1. The UNDP Capacity
Development Approach:
Integrating CD in Country
Office Programmes
Mao Kawada and Robert Bernardo
Capacity Development Practice
Bratislava Regional Centre

2. SOME TRENDS: Georgia
1
0.9
0.8
0.7
US Russia
0.6
0.5
• 2011 TI
0.4
• 2009 HI (Gallup
0.3
• 2012 ESI (Yale)
0.2
• 2011 DI (EIU)
0.1
• 2011 HDI
0
Norway Turkey
ESI (2012)
DI (2011)
HDI (2011)
TI (2011)
Albania Tajikistan HI ('05-'09)

3. Where is Tajikistan on the MDGs?
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
Source: http://www.undp.tj/files/MDG%20summary%20table.pdf

4. CD Crossing Practices
HIV/AIDS,
Energy and Good Crisis Poverty
Malaria and
Environment Governance Prevention Reduction
TB
Capacity Development
Common, Unified CD
Approach
Do we identify
strategic entry Do we measure ‘change’ in
Do we introduce
Do we effectively assess points for CD? capacity (transformations)
sustainable CD
capacity gaps?  why, whose, based on our
responses?
and what interventions?
capacities?

5. SCISPM
MoEDT
MoEd
MoEP MoH CSOs
MoF
MoPE
Academe
MoFA
MoAg
HIV/AIDS,
Energy and Good Crisis Poverty
Malaria and
Environment Governance Prevention Reduction
TB
Capacity Development

6. SCISPM
MoEDT
MoEd
CSOs
MoEP MoH
MoF
Academe MoPE
MoFA
MoAg
HIV/AIDS,
Energy and Good Crisis Poverty
Malaria and
Environment Governance Prevention Reduction
TB
Capacity Development

7. SCISPM
MoEDT
MoEd
CSOs
MoEP MoH
MoF
Academe MoPE
MoFA
MoAg

8. Integrating Capacity Development in
Programming
• 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
8
8

9. Why the renewed focus on CD?
Trainings, exposure trips =
Capacity Development ??
9

10. Why the renewed Focus on CD?
Equipment, Facilities, Str
uctures = Capacity
Development ??
10

11. Partner ‘s Capacity
to perform on their
own
R?
UNDP Technical Support
(e.g., experts, resources)
Y?

12. Capacity Development Process
Step 1:
Step 5:
Engage
Monitor &
Partners and
Evaluate CD
Build
Strategies
Consensus
Capacity
Step 4:
Development Step 2:
Process Assess
Implement
Capacity
CD
Assets and
Strategies
Needs
Step 3:
Formulate
CD
Strategies
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13. A Systems Approach: The Three Layers of Capacity Development
Individual level
(experience, knowledge
& technical skills)
Deepening
effective and Organisational level
accountable (systems, procedures
state-citizen & rules)
engagement
Enabling environment
(institutional framework,
power structure & influence)
Successful capacity development requires not only skills &
organizational procedures, but also incentives & good governance
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14. Capacities for Whom?
• State Institutions
(central, sub-national)
• Civil Society
Organizations
• Private Sector
• Other implementing
partners
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15. 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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16. Capacities for What?
• 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
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17. 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.

18. Capacity Development Strategies
Institutional Reform and Leadership development
Incentives • Negotiation
• Functional Reviews • Visioning skills
• Incentives/Salary reform • Strategic planning
• Business processes • Coaching and mentoring
• Change management • Ethics
• Champions and coalitions • Advocacy
• Cross-Cultural
Communications
Education and Learning Accountability and Voice
• Trainings Mechanisms
• Learning events • Peer reviews, Citizen watch
• OJT/Exchanges • Monitoring and evaluation
• Research • Stakeholder feedback and forums
• Participatory processes • Public information campaigns
• Group engagement techniques

19. Some typical CD interventions
• 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

20. Defining and Measuring Capacity
Impact:
Change in
National Development Goals
People’s
Well-Being
National Institutions
Outcome:
Change in
Performance
Institutional
Performance,
Stability and
Adaptability Stability Adaptability
Levers of Change: Capacity Development Core Issues / Responses
Institutional
Leadership Knowledge Accountability
Arrangements
• Streamlined • Clearly formulated • Research supply • Audit systems and
Processes vision and demand practice standards
• Clear definitions • Communication linkage • Participatory
Output: of roles and standards mechanism planning
Product responsibilities • Management tools • Brain gain and mechanism
Produced or • Merit-based • Outreach retention • Stakeholder
Service appraisal mechanism strategies feedback
Provided mechanism • … • Knowledge mechanism
• Coordination sharing tools and • …
mechanism mechanism
• … • …

21. 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?

22. CD Focus Areas
Aid and Development Effectiveness
National Implementation Capacities and
Country Systems
National and Sectoral CD Strategies
Local Service Delivery

23. 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.
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24. Your Capacity Development Team in BRC
Albert Soer, CD Practice Leader
Mao Kawada, CD Programme Officer
Robert Bernardo, CD Policy Specialist