Capacity Development Strategies for capacity development process.

The Capacity Assessment Framework is composed 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 composed 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 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 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 Capacity Assessment UNDP Jordan- CAP 2015 Project Assessing and Strengthening National Capacities for Implementing and Monitoring the MDGs and Gender Equality

Mission Terms of Reference Mobilize 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 clients Identify and engage national/local stakeholders throughout the process – design, assessment and summarization/interpretation – to ensure ongoing success

Purpose of Capacity Development Initiative Assess Capacity Level Once the objectives of the assessment have been articulated, the assessment team defines the scope 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 Assessment Viable capacity development strategies nurture and reinforce existing capacities. The capacity assessment uses existing capacities as the starting point, and throughout the process, identifies capacity 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 Needs 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 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) Compilation into an overall development plan Reduction of duplication of impact for prioritization Consensus building with stakeholders Filters: within overall vision & policy technically & financially sound secure financing impact analysis and sustainability others Resource mobilization Monitoring and evaluation

Summarize 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 Capacity: Limited capacities for planning in sectoral line ministries and governmental institutions; Weak institutionalization of the planning process; Core 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 Environment: Limited institutionalization of training gained or retention or follow-up on training impact and effectiveness.

Linking projects to the MDGs and policies; Participatory planning; Define Capacity Development Strategies Define capacity development strategies Define progress indicators (for capacity development strategies and capacity development) Cost (for capacity development strategies and 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 Strategies Capacity Diagnostics Needs and capacity assessments, measurement and monitoring, advisory services, local R&D... Knowledge Services and Learning: Large group training, technical and tertiary education, on-the job skills transfer, focus groups… Leadership Development: One-on-one coaching, mentoring, management skills development… Institutional Reform and Change Management: Results-based management, performance management systems, functional reviews, PAR in transitions, procurement services… Multi-Stakeholder Engagement Processes: Process facilitation, institutional twinning, e-networks, community dialogue spaces, integrated planning and problem analysis... Mutual Accountability Mechanisms: M&E processes, social watch, peer and partner reviews… Incentive Systems: Salary supplements, non monetary benefits, pay and compensation…

Characteristics of Capacity Development 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 Rapid Brief Capacity Needs Assessment ACTION PLANS Assess capacity needs Integration of MDGs into planning processes Assess training conducted Outline of capacity development manuals and how-to-guides Enhance the effectiveness of planning processes related to the MDGs/national Plans Assess coordination mechanisms Manuals/how-to-guides for strategic planning, M&E. Pilot testing Refinement Review departments roles & responsibility

Expected Outcomes of the Capacity Development Intervention TEAM WORK ACTION PLANS Reduce time and duplication Improve work processes Use resources efficiently Capitalize on staff capacities Institutionalize Capacity Development plan Enhance staff capabilities Learning

Strategic Planning Processes Gender mainstreaming National plans, MDGs, SHD, context Sectoral linkages Identification of existing situation Definition of objectives Monitoring & Evaluation Planning Processes Identification of options Prioritization filtering Planning of Execution Selection of options

Project Cycle Project Cycle Planning Processes Results based management Problem tree analysis Project identification and selection Time planning The logical frame matrix Impact assessment Monitoring & evaluation Indicators definitions Reporting project costing and budgeting Gender mainstreaming Stakeholders analysis Capturing best practices. Performance Indicators Project Planning

Aid Coordination (Desired but will not be included in the manual) Planning Processes Partnership building Project Cycle Proposal writing Presentation skills Aid Coordination Negotiation skills Problem Solving Communication skills

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