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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 and Strengthening Local Governance Capacity: The Local Governance Barometer

Author: Bloom, Evan, Amy Sunseri and Aaron Leonard

An introduction to Pact's Local Governance Barometer (LGB), a tool designed to help generate timely and positive encounters between different actors, link them, and clearly establish each individual's role and how it relates to local development. This report details the evolution of the LGB, provides three case stories describing its application, and presents a synthesis of lessons learned and results from these initial applications.

March, 2007

Measuring Capacity Development Results

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

Organizational Effectiveness Goldmine Research Project: Final Report

Author: TCC Group

In response to growing demand around learning in the capacity development field, Packard decided to conduct a broad assessment of their work in this area. Their 1400 grantees over the past several years were consulted to learn in the following areas:

October, 2011

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

Partnering with Civil Society: Twelve Lessons from DAC Peer Reviews

Author: Cardoso Jordão, Elisabeth and Ida McDonnell

This booklet outlines the 12 most important lessons and some good practice examples of how Development Assistance Committee (DAC) members should partner with CSOs. The lessons emerge from DAC peer reviews, the study entitled How DAC members work with CSOs (OECD, 2011) and a workshop on What makes for good co-operation between DAC members and CSOs, organized by the OECD in October 2011. Workshop participants included DAC members and representatives from northern and southern civil society.

November, 2012

Patronage or Partnership: Local Capacity Building in Humanitarian Crises

Author: Smillie, Ian
Much has been written about the need to build local capacities in emergency and postemergency situations. Many relief programs, however, remain characterized by externality: in their funding, accountabilities, approach to management, and dependence upon expatriate staff. Reality often flies in the face of stated policy and good intentions. In reality, strengthening local capacity is easier said than done, and there are real tradeoffs between outsiders doing something right now in the midst of an emergency, on the one hand, and building long-term local skills, on the other. 
January, 2001