Evaluating support to capacity development Piet de Lange Evaluator Policy ad Operations Department (IOB) Ministry of Foreign Affairs The Netherlands piet-de.lange@minbuza.nl 11/30/2018

Rationale for the evaluation Lack of policy and intervention theory No clear concept of capacity No indicators Need to get a better understanding Improve policy and effectiveness of support 11/30/2018

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Capacity development and support New institutions Policy dialogue Politics & power Political dialogue Institutional development Organisation Skills & knowledge Resources Technical assistance Financial support 11/30/2018

Focus on organisations Capacity = Ability to manage affairs successfully (OECD) Capacity development = organisational development Organisations, smaller units of larger organisations, organisational networks 11/30/2018

Organisations as open systems 11/30/2018

Capacity development is Organisation and location specific Non-linear Endogenous Complex 11/30/2018

Evaluating capacity Organisation/system Input Output Outcome Capability to act and commit adapt and self-renew relate to external stakeholders achieve coherence deliver on development objectives** External factors = international level = national level = local level* 11/30/2018

Evaluating capacity development 11/30/2018

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Core capability 1: Commit and act Has a plan, takes decisions and acts Mobilises resources Inspiring, action oriented leadership Has quality system, including monitoring Etc. 11/30/2018

Core capability 2: Deliver on objectives Resources proportionate to deliver output Access to knowledge Outputs are relevant for achieving outcome Etc. 11/30/2018

Core capability 3: Relate Organisation has political and social legitimacy Organisation has operational credibility Organisation is aware of importance of coalitions Organisation maintains alliances Etc. 11/30/2018

Core capability 4: Adapt and self-renew Management understands shifting contexts Management has confidence to change Management encourages learning Etc. 11/30/2018

Core capability 5: Maintain consistency Mandate, vision and strategy are known and used to guide decision making Organisation has operating principles Consistency between ambition, vision, strategy and operations Etc. 11/30/2018

Implications Organisation, location specific validation and completion of indicators Need for context and organisation analysis Southern perspective 11/30/2018

Context specific indicators Conclusion Context specific indicators based on generic set of principles 11/30/2018