Strategy LenCD facilitates learning and promotes good practice in capacity development. Learning Network on Capacity Development LenCD

Content overview 1. Background 1.1. Where did we come from? - LenCD and the Aid Effectiveness Agenda1.2. Where do we stand now?1.3. Where do we go from here? 2. Vision, Mission, Strategy and Expected Results 2.1. Mission & vision2.2. Strategy & results areas 3. Governance, working arrangements and budget 3.1. Broad network governance An executive management team An executive coordinator /team Regional LenCD nodes and CD learning platforms Reliable support and funding for three years Budget December 2008www.LenCD.org

1. Background 1.1. Where did we come from? - LenCD and the Aid Effectiveness Agenda 1.2. Where do we stand now? 1.3. Where do we go from here? 16 December 2008www.LenCD.org

1.1. Where did we come from? LenCD emerged from several streams of research, workshops and conferences. Established in Berlin (June 2004) by GTZ, WBI, UNDP, OECD/DAC, JICA, CIDA and ECDPM. – Put capacity development on the agenda – Opportunities to do more than any individual actor would have been able to do alone. 16 December 2008www.LenCD.org

LenCD and the Aid Effectiveness Agenda Paris HLF2, 2005 Early partnership with the OECD/DAC Technical advice and organized the roundtable on capacity development. “The Challenge of Capacity Development: Working Towards Good Practice” (DAC 2006) Nairobi Forum in October 2006, “Addressing the Paris Declaration: Collective Responsibility for Capacity Development." Accra HLF3, 2008 Bonn Workshop “Capacity Development: Accra and Beyond” (May 2008) Bonn Consensus (May 2008) and more substantively in the “Perspectives on Capacity Development for Accra and Beyond”. Accra : marketplace display, outreach materials and a side event. 16 December 2008www.LenCD.org

1.2. Where do we stand now? Voluntary contributions of network members (in kind): – GTZ, WBI, UNDP, JICA, Sweden, OECD/DAC LenCD is one of the global initiatives: – Others UNDP’s CD, Capacity.org, Impact Alliance, INTRAC, Development Gateway, the Capacity Collective, and others. – Many multilateral organizations have developed policy support and programmes – The OECD DAC dedicated focal point for CD – CD alliance” as a Southern-led policy advocacy group. Significant after Accra 16 December 2008www.LenCD.org

1.3. Where do we go from here? Adequate support for core functions that sustain and develop network activity. Leverage the contributions and activities of a wide variety of actors Become a critical player in promoting CD learning and good practice. 16 December 2008www.LenCD.org

2. Vision, Mission, Strategy and Expected Results 2.1. Mission & vision 2.2. Strategy & results areas Partner Initiatives: -CD Learning Initiative -Evidence -Regional nodes & networking Results Matrix 16 December 2008www.LenCD.org

2.1. Mission LenCD facilitates learning and promotes good practice in capacity development. The Learning Network on Capacity Development (LenCD) is an informal network aimed at supporting the emerging global community of practice around capacity development. LenCD promotes knowledge networking, action learning and good practice for CD among practitioners and decision makers. It provides policy advice, engages in advocacy in mainstream development processes, and monitors progress in particular on the Aid Effectiveness agenda. 16 December 2008www.LenCD.org

Strategic objectives for Objective 1: Promote learning on capacity development in its broadest sense among decision makers, analysts and practitioners Objective 2: Convene and support a community of practice around capacity development with professional competence and transparent quality standards Objective 3: Connect emerging regional/local networks to the global policy debate, engage in mutual learning and to flexibly respond to demand from countries and networks Objective 4: Broaden the knowledge base on capacity development, promote research, codification of experience, facilitate access to good practice knowledge Objective 5: Engage in policy advocacy to influence relevant mainstream development processes 16 December 2008www.LenCD.org

2.2. Strategy & results areas LenCD by its nature is a partnership effort. Its aims to … … Promote collective action, complementarity and synergies … Support the broader community of practice around CD … Outreach into mainstream development processes. … Strategic focus will be on the aid effectiveness agenda. … Strengthen engagement with and among emerging networks … Work with governments, civil society and private sector … Promote South-South learning and cooperation. … Respond flexibly to demand and learning needs … Focus on thematic priorities 16 December 2008www.LenCD.org

2.2. Results areas Results area 1: Network facilitation Governance arrangements Effective working platform Global, sub-/regional partnerships for promoting CD developed Network intelligence on PD & AAA implementation Operational support Adequate resources mobilized LenCD independently evaluated 16 December 2008www.LenCD.org

2.2. Results areas Results area 2: Learning, advocacy and good practice Evidence-based learning on CD effectively promoted CD knowledge products and good practice distilled for wider benefit Global CD knowledge architecture improved Competent policy support provided to members and partners Strategically targeted advocacy and outreach Aid effectiveness work competently supported Implementation of CD related PD & AAA commitments monitored 16 December 2008www.LenCD.org

Partnership Initiatives Learning by Doing: From Policy to Action on Capacity Development Strengthen evidence, good practice and knowledge exchange in priority thematic areas related to the AAA Regional CD nodes & learning platforms Others 16 December 2008www.LenCD.org

3. Governance, working arrangements and budget 3.1. Broad network governance – 3.2. An executive management team An executive coordinator /team – 3.4. Regional CD nodes & learning platforms – 3.5. Reliable support and funding for three years 3.6. Budget December 2008www.LenCD.org

3.1. Broad network governance Reflect and represent its diverse constituency base while being kept simple and functional. Define a membership policy. An annual network consultation and/or meeting Authority transferred to an executive management team. All members would be eligible to vote. 16 December 2008www.LenCD.org

3.2. An executive management team South-North balance, regional spread and the voice of various constituencies, including CSOs Fexibility so that the composition represents key constituencies and energies within the network. This executive management team will determine its own chair person and will have formal authority to approve the work plan and oversee its implementation. Set clear boundaries to define the authority of the executive coordinator or coordination team. 16 December 2008www.LenCD.org

Executive Management Teamn (composition) 3 developing country representative across constituencies 3 donor representative (chosen among partners funding the LenCD) 1 multilateral development agency 16 December 2008www.LenCD.org

3.3. An executive coordinator /team A fulltime executive coordinator report to the executive team, legitimately represent the network pursue the agreed work plan in a sustained way. The coordinator may be supported for research and development of particular initiatives, networking and knowledge management support, administration, accounts and operations support to facilitate collective programmes. These functions could be supported in-kind or be recruited as pertinent. Virtual approach work and meet virtually, using communications technologies, an internet-based workspace and borrowing and hiring meeting facilities when necessary l ensure that LenCD coordination remains light, will put a premium on partnerships, and will allow adaptation to needs in a flexible way. 16 December 2008www.LenCD.org

3.4. Regional LenCD nodes and CD learning platforms “Growing roots” in various regions and in supporting country- level efforts. Concrete partner initiatives, decentralized “nodes” – communication points or partners—in regions or sub-regions. Not as a result of funding but as a result of common interest and a willingness among many partners to work together Develop this decentralized model Memorandum of understanding or similar arrangement. 16 December 2008www.LenCD.org

3.6. Budget ItemsTypeCostRemarks Effective orchestration, management and reporting Experienced professional (s) 12 m/m €160,000/a The requirements may grow with demand and specialization or regional engagement. Communications and knowledge management Junior professional (s)/ research assistant(s) 12 m/m € 50,000/a May be “in kind” Primarily English. Outreach in other languages requires separate efforts. Administrative and operations support Administrative assistant(s) 12 m/m € 50,000/a May be “in kind” and depends on the volume of resources that are expected to be managed for partner initiatives. Travel for steering group and coordinator Travel expenses and operative costs for communication, website etc. € 40,000/a tbd Seed resources for development and adaption Consultant support € 100,000 This will depend on complementary resources to be leveraged in each case. Total per year € 400,000 Partner initiatives will require significant complementary funding Evaluation 2010 € 60,000 Total € 1,260, December 2008www.LenCD.org

Annex B: Results Framework Intended Outcome: By 2011, the development partners would engage in a more informed policy dialogue and are more aware of concrete and practical ways to support capacity development. There is a sensible increase in regional and sub-regional “learning by doing” contributing to evidence-based good practice on the ground. There is a visible increase in developing country-led initiatives to support capacity development. The development community has significant achievements to report in implementing the CD-related commitments in the Accra Agenda for Action. 16 December 2008www.LenCD.org

Outcome indicators 1) Services to the LenCD and its partners are provided in an effective and efficient way responding to increasing demand Satisfaction ratings by partners and members are positive Demand for a LenCD role is increasing Partners are willing to provide adequate funding for the coordination team and partner initiatives. 2) An independent evaluation in 2010 establishes that LenCD has made a significant contribution to a qualitative and quantitative improvement of supporting CD action learning, policy advice, advocacy and outreach as well as monitoring and review of capacity development LenCD is internationally recognized as having competently supported the implementation of the Paris Declaration and the AAA Productive partnerships have been developed and grounded in regions and countries The capacity development agenda has further moved from its “own space and community ” into mainstream development forums and processes. 16 December 2008www.LenCD.org

If not now – When? If not LenCD – What? 16 December 2008www.LenCD.org