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Key capacity development concepts
Analyzing the data and drafting a Capacity Assessment Report
The process of analyzing information collected from various sources and methodologies can be complex, especially in larger ACAs where staff perform many functions. During this process, ad hoc consultations and discussions with key stakeholders may continue. This is where the capacity assessment team’s analytical expertise in relating and integrating various data and information will be very important. The draft Capacity Assessment Report, which will include recommendations for action, needs to acknowledge the various sources of information on which it relies. It should be packaged in a concise but comprehensive manner that will allow decision-makers to immediately understand the policy and programmatic implications of the capacity assessment results and capacity development recommendations.
| Score | Capacity Level | Description |
| 1 (one) | Very Low Capacity | There is anecdotal awareness about this anti-corruption capacity but no documented evidence that it exists in my organization/sector |
| 2 (two) | Low Capacity | There is some understanding about this anti-corruption capacity and guidelines/strategies/skills have been formulated/developed, but not sufficiently implemented |
| 3 (three) | Medium Capacity | There is good understanding about this anti-corruption capacity and guidelines/strategies/skills have been implemented |
| 4 (four) | High Capacity | There is adequate anti-corruption capacity that allows my organization to sufficiently monitor and evaluate progress in this particular area |
| 5 (five) | Very High Capacity | The lessons learned from previous anti-corruption monitoring and evaluation initiatives are used by my organization effectively to improve our anti-corruption prevention and law enforcement systems. |
Validating the capacity assessment findings and capacity development recommendations
Capacity assessments are partnership exercises that involve a range of stakeholders in their undertaking and completion. In this context, it is essential that stakeholders continue to be involved in the finalization of the capacity assessment’s findings and recommendations. Once the draft Capacity Assessment Report is completed, a validation meeting should be convened, ideally with the involvement of senior management in the involved anti-corruption agency/ies. Other key stakeholders may also be involved, such as representatives of oversight bodies, and/or key Ministries (e.g., Ministry of Justice, Ministry of Finance). The meeting is also an opportunity to validate the initial Capacity Development Recommendations and start drawing a capacity development plan to address the identified capacity gaps. Following the validation exercise, the Capacity Development Report (including recommendations) will need to be finalized. It should then be submitted to the Chairperson and Director General of the ACA for action. If an oversight agency exists to review the work of the ACA, the Capacity Development Report could also be submitted to this agency. It could also be shared with other relevant stakeholders.
| BOX 4: Steps involved in Preparing for a Capacity Assessment of an Anti-Corruption Agency | ||
| Preparation: |
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| Clarification of objectives and expectations with primary clients: |
clarify intentions of the promoters of the assessment
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| Identification and engagement of stakeholders: | identify all relevant stakeholders
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| Determining data collection and analysis approach: |
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| Defining how the assessment will be conducted: |
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define in detail the following:
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