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Enhancing Capacity Development: Strategies for Effective Collective Action in Development

This framework addresses the multifaceted challenges in Capacity Development (CD), where the global development community invests over $15 billion annually. Key questions include the effectiveness of spending, approaches to scale up results, and the harmonization of donor support. The focus is on integrating local demand, ownership, and governance into CD efforts. By assessing outcomes related to broader development goals, this framework advocates for sustained engagement, strategic planning, and evidence-based practices to optimize investments in capacity, ensuring that they translate into tangible progress in poverty reduction and sustainable growth.

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Enhancing Capacity Development: Strategies for Effective Collective Action in Development

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Presentation Transcript

  1. Capacity Development A framework for collective action

  2. Recognition of a problem • Development community is spending at least $15 billion a year on CD • Two big questions about this: • Is it well spent? (Evidence says “not always”) • Can we do more/ more effectively? How do we scale up?

  3. The CD debate • What works? • How to measure results? • How to fund? • How to harmonize donor support? • How to prioritize, links to broader development goals? • How to sequence actions?

  4. What works? • Driven by local demand, leadership, ownership and built on what exists • Monitored and followed by interested parties for as long as it takes • Integrated within other development objectives and programs • Focus on functional capabilities • Governance is a make or break issue

  5. Examples of types of CD

  6. Lessons from Shanghai conference 2004 • Capacity is frequently bigger constraint than money in scaling up poverty reduction • Shortcuts to CD are rare. Typical timeframe is 10-20 years. Shortcutting requires simplified designs, decision-making processes • Shortcutting has operational implications • Strong preference for South-South learning; need to promote local "leadership" institutions • Rich body of evidence on approaches to scaling up -- cases should be exploited and applied

  7. How to measure? • Two existing tools for country comparisons/ broad overviews • WBI Global Governance Indicators • CPIA • Specific indicators at the project level • Most focus on implementation rather than progress towards broader capacities • Need to develop tools to access capacity relative to specific goals, e.g., DAC public finance CD approach, which defines required capabilities

  8. CPIA aims • Quality of policies and institutional framework: extent it supports sustainable growth, poverty reduction, and effective use of ODA • Policies and institutions versus outcomes: elements within country control, not actual outcomes (i.e., growth rates, which are not always under country’s control) • Policy actions and implementation: Actual policies, not promises or intentions • Weakness: fails to assess implementation capacity

  9. CPIA elements

  10. Measuring and monitoring: ESW, TA and other products • QAG data • Project data: AISs, etc.

  11. Institutional incentives • Using examples such as environmental mainstreams: how to make sure capacity is considered at every step of the way? • Giving value to contributions to capacity: in personnel evaluations (OPEs), career paths • Institutional structures that reflect capacity as both technical and cross cutting issue

  12. How to harmonize? • Defining an agreed country-led definition of priorities--and a clear program of actions and instruments--will help clear up this problem

  13. Elements of a more strategic approach • Differentiating among three levels of clients • Middle income countries • Low income countries • LICUS • Helping each group define differentiated instruments linked to broader development agenda

  14. Capacity “at the core” of development processes • MICs: country systems, specific technical issues, MDG goals • PRS countries: specific actions linked to PRS priorities and results agenda • LICUS: opportunistic approaches focused on promoting reform/change agenda, leadership

  15. For PRS: Programmatic Approaches • Define needs based on priorities • Define sequenced actions, inputs, timeline • Financing mechanism • What public policy levers can be deployed, links to broader development agenda • Integrating all this into PRS • A much sharper focus on “how to” beyond goals and financing

  16. Way forward: a select group of countries • Action-oriented game plan • Business model • Put this forward to donors and clients

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