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Capacity Development

Approximately 80% of the literature the Learning Agenda reviewed suggests that responding and adapting to context is key for capacity development programs and effective capacity development programs must meet the expressed needs of in-country beneficiaries.
Displaying 31 - 40 of 51

Mali Long Term Training and Capacity Building Needs Assessment: Africa Agriculture Capacity Development Training Initiative Strategic Technical Assistance for Results with Training (START)

Author: Edwin, James, William DeLauder, N'Golo Traore, and Moctar Kone

This report is intended to address both long- and short-term training and capacity-building needs for the agricultural sector in Mali, with emphasis on long term training (LTT). It provides recommendations for the United States Agency for International Development's (USAID) intervention for the next 10 to 15 years.

October, 2003

Mapping Community Capacity

Author: McKnight, John L., and John P. Kretzmann

The authors provide the rationale and methodology for a positive approach to building strong communities by involving individuals in mapping those assets that are most readily available for building a positive future for their neighborhood. This is an alternative to traditional "needs-based" assessments that the authors suggest tend to lead to community dependence rather than community development and empowerment.

January, 1996

Measuring Capacity Development Results

Summary of different approaches to measuring capacity development, including WB, AIDSTAR II, PACT, and IDRC.

Organizational Performance Index (OPI) Handbook

Author: DuBois, Rachel

Guide to using Pact's Organizational Performance Index (OPI), a tool designed to connect internal organizational change to improvements in outcomes, for example, the health of beneficiaries and communities. The OPI measures an organization's performance based on a scale of Level 1 (low performing) to Level 4 (high performing) under four domains of performance: effectiveness, efficiency, relevance, and sustainability.

Packard Foundation: Analysis of Cumulative Impact of Multiple Organizational Effectiveness (OE) Grants

Author: The David and Lucile Packard Foundation

To help the Foundation and the field learn how to best build new organizational capacities over time, the David and Lucille Packard Foundation assessed the impact of its Organizational Effectiveness (OE) support for 900 grant recipients worldwide from 1988-2012. As many as 73% of the OE grantees received more than one OE grant to build more than one new capacity, mostly strategic planning, fund development, strategic communications, operational systems, organizational assessment and leadership.

June, 2012

Private and Voluntary Cooperation: A USAID Success Story

Author: Biddle, C. Stark, Nan Borton, and Joan Goodin
October, 2012

Randomize This! On Poor Economics

Author: Reddy, Sanjay G.
December, 2012

Relationships Matter: The Best Kept Secret of International Aid?

Author: Eyben, Rosalind

While working for DFID (Department for International Development) in Bolivia, the author arranged for the UK Government to finance two parallel initiatives for people in marginalized communities to secure identity cards--and thus the right to vote. One initiative financed a consortium of grass-roots organizations; the other financed the State’s electoral commission. Although both initiatives aimed to get identity cards into the hands of more people, they way they went about it based on very different diagnoses of the causes of the problem. Both initiatives were relatively successful.

January, 2010

Root Change's Organizational Capacity Assessment: Facilitator's Handbook

Facilitator's guide for using Root Change's Organizational Capacity Assessment (OCA) methodology. Perhaps the most interesting and relevant aspect of this guide is not the methodology itself, but the idea of using the tool to help establish 'learning networks' or cohorts of NGOs that form to exchange experience and innovative approaches.

July, 2009