Otoo, SamuelAgapitova, NataliaBehrens, Joy2015-11-182015-11-182009-06https://hdl.handle.net/10986/23037The 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.en-USCC BY 3.0 IGOSKILLSFOCUS GROUPSLIVING STANDARDSBELIEF SYSTEMSME SYSTEMSGOOD PRACTICEORGANIZATIONAL DECISIONSDISCUSSIONCOMMUNITIESAWARENESSORGANIZATIONAL LEARNINGBUSINESS COMMUNITYFEEDBACKPOVERTY REDUCTION STRATEGIESBEHAVIORSINCOMEOUTPUT INDICATORSPROGRAM IMPLEMENTATIONUSE OF INFORMATIONDATA COLLECTIONPROGRAMSINFORMATIONMONITORINGMONITORING DATAEVALUATION ACTIVITIESCOUNTRY ASSISTANCE STRATEGIESIMPACTSLEARNING  ACTIVITIESCAPACITY BUILDINGCONTENTPROJECTSTHINKINGDECISIONSLEADINGCORRUPTIONEXPERIMENTATIONQUALITYDECISION- MAKINGNEGOTIATIONBENEFICIARIESDISCOVERYINSTRUMENTSBUSINESS PROCESSPOVERTY REDUCTIONEXPERIMENTAL DESIGNREPOSITORIESCOLLABORATIONKNOWLEDGECOMMUNICATIONSINFORMAL KNOWLEDGECOMPLEXITYDATAINFORMAL LEARNINGPARTNERSHIPSDOCUMENTINTERVENTIONORGANIZATIONAL CONTEXTDEVELOPMENT STRATEGIESIMPACT EVALUATIONRELATIONSHIPSPRODUCTIVITYEXPERTSIDEASDOCUMENTSQUALITATIVE RESEARCHHOUSEHOLD SURVEYSLEARNINGINDICATORSRESEARCHPROCESSSOCIAL INDICATORSSERVICE DELIVERYPRACTICEGROUP INTERVIEWSINSIGHTSEFFICIENCYPROJECT MANAGEMENTBELIEFSTACIT KNOWLEDGECOLLABORATIVE LEARNINGOUTCOME INDICATORSDISCUSSIONSTRANSPARENCYSOCIAL FORCESPROGRAM EVALUATIONPARTICIPATORY RURAL APPRAISALPARTICIPATIONCONTROL GROUPSACTION LEARNINGPROJECT BENEFICIARIESFLEXIBILITYCOMMUNITIES OF PRACTICEINTERMEDIATE OUTCOMESPROJECT MONITORINGPROCESSESBRAINSTORMINGDECISION-MAKINGINDIVIDUAL LEARNINGPARTICIPATORY PROCESSDECISION MAKINGORGANIZATIONAL KNOWLEDGELOGICSAMPLE SIZESTORIESEVALUATION RESULTSASSUMPTIONSSURVEYSSKILLED LABORORGANIZATIONAL ACTIVITIESPARTICIPATORY TOOLSUSE OF KNOWLEDGECASEXTERNAL ENVIRONMENTSTARGETINGUNDERSTANDINGPARTICIPATORY MONITORINGSTATISTICSEVALUATIONHUMAN RESOURCESPROCESS INDICATORSSAMPLINGPOVERTYMULTIVARIATE ANALYSISINPUT INDICATORSINTEGRATIONBUSINESS ENVIRONMENTKNOWLEDGE REPOSITORIESCOMMON VOCABULARYLEARNING DESIGNINNOVATIONCHANGE PROCESSKEY INFORMANT INTERVIEWSPRACTITIONERSCHANGE MANAGEMENTORGANIZATIONAL CHANGEVISIONCOMMUNICATIONFLOW OF INFORMATIONRRACONCEPTSVARIETYDATABASEPOLICY INITIATIVESBENEFICIARY ASSESSMENTSOUTCOMESPUBLIC GOODPARTICIPATORY PROJECTSCHANGE AGENTINNOVATIONSLEARNING ACTIVITIESSYSTEMS THINKINGAUDITINGCHANGE AGENTSWorking PaperWorld Bank10.1596/23037