The UNDP Capacity Development Approach: Integrating CD in Country Office

Programmes

Mao Kawada and Robert BernardoCapacity Development Practice

Bratislava Regional Centre

Georgia

Russia

Turkey

TajikistanAlbania

Norway

US

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ESI (2012)DI (2011)HDI (2011)

• 2011 TI• 2009 HI (Gallup• 2012 ESI (Yale)• 2011 DI (EIU) • 2011 HDI

SOME TRENDS:

MDG Goals/Targets

Goal 1. Eradicate extreme poverty and hunger

Goal 2. Achieve universal primary education

Goal 3. Promote gender equality and empower women

Goal 4. Reduce child mortality

Goal 5. Improve maternal health

Goal 6. Combat HIV/AIDS, tuberculosis, and other diseases

Goal 7. Ensure environmental sustainability

Goal 8. Develop a global partnership for development

Where is Tajikistan on the MDGs?

Source: http://www.undp.tj/files/MDG%20summary%20table.pdf

HIV/AIDS,Malaria and

TB

Crisis Prevention

Energy and Environment

Good Governance

Poverty Reduction

Capacity Development

Do we effectively assess capacity gaps?

Do we introduce sustainable CD

responses?

Do we measure ‘change’ in capacity (transformations)

based on our interventions?

Do we identify strategic entry points for CD? why, whose,

and what capacities?

Common, Unified CD Approach

CD Crossing Practices

HIV/AIDS,Malaria and

TB

Crisis Prevention

Energy and Environment

Good Governance

Poverty Reduction

MoEDT

MoEP

SCISPM

MoEd

MoH

MoAg

MoPE

CSOs

MoF

MoFAAcademe

Capacity Development

MoEDT

MoEP

SCISPM

MoEd

MoH

MoAg

MoPE

CSOs

MoF

MoFAAcademe

HIV/AIDS,Malaria and

TB

Crisis Prevention

Energy and Environment

Good Governance

Poverty Reduction

Capacity Development

MoEDT

MoEP

SCISPM

MoEd

MoH

MoAg

MoPE

CSOs

MoF

MoFAAcademe

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• CD is UNDP’s overarching contribution to development (SP; UNDG PS; CD PN; CA PN; etc.)

• Capacity development is to be translated into programmes and actions

• Capacity development responses are rooted in:

– Cultural specificity and grounded in local context

– State and public sector’s willingness to reform

– Local capabilities and knowledge base– Social capital mobilization

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Integrating Capacity Development in Programming

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Why the renewed focus on CD?

Trainings, exposure trips = Capacity Development ??

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Equipment, Facilities, Structures = Capacity Development ??

Why the renewed Focus on CD?

Partner ‘s Capacity to perform on their own

UNDP Technical Support(e.g., experts, resources)

Y?

R?

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Capacity Development Process

Step 1:Engage

Partners andBuild

Consensus

Step 2: Assess

Capacity Assets and

Needs

Step 3: Formulate CD

Strategies

Step 4:Implement

CD Strategies

Step 5:Monitor &

Evaluate CD Strategies

Capacity Development

Process

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Individual level(experience, knowledge

& technical skills)

Individual level(experience, knowledge

& technical skills)

Enabling environment(institutional framework,

power structure & influence)

Organisational level(systems, procedures

& rules)

Successful capacity development requires not only skills & organizational procedures, but also incentives & good

governance

Deepening effective and accountable state-citizen engagement

A Systems Approach: The Three Layers of Capacity Development

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Capacities for Whom?

• State Institutions (central, sub-national)

• Civil Society Organizations

• Private Sector

• Other implementing partners

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Capacities for What?

• Technical Capacities – associated with particular areas of professional expertise or knowledge (e.g., economic planning, environmental management, public health, public education, etc.)

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• Functional Capacities – activities associated with the formulation, implementation and evaluation of policy, programmes and projects; relevant in all situations irrespective of sector/organization Engage in Multi-Stakeholder Dialogue

Assess a Situation and Create a Vision and Mandate

Formulate Policy and Strategy Budget, Manage and

Implement Monitor and Evaluate

Capacities for What?

17Capacity Development Group, Bureau for Development Policy

Core capacity issues

The policies, practices and systems that allow for effective functioning of an organization or group. These may include ‘hard’ rules such as laws or the terms of a contract, or ‘soft’ rules like codes of conduct or generally accepted values.

Leadership is the ability to influence, inspire and motivate others to achieve or even go beyond their goals. It is also the ability to anticipate and respond to change. Leadership is not necessarily synonymous with a position of authority; it can also be informal and be held at many levels.

Knowledge underpins people’s capacities and hence capacity development. Seen from the perspective of our three levels, knowledge has traditionally been fostered at the individual level, mostly through education. But it can also be created and shared within an organization, such as through on-the-job training, and supported through an enabling environment of effective educational systems and policies.

Accountability is about the willingness and abilities of public institutions to put in place systems and mechanisms to engage citizen groups, capture and utilize their feedback as well as the capacities of the latter to make use of such platforms.

Capacity Development Strategies

Institutional Reform and Incentives

• Functional Reviews• Incentives/Salary reform

• Business processes• Change management

• Champions and coalitions

Leadership development • Negotiation

• Visioning skills• Strategic planning

• Coaching and mentoring• Ethics

• Advocacy• Cross-Cultural Communications

Education and Learning • Trainings

• Learning events • OJT/Exchanges

• Research• Participatory processes

Accountability and Voice Mechanisms

• Peer reviews, Citizen watch• Monitoring and evaluation

• Stakeholder feedback and forums• Public information campaigns• Group engagement techniques

• Technical and Policy Support, including fielding of high level advisors and technical experts, and conduct of policy studies

• Human Resource Development, including provision of various training programs, coaching and mentoring programs, diaspora engagement and brain gain

• Grant Schemes to promote and implement capacity development activities;

• Performance Support Systems, including incentive systems, salary supplementation schemes;

• Facilities and Infrastructure Development, including construction of office buildings and provision of equipment and facilities

Some typical CD interventions

Outcome: Change in

Institutional

Performance, Stability

and Adaptabilit

y

Output: Product

Produced or Service Provided

Levers of Change: Capacity Development Core Issues / Responses

• Streamlined Processes

• Clear definitions of roles and responsibilities

• Merit-based appraisal mechanism

• Coordination mechanism

• …

Institutional Arrangements

• Clearly formulated vision

• Communication standards

• Management tools

• Outreach mechanism

• …

Leadership

• Research supply and demand linkage mechanism

• Brain gain and retention strategies

• Knowledge sharing tools and mechanism

• …

Knowledge

• Audit systems and practice standards

• Participatory planning mechanism

• Stakeholder feedback mechanism

• …

Accountability

National Institutions

National Development Goals

Performance

Stability Adaptability

Impact:Change in People’s

Well-Being

Capacity Development Group, Bureau for Development Policy

Defining and Measuring Capacity

For CO Programmes:

• Are there strategic institutions whose capacities need to be developed? What menu of CD services should be deployed?

• What capacities (at the enabling environment, organizational, individual levels) do we expect to be in place at the end of our programme engagement?

• Can we measure change in capacities over time as a result of our programmes?

CD Focus Areas

Aid and Development Effectiveness

National Implementation Capacities and Country Systems

National and Sectoral CD Strategies

Local Service Delivery

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UNDP Definitions Related to Capacity

Capacity: the ability of individuals, institutions, and societies

to perform functions, solve problems, and set and achieve

objectives in a sustainable manner.

Capacity Development: the process through which the

abilities to do so are obtained, strengthened, adapted and

maintained over time.

Capacity Assessment: An analysis of current capacities

against desired future capacities; this assessment generates an

understanding of capacity assets and needs which in turn leads

to the formulation of capacity development strategies.

Your Capacity Development Team in BRC

Albert Soer, CD Practice Leader

Mao Kawada, CD Programme Officer

Robert Bernardo, CD Policy Specialist