1. Capacity Development in GLDC
Thomas Falk
Charles Kleinermann
Bastian Mueller
GLDC Launch Meeting
14-16 February, 2018, Addis Ababa, Ethiopia

2. Vision of GLDC Capacity Development
Main stakeholders, partners and teams will have in place human resources, institutions and systems capable of effectively working collaboratively as integrated systems while successfully carrying out their defined roles in GLDC, leading to the achievement of IDOs in the target regions.

3. Five main goals of GLDC Capacity Development
Developing the capacities of core individuals, organizations and systems;
Maximizing impact and reach through partnering with international, regional and local organizations, private sector and civil society;
Increasing communication skills : Getting to be known by our actions and results;
Ensuring sustainability of CD efforts through innovative resource mobilization;
A continued assessment of processes using Performance Gaps Analysis, Needs Assessment, Implementation assessment, and Impact assessment.

4. GLDC Capacity Development Theory of Change
CAPACITY DEVELOPMENT PROCESS
Stakeholders engagement, capacity assessments, capacity development strategies and changes process, change management
Innovation Systems & Platforms;
Individual organizational and institutional development capacities
INCREASED CAPACITY
Better functioning systems, structures, mechanisms, processes by institutional arrangements, leadership, knowledge management and accountability
Mechanism to assess risks and opportunities at local and national levels
IMPROVED PERFORMANCE
Organizations are performing more effectively and efficiently in a more consistence and resilient manner
Communities, market actors and policy makers provide effective (dis-) incentives
CHANGE IN BEHAVIOURS AND IN NORMS
People and communities are using research outputs and changing their behaviour and norms
More Communities and industries use adapted practices
CHANGE IN COMMUNITY LIVES
Educated/empowered people and communities

5. Capacity Development within the GLDC theory of change? ?

6. The CGIAR Capacity Development Framework
We believe that you are doing and you plan to do mnay more capacity development contributions than you think!
Where does your flagship, your cluster need support in developing capacities?

7. Capacity needs assessment and intervention strategy design
Identifying appropriate interventions for the intended audience in appropriate formats;
Focus investments and leverage other resources.
Scientists should develop strategies and interventions for capacity development based on impact pathways of CRP’s and projects. Capacity needs assessment tools and approaches need to be designed in a customized way, or adapted from existing models. Needs assessments should determine the gap between required and existing competencies at different levels to deliver expected outputs, achieve outcomes and contribute toward broader development goals.

8. Design and delivery of innovative learning materials and approaches
Content development;
Adult learning theory and instructional design;
Harnessing technology for CapDev initiatives.
Scientists need to invest in innovative content development and knowledge sharing mechanisms (including use of Information and Communication Technologies—ICTs). Such mechanisms will make the research process and the subsequent co-created knowledge products more suitable, accessible and appealing to a wider range of users. At the same time, knowledge sharing of research approaches and lessons learned help to avoid duplicating what others have already done and encourages cumulative learning.

9. Develop partnering capacities
Identifying and brokering appropriate partnership models;
Assessing and developing partners’ capacity.
There is a widespread assumption that everyone can successfully create and sustain effective partnerships, but in practice, individuals and organizations differ in their capacity to collaborate. Scientists face the challenge to move from research partnerships to broader, strategic and effective multi-stakeholder partnerships that will bolster development processes, from collective diagnosis of problems to co-creation of knowledge and implementation of solutions for impact. Specific methodologies need to be developed and applied to enhance the capacity of scientists to identify the appropriate partners to support the effective implementation of Impact Pathways.

10. Developing future research leaders through fellowships
Strategic focus of investments in fellowship programs;
Strategic focus given to on- the-job-training to maintain competences of existing staff and partners relevant throughout their careers.
Fellowships and mentorships supported by CGIAR Centers and CRPs provide future research leaders with the opportunity to work with teams of experienced scientists in the field and in laboratories to develop capacity on research methods, processes and management. It also helps them to participate in global research networks that today influence access to resources and scientific information.

11. Institutional strengthening
Institutional assessments to inform governance design and reform;
Facilitate and engage in multi-stakeholder dialogues;
Develop capacity of decision makers to use research outputs.
Strong institutions—the formal and informal rules that structure and constrain human behavior and interaction—help scientists to focus on relevant research, fully engage with partners and stakeholders in the research process and the subsequent use of research results to achieve outcomes. Yet, many challenges exist for institutions in developing contexts, including low investment in activities to strengthen institutions. Scientists need to design and use institutional capacity assessment tools and communication methodologies to identify appropriate partners and interventions, and prioritize capacity development interventions at the institutional level. This includes, but is not limited to, informing and participating in policy design and implementation to improve legal frameworks and the functioning of markets and policies. Development of institutional capacities may include advocacy and policy dialogues through and with multi-stakeholder forums, engaging decision makers throughout the research process, advising decision makers on legislation and innovation programs, and establishing action research projects with partners to test and adapt new institutional arrangements.

12. Organizational development
Developing ICRISAT’s organizational capacity to move along the R4D process;
Enhancing NARS research and research management capacity;
Strengthening boundary partners for research uptake.
ICRISAT requires organizational development with stronger capacities to implement research that leads to outcomes. In addition, many national agricultural research systems, including universities with which we collaborate lack strong capacities in and around research for development. Similarly, the organizational capacity of rural advisory service providers, including extension, and other boundary partners who adapt research results and share them with the next level of users may be weak and constrain the up-scaling of research-based solutions. Therefore, scientists need capacities to better engage with NARS and boundary partners in identifying and addressing such organizational weaknesses, so that innovations are taken to scale. Likewise, we need to support organizational development of the national research systems and boundary partners critical to achieving outcomes.

13. Research on capacity development
Learning what worked in what context.
In order to develop more effective approaches for capacity development, we need research on capacity development to learn what worked in each context, how and for whom to inform the design and implementation of capacity development interventions. For example, multi-stakeholder action-research can enable adaptive iterations through scanning trends, monitoring capacity changes, and exchange of experiences. Research on capacity development will help project teams to continually examine, fine-tune and improve management processes. This in turn will contribute to a more effective project and ultimately to achievement of outcomes and impacts. There is a need to remember that capacity development is a process and we need to learn through reflecting on how it is or is not working.

14. The CGIAR Capacity Development Framework
We believe that you are doing many more capacity development contributions than you think!
Where does your flagship, your cluster need support in developing capacities?

15. Thank you Demand-driven Innovation for the Drylands www.gldc.cgiar.org
In partnership with CGIAR Centers, public and private organizations, governments, and farmers worldwide
Thank you