framework Creativity • Integrity • Connection

Capacity Development Methods

CD Method Characteristics Useful for? Helped by? Resource
implications
The most Description of the method Applications of the method Factors which help
common ensure the method Time, money,
name for the is as effective as infrastructure,
method possible competencies
(skills, attitude etc)

A structured event held in the ✓ Enhancing capacity at an • See Getting the • High overall
workplace or in another venue. individual level Most from cost
Often following a Training (competencies) Training checklist (preparation
✓ Conveying knowledge in a (in annex) on key and event costs
One-off Needs Assessment, it will be
structured way considerations. such as venue;
intensive designed around learning food etc)
✓ Ensuring that ‘core’ • Combining
training objectives. Each session will another support • Access to good
content is covered
course have predefined objectives and method with the training venue
✓ Ensuring that members of
content materials, with a one team/organisation are training course, • Requires quality
detailed session plan to guide exposed to the same such as follow-up control of
content and materials coaching; peer trainer/s
the trainer. Training methods
support groups
vary - from traditional etc.
‘classroom’ style to the highly
participative action-learning
approach. Participants may be
from one organisation or team
(in-house training) or from a
variety (‘open training’ event).
framework Creativity • Integrity • Connection

CD Method Characteristics Useful for? Helped by? Resource

implications

Based on action-reflection ✓ Combining theory with • Some of the same • Extended

cycle, this is a series of practice as in checklist (in period of time
structured events held over a ✓ Enhancing capacity at an annex) needed to
Modular
individual level • Support by the dedicate to the
training pre-defined period of time.
(competencies) facilitator/trainer course
course Participants often are asked to
✓ Conveying knowledge in a in between • High overall
do an exercise on the topic of modules (visiting cost
structured way
each module between each workplace if at all • Access to good
✓ Ensuring that ‘core’
time they meet, or put the content is covered possible) training venue
content of the module into ✓ Ensuring that members of • Requires quality
practice in their workplace. one team/organisation are control of
exposed to the same trainer/s
content and materials
The focus is on the technical or ✓ Very focused interventions • Requires clear • Investment in
professional content, or the which have clear outputs and specific preparation
technical systems required for or products terms of time
✓ Particularly useful for reference • Advisor may
Technical the work to be effectively
developing new systems at • Advisor needs need access to
expertise implemented and managed.
organisational level strong adaptive infrastructure,
/advice Delivery may be as part of on-
✓ Ensuring quality standards skills and people etc.
the-job accompaniment, or it sensitivity to the
✓ Can be used at the level of
may be delivered during a enhancing individual context for the
special visit to the organisation. knowledge and skills application of the
technical content
✓ Appropriate for role of
‘reflective observer’ at low
intervention stage

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Capacity Development Methods | 2
framework Creativity • Integrity • Connection

CD Method Characteristics Useful for? Helped by? Resource

implications

Mentoring Mentoring involves passing on ✓ Building individual • Important that • Availability of

tips from experience, attitudes, confidence the individual timing that
knowledge, contacts etc. from ‘mentee’ has suits both
✓ Reinforcing individual
more experienced individuals to choice of who will mentor and
attitudes
less experienced staff. The be their mentor mentee
‘mentor’ will be someone with ✓ Networking
✓ Leadership development • Helpful to have an • Empathy and
an established reputation in the
agreed structure openness to
specific field. It may take place
to the sessions share
within an on-going relationship.
The participant would normally
set the agenda and have
control over the timing etc.

Coaching is similar to ✓ Enhancing individual skills • Needs to have • Coaching skills

mentoring but does not usually clear goals
Coaching ✓ Strengthening the • Strong inter-
require that the coach has
application of newly • Focus on personal
direct experience of their
acquired knowledge performance communication
client’s formal occupational role
✓ Structured reflection at improvement skills
unless the coaching is
particularly skills focused. The individual level • Links to
expertise of the coach is more programme or
in the coaching method itself. organisational
objectives.

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Capacity Development Methods | 3
framework Creativity • Integrity • Connection

CD Method Characteristics Useful for? Helped by? Resource

implications

Intervention of an external ✓ Facilitating ‘deeper’ • Most effective • Availability of

consultant working to a specific organisational change when located individuals with
Management
Terms of Reference related to within holistic consultancy
or OD ✓ Addressing leadership
the internal functioning of the context or skills
consultancy issues
organisation or helping the framework
organisation through a change ✓ Team building
• Requires careful
process.
matching of
consultant to
client
• Realistic ToR
An event which is designed ✓ Advancing particular • Clarity of purpose • Facilitation skills
around specific objectives. initiatives via collaborative and outputs
Facilitated • Availability of
These objectives can focus on production of relevant
workshop or • Identification of appropriate
the development of ideas and outputs.
exercise appropriate participants
knowledge, or on the
✓ Useful for intensive methods to be • Can be costly
production of a specific output.
reflection and harvesting used during
event
• Requires close
facilitation to
ensure objectives
are met
• Identification of
appropriate
participants

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Capacity Development Methods | 4
framework Creativity • Integrity • Connection
CD Method Characteristics
Usually applied in a
medium-term programme
targeting existing or
Leadership potential future leaders.
development This programme may draw
on a mix of methods.
The placement of an
individual within a team or
organisation for a pre-
Internships
determined period. Usually,
it is someone who has
recently graduated or is
embarking upon a career.
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Useful for? Helped by? Resource
implications
✓ May support and • Clear criteria for • Need to ensure
encourage individuals selection of commitment of
without formal participants time to the
leadership positions but • Support from line programme
who play an important manager or • Funds available for
influencing role within supervisor an extended
the organisation or team programme
• Clarity within the
✓ Useful as part of a organisation or Unit
leadership renewal about the role of
strategy leaders and the ideal
✓ Useful as part of an competencies
overall organisation required to effectively
change process fulfil the role
✓ Can help access to new • Receptivity from ‘host’ • Time to support
methods, technical team/organisation the intern
knowledge etc.
• Respect for the intern • Intern’s costs will
✓ Useful for gaining a new and responsiveness to need to be
perspective i.e., if the their needs covered
recipient team is a bit • Clarity on roles and
‘stuck’ in their ways responsibilities re:
✓ An additional human support to the intern
resource •
Capacity Development Methods | 5
framework Creativity • Integrity • Connection
CD Method Characteristics
A pre-arranged visit aiming
to learn about a specific
Exposure or
experience, or gain an
exchange visit
exposure to the ways of
working of another
organisation, institution,
team etc.
Often ‘virtual’ in nature (i.e.
exchanges are held over the
internet), this is a group of
Community of
individuals who share their
Practice
experiences and build their
knowledge together. They
are focused on specific
themes, technical or
professional areas,
processes etc.
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Useful for? Helped by? Resource
implications
✓ Similar benefits to • Clear and specific • ‘Host’ needs to
‘shadowing’ objectives make time
available
✓ Can be used to address • Identification of
many different capacity appropriate ‘host’ • Potentially high
areas • Clarity about how the cost
✓ Can build relationships learning will be applied
beyond the one-off visit • Clear criteria for
✓ Useful for gaining new selection of individual
perspective participants
• Follow-up mechanisms,
including via
performance
management
✓ Enhances individual • Criteria would help • Requires access
knowledge process of self-selection to reliable
internet service
✓ Contributes to • Purpose and scope of
innovation and to the CoP need to be clear
bringing in fresh • Organisational benefits
perspectives more likely if there is
✓ Encourages ‘ownership’ clarity about the
of learning ‘feedback’ mechanisms
✓ May benefit • ‘face to face’ launch if at
organisations as well as all possible
the individual
participants
Capacity Development Methods | 6
framework Creativity • Integrity • Connection

CD Method Characteristics Useful for? Helped by? Resource

implications

A group meets on a regular ✓ Useful for leadership • Participants need • Time

basis and uses a specific development to identify a commitment
method to support each ✓ Contributes to addressing strategic issue or over extended
Action
member in turn to reflect and critical issues work problem to period
Learning Set
act upon a work issue. See focus attention on • Access to
✓ Helps break down ‘silos’
https://odi.org/en/publications/c within organisations if over extended facilitator with
olloboration-mechanisms- participants are from period ALS skills
action-learning-sets/ different teams/units • Clear criteria for
✓ Builds peer relationships selection of
participants
✓ Helpful to enhance active
listening skills • Support from line
manager or
supervisor
Peer Support In general terms, Peer Support ✓ Concrete problem solving • Selection of • Strong
groups and groups can be time-bound, and ✓ Building up a peer network appropriate communication
Peer Assists ‘virtual’ gatherings of people participants skills
✓ Knowledge development
https://odi.org/ working in similar areas who (peers) • Attitudes of
(particularly on technical
en/publication are open to supporting each
methods and approaches) • They may benefit respect
s/knowledge- other. Peer Assists is when one from facilitation • Familiarity with
sharing-and- individual has something they
Peer Assist
learning-peer- want to move forward with, and
technique
assists/ brings together others with
experience in that area to help
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him/her think about
utube.com/wa
alternatives
tch?v=ObmQy
W3EiiE

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Capacity Development Methods | 7
framework Creativity • Integrity • Connection

CD Method Characteristics Useful for? Helped by? Resource

implications

Peers engage in reviewing the ✓ Relationship building • Selection of • Time available

work of another peer. This can ✓ Exchange between appropriate peers for participating
take place at individual, team, more/less experienced • Clarity on roles peers
Peer Review
unit, or organisational levels. It partners during the • Can increase
can be part of a formal Review evaluation costs
✓ Ensure diversity of
evaluation, or as an approach to
perspectives during an • Relatively high
peer learning.
evaluation degree of trust
amongst
participants
• Openness on the
part of the
‘recipient’ peer

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Capacity Development Methods | 8
framework Creativity • Integrity • Connection
CD Method Characteristics
Regular meetings with
partners may include the
provision of some specific
Partner
input with the aim of
meetings
enhancing capacities. For
example, inviting a guest
speaker to discuss new
developments in the sector.
Joint Inclusion of individuals from
Monitoring partner organisations in the
and Evaluation monitoring or evaluation of
specific programmes.
The provision of information
Signposting and materials, or the
information indication of where to gain
and resources access to such materials and
information.
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Useful for? Helped by? Resource
implications
✓ Focused knowledge • ‘fit’ within overall • Access to
development meeting agenda external
✓ Ensuring a common • Participatory resource person
understanding amongst approach to selection if required
all partners of topic Selection of
topic appropriate to
all
✓ Particularly useful for • Especially effective if • Increased costs
enhancing M&E capacity partner participates in of the M&E
✓ As for ‘Peer Review’ above the development of activities
the M&E tools being
used
•
✓ Enhancement of • INGO itself would • Time to source
technical knowledge need a strong relevant
✓ Obtaining ‘good practice’ knowledge materials
reference material and management culture
examples (e.g. of policies, and systems
curriculum, standards • Close relationship
etc) with partner
✓ Enhancement of facilitates
knowledge management identification of
resource needs in a
‘fluid’ manner
Capacity Development Methods | 9
framework Creativity • Integrity • Connection

CD Method Characteristics Useful for? Helped by? Resource

implications

Facilitating partners’ access to ✓ Building relationships in a • Requires high • Time for

Opening new contacts, decision makers new technical area levels of trust communication
doors and and other influential people ✓ Enhancing relationships for (with partner, work
facilitating and institutions as a policy influencing with contact)
access contribution towards • Careful briefing of
enhancing relational capacity partner about the
and achievement of contact
objectives.
•
Systematization of experience ✓ Building a shared • Clarity of purpose • Knowledge and
with a view to sharing key understanding within and and skills for
points with others. The across organisations output/outcomes harvesting
Harvesting
process of gathering the ✓ Useful as part of learning • Clarity on • Time
experiences
experiences is often done in a exercise, particularly if it methodology implications
way which can help collective enters the ‘triple’ loop of • Realistic • Cost could be a
reflection on the advances of transformation (change or timeframe factor
the work, lessons learnt etc. renewal of basic
• Clear roles (particularly if
assumptions and mental an expensive
models) product is
✓ If a product emerges from desired)
the ‘harvest’, this can be
used to enhance profile and
credibility of the partner/s

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Capacity Development Methods | 10
framework Creativity • Integrity • Connection

CD Method Characteristics Useful for? Helped by? Resource

implications

The on-going, regular ✓ Can be applied to any • It is incorporated into • Strong

accompaniment of own staff sphere of capacity the daily ‘business’. communication
with a partner organisation. development work • Good quality of inter- skills
Accompaniment
Capacity development takes personal relationship • Flexibility and
place through largely time to be
informal means – ‘available’ to the
conversations, joint working partner
etc. More structured
coaching may be
incorporated into this on-
going relationship.

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Capacity Development Methods | 11
framework Creativity • Integrity • Connection

GETTING THE MOST FROM TRAINING

Training is often seen as a key capacity development method as it can

rapidly build skills, develop new thinking, and introduce people to
networks of other professionals and resources that they can draw on for
years to come.

However, often the actual results of training back in the workplace in

terms of behaviour change, innovation and new ideas are not as great
as expected. Common problems include:
• Lack of support from the organisation for implementing
what’s been learnt
• No time for the person to digest and try out learning
• Competing priorities
• Training that is not at the right level / not exactly relevant to
the person’s work
The following framework can be used as a checklist for putting in place
the conditions for the best possible outcome from training.

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framework Creativity • Integrity • Connection

GETTING THE MOST FROM TRAINING (continued)

Person/ Role Before During the training After

Partner • Clarity on the expectations from • Support for putting into practice
Manager the training; the learning from the course.
• Agreed learning objectives with • Planned outcomes for how the
their team member(s) on the learning will be applied.
course. • Monitor progress towards
outcomes.
Partner staff or • Meeting with manager to clarify • Focus on self-directed • Put into practice the learning;
volunteer expectations; learning; • Share with others on team/ in
attending • Pro-active engagement; organisation the key learning/
• Agreed learning objectives;
course skills from course;
• Plans for how the learning will • Taking responsibility for
getting what they need from • Review materials;
be applied;
the course; • At regular intervals review
• Preparation and pre-reading as • Making the most of materials personal targets for using the
required. and other people on the new learnings.
course.
Partner lead • Identify skills needed to fulfil the • Monitoring the application of the
on the CD capacity development need; new skills in the organisation;
initiative • Plan with managers for which • Regular reviews and problem-
staff need training; solving as needed; Provision of
• Agree support needed for organisational-level support.
putting new skills into practice;
• Brief trainer.

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framework Creativity • Integrity • Connection

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