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8/13/2019 Capacity Assessment UNDP August 2009.pdf
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Overview of UNDPs Ca acit
Assessment Methodology
Capacity Development Group
Bureau for Development Policy
United Nations Development Programme
8/13/2019 Capacity Assessment UNDP August 2009.pdf
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Drawsupon
Capacitydevelopment
and
capacity
assessment
documents,
casestudiesandreviewsfromUNDP,theUNsystem,partner
TechnicalreviewprovidedbyrepresentativeswithinUNDP,
theUN
system
and
partner
organisations
50+applicationstodate
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Acapacityassessmentisananalysisofdesiredcapacitiesagainstexisting
capacities;
this
generates
an
understanding
of
capacity
assetsandneedsandservesasinputtoformulatingacapacity
.
UNDPhas
developed
asystematic
yet
flexible
methodology
for
con uc ngacapac yassessmen . sme o o ogycons s so :
1) TheUNDPCapacityAssessmentFramework
2) Aprocess
for
conducting
acapacity
assessment
3) Supportingtools
3
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Bringsrigorandasystematicprocessforassessingexisting
capacities
and
needs
and
formulating
a
capacity
development
response
Providesastructurefordiscussionaboutthescaleandscope
ofacapacity
assessment
and
more
generally
about
acapacity
eve opmen agen a
Providesresourcesandtoolstosupportacapacityassessmentincluding
contentfor
assessing
the
various
cross
sections
of
pointofentry,coreissueandfunctionalcapacity
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Focusesoncapacityasacomplementtoothertypesof
assessment,
e.g.,
organizational,
functional,
risk
triestomovebeyondanalysisparalysis peoplearehappyto
stayin
the
analysis
phase
most
have
skills
in
this
area,
accoun a y orresu s s m e sasa earea
Establishesindicatorstheindicatorsusedtoassesscapacity
becomethe
benchmarks
against
which
to
measure
progress
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CapacityDevelopment:Theprocessthroughwhichindividuals,organizationsandsocieties
,
tosetandachievetheirowndevelopment
objectivesover
time
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CapacityAssessment:Ananalysisofdesired capacitiesagainstexistingcapacities thatoffersasystematicwayof
andneedsandservesasinputfortheformulationofa
capac ty
eve opmentresponse
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Design Questions
CapacityforWhy?
CapacityforWhat?
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Technical Capacities
+
unc ona apac es
(Within a Sector/Thematic Context)
Issues
Core
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EnablingEnvironment
Organizationallevel
Individuallevel
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InstitutionalArrangementsIssues
Leadership
Knowled e
Core
AccountabilityExample: Institutional Arrangementsas a Driver of Design
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Technical Ca acitiesFunctional Capacities
+
FunctionalCapacities EngageStakeholders
AssessaSituationand
DefineaVision
and
Mandate
FormulatePoliciesand
Strategies
Example: Capacity to Evaluate
as a Driver of Design
Budget,Manage
and
Implement
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1. Mobilize & Design
. o ze
& Design
. on uc e
Capacity
Assessment
. ummar ze
& Interpret
Results
123451234512345
3 3
333
Evidence
Ranking
1=Noevidenceofrelevantcapacity5=Fullydevelopedcapacity
AssessmentQuestions
a.Capacitytobuildpartnerships,participateinnegotiations,andcoordinate
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1. Engagestakeholdersthroughouttheprocesstoensure
ongoingsuccess
2. Clarifyobjectivesandexpectationswithprimaryclients
. A aptt eUNDP apac tyAssessmentFramewor to
localneeds
analysisapproach
5. Determinehowtheassessmentwillbeconducted
6. Planand
cost
the
capacity
assessment
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Context:contextexpertsbringunderstandingofthepoliticaland
socioeconomiclandscapeinwhichtheassessmentisconducted
Content:content
providers
bring
detailed
and
technical
knowledge
ofthesectororthemeunderassessment,aswellasknowledgeof
thefunctional(andtechnical)capacitiestobeassessed
Process:amethodologyfacilitatorcanhelpmanagetheprocess.
Thisfacilitator
should
be
able
to
manage
discussions
around
the
scaleandscopeofthecapacityassessment,theadaptationofthe
UNDPCapacityAssessmentFramework,theexecutionofthe
assessment,includingdatacollectiontechniquestobeused,and
e
n erpre a on
o
assessmen
resu s
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Functional Capacities*
Engage
Assess a
Situation
& Create
a Vision
Formulate
Policies
&
Budget
Manage
& Im lement
Evaluate
Stakeholders and
Mandate
Strategies
InstitutionalArrangements
Issues
Leadership
Co
rKnowledge
Accountability
Specific assessment questions and indicators available for each highlighted cross-section
* Technical capacities complement the functional capacities
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.
Advantages
Maybeseenasmorelegitimate
Advantages
Canprovidecontextforthe
thanqualitativeinformation
Makesiteasiertocomparethe
levelof
capacity
across
core
issues
quantitativedata
Canbeusedtocreatea
repositoryfor
institutional
an capac es memory
Providesanopportunityto
elaborateonandcontextualize
ca acit a s
Disadvantages
Risksbeingusedforcomparison
purposesthatarenotnecessarily
Disadvantages
Moredifficulttocompare
capacitylevelsacrosscoreissues
valid andcapacities
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Stakeholders:canprovidefactsandfigures,aswellasopinionsand
ns g s
Politicians,researchers
and
other
opinion
leaders:
information
pertainingtobroadersociocultural,politicalandeconomictrends
Managersandemployeesofanorganization:insightsonwhat
worksintheirorganizationandwheredifficultieslie&nuances
betweenthe
formal
organizational
set
up,
rules
and
procedures
an t ewayt ngsarepract ce ona ayto ay as s
Customersorthepublicatlarge:informationontheirlevelof
satisfactionwithservicedelivery
Tapmultiplesourcesofdata&informationtoobtainabalancedview
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Selfassessmentinstruments
Semistructured,
one
on
one
interviews
Focusgroupdiscussions
urveyso en users,e.g.c entsat s act onsurveys
Workshops
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Core Issue Leadership Enabling Environment
,
stakeholders, including ability to negotiate; develop, communicate and give direction on vision, mission, and
values; develop a system for overall management; and create an environment that motivates and supportsindividuals.
Functional Capacities
Engage Stakeholders
Overall Do authorities have the capacity to manage relations with domestic and external
Additional
Questions:
Do authorities have the capacity to:
Identify all relevant stakeholders?
Foster ownership of CD policies, legislations, strategies and programmes?
Ne otiate with domestic and external donors?
Indicators
Existence of influential and outspoken champions for ownership and CD
Quality (e.g. transparent, participatory, engaged, respective) and frequency of dialogue between and
Ability of authorities to effectively represent government (national or local) to external interests
Clarity of leadership philosophy to domestic and external stakeholders
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Pillar # 2 Revitalize the National Economy
123451234512345
a. Capacity to Formulate Policies and Strategies
Evidence
Ranking
1=No evidence of
relevant capacity
5=Fully developed
capacity
Assessment Questions
[Replace this text with details.]Do authorities have ca acit to formulate
[Replace this text with details.]Do authorities have knowledge of fiscal
policy, exchange rate policy, generally
accepted accounting principles? 1
1 2 3 4 5
542 3
[Replace this text with details.]Do authorities have the ability to be
gender-sensitive in formulating fiscal
policies / financial managementprocedures based on national priorities? 1 542 3
1 2 3 4 5
policy/financial management? 1 542 3
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Development Issue: Leadership
The organizations leadership has capacity to develop and implement frameworks, processes
, ,
formulation and management; and programme implementation.
Guide Questions: Strengths
Potential Indicators:
Areas for Improvement
Evidence
Score/Rating:
1 No evidence or only anecdotal evidence of a strategy/approach;
2 A strategy/approach exists.
3 The strate is lanned and im lemented.
4 A strategy/approach is planned, implemented and reviewed on the basis of benchmarkingdata and adjusted accordingly.
5 An approach is planned, implemented, reviewed on the basis of benchmarking data,
adjusted and fully integrated into the organisation.
Current Capacity Rating/Score Desired Capacity Rating/Score
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2. Conduct the Capacity Assessment
.
& Design
.
Capacity
Assessment
.
& Interpret
Results
123451234512345
a.Capacitytobuildpartnerships,participateinnegotiations,andcoordinate
3 3
Evidence
Ranking1=Noevidenceofrelevantcapacity5=Fullydevelopedcapacity
AssessmentQuestions
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Conduct the Capacity Asssessment Options for Defining Capacity
Levels
Option#1 Samequantitativerankingscheme
for
all
capacities
Pros:EasyandquicktoapplyCons:Notspecifictoanycapacitytypeorcategory
Option#2 Differentquantitativerankingschemefor
different
types
of
capacity
Pros:MoredetailedinsightsCons: Nospecificinsightsoncapacitieswithin
any
type
of
capacitypt on erentquant tat ve
rankingschemeforeach
question
ros: rov es eta e ns g tsonspecificcapacitieswithineachcapacity
type
: o u o v o execute
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. oev enceo re evan capac y
2. Anecdotalevidenceofcapacity
3. Partiallydevelopedcapacity
4. Widespreadbut
not
comprehensive
capacity
5. Fullydevelopedcapacity
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Definin Ca acit Levels O tion # 2P3M3 Project Management Maturity Levels
Maturity ProjectManagementLevel1initialprocess
Theorganisationrecognisesprojectsandrunsthemdifferentlyfromitsongoing
business.(Projects
may
be
run
informally
with
no
standard
process
or
tracking
system)
everepeatableprocess Theorganisationensuresthateachprojectisrunwithitsownprocessesandprocedurestoaminimumspecifiedstandard.(Theremaybelimitedconsistencyor
coordinationbetweenprojects)
Level3 Theorganisationhasitsowncentrallycontrolledprojectprocesses,and individualdefinedprocess projectscanflexwithintheseprocessestosuittheparticularproject.Level4mana ed rocess
Theorganisationobtainsandretainsspecificmeasurementsonitsproject
predictfuture
performance.
Level5optimisedprocess Theorganisationrunscontinuousprocessimprovementwithproactiveproblemandtechnologymanagementforprojectsinordertoimproveitsabilitytodepict
performanceovertimeandoptimiseprocesses.
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Step1:
stakeholders
oncapacity
Assesscapacity
assetsand
Step5:Evaluatecapacity
development
Step3:Implementa
capacityeve opmenresponseresponse
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3. Summarize & Interpret Results
.
& Design
.
Capacity
Assessment
.
& Interpret
Results
123451234512345
a.Capacitytobuildpartnerships,participateinnegotiations,andcoordinate
3 3
Evidence
Ranking1=Noevidenceofrelevantcapacity
5=Fullydevelopedcapacity
AssessmentQuestions
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CoreIssues Budget Manage Implement Avg
. ap e ween es re
and existing
leadership capacities
is relatively large. . . .
Knowledge 1.3 1.7 1.5 1.5across a capac es
assessed
2. Gap on knowledge is
less significant
1. Gap in capacity to
CoreIssues Budget Manage Implement Avg
Leadership 4.0 1.0 1.3 2.1
budget may needimprovement
2. However, gaps in
ca acit to mana enow e ge . . . .
and implement are
relatively small
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-Supporting Tool
Functional Capacities
Assess a
Engage
Stakehol-
Situation
and Define
a Vision &
Formulate
Policies &
Budget,
Manage &
Desired
Level
Existing
Level
Desired
Level
Existing
Level
Desired
Level
Existing
Level
Desired
Level
Existing
Level
Desired
Level
Existing
Level
01. Institutional Arrangements 4.00 3.00 3.25 1.88 3.50 2.40 3.35 2.10
. . . . .
03. Knowledge 3.70 2.50 3.36 2.35
04. Accountability 3.50 2.44 2.90 1.80
05. Human Rights 3.25 1.75 3.29 1.57
Overall 3.73 2.64 3.25 1.92 3.50 2.40 3.20 2.08 3.25 1.93
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Adapttothelocalcontextandtosuitlocalneeds
Buildin
enough
time
for
mobilizing
stakeholders
and
designingtheassessment
Ensuresufficienttimeforthecollectionofdata&
information
Ensurelocalownership
Becreative
Leavethe
prioritization
of
acapacity
development
responseandfollowupactionstotheend
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Considercapacityassessmentsasanormalpartofgoodmanagementthatcanassist
stakeholdersinenhancingcapacityandimprovingperformanceandthatcanaddvaluetothe
rocesses of needs identification lannin im lementation monitorin and evaluation rather
thantreatingthemasstandaloneactivities
Ensurethat
any
assessment
is
nationally
and/or
locally
led,
although
external
facilitation
is
the
mosteffectivewaytomaketheassessmentasobjectiveaspossible
Engagestakeholdersfromtheoutsettoensureappropriatedesignandbuyin,andwhere
appropriate,toencourageselfassessment
Budgetfor
capacity
assessments
as
an
ongoing
part
of
institutional
reform
and
change
managemen
Usecapacityassessmentstogalvanizeinterestforchangeandtopromoteorganisational
learningandempowerment
ncorpora e essons earne onanongo ng as s n oacapac yassessmen y a ngan
iterativeapproach
to
the
overall
process
Remainflexible,ensuringoptimaluseofexistinginformationsourceswhiletaking
o ortunitiestobuilds ner ieswithotheron oin initiatives rocesses
39
Encourageanopenandhonestassessmentprocesstoensurefairnessandacceptanceofthe
assessments
procedures
and
results
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Assessmentfatigue Zoominontheissues
Skepticismaboutvalueandvalidityofresults
emergingfrom
acapacity
assessment
Importanceofbuildingconsensus
Suspicionthatcapacityassessmentsarebeing
usedbyseniormanagementforreprofilingor
retrenchment
Assessmentsforoverall
developmenteffectiveness
Disconnectbetweencapacityassessmentand
formulationofcapacitydevelopment
strategies:basingstrategyformulationon
Focusonthelinkbetween
assessmentresultsandcapacity
develo mentstrate iesguesst mates o capac tygaps
Facilitationlevel:toomuchmayleadto
coachedoutcomes;toolittlemayresultina Endogenousprocess,ownership
40
wishlistofcapacitydevelopmentstrategies
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BusinessProcessReengineering:analysisofprocessflowtoidentifykeysteps,decisionpointsandbottlenecks,andredesigntheprocess
FunctionalReview:
beforeacapacity
assessment
to
review
functional
activitiestodeterminewhereafunctioncouldbestbeexercised
HorizonScan:reviewofdevelopmenttrendsanddynamicsandthepolicyenvironment(enablingenvironment)anditsinternalproceduresetc.
(organisationallevel)
MDGNeedsAssessment:thewhat,requiredtoachievetheMDGs;canbeconductedinconjunctionwithacapacityassessment
anana ys so anorgan za on sv s on, orma
structure,roles
and
responsibilities
and
culture
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PerformanceAssessment:assessmentagainstasetofpredetermined
.
criteriaoftheeconomy,efficiencyandeffectivenesswithwhichan
organizationor
an
individual
carries
out
aparticular
activity
or
range
of
activities
Ris Assessment:todefineoperationalandfinancialrisks,e.g.forimplementingpartners
StakeholderAnal sis:
ma in
ofke
stakeholders
and
their
osition
viz.anentitysobjectives
SWOT: analysisofstrengths&weaknesses(organizationallevel)and.
assessment
TrainingNeedsAssessment:collectionandanalysisoforganizational,
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Methodology / Tool Purpose
General
Venture Philanthropy Partners (McKinsey)
Capacity Assessment Grid
Assess non-profits organizational capacity, including identifying strengths and areas for
improvement, measuring changes in capacity over time, and drawing out different views within the
organization
EFQM Excellence Model Comprised of nine main aspects requiring consideration in any organizational analysis, grouped into
Enablers and Results
ema c
UNDP Civil Society Organization Capacity
Assessment Tool
Assess CSO commitment to UNDP principles of participatory human development and democratic
governance
Assess CSO capacity for project management
UNDP Generic Partici ator Result-oriented Assess in-de th the ca acities of CSOs in Africa to en a e in olic anal sis olic dialo ue olic ,
Self Assessment (PROSE) Tool for CSOs
engaged in policy advocacy
, ,
advocacy, and the monitoring and review of the performance of public policies
OECD/DAC Joint Venture on Procurement Offer a standardized instrument which developing countries and donors can use to assess the
quality and effectiveness of national procurement systems
UNDP Aid Effectiveness Adaptation of the UNDP capacity assessment methodology to support assessment of capacity to
manage aid effectively
Sector
OECD/DAC Good Practice Guidance on
Strategic Environmental Assessment (SEA)
An analytical and participatory approaches to strategic decision-making that aim to integrate
environmental considerations into policies, plans and programmes and evaluate the inter linkages
43
UNDP GEF National Capacity Self Assessment Assess functional capacities from an environmental perspective, as input into environmental and
overall policy and programme planning
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1. Institutional Arrangements: e.g., support to functional reviews
and the design of human resource management systems,
monetary and non-monetary incentive mechanisms and results-
based management.2. Leadership: e.g., support to visioning, systems thinking and
s ra eg c p ann ng exerc ses; promo on o peer- o-peer men or ng;
coalition building and negotiation skills development; design of
career management systems.
. . .,
incorporate human development needs into curriculum reform;
facilitation of partnerships for investment in reforming post-
- .
4. Accountability: e.g., design and support to monitoring andevaluation systems and independent partner review mechanisms;
romotion of ublic information disclosure olicies and le islation
support to civic education.
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Measurin Ca acit Develo ment
Animprovementincapacityacceleratesachievementsofdevelopment goals
Changeinange n
DevelopmentConditions
ChangeinSystemPerformance,StabilityandAda tabilit
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Using progress
measurement asEvaluating capacity
Development Process
discussion of
priorities
results Step1:Engage
stakeholdersoncapacitydevelopment
Defining levels of
Step2:Assesscapacity
assetsandStep5:Evaluatecapacity
Ca acit
desired capacities
Monitoring
implementation of
needsDevelopment
Process
Defining indicators
for the capacity
capac y
developmentresponses within
programmes
Step3:Formulateacapacity
development
Step4:Implementa
capacitydevelopment
development
response
responseresponse
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UNDPanditsnetworkofpartnerssupportnationalstakeholderswithadvocacy,
policyadvisoryandimplementationservicesinthefollowingareas:
1. Provisionof
aUNDP
Capacity
Assessment
Methodology,
including
aUsers
Guide
andSupportingTools,forusebyUNDPstaffandnationalpartners.
2. Engagementinexercisestodeterminethescopeoftheassessmentandsupport
toimplementingit,includingadaptingthemethodologytospecificcontexts.
3. Engagementinanalysing findingsandformulatingcapacitydevelopment
.
4. Forcountriesthatdecidetousemorethanonemethodology,assistancein
comparingtheUNDPmethodologywithotherassessmentframeworks,suchas
, ,
PostConflict
Needs
Assessments
and
the
UNDG
Capacity
Assessment
Methodology;andfacilitationofsuchcombinedassessments.
5. Facilitationoflearnin sessionsonca acit assessmentsat lobal,re ionaland
countrylevelsforUN/UNDPstaffandnationalpartners.
49
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ThematicApplicationsoftheUNDPCapacityAssessmentMethodology Procurement
AidEffectiveness
Trade
DisasterRiskReduction
ElectoralSystems
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.TheoreticalandCaseStudyPublications CapacityforDevelopment:NewSolutionstoOldProblems
DevelopingCapacitythroughTechnicalCooperation
Ownership,Leadership,
and
Transformation:
Can
We
Do
Better
for
Capacity
Development?
ActionBriefonCapacitiesforIntegratedLocalDevelopment
ActionBriefonBrainGain
Action
Brief
on
Ethics
and
Values
in
Civil
Service
Reforms
PracticeNotes PracticeNoteonCapacityDevelopment
PracticeNoteonCapacityAssessment
PracticeNoteonSupportingCapacitiesforIntegratedLocalDevelopment
PracticeNoteonCapacityDevelopmentduringPeriodsofTransition
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ConceptNotesonCapacityDevelopmentResponses InstitutionalReformandChangeManagement:ManagingChangeinPublic
.
SectorOrganizations
IncentiveSystems:
Incentives,
Motivation
and
Development
Performance
LeadershipDevelopment:LeadingTransformationsattheLocalLevel
KnowledgeServicesandLearning
MutualAccountabilityMechanisms: Accountability,VoiceandResponsiveness
Multi
Stakeholder
Engagement
Processes
ConceptNotesonCapacityDevelopmentApplications CapacityDevelopmentandAidManagement
ProcurementCapacities
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ResourceGuidesandTools(Selection) UNDPCapacityAssessmentUsersGuideandSupportingTool
.
AReviewofSelectedCapacityAssessmentMethodologies
UNDPProcurement
Capacity
Assessment
Users
Guide
and
Supporting
Tool
ResourceCatalogueonMeasuringCapacities:AnIllustrativeGuideto
BenchmarksandIndicators
Trainingmaterials
(For
UNDP
Staff)
Self pacedonlinecourseonCapacityDevelopment
Self pacedonlinecourseonCapacityAssessment
Network
CapacityDevelopmentNetworkandCommunityofPractice
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Online Course on Ca acit Assessment
(through UNDP Learning Management System)
Lesson 1: Course Overview
Lesson 2: Capacity Development Basics
Lesson 3: Capacity Assessment Bascis
Lesson 4: Mobil ize Stakeholders & Design
the Capacity Assessment
Lesson 5: Conduct the Capacity Assessmentand Summarize & Interpret its
Results
Lesson 6: Lessons from Appl ication
Lesson 7: FAQs, Resources and Supporting
tools
Lesson 8: Course Summary