Republic of the Philippines

DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

and the
MUNICIPAL GOVERNMENT OF DUMALINAO, ZAMBOANGA DEL SUR

CapDev Agenda
Formulation
 CAPACITY DEVELOPMENT
AGENDA FORMULATION
PROCESSES, STEPS AND TOOLS
 PROCESS STEPS TOOLS
Identify issues that contribute to LGU’s
Causal Loops
performance
Context Analysis
Stakeholders Analysis Stakeholders Map

Change Matrix (Performance)

Formulation of Performance Goals and
• Current Performance
Objectives
• Desired Performance
Capacity Capacity Assessment
Assessment Change Matrix (Capacity)
 Analyze current capacity
• Current State
 Define desired capacity
• Desired State
 Identify capacity development
• CapDev Interventions
interventions

• Contribution-Effort Quadrant
Prioritization of CapDev interventions
Capacity • Prioritization Matrix
Development
Determining risks and mitigation strategies Risk Register
Planning
Formulation of the CapDev Agenda CapDev Agenda
Integration of the CapDev Agenda in the
Integration
CDP-ELA
 Context Analysis
Step 1: Identify the factors that contribute to
the LGU’s performance
 Understanding the LGU context, the issues and problems confronting LGUs;
 Identify the factors that enable or constrain the LGU in performing its
functions and in finding appropriate solutions;
 Analysis of the inter-relationships among the causes and effects of the
problems;

How?
 Using the Causal Loop Diagram
 Context Analysis
Causal Loop Diagram
 Analytical tool used to understand complex issues or problems;

 Can be used to trace the causes and effects of a problem, or a

series of problems, and how they link or interact with each other;

 It identifies what variables LGUs can effectively influence and

what actions are beyond their ability to change;

 It offers a comprehensive view of complex issues in the LGU;

 Context Analysis
Causal Loop Diagram
 Provides an opportunity for stakeholder engagement;

 Provides a coherent picture of the issue, having incorporated the

views of different stakeholders; and

 Helps surface the fundamental causes and/or effects of a

particular complex issue.
 Context Analysis
Steps in Creating a Causal Loop Diagram
• Identify a complex issue
Step 1

• Identify the factors or variables contributing to the problem and their

Step 2 consequences

• Show the links between variables by identifying what is influencing

Step 3 what

• Label the relationship between variables as "s" for similar or "o" for
Step 4 opposite

• Check if the causal loop depicts the story as it is understood by

Step 5 stakeholders
 Environment-Protective,
Business-Friendly and Socially-Protective and
Climate Change Adaptive
Competetive LGUs Safe LGUs
and Disaster-Resilient LGUs

Processing time of business permits Forest Denudation LPOC Functionality

Local tourism Flooding Criminality
Human Trafficking / Child
Revenue Code DRRMC Functionality Protection / IP Representation
/ Women / PWDs
Local Roads Infrastructure MRF Coconut farmers
Pass-thru fees (illegal fees) DRRM Plan/Fund Water and Sanitation
Fire Code Waterless Communities
 List of Complex Issues Per Outcome Area

Environment- Accountable,
Protective, Climate Transparent,
Business-Friendly and Socially-Protective
Change Adaptive and Participative and
Competitive LGUs and Safe LGUs
Disaster-Resilient Effective Local
LGUs Governance
LGU Revenue (IRA Sangguniang Bayan
Solid Waste Malnutrition
Dependency) Capacity
Barangay Officials
Disaster Resilience Teen Age Pregnancy
Capacity
Capacity of LGU
Potable Water
Functionaries
Poor Achievement
Rate
Peace and Order
 S S
IEC S S
C/MENRO ESWM Plan
Environmental Capacity
Code Compliance

S ESWM Board
S
Waste S Resources S
Segregation O O O

S LCE Support
O SOLID WASTE
Waste
S
Generation S Investors
S
Heaps of
garbage
Business
Sanitary Establishments O
Landfill S
S S Clogging
MRF Garbage of canals
O O Flood
Utilization Collection Drainage
S System
 WORKSHOP NO. 1
Causal Loop Diagram

OK
Presentation of Outputs
Causal Loop Diagram

OK
 SHARING OF INSIGHTS on
Causal Loop Diagram
What are your thoughts about this tool?

Is it effective in achieving its objective? helpful? easy?

What was challenging about the tool?

How can we enhance the tool?

 Context Analysis
Step 2: Identify and analyze stakeholder
needs/interests/roles
 Identifying and understanding the important stakeholders of a particular
problem/issue in the LGU.

How?

 Stakeholders Analysis
Context Analysis
 Context Analysis
Stakeholders Analysis
 A technique used to identify the key people, groups or institutionsor
institutions who have an interest in a particular complex issue or problem,
their position on the issue, and their contribution in addressing the issue.

Steps in Stakeholders Analysis

1) Identify your stakeholders
2) Prioritize your stakeholders
3) Implement action needed to maintain engagement of stakeholder group
 Context Analysis
STEP 1 STEP 2 STEP 3
Identify your Prioritize your Implement action needed to maintain
stakeholders stakeholders engagement of stakeholder group

Mobilization
Capacity

OK
 WORKSHOP NO. 2
Stakeholders Analysis

OK
 SHARING OF INSIGHTS on
Stakeholders Map
What are your thoughts about this tool?

Is it effective in achieving its objective? helpful? easy?

What was challenging about the tool?

How can we enhance the tool?

 LGU Vision

“By 2026 Dumalinao shall be a self reliant

municipality through a well-managed forestland
resources aimed towards an ecologically sound
environment, progressive and peaceful living
governed by competent leadership.”
 Capacity Assessment
- It is the process of identifying the capacity
improvements needed for the LGU to achieve
its performance goals.

Key Questions guiding this process include:

 What are our performance goals and objectives?

 What are our capacity requirements given our performance goals and
objectives?
 Capacity Assessment
Capacity and Performance
Capacity Performance

Input Throughput Output Outcome Impact

Ability of LGU to perform Effectiveness of the LGU in doing its

functions to fulfill their
accountabilities and produce
desired results
“means”
mission or what its mandate says,
and producing desired results
“end”
 Capacity Assessment
Capacity and Performance
Capacity Performance

Input Throughput Output Outcome Impact

Resources, Processes Products Benefits Development

enabling Systems Services
mechanisms Programs that meet the Improvement
that lead/ needs of in the lives of
to run... to produce/ contribute to ... constituents constituents
deliver ... and lead to… (e.g., MDG)
 Capacity Assessment
LGU Influence
Capacity Performance

Input Throughput Output Outcome Impact

Resources, Processes Products Benefits Development

enabling Systems Services
mechanisms Programs that meet the Improvement
that lead/ needs of in the lives of
to run... to produce/ contribute to ... constituents constituents
deliver ... and lead to… (e.g., MDG)

Factors within LGU influence Factors beyond LGU influence

 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 Capacity Assessment
Exercise:
Performance vs. Capacity
1. Increase in farmers participating in agri-extension program
2. Enhancement in level of competencies of employees
3. Level of compliance with Environmental Code by business groups along
the riverbanks
4. Increase in business registration
5. Appropriateness of the organizational structure
6. Decrease in pollution of rivers
7. Presence of enabling policies
8. Effectiveness of leadership in strategic networking
9. Increase in income of farmer households
10. Decrease in infant mortality
11. Client satisfaction
12. Efficient and effective Management systems
13. Presence of knowledge management mechanisms
14. Adequate resources
 LGU Capacity and Performance

Environment Protective,
Performance
Climate Change Adaptive
and Disaster Resilient LGUs

Socially protective
Competitive and and Safe LGUs
Business Friendly
LGUs

Accountable, transparent,
participative and effective Local
Governance
Capacity

Capacity Development
Performance Oversight
Performance Incentives
 Capacity Assessment
Step 3: Determine performance goals and
objectives
 Establish the performance goals and objectives to which capacity should
contribute

How?

 Performance Change Matrix

 Capacity Assessment
What are performance goals and objectives?
Goals Objectives

• In the hierarchy of objectives, • Objectives are immediate

goal is the higher objective.
• Goals are long-term results
that bring the LGU closer to
the vision.
• They represent and measure
the desired changes in the
lives of the local community.
• Goals impact on the lives of
your constituents.
• They are measured in terms of
actual benefits to people.
results that LGUs are
directly accountable for.
• They can be achieved in the
shorter term.
• The realization of several
objectives can contribute to
the achievement of a goal;
• strategies to achieve the
goal
 Capacity Assessment

LGU’s goals
and
objectives
may typically
fall under
these
outcome
areas.
 Capacity Assessment
Performance Change Matrix
It captures the current and desired state of
performance in the LGU’s priority areas.

It organizes the goals and objectives and will later

facilitate the analysis of capacity needs and
requirements.
Capacity Assessment
 Let’s do this!

1. Organize the Performance Change

Matrix according to LGU priority or
outcome areas.

2. Group according to (1) Competitive and business

friendly LGUs; (2) Environment Protective, Climate
Change Adaptive and Disaster Resilient LGUs; (3) Socially
protective and safe LGUs; (4) Accountable, transparent,
participative and effective local governance.

3. Fill up the Performance Change Matrix following these

tasks
 Performance Change Matrix
STEP 1
Cull data on the current
capacity state of
performance

STEP 2
Formulate goals and
objectives

STEP 3
Complete the Performance
Change Matrix

STEP 4
Identify Prioritized
Programs, Projects and
Activities OK
 Determining current and desired
levels of performance

• Possible sources
– Causal loop discussions and other anecdotal data
– LGPMS
– CBMS, Seals, and other tools
 Performance Change Matrix
 Agree on performance targets;

 Agree on actual performance levels;

 Objectively gain a shared understanding of desired performance

and actual performance levels;

 Provides anchor and objective basis for analyzing capacity needs

and requirements.

 Choose performance-related data from your causal loop

 Make the performance statements more specific by citing actual
values

OK
 Capacity Assessment
Step 4: Assess current and desired state of
capacity
 Determine the LGU’s capacity to achieve the goals and objectives identified
in Step 3
 Answers the key questions:
 What is the current state of our capacity?
 What is the desired state of capacity that will enable us to achieve our
performance goal?
 What interventions do we need to undertake to improve our capacity?

How?
 Capacity Change Matrix
 Capacity Assessment
What is Capacity Assessment?
 A process of identifying the elements that facilitate or hinder the
performance of an LGU.
 It aims to determine the core factors that need to be addressed to improve
performance.

How?
 The process of analyzing capacity uses a framework called Capacity
Pillars. These are the factors that indicate an LGU’s capacity or its “ability
to perform functions to fulfill their mission and deliver desired results.”
 Capacity Assessment

LGU Capacity
Pillars
 LGU CAPACITY PILLARS
Environment Protective, Climate Change
Adaptive and Disaster Resilient LGUs

Socially Protective
Competitive & Business LGUs
Friendly LGUs
Accountable, transparent, Peaceful, Orderly
participative and effective Local Governance & Safe LGUs

Knowledge & Learning

Enabling Policies
Management
Competency

Leadership
Structure
Capacity Assessment
 Capacity Assessment
Capacity Change Matrix
 It provides a concise documentation of the current and desired state of each
Capacity Pillar for a performance or outcome area.
 It allows for a coherent analysis of the LGU’s performance and
corresponding capacity development to achieve its performance goals.

Steps in Filling-out the Capacity Change

Matrix
1) Cull the Current and Desired State of Performance
2) Determine the causes of the performance gaps or the factors contributing to
good performance
3) Determine the Desired State of Capacity
4) Identify Capacity Development Interventions
Competency
 CAPACITY CHANGE MATRIX
GUIDING QUESTIONS

What is the current state of our

capacity?

What is the desired state of our capacity

that will enable us to achieve our
performance goal?

What interventions do we need to

undertake to improve our capacity?

Lenses of the Capacity Pillars should be

applied
 STRUCTURE

Presence of appropriate structure (office, committee or work group) with

defined authority and accountability for performing the necessary functions
within a program

CAPACITY
Current State Desired State Intervention
Structure

MENRO and staff are all
designates
- Operational strategy half-
baked
- Inadequate service delivery
MENRO appointed with office
and personnel
- Operational strategy are in
place
- Service delivery very
satisfactory
Appointment of MENRO & staff
• Provision of budget
• Strategic planning
• Team & commitment building
• Regular meetings
• Formulate SWM plan
 COMPETENCY

Knowledge and skills of people who need to perform their assigned functions
in the program

CAPACITY
Current State Desired State Intervention
Competency

Lack of technical know how of Highly trained and competent Conduct of re-orientation for
MENRO garbage collectors garbage collectors MENRO garbage collectors on
- Inefficient garbage collection proper collection and disposal
- Increased volume of waste of wastes
dumped
 MANAGEMENT SYSTEMS

Systems, processes and procedures for managing programs

CAPACITY
Current State Desired State Intervention
Management Systems

Absence of monitoring Monitoring mechanism Develop a monitoring

mechanisms institutionalized mechanism
- Weak performance of
Environmental Code Strict enforcement of laws Regular submission of M&E
- No basis for corrective reports
measures Effective garbage collection
scheme institutionalized Review and improve existing
contract agreement on garbage
collection scheme
 ENABLING POLICIES

Presence of policy and legislative support for planning, developing,

implementing, monitoring and evaluating service delivery functions,
programs and projects
CAPACITY
Current State Desired State Intervention
Enabling Policies

Absence of environmental Monitoring mechanism Develop a monitoring

ordinance and SWM Plan institutionalized mechanism
- No blueprint for program
implementation Strict enforcement of laws Regular submission of M&E
- No basis for collection reports
- No. M&E Effective garbage collection
scheme institutionalized Review and improve existing
contract agreement on garbage
collection scheme
 KNOWLEDGE AND LEARNING

Mechanisms for generating, analysing and using data and information as

basis for decision-making and continuous improvement
CAPACITY
Current State Desired State Intervention
Knowledge and Learning

No accurate data on SWM
- Difficulty in planning and
formulation of program
interventions
- Inefficient technologies used
Develop Databank on SWM Databank is in place and used
in planning and decision-
making
 LEADERSHIP

Presence of mechanisms for:

• Defining vision, mission and values, and setting strategic directions
• Ensuring transparency and accountability in the LGU’s operations
• Instituting participatory mechanisms
• Establishing partnerships and collaboration
• Visible sponsorship of programs
CAPACITY
Current State Desired State Intervention
Leadership
Leniency of the LCE Environment friendly, Invitation/attendance on
- Poor delivery and implement- centered and oriented Mayor environment and SWM program
tation of SWM PPAs for LCEs

Minimal partnership with CSOs
and business sector
- No strong ties/linkage with
CSOs
Strong LGU partnership with Orientation of NGOs & CSOs on
CSOs, NGAs and business issuances re: active partnerships of
sector LGU and CSOs
OK Signing and execution of MOA re:
partnership of LGUs and CSOs
 Capacity Development Planning

Step 5: Prioritize Capacity Development

Interventions
 Prioritizing solutions that will address capacity and performance gaps in
the LGU and enable it to achieve its desired goals and objectives;
 Come up with a list of priority capacity development interventions that will
bring the LGU closer to meeting its development goals and objectives.
 Maximize the limited time of the LGU Executives and resources of LGUs

How?
 Contribution-Effort Quadrant
 Prioritization Matrix
 Why prioritize?
• Time: What can be done in 3 years?
• Resources: What can be done with the
resources currently available?
• Optimize the gains: What interventions will
generate the best results?
• Multiple demands: What interventions will
yield benefits for more stakeholders?
 Capacity Assessment
Contribution-Effort Quadrant

 Used in choosing solutions that seem easiest to implement but with the
biggest contribution to the desired outcome.

 Based on the following criteria:

 Level of Effort in Implementing the Solution; and

 Level of Contribution to the desired outcome.
 Let’s do it!
• From the Change Matrix, retrieve the proposed CapDev interventions.
1

• For each intervention, identify the level of effort needed to implement

the intervention. Identify whether the level of effort is high, medium or
2 low.

• For each intervention, identify its contribution or impact in generation

of solution. Identify whether the impact is high, medium or low.
3

• Identify which interventions fall within the Cells 1, 2, and 3, -

considered as high priority interventions.
4
 Capacity Development Planning

Contribution-
Effort
Quadrant
 RATING SCALE

LEVEL OF EFFORT LEVEL OF CONTRIBUTION

INTERVENTIONS
(High; Medium; Low) (High; Medium; Low)
Activation of SWMB Low Medium
Creation of MENRO High High
IEC on SWM Medium High
Re-orientation to garbage
collectors re: proper waste Medium Low
disposal

Interventions Tile
Activation of SWMB 4
Creation of MENRO 3
IEC on SWM 2
Re-orientation to 8
garbage collectors
 Intervention Tile
Activation of SWMB 4
Creation of MENRO 1
IEC on SWM 2
Re-orientation to garbage collectors 8

TILE 1, 2, 3
High priority interventions; they are colored green which means they go
for budgeting.

TILE 4, 5, 6
Medium level interventions; they are colored yellow because they may
need more discussion for consideration, subject to availability of fund,
etc.

TILE 7, 8, 9
Low priorities; they are colored red because they may be “parked” or
“dropped” off from the list of CapDev interventions.
 CHANGE MATRIX
PERFORMANCE
Current State Desired State
Sub-Sector Area

CAPACITY
Level of
Current State Desired State Intervention Level of Effort Rank
Contribution
Structure

Competencies

Management Systems

Enabling Policies

Knowledge and Learning

Leadership
 Capacity Development Planning

Step 6: Determine Risks and Mitigation

Strategies
 Helps in determining the risk associated with a capacity development
intervention and in minimizing the impact of possible adverse or
unwelcome circumstances, should they arise during the implementation.
 Designed to remove or reduce the risks that may threaten the achievement
of project objectives.

How?
 Risk Register
 Capacity Development Planning

Risk Register
 A document prepared at the beginning of a project to characterize all of the
risks associated with the project.
 Used to identify project risks, analyze its probability of occurrence, and its
impact on the project, and determine strategies that will mitigate its effects.

How?
1) Identify risks for each category
2) Decide on the risk level or intensity of the risk using a rating scale
3) Identify risk response strategy/ies for each risk factor identified
4) Identify the risk owner
 RISK REGISTER

1. Identify risks for each intervention.

2. Decide on the risk level or intensity of the risk using a
rating scale. Categorize the risk into high, medium or low.
Factors to be considered in categorizing the risk:
• Probability of occurrence
• Impact on the project/program/intervention
3. Identify risk response strategy/ies for each identified risk.
4. Identify the risk owner.

OK
 Capacity Development Planning

Step 7: Formulate the Capacity Development

Agenda
 Details the scope of each intervention and its resource requirements;
 Identify the outputs, targets, timeframe, funding requirements, process
owners, and support requirements of each intervention.
 Capacity Development Planning

OK
 Integration

Step 8: Integrate the CapDev Agenda in the

CDP-ELA
 The various analyses that were done, particularly in Steps 3, 4 and 7. will
serve as content or inputs to particular sections of the CDP-ELA.

OK
DAGHANG SALAMAT!