1. Evaluating support to capacity development
Piet de Lange
Evaluator
Policy ad Operations Department (IOB)
Ministry of Foreign Affairs
The Netherlands
11/30/2018

2. 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
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3. 11/30/2018

4. Capacity development and support
New institutions
Policy dialogue
Politics & power
Political dialogue
Institutional development
Organisation
Skills & knowledge
Resources
Technical assistance
Financial support
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5. Focus on organisations
Capacity = Ability to manage affairs successfully (OECD)
Capacity development = organisational development
Organisations, smaller units of larger organisations, organisational networks
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6. Organisations as open systems
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7. Capacity development is
Organisation and location specific
Non-linear
Endogenous
Complex
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8. 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

9. Evaluating capacity development
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10. 11/30/2018

11. 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.
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12. Core capability 2: Deliver on objectives
Resources proportionate to deliver output
Access to knowledge
Outputs are relevant for achieving outcome
Etc.
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13. 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.
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14. Core capability 4: Adapt and self-renew
Management understands shifting contexts
Management has confidence to change
Management encourages learning
Etc.
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15. 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.
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16. Implications
Organisation, location specific validation and completion of indicators
Need for context and organisation analysis
Southern perspective
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17. Context specific indicators
Conclusion
Context specific indicators
based on generic set of
principles
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