The Capacity Development Results Framework : A Strategic and Results-Oriented Approach to Learning for Capacity Development

The Capacity Development Results Framework (CDRF or the Framework) is a powerful new approach to the design, implementation, monitoring, management, and evaluation of development programs. Originally conceived to address well-documented problems in...

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Bibliographic Details
Main Authors:	Otoo, Samuel, Agapitova, Natalia, Behrens, Joy
Format:	Working Paper
Language:	English en_US
Published:	World Bank, Washington, DC 2015
Subjects:	SKILLS FOCUS GROUPS LIVING STANDARDS BELIEF SYSTEMS ME SYSTEMS GOOD PRACTICE ORGANIZATIONAL DECISIONS DISCUSSION COMMUNITIES AWARENESS ORGANIZATIONAL LEARNING BUSINESS COMMUNITY FEEDBACK POVERTY REDUCTION STRATEGIES BEHAVIORS INCOME OUTPUT INDICATORS PROGRAM IMPLEMENTATION USE OF INFORMATION DATA COLLECTION PROGRAMS INFORMATION MONITORING MONITORING DATA EVALUATION ACTIVITIES COUNTRY ASSISTANCE STRATEGIES IMPACTS LEARNING  ACTIVITIES CAPACITY BUILDING CONTENT PROJECTS THINKING DECISIONS LEADING CORRUPTION EXPERIMENTATION QUALITY DECISION- MAKING NEGOTIATION BENEFICIARIES DISCOVERY INSTRUMENTS BUSINESS PROCESS POVERTY REDUCTION EXPERIMENTAL DESIGN REPOSITORIES COLLABORATION KNOWLEDGE COMMUNICATIONS INFORMAL KNOWLEDGE COMPLEXITY DATA INFORMAL LEARNING PARTNERSHIPS DOCUMENT INTERVENTION ORGANIZATIONAL CONTEXT DEVELOPMENT STRATEGIES IMPACT EVALUATION RELATIONSHIPS PRODUCTIVITY EXPERTS IDEAS DOCUMENTS QUALITATIVE RESEARCH HOUSEHOLD SURVEYS LEARNING INDICATORS RESEARCH PROCESS SOCIAL INDICATORS SERVICE DELIVERY PRACTICE GROUP INTERVIEWS INSIGHTS EFFICIENCY PROJECT MANAGEMENT BELIEFS TACIT KNOWLEDGE COLLABORATIVE LEARNING OUTCOME INDICATORS DISCUSSIONS TRANSPARENCY SOCIAL FORCES PROGRAM EVALUATION PARTICIPATORY RURAL APPRAISAL PARTICIPATION CONTROL GROUPS ACTION LEARNING PROJECT BENEFICIARIES FLEXIBILITY COMMUNITIES OF PRACTICE INTERMEDIATE OUTCOMES PROJECT MONITORING PROCESSES BRAINSTORMING DECISION-MAKING INDIVIDUAL LEARNING PARTICIPATORY PROCESS DECISION MAKING ORGANIZATIONAL KNOWLEDGE LOGIC SAMPLE SIZE STORIES EVALUATION RESULTS ASSUMPTIONS SURVEYS SKILLED LABOR ORGANIZATIONAL ACTIVITIES PARTICIPATORY TOOLS USE OF KNOWLEDGE CAS EXTERNAL ENVIRONMENTS TARGETING UNDERSTANDING PARTICIPATORY MONITORING STATISTICS EVALUATION HUMAN RESOURCES PROCESS INDICATORS SAMPLING POVERTY MULTIVARIATE ANALYSIS INPUT INDICATORS INTEGRATION BUSINESS ENVIRONMENT KNOWLEDGE REPOSITORIES COMMON VOCABULARY LEARNING DESIGN INNOVATION CHANGE PROCESS KEY INFORMANT INTERVIEWS PRACTITIONERS CHANGE MANAGEMENT ORGANIZATIONAL CHANGE VISION COMMUNICATION FLOW OF INFORMATION RRA CONCEPTS VARIETY DATABASE POLICY INITIATIVES BENEFICIARY ASSESSMENTS OUTCOMES PUBLIC GOOD PARTICIPATORY PROJECTS CHANGE AGENT INNOVATIONS LEARNING ACTIVITIES SYSTEMS THINKING AUDITING CHANGE AGENTS
Online Access:	http://documents.worldbank.org/curated/en/2015/10/25228268/capacity-development-results-framework-strategic-results-oriented-approach-learning-capacity-development http://hdl.handle.net/10986/23037

Description
Summary:	The Capacity Development Results Framework (CDRF or the Framework) is a powerful new approach to the design, implementation, monitoring, management, and evaluation of development programs. Originally conceived to address well-documented problems in the narrow field of capacity development, the Framework can be profitably applied to assess the feasibility and coherence of proposed development projects, to monitor projects during implementation (with a view to taking corrective action), or to assess the results, or even the design, of completed projects. The framework can also be used as a step-by-step guide to the planning, implementation, and evaluation of projects and programs designed to build capacity for development at a national or sub-national level. That is how it is illustrated here. We chose this approach because such a guide was sorely needed, and because it allowed us to illustrate the full set of tools and processes provided by the framework. The framework is compatible with a broad range of situations and approaches to change management. But in all cases key actors in the change process must be identified and offered the knowledge and tools that they need to produce change in the direction of the desired goals. Critical points in the change path must be identified. At each such point, new information and experience must be assessed to guide subsequent decisions. Building capacity, driving change, and achieving development goals will typically be iterative processes.

The Capacity Development Results Framework : A Strategic and Results-Oriented Approach to Learning for Capacity Development

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