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