The document discusses implementing a results framework for capacity development. It provides an overview of a session on the World Bank Institute's (WBI) Capacity Development Results Framework (CDRF), including why such a framework is useful. The CDRF aims to guide capacity needs assessments, engage stakeholders, define capacity development strategies, track progress, and assess results. The framework includes elements like development goals, capacity factors, objectives, outcomes, change agents, and supporting partners. The session seeks to discuss applying and customizing the CDRF to improve capacity development practices on the ground.
Lessons Learned from the application of Outcome Mapping to an IDRC EcoHealth ...ILRI
Presented by Tohtubtiang, K., Asse, R., Wisartsakul, W., and Gilbert , J. at the 1st Pan Asia-Africa Monitoring and Evaluation Forum, Bangkok, Thailand, 26-28 November 2012
VolunteerMatch Solutions BPN Webinar: Building a Flexible - and Sustainable -...VolunteerMatch
January 2012 Best Practice Network Webinar series, presented by VolunteerMatch
Session Description:
Employees want their companies to offer the chance to get involved in local communities. But a "set it and forget it" program won't be enough to keep employees engaged and enthusiastic over the long haul. Programs today must be approached more like business programs - ones that can flex with changing environments and circumstances.
The January VolunteerMatch Solutions Best Practice Network webinar session discussed how adopting a Change Model and being flexible can prepare your organization for the changing tides of volunteer engagement in the coming year.
Panelists:
Vicky Hush, VP of Client Relations and Strategic Partnerships, VolunteerMatch
Suzanne Osten, Director of the Office of Social Responsibility, UnitedHealth Group
Erin Dieterich, Manager of Corporate Relations & Strategic Partnerships, Discovery Communications
Thinking tool to facilitate the understanding and decision on the intent, baseline, gaps, action and resources in planning strategically e-services in government.
Lessons Learned from the application of Outcome Mapping to an IDRC EcoHealth ...ILRI
Presented by Tohtubtiang, K., Asse, R., Wisartsakul, W., and Gilbert , J. at the 1st Pan Asia-Africa Monitoring and Evaluation Forum, Bangkok, Thailand, 26-28 November 2012
VolunteerMatch Solutions BPN Webinar: Building a Flexible - and Sustainable -...VolunteerMatch
January 2012 Best Practice Network Webinar series, presented by VolunteerMatch
Session Description:
Employees want their companies to offer the chance to get involved in local communities. But a "set it and forget it" program won't be enough to keep employees engaged and enthusiastic over the long haul. Programs today must be approached more like business programs - ones that can flex with changing environments and circumstances.
The January VolunteerMatch Solutions Best Practice Network webinar session discussed how adopting a Change Model and being flexible can prepare your organization for the changing tides of volunteer engagement in the coming year.
Panelists:
Vicky Hush, VP of Client Relations and Strategic Partnerships, VolunteerMatch
Suzanne Osten, Director of the Office of Social Responsibility, UnitedHealth Group
Erin Dieterich, Manager of Corporate Relations & Strategic Partnerships, Discovery Communications
Thinking tool to facilitate the understanding and decision on the intent, baseline, gaps, action and resources in planning strategically e-services in government.
Presentation outlining the financing criteria of the IDC, including the preparation of Business plans or bankable feasibility studies, marketing study and strategy, competitive analysis, development cost estimates, concept, design and product offering, operator identification, business structuring, financial feasibilities, legal requirements and potential constraints.
Strategic alignment of horizontal and vertical pmo goals finalTathagat Varma
Today’s R&D organizations are highly matrixed. A PMO in a typical product team must work with several peers in engineering, QA, product management, usability, marketing and several other functions, neither of who report into her. She must align all these functions to the product roadmap and to the larger overall goals and objectives of her product group.
As the product organizations grow, there is an inevitable need for Strategic PMO to integrate back various functionally independent product groups on common systemic issues and create an interlock to reinforce each of the components. Strategic PMOs in this role have an added level of complexity working with vertical PMOs who don’t have same level of priority for the strategic horizontal initiatives. Often, their goals are at crossroads.
In this paper, we discuss a framework to create a strategic alignment of organization-level strategic PMO goals (“Horizontal Strategic Programs”) and product group-level operational PMO goals (“Vertical Programs”) into seamless team efforts. Finally, we present a case study on strategic horizontal programs at Yahoo! R&D India
Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
5.1 Retooling Transitional Housing II: Implementing Changes to Your Program
Speaker: Kay Moshier McDivitt
If you are planning to make significant changes to your transitional housing program, this workshop will help you identify the steps you can consider and provide examples and tools for taking those steps. Providers who have retooled their transitional housing will share their experiences about making the shift, and cover topics such as staffing, contracts, and working with board members.
The Ontology-based Business Architecture Engineering FrameworkDmitry Kudryavtsev
Business architecture became a well-known tool for business transformations. According to a recent study by Forrester, 50 percent of the companies polled claimed to have an active business architecture initiative, whereas 20 percent were planning to engage in business architecture work in the near future. However, despite the high interest in BA, there is not yet a common understanding of the main concepts. There is a lack for the business architecture framework which provides a complete metamodel, suggests methodology for business architecture development and enables tool support for it. The ORGMaster framework is designed to solve this problem using the ontology as a core of the metamodel. This paper describes the ORG-Master framework, its implementation and dissemination.
the presentation was given within the SOMET 2011 conference: http://www.somet.soft.iwate-pu.ac.jp/somet_11/
see the text in proceedings here: http://www.booksonline.iospress.nl/Content/View.aspx?piid=21454
Kudryavtsev, D., & Grigoriev, L. (2011). The ontology-based business architecture engineering framework. In proceedings of the 10th International Conference on Intelligent Software Methodologies, Tools and Techniques (SOMET), September 28-30, 2011, Saint-Petersburg, Russia. P. 233-252.
The following a short presentation on Physical & Functional Decomposition of a Manufactured Product and Its Implications on New Product Launch. This is critical as it establishes the bedrock for which Continuous Improvement and Lean Manufacturing efforts can build from. If this is not correctly done, we then have Garbage In, Garbage Out (GIGO)
Presentation outlining the financing criteria of the IDC, including the preparation of Business plans or bankable feasibility studies, marketing study and strategy, competitive analysis, development cost estimates, concept, design and product offering, operator identification, business structuring, financial feasibilities, legal requirements and potential constraints.
Strategic alignment of horizontal and vertical pmo goals finalTathagat Varma
Today’s R&D organizations are highly matrixed. A PMO in a typical product team must work with several peers in engineering, QA, product management, usability, marketing and several other functions, neither of who report into her. She must align all these functions to the product roadmap and to the larger overall goals and objectives of her product group.
As the product organizations grow, there is an inevitable need for Strategic PMO to integrate back various functionally independent product groups on common systemic issues and create an interlock to reinforce each of the components. Strategic PMOs in this role have an added level of complexity working with vertical PMOs who don’t have same level of priority for the strategic horizontal initiatives. Often, their goals are at crossroads.
In this paper, we discuss a framework to create a strategic alignment of organization-level strategic PMO goals (“Horizontal Strategic Programs”) and product group-level operational PMO goals (“Vertical Programs”) into seamless team efforts. Finally, we present a case study on strategic horizontal programs at Yahoo! R&D India
Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
5.1 Retooling Transitional Housing II: Implementing Changes to Your Program
Speaker: Kay Moshier McDivitt
If you are planning to make significant changes to your transitional housing program, this workshop will help you identify the steps you can consider and provide examples and tools for taking those steps. Providers who have retooled their transitional housing will share their experiences about making the shift, and cover topics such as staffing, contracts, and working with board members.
The Ontology-based Business Architecture Engineering FrameworkDmitry Kudryavtsev
Business architecture became a well-known tool for business transformations. According to a recent study by Forrester, 50 percent of the companies polled claimed to have an active business architecture initiative, whereas 20 percent were planning to engage in business architecture work in the near future. However, despite the high interest in BA, there is not yet a common understanding of the main concepts. There is a lack for the business architecture framework which provides a complete metamodel, suggests methodology for business architecture development and enables tool support for it. The ORGMaster framework is designed to solve this problem using the ontology as a core of the metamodel. This paper describes the ORG-Master framework, its implementation and dissemination.
the presentation was given within the SOMET 2011 conference: http://www.somet.soft.iwate-pu.ac.jp/somet_11/
see the text in proceedings here: http://www.booksonline.iospress.nl/Content/View.aspx?piid=21454
Kudryavtsev, D., & Grigoriev, L. (2011). The ontology-based business architecture engineering framework. In proceedings of the 10th International Conference on Intelligent Software Methodologies, Tools and Techniques (SOMET), September 28-30, 2011, Saint-Petersburg, Russia. P. 233-252.
The following a short presentation on Physical & Functional Decomposition of a Manufactured Product and Its Implications on New Product Launch. This is critical as it establishes the bedrock for which Continuous Improvement and Lean Manufacturing efforts can build from. If this is not correctly done, we then have Garbage In, Garbage Out (GIGO)
On Application Of Structural Decomposition For Process Model Abstractionsergey.smirnov
Real world business process models may consist of hundreds of elements and have sophisticated structure. Although there are tasks where such models are valuable and appreciated, in general complexity has a negative influence on model comprehension and analysis. Thus, means for managing the complexity of process models are needed. One approach is abstraction of business process models—creation of a process model which preserves the main features of the initial elaborate process model, but leaves out insignificant details. In this paper we study the structural aspects of process model abstraction and introduce an abstraction approach based on process structure trees (PST). The developed approach assures that the abstracted process model preserves the ordering constraints of the initial model. It surpasses pattern-based process model abstraction approaches, allowing to handle graph-structured process models of arbitrary structure. We also provide an evaluation of the proposed approach.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
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Business Process Model Abstraction Based On Behavioral Profilessergey.smirnov
A variety of drivers for process modeling efforts, from low-level service orchestration to high-level decision support, results in many process models describing one business process. Depending on the modeling purpose, these models differ with respect to the model granularity. Business process model abstraction (BPMA) emerged as a technique that given a process model delivers a high-level process representation containing more coarse-grained activities and overall ordering constraints between them. Thereby, BPMA reduces the number of models capturing the same business process on different abstraction levels. In this paper, we present an abstraction approach that derives control flow dependencies for activities of an abstract model, once the groups of related activities are selected for aggregation. In contrast to the existing work, we allow for arbitrary activity groupings. To this end, we employ the behavioral profile notion that captures behavioral characteristics of a process model. Based on the original model and the activity grouping, we compute a new behavioral profile used for synthesis of the abstract process model.
In this session participants will work with experts to develop a sample logical framework for their project.
o OBJECTIVE: Participants will identify inputs, activities, outputs, outcomes, and impacts for their projects
From Strategy to Practice: The Tonle Sap InitiativeOlivier Serrat
Consumptive use of the Tonle Sap's natural capital is intense. The Tonle Sap Basin Strategy promotes an approach that conserves nature and offers the promise of sustainable development. Informed by principles that fix attention to sustainable livelihoods, social justice, and a basin-wide approach, the development objectives are to foster, promote, and facilitate pro-poor, sustainable economic growth; access to assets; and management of natural resources and the environment.
Institutional arrangements for national and community level governance of the...Tim Cadman
Key Recommendations:
* Sustainable Development Goals (SDGs) require a governance framework applicable at multiple levels (‘multilayers’ – ESGa 2014);
*Means of Implementation (MoI) need to be embedded in each SDG;
*SDGs themselves require a ‘governance Goal’ to ensure consistency of implementation and to ensure quality, effectiveness and legitimacy (“‘good’, effective, equitable” ESGc 2014);
*MoI will be largely negotiated at the global level, financed at the national level, and implemented at the community (corporate, organizational ESGc 2014) level, requiring co-ordination and collaboration between levels.
Stakeholder Management for Development Corporation
(Real Estate Development - Project Management - Stakeholder Management)
Stakeholder management is an indispensable component responsible for the ease of delivery of any program, plan or engagement. It is chiefly concerned with effectual management for objectives realization of a given plan, program, activity or engagement. This has to do with achieving the necessary balance between objectives and expectations of stakeholders so as to nib any probable frustrations associated with the program’s delivery in the bud. To do this, the necessary and agreeable processes of stakeholder management need to be fused with the sublime but often challenging business environments.
This document serves as a guide for applying the Sport for
Development (S4D) framework described in the report “Playing
the Game: A framework for successful child-focused sport for
development programmes”.
The framework can be used as a starting point for designing a
new programme, to guide the expansion of an existing one into
new locations, or to improve and re-organize specific
programmatic and organizational aspects.
The framework follows the different phases of a programme
and their respective components, and recommends best
practices (see Figure 1). For each component of each
programming stage, this toolkit offers practitioners guiding
questions and practical recommendations.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What are the main advantages of using HR recruiter services.pdf
Implementing a results framework for capacity development
1. Implementing a Results Framework for
Capacity Development
December 9, 2009
Jenny Gold, Program Officer, Capacity Development & Results, WBI
1
Session Overview
A discussion around:
WBI’s Capacity Development Results Framework or CDRF
Example from WBI’s work
Discuss the road map to apply, adapt and customize the
framework and ways it can be used by practitioners
Experiences of WBI related to the application its results
framework
Why this session?
Expanded discussion and understanding around the
opportunities related to the application of a results framework
on the ground -- focusing on improving results management
practices of institutions in the South and identifying and
developing needed resources to guide practice
2
2. Why a Results Framework
Guide capacity needs assessments & identify capacity
constraints
Engage stakeholders in the entire program cycle &
ensure local ownership
Define capacity development strategies to apply at
community, regional, or country levels
Build indicators into program design to track progress
&, when necessary, adjust program for improved
adaptive management
Assess program results achieved, as well as results-
orientation of program design & actual implementation
Communicate meaningful results to stakeholders,
other practitioners & donors
Compare programs over time to determine what does
& does not work and adaptively manage practice
4
Introduction to WBI’s Capacity Development
and Results Work
WBI has developed the capacity development results framework or
CDRF – a key resource that is being implemented in the World Bank
and translated into practice
WBI’s growing practice in this area includes programs to
Develop, identify, pilot and share innovations, and good practices
related to capacity development and the management of its results
Work with regional capacity development institutions to develop
and test innovative tools and approaches
Exchange knowledge with strategic external partners on capacity
development concepts, strategies and practices
More application, adaption and customization of the framework
for on the ground practice
5
3. Key Questions
1. Could you suggest concrete ways to expand
or further develop the practical application of
the capacity development results framework?
2. What might be needed resources to guide
practice?
www.capacity-development.org
6
Capacity Development Results Framework
or CDRF
What is the framework? Main elements:
Brings together good A development goal that the
capacity development contributes
practice to provide a to
results-oriented approach Typology of capacity factors
to help guide and improve with categories of capacity
capacity development indicators
practice Capacity development
objectives that relate to capacity
Links program activities to factors
changes in capacity Typology of intermediate
toward the achievement of outcomes or learning outcomes
a development goal Identified change agents, e.g.,
local groups or organizations, and
Flexible resource for use a process of how agents can
in different contexts drive change
Supporting partners and
7
stakeholders
4. CDRF Elements and How They Connect in a
Program
toward the development
goal
Capacity factors
who influence
relevant capacity
factors
to empower change
agents
Intermediate
outcomes or learning
outcomes can be
tracked
Through capacity
development activities
8
8
Questions for Program Teams
to Design a Program using the CDRF
What is the program’s goal?
What capacity factors does the program intend to address or
change?
Related to sociopolitical environment, policy instruments,
and/or organizational arrangements?
What is the program’s theory of change?
With/through which change agents?
What change process?
What are key complementary factors/actors?
What intermediate or learning outcomes will be needed for
success?
Through which activities?
All along, how will you monitor results?
9
9
5. Capacity Factors
Capacity factors are sociopolitical, policy and
organizational related.
In a capacity development program capacity factors
are a resource to adapt to your context and use to:
Assess capacity needs related to specific challenges and
opportunities
identify priority capacity needs that can be changed by
the program, i.e., areas where you can achieve results
Identify specific indicators (at the impact or capacity level)
Guide you in preparing your program’s capacity
development objectives
10
Types of Capacity Factors – What
Factors Need to Change for Results?
Capacity Factor Issue Definition
Sociopolitical How conducive is it . . . comprises political & social
Environment to achieving forces that determine the priority
development goals? that government, civil society, & the
private sector give to specific
development goals
Policy How efficient are . . . are administrative rules, laws,
Instruments they in guiding regulations, standards, & other
stakeholders’ formal incentives that a society
behavior to achieving uses to guide stakeholder actions to
the goals? achieve its development goals
Organizational How effective are . . . are systems, rules of action,
Arrangements they in achieving the processes, personnel & other
goals? resources that state & non-state
stakeholders bring together to
achieve development goals
11
6. Measuring Results in terms of Capacity
Capacity to Achieve a Given
Development Goal (DG)
Indicators of a Conducive Indicators of Efficient Indicators of Effective
Sociopolitical Environment for a Policy Instruments for a given DG Organizational Arrangements
given DG for a Given DG
• Clarity of the policy instrument in defining
• Commitment of leaders to the DG & the related rights & responsibilities of • Clarity of mission with
DG stakeholders respect to the DG
• Consistency of policy instrument defining
• Compatibility of the DG with the DG with policy instruments for other DGs • Achievement of outcomes
social norms & values that lead directly to attainment
• Legitimacy of the policy instrument of the DG
• Stakeholder participation in • Incentives for compliance provided by the
decisions about the DG policy instrument • Operational efficiency
• Stakeholder voice in decisions • Administrative ease of policy instrument • Financial viability & probity
implementation
about the DG
• Freedom of policy instrument from • Supportiveness of
• Accountability of service unintended negative consequences stakeholders
providers for achieving the DG • Flexibility of the policy instrument in
• Adaptability in anticipating &
addressing varying DG situations
• Transparency of information to responding to change
stakeholders about the DG • Resistance of policy instrument to
corruption, rent seeking, & regulatory
capture
12
12
Example – IGAD, East Africa
Increase capacities of CSOs to engage in conflict prevention work at all levels, including in early response, to
prevent, de-escalate or resolve pastoral and related conflicts in each country across Eastern Africa region.
Sociopolitical related Policy related Organizational related
Capacity factor: Commitment of
traditional, civil society and political Capacity factor: Clarity of the
Capacity factor: Operational efficiency
leaders to put in place local capabilities policy instruments for early warning
of early-warning institutional structures
to deal with cross border pastoral and response in areas of cross border
other conflicts conflict
Related challenge: Need to
strengthen local institutions involved in
Related challenge: Need for multi- Related challenge: Need for
early warning and their coordination
stakeholder leadership commitment agreement on clear local level
with systems for information-gathering
among local stakeholder groups to mechanisms to guide response to
and analysis
stabilize land management in pastoral early warning signs
areas
Change process and agents of Change process and agents of change:
Change process and agents of change : change: The activities will improve local The activities will strengthen civil society
The activities will transform the behavior of stakeholder awareness and skills at a and community organizations by developing
the leaders and their commitment to come high level to support the development of a Rapid Response Fund to support their
together as a group to develop conflicted needed policy responses, and a regional achievement of conflict prevention and
responses effort to implement a common policy resolution initiatives in decentralized local
framework communities
Examples of intermediate outcomes Examples of intermediate outcomes Examples of intermediate outcomes
1. Greater willingness of local leaders to deal 1. Better understanding of the issues at a 1. Creation of new locally managed grant
with conflicts in a planned and systematic high level making mechanism to support local
manner 2. Enhanced skills of local partners on institutions
2. Better collaboration among traditional early warning response management 2. Increased awareness of stakeholders
leaders, civil society, governments, and inter- 3. Improved collaboration to advance a working on conflicts management
governmental organizations framework to monitor and manage 2. Updated processes established
3. Creation of a common platform for conflicts
stakeholder action Courses
for Training Training of IGAD
Training of local
Consultations governme staff and
Peer-peer knowledge partners working
with multi- Awareness nt officials
Pilot case representatives in
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stakeholder raising session exchange among local on grants
grant monitoring
studies
leaders with leaders partners in each country and reporting
7. Discussion – Capacity Factors
• Could you think of 1-2 concrete suggestions to
develop specific indicators and measures for the
different types and categories of capacity factors
in the framework?
– With the person beside you …
– Review the different types of sociopolitical, policy and
organizational related capacity factors
– Think of new and innovative approaches or good practices
from your experience
• 5 min.
Use the handout to guide your thinking
www.capacity-development.org
14
What Intermediate Outcomes are Needed for
Results?
Learning Outcomes
• Raised awareness Altered
• Enhanced skills status
• Improved consensus & teamwork Altered
processes
• Fostered coalitions & networks
• Formulated policies & strategies New
products
• Implemented strategies & plans & services
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8. Example – Chamber of Commerce, Ethiopia
Improve business partnership in the development of procedures and standards for private enterprise creation,
investment, and operations
Sociopolitical related Policy related Organizational related
Capacity factor: Flexibility of Capacity factor: Operational efficiency
Capacity factor: Participation of procedures, standards and codes in of business support structures
stakeholders in decisions about reform addressing changing business
development needs Related challenge: Need to strengthen
Related challenge: Need to expand new business network organization –
participation of business in policy Related challenge: Need to revise challenges due to fragmentation in the
dialogue and decision-making processes and modernize, existing policies that structures that it unites as well as
related to emerging reform issues constrain business growth and inefficiency in systems for oversight,
innovation, and information sharing
investment
Change process and agents of Change process and agents of
Change process and agents of change : change: The activities will change the change:
The activities will change how business behavior of business leaders and The activities will change how the
leaders and government stakeholders interact companies, and government and business support structures interact and
and dialogue for decision-making. business managed processes related to skills and processes to raise the
company registration. standards of their services.
Examples of intermediate outcomes Examples of intermediate outcomes Examples of intermediate outcomes
1. More understanding on business role and 1. Improved understanding on process of 1. Enhanced skills to upgrade business
needs on reform issues registering companies and skills to support services and systems
2. More confidence and motivation among implement 2. More collaboration on systems
business leaders to engage with government 2. Revised registration process development across business support
3. Collaboration with government and civil established and in use structures
society expanded 2. Updated processes established
Peer –peer
Awarenes Technical
dialogue Training Training in assistance and
Private/public s session
workshops management, resource inputs
Training in public Stakeholder meetings to update internal
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speaking, on reform accounting , other
Resource inputs to update system processes
issues Workshops
Intermediate Outcomes for Capacity Development
Learning Outcomes Generic Learning Objectives
• Participant understanding of an issue or situation improved
• Participant attitude improved
1. Raised awareness • Participant confidence improved
Altered status • Participant motivation improved
• New skills/knowledge acquired
2. Enhanced skills • New skills/knowledge applied
• Discussion initiated/resumed/activated
• Participatory process initiated/expanded
3. Improved • Consensus reached
Altered consensus/teamwork •
•
Action steps/plan formulated/improved
Collaboration increased/improved
processes • Discussion initiated/resumed/activated
4. Fostered • Participatory process initiated/improved
• Informal network(s) created/expanded
coalitions/networks • Formal partnerships or coalitions created/expanded
• Stakeholders involved in process
• Policy/strategy needs assessment completed
5. Formulated policy/ • Stakeholder agreement reached
• Action steps/plan formulated
New products strategy •
•
Monitoring and evaluation plan designed
Policy/reform/strategy/law proposed to decision-makers
& services • Implementation steps formulated
• Monitoring and evaluation initiated
6. Implemented strategy/plan • Implementation steps initiated
• Implementation know-how improved
9. Discussion – Intermediate Outcomes
• Could you think of 1-2 concrete suggestions to
develop specific indicators and measures for the
intermediate outcomes in the framework?
– With the person beside you …
– review the different types of learning outcomes , such as
new behaviors, interactions, products or services.
– Think of new and innovative approaches or good practices
from your experience, particularly for more difficult to
measure outcomes, such as related to consensus building
or network creation
• 5 min.
Use the handout to guide your thinking
www.capacity-development.org
18
What is the Relationship between your
Programs and the CDRF?
Programmatic
Approach Integral CDRF
An institution's capacity CDRF offers a method to
development activities – or determine the optimal
building blocks – arranged, arrangement of the building
adapted and customized to blocks needed to meet the
flexibly fit the diverse needs of goals of different programs
local agents and stakeholders
to achieve results
Change dge
Knowle s;
n ge
manageme exchan on
t, multi- ti
innova s
r m
stakeholde platfor
leadership
-peer
Peer-to
action
g,
learnin
rks
Struct
ured netwo
g
learnin
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10. Why a Roadmap?
One application of the framework
Iterative steps for project team to apply, adapt and
customize the CDRF, including key good practices
for capacity development
Adapt to context and needs – such as to
Engage stakeholders in project cycle
Build project-level indicators for capacity development
Conduct a capacity needs assessment, or
Guide project planning, design or strategy development
Application would allow programs to identify,
manage, communicate, and compare the results
of capacity development work
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Practice Example -- Roadmap to Apply, Adapt and Customize
the Framework
1
Validate the
development goal for
the capacity
development with
6 stakeholders 2
Identify intermediate Assess the capacity
outcomes and factors in the specific
indicators context
Basis for Results-
oriented capacity
5. development work
Describe the change 3
agents and the Decide which
expected capacity factors are a
process by priority & can be
which change changed by the work
will happen 4
Specify the capacity
development
objectives
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11. Examples of Ongoing Program Work
Global/ East Africa - Case studies: Africa – African Capacity Building
WBI is using the framework as a Foundation
resource to document capacity Joint work to develop a results
development practices and learn framework for ACBF projects,
from the experiences of different including tools for retrofitting and
programs – case studies of M&E as well as a possible pilot
programs in East Africa – case activity to implement the framework.
studies of World Bank programs Launched in Oct. 2009 through a
(early 2010) workout session with ACBF’s
China - Ministry of Finance’s Training operational staff.
Center India - WBI Urban program
Using the CDRF to apply a results Work with WBI’s urban practice
orientation to MOF programs. and partners in India to use the
Starting Dec. 2009, WBI will work framework to guide a capacity
with the Training Center and its assessment and to develop results-
training network associated with oriented programs. The results are
the provincial bureaus. It will also expected to contribute to ASCI
assess a possible pilot to
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programs and a national urban
implement the framework. renewal initiative(ongoing in 2010)
Key Questions
1. Could you suggest 1-2 concrete ways to expand
or further develop the practical application of the
capacity development results framework?
2. What might be needed resources to guide
practice?
– With the person beside you …
• 5 min.
www.capacity-development.org
23
12. www.capacity-development.org
wbi.worldbank.org/wbi/approaches/capacity-and-results
More resources to come:
• Case studies
• Indicators
• Pilot examples
• Practical toolkits
capacity4change@worldbank.org
Your idea to develop online tools and resources:
https://www.surveymonkey.com/s/HT3X9NR
Contribute to a newly created wiki:
A dynamic web page where practitioners and partners can build a glossary to
consolidate varying definitions for terms and concepts in capacity
development.
http://capacitydevelopmentindex.pbworks.com/
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