This document outlines different models and approaches for capacity development. It discusses assessing capacity needs, strategizing and planning interventions, implementation, and monitoring and evaluation. Key principles for capacity development include starting with existing capacity, taking a holistic perspective, and viewing it as an ongoing learning process. When applying these approaches in practice, the focus is on strengthening various levels of competence through institutional reform, leadership development, education, and accountability mechanisms. The document provides a step-by-step guide for creating a context-specific model that engages stakeholders, assesses needs and resources, identifies entry points, and develops a flexible and iterative set of sequenced interventions.

1. MODULE 2
APPROACH AND METHODOLOGY

2. Introduction
Understand different models and approaches
• 3 agency models
• Framework for analysis
How are these applied in practice
• Key principles for capacity development
Best practice to capacity development
• Step by step guide

3. Models and approaches
1. Capacity
assessment
2. Strategise
and plan
4. Monitoring
and evaluation
3.
Implementation
Focus =
policy
relevant
research
excellence

4. Models and approaches
Understand
international and
country context
Identify and
support sources
of country
owned change
Learn from
experience and
share lessons
Deliver support

5. Models and approaches
1. Engage
stakeholders
on Capacity
Development
2. Assess
capacity
assets and
needs
3. Formulate
a Capacity
Development
programme
4. Implement
a Capacity
Development
response
5. Evaluate
Capacity
Development

6. Models and approaches
- Environment/contextual factors
- Institutional frameworks
- Systems of organisations
- Organisation
- Units in an organisation
- Individual knowledge and professional skills
Levels of analysis

7. How are they applied in practice
Points of departure:
• Increase the capacity of poor people
• Strengthen the capacity of partners in cooperation to assume responsibility for their
own development
• Use a holistic perspective in the analysis of projects and programmes
• Take existing capacity as the starting point
• See capacity development as an ongoing learning process

8. How are they applied in practice
Methods of capacity development
• Strengthen all levels of professional competence at individual level
• Strengthen capacity of governments or private organisations who SIDA co-operates
with
• Support extensive reforms of systems for education and healthcare, legal systems,
financial control systems and regulations for private sector development in co-operating
countries

9. How are they applied in practice
Core capacity development actions
Core issue CD response
Institutional arrangements Institutional reform and incentive mechanisms
Leadership Leadership development
Knowledge Education, training and learning
Accountability Accountability and voice mechanisms

10. How do you create a model to fit your context
1. Assemble the essential information to guide design decisions
+
2. Identify and engage key stakeholders in the decision making process
• Current capacity
• How change is already happening, including previous and existing CD
• Capacity needs
• Change readiness
• Cross cutting issues – especially gender
• Available resources
• Consider both the long term goal and the short term objectives
• Develop capacity indicators for both the goal and the objectives

11. How do you create a model to fit your context
3. Decide on key entry points based on previous or existing initiatives
• Identify and engage relevant stakeholders to get their support or at least neutralise
their resistance
• Key stakeholders to work out priority issues to address at all levels of capacity need
• What can be achieved quickly and what needs more time?
• Where is there energy for change?
• What resources are available?
• Work at multiple levels simultaneously?
• Think carefully about institutional environment and its potential impact on planned
interventions
• Maximise opportunities and minimise constraints
• Understand external constraints, work with internal drivers of change

12. How do you create a model to fit your context
4. Develop an iterative and flexible approach and range of interventions
and responses
• More complex the need and context = bigger range of responses
• ‘Best fit' selection to address different capacity needs and links between them
• Regular and structured review processes to keep adjusting the ‘best fit’
• Choice of interventions must be guided by identified priorities
5. Sequence the interventions and activities

13. Before you decide what to do, remember:
• No intervention starts with a 'blank canvas‘
• Approaches are often de-contextualised and apolitical
• Technical skills are rarely enough on their own
• Similarly formal responses eg. Laws/policies are rarely enough on their own
• Successful scaling-up can never be guaranteed
• Tools must be used appropriately and skillfully
• Work iteratively in order to be flexible and responsible
• Monitoring of the process is critical

14. In summary
• Continuous process of learning and evolution
• Generally a 4 or 5 stage process
• Holistic stakeholder analysis at multiple levels is critical
• Establish key entry points based on existing initiatives and capacity
• Multiple interventions and responses required, not just skills transfer
• Order the intervention sequence logically
• Work with what is realistic and not too ambitious
• Evaluation of what worked and didn’t work fundamental
• Feed back learning into ongoing programme and all new initiatives