1. Capacity Development Results Framework A strategic and results-oriented approach to learning for capacity development

2. Recent criticisms of capacity development: Lack of consensus and clarity on what is capacity development Challenges in identifying lessons of experience and comparing results Lack of explicit links to local priorities and joint evaluation with partners Insufficient evidence of results and little accountability Lack of common terminology Why a New Framework

3. Results-oriented framework that provides a systematic and strategic approach to learning for capacity development Logical structure for collaborative use of diverse learning and change management tools & techniques Standard sets of capacity and results indicators that can be flexibly applied across countries & sectors Guidelines for an adaptive capacity development program cycle that links needs assessments, activity design and results measurement What is the CDRF

4. Emphasis on changes in use of knowledge and information that empower local agents Focus on change efforts targeting institutional and policy-related constraints & opportunities Use of standardized indicators for needs assessment and results measurement Integration of M&E at all stages of capacity development program to promote adaptive management What Are Key Elements

5. How the CDRF Makes Links

6. Capacity FactorIssueDefinition Sociopolitical Environment How conducive is it to achieving development goals?... comprises political & social forces that determine the priority that government, civil society, & the private sector give to development goals Policy Instruments How efficient are they in guiding stakeholders’ behavior to achieving the goals?... are administrative rules, laws, regulations, standards, & other ways that a society guides stakeholder actions to achieve its development goals Organizational Arrangements How effective are they in achieving the goals?... are systems, rules of action, processes, personnel & other resources that state & non-state stakeholders bring together to achieve development goals How it Uses Capacity Factors

7. What Capacity Factors Mean Capacity to Achieve a Given Development Goal (DG) Indicators of a Conducive Sociopolitical Environment for a given DG Commitment of leaders to the DG Compatibility of the DG with social norms & values Stakeholder participation in decisions about the DG Stakeholder voice in decisions about the DG Accountability of service providers for achieving the DG Transparency of information to stakeholders about the DG Indicators of Efficient Policy Instruments for a given DG Clarity of the policy instrument in defining DG & the related rights & responsibilities of stakeholders Consistency of policy instrument defining the DG with policy instruments for other DGs Legitimacy of the policy instrument Incentives for compliance provided by the policy instrument Administrative ease of policy instrument implementation Freedom of policy instrument from unintended negative consequences Flexibility of the policy instrument in addressing varying DG situations Resistance of policy instrument to corruption, rent seeking, & regulatory capture Indicators of Effective Organizational Arrangements for a Given DG Clarity of mission with respect to the DG Achievement of outcomes that lead directly to attainment of the DG Operational efficiency Financial viability & probity Supportiveness of stakeholders Adaptability in anticipating & responding to change

8. How Capacity Indicators Play

9. Raised awareness Enhanced skills Improved consensus & teamwork Fostered coalitions & networks Formulated policies & strategies Implemented strategies & plans Altered processes New products & services Altered status Learning Outcomes measure transformation in agents of change Intermediate Results

10. Guide capacity needs assessments and identify capacity constraints Engage stakeholders in the entire program cycle and ensure local ownership Define capacity development strategies to apply at community, regional, or country levels Build indicators into program design to track progress and, when necessary, adjust program for improved adaptive management Assess program results achieved, as well as results-orientation of program design and actual implementation Communicate meaningful results to stakeholders, other practitioners and donors Compare programs & determine what does and does not work to advance practice How CDRF Can Support Programs

11. Example: Rapid Results Approach Provides a structured framework to guide Rapid Results coaches and country partners in building their own theory of change: – Questions become more explicit, structured, transparent – More explicit learning mandate for Rapid Results Initiatives (RRI) leaders – Design RRIs to maximize their learning value This can Enrich the dialogue between RRA practitioners and their country partners Accelerate knowledge transfer on how to design RRIs and other RRA tools in the context of major change efforts How CDRF Complements Other Tools

12. Example: Rapid Results Approach RRIs can be used to perform stages of the CDRF process: Diagnose capacity factor constraints through discovery & validation Build momentum and empower agents of change Provide a natural context for achieving learning outcomes Create a powerful venue for delivering learning content How Other Tools Complement CDRF

13. Dissemination and dialogue Complementary approaches Tools Field tests Other applications Indicator library Next Steps For more information: capacity4change@worldbank.orgcapacity4change@worldbank.org