Evaluating support to capacity development

1. Evaluating support to capacity development Piet de Lange Evaluator Policy ad Operations Department (IOB) Ministry of Foreign Affairs The Netherlands piet-de.lange@minbuza.nl

2. Rationale for the evaluation • Lack of policy and intervention theory • No clear concept of capacity • No indicators • Need to get a better understanding • Improve policy and effectiveness of support

4. Institutional development New institutions Political dialogue Politics & power Policy dialogue Organisation Technical assistance Skills & knowledge Financial support Resources Capacity development and support

5. Focus on organisations • Capacity = Ability to manage affairs successfully (OECD) • Capacity development = organisational development • Organisations, smaller units of larger organisations, organisational networks

6. Organisations as open systems

7. Capacity development is • Organisation and location specific • Non-linear • Endogenous • Complex

8. = international level = national level = local level* Organisation/system Capability to adapt and self-renew Capability to act and commit Capability to deliver on development objectives** Input Output Outcome Capability to relate to external stakeholders Capability to achieve coherence External factors Evaluating capacity

9. Evaluating capacity development

11. Core capability 1: Commit and act • Has a plan, takes decisions and acts • Mobilises resources • Inspiring, action oriented leadership • Has quality system, including monitoring • Etc.

12. Core capability 2: Deliver on objectives • Resources proportionate to deliver output • Access to knowledge • Outputs are relevant for achieving outcome • Etc.

13. Core capability 3: Relate • Organisation has political and social legitimacy • Organisation has operational credibility • Organisation is aware of importance of coalitions • Organisation maintains alliances • Etc.

14. Core capability 4: Adapt and self-renew • Management understands shifting contexts • Management has confidence to change • Management encourages learning • Etc.

15. Core capability 5: Maintain consistency • Mandate, vision and strategy are known and used to guide decision making • Organisation has operating principles • Consistency between ambition, vision, strategy and operations • Etc.

16. Implications • Organisation, location specific validation and completion of indicators • Need for context and organisation analysis • Southern perspective

17. Conclusion Context specific indicators based on generic set of principles