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Evaluating support to capacity development

This evaluation report, authored by Piet de Lange from the IOB at the Ministry of Foreign Affairs of the Netherlands, addresses critical gaps in capacity development support. It identifies the absence of a clear policy framework, intervention theories, and indicators for capacity measurement. Emphasizing the need for improved understanding and effectiveness in institutional development, the report highlights five core capabilities essential for organizations: commit and act, deliver on objectives, relate to stakeholders, adapt and self-renew, and maintain consistency. The findings advocate for context-specific indicators to enhance policy formulation and implementation.

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Evaluating support to capacity development

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  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

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

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

  5. Organisations as open systems

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

  7. = 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

  8. Evaluating capacity development

  9. 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.

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

  11. 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.

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

  13. 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.

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

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

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