EuropeAid Capacity Development support for CSOs CD as key driver of Aid & Development effectiveness art 22 (Busan) CSOs : independent development actors CSOs are key national stakeholders: when we talk about support to national capacity we must include support to CSOs and NSAs besides support to the state and its insitutions CSOs Recipients: strenghten their own capacities to be able to play the role of development agents Providers Recipients

EuropeAid 2 Capacity is the ability of people, organisations and society as a whole to manage their affairs successfully = A means and an end 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 Performance CD Support Capacity Development Capacity A Result An Input, an enabling factor An endogenous Change Process Capacity A Result

EuropeAid 3 Capacity: levels, types Individual Organisati onal Sectoral Institutio nal (enabling environm ent) Social Global Tangible and visible capacities Technical skills, explicit knowledge and methodologies Assets such as staff, equipment, infrastructure and money, technical systems, etc. Empowerment and organisational attributes such as laws and regulations, structures, systems mandates and procedures Strategic elements such as policies, legal and regulatory provisions, mandate and strategy Intangible and invisible capacities Organisational skills, culture and values Change readiness and change management Confidence, empowerment, participation for legitimacy to act Relational skills: negotiation, teamwork, conflict resolution, Intercultural communication Leadership, political relationships and functioning Facilitation, problem solving skills Ability to learn from experience, Ability to analyse and adapt

EuropeAid How to detect the CSOs Capacity Development demand? Capacity for what? Self sustainability Advocacy, Representation Accountability and Oversight Leadership, Governance Political dialogue Service provider (including CD) Technical role, project execution Communication

EuropeAid Main demand CSOs often do not have the set of technical organizational analytical and adaptative capacities required to perform their development role effectively and assure their own survival Analytical and adaptive capacities Effective leadership and governance Enhance accountability and legitimacy Resource mobilization Capacity to influence Generic-organizational skills Thematic skills Communication Enabling environment Build coalitions……

EuropeAid Capacity development support …. Main stumbling points so far: Lack of ownership, supply driven Short term results, not sustainable Poorly designed, rigid Focus on project management Providing mainly training and TA Need for a new approach/paradigm

EuropeAid So… to make CD more effective Convert ownership of programmes and implementation arrangements into a practical concept Assess and adapt to demand, context and capacity – and harmonize Let results be the driver – and get them right

EuropeAid In the EC practice: 5 Quality criteria : Indicators of good CD practice Quality EC Capacity Development 2. Demand and adequate ownership 1. Fits the context and existing capacity 3. Link to outputs and expected outcomes 4. The support is harmonised 5. The programme implementation arrangements are appropriate

EuropeAid 9 Fits the context and existing capacity Appropriate and comprehensive assessments are the essential first step for delivering effective CD support Enabling situation

EuropeAid 10 The scope of assessments The political economyExisting capacity– all types, all levelsCross cutting issues – especially gender Clarity of the vision and goalsResults of previous initiatives Other current initiatives (harmonisation options) The existing structures, systems and resources CD Toolkit: tool 2, tool 6

EuropeAid 11 The partners should have overall leadership of the assessment process, particularly definition of priorities The role for the EC is not to bring in external TA to conduct the assessment but to support and facilitate self- assessment through such means as: o Facilitating dialogue and understanding about the readiness for change, the context, existing capacity and current change processes o Ensuring all relevant stakeholders are involved o Helping to establish baseline data about current capacity to enable effective monitoring and evaluation of results o Exploring opportunities to harmonise and align through coordination with other donors EC role in the assessment process:

EuropeAid Demand and adequate ownership Capacity Development is an endogenous process that can be supported by donors 12 Appealing vision

EuropeAid 13 Partner led inputs May lead to … Sustainable capacity Donor driven inputs Are wrongly assumed to lead to … Sustainable capacity

EuropeAid 14 Have a vision! Where we are now Extension and improvement would look like … And then the next level would be … Our capacity vision Can provide the basis for specifying capacity results Would maybe provide the basis for specifying the overall capacity objective

EuropeAid Link to outputs and expected outcomes Results orientation 15 Credible change process

EuropeAid 16 The basic results chain LogFrame for addressing capacity development in sectors or organisations

EuropeAid 17 Capacity development frameworks: the partners perspectives Vision For sector, organisation or theme. Long term, anything up to a generation ahead Strategy Medium to long term Programmes Medium to long term, linked to strategy Projects Short and medium term Activities Short term

EuropeAid New forms of Capacity Development support! Move from the classic provision of TC and training and go towards a more holistic approach that takes into consideration the organization as a whole and not only the individual capacity development

EuropeAid 19 Formulating capacity indicators The capacity for what? question should be kept central to all thinking about indicators. Effective capacity indicators reflect the interests and choices of all key stakeholders, developed through dialogue An indicator is only fully useful against baseline data Indicators for hard and soft capacities, and for the different levels, will be very different because the capacities themselves are so different. In long-term and complex capacity development processes, indicators need to be developed sequentially in response to the unfolding process

EuropeAid 20 Monitoring & evaluation TC support CD processes Recurrent inputs Capacity ResultsOutcomes Wider impact Internal resour- ces Primary focus of evaluation Primary focus of monitoring

EuropeAid Overall results: 5 criteria implementation main implementing partners: 1.Technical Assistance private sector (AT) 2.Shared Management (Twinning + European organisations 3.Civil society (local and international NGOs) 4.Joint Management (International and regional organisations) Civil Society appears to have the best scores Civil Society appears to have the best scores

EuropeAid 2010 Toolkit for CD 1.Quick scanning matrix and process checklist 2.Assessing organisational capacity 3.Partners roles in CD processes 4.Mapping sector and governance actors 5.Political economy and stakeholder analysis 6.Change management 7.Sequencing and scoping of CD and reform 8.Logical design of CD processes and support to CD

EuropeAid Busan Aid and Development Effectiveness discussions have put emphasis on the link between CD and Knowledge exchange : Knowledge sharing and innovation o Transparency, access to information, interconnectedness o Share lessons and challenges on capacity4dev o In a fast changing world, new media are supporting collective change capacity