Module 2: Concepts and Principles

Supporting change through

Capacity Development

This Module

• Considers CD/Change Management in EU cooperation

• Provides an overview of Definitions and Concepts

• Discusses “What is Capacity Development?”

Capacity Development in EU Cooperation

• Aid and development effectiveness (Paris to Busan/Mexico) is a means – not an end.

• A central theme shaping the way the EU provides development assistance: Agenda for Change

• Main feature of most if not all projects and programmes – much more than TC

• A distinct area of work or a key cross-cutting theme? Primary or complementary action?

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Definitions

Capacity is the ability of people, organisations and society as a whole to manage their affairs successfully = a result

Capacity Development is the process by which people, organisations and society as a whole strengthen, create, adapt and maintain capacity over time

= a process

Capacity Development Support refers to what outside partners (domestic or foreign) can do to support, facilitate or catalyse capacity development & related change processes = an input

Contextual factors beyond influence

Contextual factors and actors within influence

Wider impact

Outcomes

Outputs

Capacity

Recurrent inputs

CD processes

CD

support

Internal resources

Conceptual Model for change

What is Capacity?

• Capacity Levels

• Capacity for What?

• Elements of Capacity

Capacity LevelsInstitutional

• Sectors, networks

• Enabling factors

Organisational

• Coordination

• Leadership

• Service delivery

Individual

• Skills, performance

• Ambition, drive

Levels Areas (examples)

Action fields

Creation Utilisation Retention

Individual

Development of adequate skills, knowledge, competencies and attitudes

Application of skills, knowledge, competencies in the workplace

Reduction of staff turnover, facilitation of skills and knowledge transfer within institutions

Organisa-tional

Establishment of efficient structures, processes and procedures

Integration of structure, processes and procedures in the daily workflows

Regular adaptation of structures, processes and procedures

Institutional and policy

environment

Establishment of adequate institutions, laws and regulations

Enforcement of laws and regulations for good governance

Regular adaptation of institutions, laws and regulations

Source: Rwanda Public Sector Capacity Building Secretariat available at http://resourcecentre.pscbs.gov.rw/best

Contextual factors beyond influence

Contextual factors and actors within influence

Wider impact

Outcomes

BLACKBOX

Recurrent inputs

CD processes

CD

support

Internal resources

Capacity for what?

Capacity for what?

(output)

CAPACITY

LEADERSHIP

LEGAL FRAMEWORK

STRUCTURE

SYSTEMSSTAFF SKILLS

RESOURCES

INFRASTRUCTURE

EQUIPMENT

Elements of Capacity

STRATEGIES

CULTURE

KNOWLEDGE/INFORMATION

COOPERATION

Elements of capacity

The ECDPM Five Core Capabilities Model (the 5Cs)

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Elements of capacity: tangible and intangible

Technical, functional, tangible and visible

Social, relational, intangible and invisible

Technical: skills, knowledge and methodologies

Assets: staff, equipment, money, technical systems, etc.

Empowerment and organisational attributes: laws and regulations, structures, HRM systems, mandates

Strategic elements such as policies and strategy, cooperation agreement

Operational capacities such as:• Culture and values• Leadership, political relationships• Implicit knowledge and experience • Relational skills: negotiation, teamwork, conflict resolution• Facilitation, problem solving skills • Intercultural communication

Adaptive capacities such as:• Ability and willingness to self-reflect and learn from experience• Ability to analyse and adapt • Change readiness and change management

Contextual factors beyond influence

Contextual factors and actors within influence

Wider impact

Outcomes

Outputs

Capacity

Recurrent inputs

CD process

es CD

support

Internal resources

What is Capacity Development?

What has been learned about capacity and its development

• Strong endogenous dimension, development

partners can support, not lead

• Relies on knowledge sharing

• Influenced by incentives and opportunity

• A change process (+ change is political:

winners and losers)

• Involves complexity and uncertainty

Capacity Development and Change

Far From Agreement

ComplexChaotic

▲▲▲

Complicated Complex

Close to Agreement

Simple Complicated Complex

Close to Certainty ►►► Far From

Certainty

Contextual factors beyond influence

Contextual factors and actors within influence

Wider impact

Outcomes

Outputs

Capacity

Recurrent inputs

CD processes

CD

support

Internal resources

Support to Capacity Development

• Modest role• Quality Criteria• Ownership

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To play this role requires:

• A thorough understanding of context, challenges and opportunities for change

• Consideration of range of alternative strategies and entry points

• Being open and explicit in discussing approaches/options

• Being flexible and ready to adapt and learn to changing needs, and opportunities

The changing donor role

• First listen, listen again …..

• Are you relevant to your partner?

• Dialogue, facilitate, negotiate, influence

• Broker

…… so watch your language

Examples of language

This?• “Shall we do a context

analysis or base-line study to prepare our programme”

• “We believe that this programme will help you solve your problems”

Or this?• “What are you currently

doing and where could we provide meaningful support”

• “Let’s look at the various options that may help you solve this problem”

The big picture challengesM

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Make existing capacities the strategic starting point

Be realistic (and innovative) about support options

Challenges

What are your main challenges toCapacity Development?