Component 2: Human Capacity for M&E Systems
Chapter 2
1. Introduction “The primary stakeholders are policymakers like us because without information, things are done arbitrarily and one becomes unsure of whether a policy or programme will fail or succeed. If we allow our policies to be guided by empirical facts and data, there will be a noticeable change in the impact of what we do.” Director of Policy, National Action Committee on AIDS (Nigeria), 2003 Human capacity is part of the “people, partnerships and planning” ring of the 12 Components of an M&E system (see introductory chapter for more information). Just as it is essential that M&E responsibilities of an organization and its staff are clearly defined and authorized (Component 1), so it is essential for staff to have the necessary skills to execute their tasks well. How this chapter is organized: This chapter begins with selected background information and definitions related to human capacity concepts, development and assessments (Section 2), followed by suggested results for this component of the M&E system (Section 3). The benefits of strong human capacity are presented in Section 4. Implementation issues related to human capacity development are presented in Section 5. Specific steps involved in undertaking and managing a Human Capacity Assessment for the M&E system follow in Section 6, and steps involved in developing a Human Capacity Development Strategy are provided in Section 7. The Chapter closes with a summary of lessons learned (Section 8) and a practical exercise in Section 9 to cement what you have learned in the chapter.
2. Background Information and Definitions Capacity: The ability to perform appropriate tasks effectively, efficiently, and sustainably. Capacity focuses on three levels, as illustrated in Figure C2-1: •
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System capacity (Level 1): The ability of a system to deliver the goal and objectives of a process and thereby contribute toward fulfilling the organization’s objectives. In a systems context, capacity is defined as a set of entities that operate to achieve a common purpose and according to certain rules and processes (Hopkins, 1994). This definition implies that capacity is a continuing process, that human resources are central to capacity development, and that the overall context within which organizations undertake their functions are key considerations in strategies for capacity development. Organizational capacity (Level 2): The capacity of the organization and its processes to deliver the organization’s goals and development objectives. (This component does not focus on organizational capacity).
Human Capacity for Monitoring and Evaluation Systems
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