capacity needs through interviews, desk review of documentation, previous reports, etc.
• Assess current capacities to assume planning functions;
• Identify gaps in capacity and how they should be addressed;
• Assess the effectiveness of coordination/ information dissemination within departments and other ministries;
• Identify capacity needs related to planning processes.
The Planning CycleThe Planning Cycle
line ministries and gov’t agencies prepare a list of the sectoral devp’t
projects
assessment of the
projects for final
selection (joint
committees)
Filters:• within overall vision & policy • technically & financially sound• secure financing • impact analysis and sustainability• others
Reduction of
duplication of impact
for prioritizatio
n
Compilation into an overall
development plan
Consensus building
with stakeholder
s
Resource mobilizatio
n
Monitoring and evaluation
Summarize and Interpret ResultsSummarize and Interpret Results:• Solid planning process constrained by the lack of
adequate funding and the impact of external factors;• Difficulties faced in coordinating between different
sectoral line ministries and governmental institutions;• Cross-cutting CapacityCross-cutting Capacity: Limited capacities for
planning in sectoral line ministries and governmental institutions;
• Weak institutionalization of the planning process;• Core Issues LeadershipCore Issues Leadership: Fragmentation in
project identification and selection processes, as well as weaknesses in project performance evaluation, programme impact evaluation and project monitoring;
• Core Issue-Enabling EnvironmentCore Issue-Enabling Environment: Limited institutionalization of training gained or retention or follow-up on training impact and effectiveness.
Define Capacity Development Strategies Define Capacity Development Strategies Define capacity development strategiesDefine capacity development strategiesDefine progress indicators (for capacity development Define progress indicators (for capacity development strategies and capacity development)strategies and capacity development)Cost (for capacity development strategies and Cost (for capacity development strategies and capacity development)capacity development)
Areas for Capacity Improvements-General Observations
Linking projects to the MDGs and policies;– Participatory planning;– Prioritization of needs and projects;– Key performance indicator setting/ baseline indicator
setting;– Project management, including institutionalization of
accountability measures;– Monitoring;– Evaluation of projects/ (social) impact assessments;
different types of evaluation; documentation of lessons learned and best practices
Capacity Development StrategiesCapacity Development Strategies
1.1. Capacity DiagnosticsCapacity Diagnostics Needs and capacity assessments, measurement and monitoring, advisory services, local R&D...
2.2. Knowledge Services and LearningKnowledge Services and Learning: Large group training, technical and tertiary education, on-the job skills transfer, focus groups…
3.3. Leadership DevelopmentLeadership Development: One-on-one coaching, mentoring, management skills development…
4.4. Institutional Reform and Change ManagementInstitutional Reform and Change Management: Results-based management, performance management systems, functional reviews, PAR in transitions, procurement services…
5.5. Multi-Stakeholder Engagement Processes: Multi-Stakeholder Engagement Processes: Process facilitation, institutional twinning, e-networks, community dialogue spaces, integrated planning and problem analysis...
6.6. Mutual Accountability MechanismsMutual Accountability Mechanisms: M&E processes, social watch, peer and partner reviews…
7.7. Incentive SystemsIncentive Systems: Salary supplements, non monetary benefits, pay and compensation…
Characteristics of Capacity Characteristics of Capacity Development StrategiesDevelopment Strategies
• They take a systemic approach to the capacity assets and needs in a country,
• They require the engagement of multiple stakeholders, often across sectors, for integrated development
• They seed and support longer-term endogenous processes, and hence entail a mapping and understanding of endogenous capacities
• They guide and systemically strengthen specific skill sets in a results-based management approach (be it in a local and national setting)
• They facilitate information and knowledge sharing in the public domain, particularly to facilitate innovation and engagement on the political economy.
Areas for Capacity Improvements –General Observations
– Linkages of sectoral interventions to other sectors;
– Resource mobilization, including communication, proposal writing and project design, presentation and negotiation. This should extend to tailored training on bilateral cooperation;
– Enhancing partnerships with the private and civil society sectors
C2015/UNDP/Govt PA Planning Processes Flowchart
Enhance the effectiveness of planning processes
related to the MDGs/national
Plans
Assess capacity needs
Assess training
conducted
Assess coordination mechanisms
Outline of capacity development manuals and how-to-guides
Refinement
Manuals/how-to-
guides for strategic planning,
M&E.
AC
TIO
N P
LA
NS
Pilot testing
Rapid Brief Capacity Needs Assessment
Review departments
roles & responsibility
Integration of MDGs into planning
processes
Expected Outcomes of the Capacity Development Intervention
Use resources efficiently
Enhance staff
capabilities
Improve work
processes
Learning
Reduce time and
duplication
Capitalize on staff
capacitiesInstitutionalize
Capacity Development plan
AC
TIO
N P
LA
NS
TEAM WORK
Strategic Planning ProcessesStrategic Planning ProcessesNational plans,
MDGs, SHD, context
Sectoral linkages
Gender mainstreamin
g
Planning Planning ProcessesProcesses
Identification of existing
situation
Definitionof objectives
Identificationof options
Selection ofoptions
Planning of Execution
Monitoring & Evaluation
Prioritizationfiltering
Project CycleProject CyclePlanning Processes
Monitoring &evaluation
Problem tree analysis
project costing and budgeting
The logical frame matrix
Project Project CycleCycle
Stakeholders analysis
Gender mainstrea
ming
Impact assessmen
t
Results based
management
Time planning
Capturing best
practices. Project Planning
Reporting
Performance Indicators
Indicators definitions
Project identification and selection
Planning Processes
Project Cycle
Aid Aid CoordinationCoordination
Negotiation skills
Partnership building
Proposal writingPresentation
skills
Communication skills
Aid Coordination (Desired but will not be Aid Coordination (Desired but will not be included in the manual)included in the manual)
Problem Solving
Define Progress Indicators
• Define indicators for capacity development strategies = output
• Define indicators for capacity development = outcome
• Determine baselines and set targets for each indicator
The Results Chain – from UNDP Handbook on Monitoring and Evaluating for Results