Tool 8 consists of a matrix similar to a results chain in line with the logframe approach. It shows the different components of the results chain (from inputs to impact) of a capacity development/change process and their causal links.
Tool 8 can be used in parallel with the logframe matrix of the overall intervention, to integrate capacity development as a component of a broader project or programme.
The tool is relevant during the design and formulation phases, and as a monitoring reference during implementation.
The tool is a tailored instrument aimed at developing the intervention logic of a capacity development/change intervention, taking as a precondition that change only occurs if there is ownership and commitment on the part of those developing their capacity; and if ownership and commitment can be translated into concrete resources (leadership, staff time, etc.).
The tool provides a matrix which can be used for summarising a capacity development intervention and the possible external support which forms part of this intervention.
Design summary | Performance targets/indicators/means of verification | Assumptions/risks | |
1. Sector impact |
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2. Sector outcomes For users of products and services | |||
3. Sector outputs/capacity development outcome Increased or enhanced services, products | |||
4. Sector capacity/capacity development outputs (Resulting from capacity development processes) Organisation(s) with increased or enhanced capacity to perform | |||
5. Capacity development activities with milestones
| 6. Capacity development inputs (all sources)
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Data/information. Good knowledge of the context, actors and key areas of support is very useful. The tool is-based on the output of previous tools, particularly those focusing on identified expected changes.
Time. Since this tool provides a summary of existing information, the time required depends on the readiness of the sector and key stakeholders. These aspects will determine the capacity to make the relevant choice of objectives and formulate the final steps of the intervention.
Skills. Good analytical and methodological skills. The literature review can be performed in house; facilitation skills may be needed to widen the focus beyond technical aspects. A mix of local and international consultants together with internal resources from the relevant organisations may have added value, provided this support is properly coordinated by the EU Delegation.
Facilities and materials. If a participatory workshop/meeting takes place: appropriate venue, flipcharts, cards, markers, etc., will be needed.
Financial costs and sources. If external expertise is required, funds should be made available to cover the costs associated with fees, travel expenses and logistics. These funds may come from the project itself or through other EC instruments such as a framework contract or a technical cooperation facility.
Tips and tricks
When designing a results chain, it is important to focus on concrete objectives and results. These should be clearly defined so as to express precisely what kinds of changes are expected. By so doing, robust indicators can be formulated. Assumptions and risks should also be taken into consideration, completing the 'picture of change' by integrating elements linked to context, inherent and new processes, and external actors and factors. Contributions from local stakeholders and consultant(s) may be particularly useful in this regard.