Building Blocks of CLEAR’s Capacity Development Strategy

Submitted by jyuan@worldbank.org on Thu, 05/12/2016 - 11:12
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Overview

  • Framework of typical change agents (stakeholders) who are typical targets for collaboration with CLEAR
     
  • Examples of intermediate capacity outcomes from the World Bank Institute’s Capacity Development Framework that informed CLEAR’s theory of change. 
     
  • Framework for capacity development (CD) activities that that CLEAR centers consider in their work with stakeholders. Capacity development is more than training, and this table below illustrates just some of the different options you may consider if you are building M&E capacity in your organizations and with your stakeholders. This framework is not static and will evolve as CLEAR and M&E capacity building more generally both evolve.
Pdf as plain
Building Blocks of CLEAR’s
Capacity Development Strategy
Change Agents – Capacity Outcomes –
M&E Capacity Development Activities
Background Documentation for the Strategy Planning
Sessions in the CLEAR Global Forum in Tunis, Tunisia
February 18-22, 2013
Author: CLEAR Secretariat
February 1, 2013
www.thecleariniative.org
Building Blocks of CLEAR’s Capacity Development Strategy 2 | Page
Building Blocks of CLEAR’s Capacity Development Strategy
Change Agents – Capacity Outcomes – M&E Capacity Development Activities
Table A: Change Agent Examples
Below is a framework of typical change agents (stakeholders) who are typical targets for collaboration with CLEAR.
Category Levels
Executive Level Managerial Level Technical/Professional Level
Parliament  Parliamentarians  Senior Aids
 Senior Committee Staff
 Analysts
 Program staff
Ministry
 National
 Regional/Provincial
 Ministers
 Vice Ministers
 Managers
 Program leaders
 Analysts
 Program staff
Government Agency
 National
 Regional/Provincial
 Agency Heads
 Directors
 Managers
 Program leaders
 Analysts
 Program staff
Civil Society Groups /
NGOs
 President
 Directors
 Managers
 Program leaders
 Analysts
 Program staff
Academia  Presidents/ Chancellors
 Deans
 Department Chairs  Professors
 Research staff
 Program staff
Other
Table B: Intermediate Capacity Outcomes
These are examples of intermediate capacity outcomes from the World Bank Institute’s Capacity Development Framework
that informed CLEAR’s theory of change.
Category Examples for each category
1. Raised awareness
• Participant understanding of an issue or situation improved
• Participant attitude improved
• Participant confidence improved
• Participant motivation improved
2. Enhanced skills/knowledge • New skills/knowledge acquired
• New skills/knowledge applied
3. Improved consensus/teamwork
• Discussion initiated/resumed/activated
• Participatory process initiated/expanded
• Consensus reached
• Action steps/plan formulated/improved
• Collaboration increased/improved
4. Enhanced networks
• Discussion initiated/resumed/activated
• Participatory process initiated/improved
• Informal network(s) created/expanded
• Formal partnerships or coalitions created/expanded
5. Strengthened coalitions
• Stakeholders involved in process
• Policy/strategy needs assessment completed
• Stakeholder agreement reached
6. New implementation know-how
• Implementation steps formulated
• Monitoring and evaluation plan/process designed
• Pilot program produced valuable lessons-learned which are fed-back into the
program/project
Building Blocks of CLEAR’s Capacity Development Strategy 3 | Page
Table C: M&E Capacity Development Activities
Below is a framework for capacity development (CD) activities that that CLEAR centers consider in their work with stakeholders.
Capacity development is more than training, and this table below illustrates just some of the different options you may consider if
you are building M&E capacity in your organizations and with your stakeholders. This framework is not static and will evolve as
CLEAR and M&E capacity building more generally both evolve.
Categories Definitions Sample Activities
 Training
Delivery of learning events (face-to-face/F2F and
electronic media), such as courses, either directly or
with national, regional or global partners. Could
involve direct delivery by centers and/or co-sponsorship
with others (e.g., CSOs) who are leading the training.
 F2F courses, seminars, workshops
 E-learning courses
 Webinars, short videos on a topic (e.g.,
logic models)
 Training conferences
 Other:
 Knowledge
Exchange (Sharing)
Facilitate and support exchanges of information among
practitioners on global, regional, and local M&E topics
and issues. Knowledge Exchange is differentiated from
Training in that the Knowledge Exchange participants
have a primary role in knowledge flows, whereas in
Training, the knowledge flow comes mostly from
facilitator(s)/ trainer(s)/ presenter(s) to participants.
 Roundtables, conferences, forums,
knowledge fairs
 Study tours or expert visits where
exchanging information and lessons is
key (emphasis is on participant sharing
more than facilitator/ trainer/
presenter-led exchanges)
 South-south learning exchanges
 Communities of practice
 Other:
 Advocacy,
Promotion
Advocate or promote - directly or indirectly – for an
initiative to support the advancement of M&E or some
related change process. It could involve supporting –
financially, technically, or in some other manner –
groups that would implement the advocacy work.
 Media campaigns
 Public speaking
 Commissioning and publishing research
 Polls
 Filing of an amicus brief
 Convening other advocates, change
agents
 Direct lobbying
 Other:
 Leadership
Development
Leadership development of M&E practitioners and also
of policymakers using M&E resources. Promote the
development of leaders who will support M&E and PM
practices in their own organizations and/or for the
wider communities (e.g., M&E communities of
professionals, villages, etc.).
 Building of leadership skills for
individuals and teams (communication,
positive relationships, dealing with
conflict, influencing others, problem
solving, ethics, goal setting, etc.)
 Leadership case studies
 On the job learning
 Organizing citizen/community
campaigns
 Identifying and grooming potential
leaders, including among minority or
disadvantaged populations
 Strategy development
 Mentoring/coaching
 Technical
Assistance (TA)
and Organization
Capacity Building
(Advisory /
Development /
Maintenance)
Provide technical assistance (typically involving advisory
services, development support, and or maintenance) to
assist organizations (national, sub-national,
government, civil society, etc.) to help build their M&E
capacity across a range of areas. These technical
assistance areas could include, but is not restricted to,
M&E planning, technology (e.g., M&E systems),
 TA support to government agencies
 TA support to CSOs building out M&E
functions
 Strategic planning
 Other:
Building Blocks of CLEAR’s Capacity Development Strategy 4 | Page
Categories Definitions Sample Activities
training/course content development, delivery of
learning and knowledge events in partnership with
these organizations, and strategic planning.
 Evaluations,
Assessments,
Project Advisory
Conduct evaluations or other assessments directly
and/or in partnership with others. Assist with design of
M&E aspects of projects, programs or policies under
development. Give advice on choices of methods.
 Evaluations
 Needs assessments
 Development of logic models, indicator
plans, surveys, etc.
 Other:
 Diagnostics
Work with partners to diagnose and advise on M&E
systems, policies, methods in place or to be developed,
etc. This work will often (but not only) involve analysis
of national, regional/state, or municipal M&E systems
and the vertical and horizontal interplay of systems.
 Advice on M&E systems (e.g., MIS,
indicators to track, exchanges and use
of info collected)
 Recommendations on methods,
approaches and so on
 Other:
 Knowledge
Resources
Assemble ideas and knowledge into knowledge tools.
Purpose will be to expand on M&E research (e.g., on
methods, tools, etc.) and experiences (e.g., of country
experiences with M&E systems)
 Books
 Journals (sponsorship and
contributions to)
 Policy notes
 Case studies
 Reports/studies
 Toolkits
 Website development/support
 Blogs
 Applications
 Other:
 Networks/
Communities of
Practice (COP) /
Partnership/
Association
Development
(Advisory /
Development /
Maintenance)
Create, administer or sustain networks/ CoPs/
partnerships/ associations of M&E practitioners (e.g. by
playing a “connector” role and bringing stakeholders
together, by providing the “space” using social
networking platforms, etc.), in real time over sustained
periods. Includes support and cooperation for
associations/networks. Different types include: those
where people come together without much of a web
presence (e.g., national associations); those that also
have a strong web-based presence (e.g., RELAC); those
that are networks of networks (e.g. IOCE); etc. The
networks generally have a formal structure (with
documented objectives, scope and membership).
 National/regional M&E supports (e.g.,
AfREA, SAMEA, RELAC, etc)
 Contributions to other M&E
associations and/or initiatives (e.g.,
IOCE, EvalPartners, 3ie, etc.)
 Participate in standard setting (e.g.,
certification efforts, etc.)
 Contribute to professionalization of
M&E as a field
 Support to association websites for
sharing and connecting people on M&E
topics and issues
 Other:
 Grants,
Competitions and
Awards
(Development and
Implementation)
Support and manage local grants and competitions for
the furtherance of M&E in different settings.
Encourage the sharing of innovations (e.g., M&E system
development). Provide awards for good practices.
 Develop and/or administer grants and
competitions (e.g., on the behalf of
centers, with donors, etc.)
 Sponsor awards to
policymakers/agencies who are
promoting M&E.
 Other:
 Other 
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