Indicators of sustainable capacity building for health research: analysis of four African case studies
Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity...
Ausführliche Beschreibung
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| Autor*in: |
Bates, Imelda [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2011 |
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| Schlagwörter: |
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| Anmerkung: |
© Bates et al; licensee BioMed Central Ltd. 2011 |
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| Übergeordnetes Werk: |
Enthalten in: Health research policy and systems - London : BioMed Central, 2003, 9(2011), 1 vom: 28. März |
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| Übergeordnetes Werk: |
volume:9 ; year:2011 ; number:1 ; day:28 ; month:03 |
| Links: |
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| DOI / URN: |
10.1186/1478-4505-9-14 |
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SPR028882814 |
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| 520 | |a Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. | ||
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| 700 | 1 | |a Taegtmeyer, Miriam |4 aut | |
| 700 | 1 | |a Squire, S Bertel |4 aut | |
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| 700 | 1 | |a Theobald, Sally |4 aut | |
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10.1186/1478-4505-9-14 doi (DE-627)SPR028882814 (SPR)1478-4505-9-14-e DE-627 ger DE-627 rakwb eng Bates, Imelda verfasserin aut Indicators of sustainable capacity building for health research: analysis of four African case studies 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Bates et al; licensee BioMed Central Ltd. 2011 Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. Capacity Building (dpeaa)DE-He213 Select Case Study (dpeaa)DE-He213 Capacity Building Activity (dpeaa)DE-He213 Health Research Capacity (dpeaa)DE-He213 Sustainable Capacity (dpeaa)DE-He213 Taegtmeyer, Miriam aut Squire, S Bertel aut Ansong, Daniel aut Nhlema-Simwaka, Bertha aut Baba, Amuda aut Theobald, Sally aut Enthalten in Health research policy and systems London : BioMed Central, 2003 9(2011), 1 vom: 28. März (DE-627)36277935X (DE-600)2101196-5 1478-4505 nnns volume:9 year:2011 number:1 day:28 month:03 https://dx.doi.org/10.1186/1478-4505-9-14 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER SSG-OLC-PHA GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_375 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2009 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4367 GBV_ILN_4700 AR 9 2011 1 28 03 |
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10.1186/1478-4505-9-14 doi (DE-627)SPR028882814 (SPR)1478-4505-9-14-e DE-627 ger DE-627 rakwb eng Bates, Imelda verfasserin aut Indicators of sustainable capacity building for health research: analysis of four African case studies 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Bates et al; licensee BioMed Central Ltd. 2011 Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. Capacity Building (dpeaa)DE-He213 Select Case Study (dpeaa)DE-He213 Capacity Building Activity (dpeaa)DE-He213 Health Research Capacity (dpeaa)DE-He213 Sustainable Capacity (dpeaa)DE-He213 Taegtmeyer, Miriam aut Squire, S Bertel aut Ansong, Daniel aut Nhlema-Simwaka, Bertha aut Baba, Amuda aut Theobald, Sally aut Enthalten in Health research policy and systems London : BioMed Central, 2003 9(2011), 1 vom: 28. März (DE-627)36277935X (DE-600)2101196-5 1478-4505 nnns volume:9 year:2011 number:1 day:28 month:03 https://dx.doi.org/10.1186/1478-4505-9-14 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER SSG-OLC-PHA GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_375 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2009 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4367 GBV_ILN_4700 AR 9 2011 1 28 03 |
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10.1186/1478-4505-9-14 doi (DE-627)SPR028882814 (SPR)1478-4505-9-14-e DE-627 ger DE-627 rakwb eng Bates, Imelda verfasserin aut Indicators of sustainable capacity building for health research: analysis of four African case studies 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Bates et al; licensee BioMed Central Ltd. 2011 Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. Capacity Building (dpeaa)DE-He213 Select Case Study (dpeaa)DE-He213 Capacity Building Activity (dpeaa)DE-He213 Health Research Capacity (dpeaa)DE-He213 Sustainable Capacity (dpeaa)DE-He213 Taegtmeyer, Miriam aut Squire, S Bertel aut Ansong, Daniel aut Nhlema-Simwaka, Bertha aut Baba, Amuda aut Theobald, Sally aut Enthalten in Health research policy and systems London : BioMed Central, 2003 9(2011), 1 vom: 28. März (DE-627)36277935X (DE-600)2101196-5 1478-4505 nnns volume:9 year:2011 number:1 day:28 month:03 https://dx.doi.org/10.1186/1478-4505-9-14 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER SSG-OLC-PHA GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_375 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2009 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4367 GBV_ILN_4700 AR 9 2011 1 28 03 |
| allfieldsGer |
10.1186/1478-4505-9-14 doi (DE-627)SPR028882814 (SPR)1478-4505-9-14-e DE-627 ger DE-627 rakwb eng Bates, Imelda verfasserin aut Indicators of sustainable capacity building for health research: analysis of four African case studies 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Bates et al; licensee BioMed Central Ltd. 2011 Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. Capacity Building (dpeaa)DE-He213 Select Case Study (dpeaa)DE-He213 Capacity Building Activity (dpeaa)DE-He213 Health Research Capacity (dpeaa)DE-He213 Sustainable Capacity (dpeaa)DE-He213 Taegtmeyer, Miriam aut Squire, S Bertel aut Ansong, Daniel aut Nhlema-Simwaka, Bertha aut Baba, Amuda aut Theobald, Sally aut Enthalten in Health research policy and systems London : BioMed Central, 2003 9(2011), 1 vom: 28. März (DE-627)36277935X (DE-600)2101196-5 1478-4505 nnns volume:9 year:2011 number:1 day:28 month:03 https://dx.doi.org/10.1186/1478-4505-9-14 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER SSG-OLC-PHA GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_375 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2009 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4367 GBV_ILN_4700 AR 9 2011 1 28 03 |
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10.1186/1478-4505-9-14 doi (DE-627)SPR028882814 (SPR)1478-4505-9-14-e DE-627 ger DE-627 rakwb eng Bates, Imelda verfasserin aut Indicators of sustainable capacity building for health research: analysis of four African case studies 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Bates et al; licensee BioMed Central Ltd. 2011 Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. Capacity Building (dpeaa)DE-He213 Select Case Study (dpeaa)DE-He213 Capacity Building Activity (dpeaa)DE-He213 Health Research Capacity (dpeaa)DE-He213 Sustainable Capacity (dpeaa)DE-He213 Taegtmeyer, Miriam aut Squire, S Bertel aut Ansong, Daniel aut Nhlema-Simwaka, Bertha aut Baba, Amuda aut Theobald, Sally aut Enthalten in Health research policy and systems London : BioMed Central, 2003 9(2011), 1 vom: 28. März (DE-627)36277935X (DE-600)2101196-5 1478-4505 nnns volume:9 year:2011 number:1 day:28 month:03 https://dx.doi.org/10.1186/1478-4505-9-14 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER SSG-OLC-PHA GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_375 GBV_ILN_602 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2009 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4367 GBV_ILN_4700 AR 9 2011 1 28 03 |
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Indicators of sustainable capacity building for health research: analysis of four African case studies |
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Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. © Bates et al; licensee BioMed Central Ltd. 2011 |
| abstractGer |
Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. © Bates et al; licensee BioMed Central Ltd. 2011 |
| abstract_unstemmed |
Background Despite substantial investment in health capacity building in developing countries, evaluations of capacity building effectiveness are scarce. By analysing projects in Africa that had successfully built sustainable capacity, we aimed to identify evidence that could indicate that capacity building was likely to be sustainable. Methods Four projects were selected as case studies using pre-determined criteria, including the achievement of sustainable capacity. By mapping the capacity building activities in each case study onto a framework previously used for evaluating health research capacity in Ghana, we were able to identify activities that were common to all projects. We used these activities to derive indicators which could be used in other projects to monitor progress towards building sustainable research capacity. Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. For each project the evidence required to show that indicators have been achieved should evolve with the project and they should be determined prospectively in collaboration with stakeholders. © Bates et al; licensee BioMed Central Ltd. 2011 |
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Results Indicators of sustainable capacity building increased in complexity as projects matured and included - early engagement of stakeholders; explicit plans for scale up; strategies for influencing policies; quality assessments (awareness and experiential stages) - improved resources; institutionalisation of activities; innovation (expansion stage) - funding for core activities secured; management and decision-making led by southern partners (consolidation stage). Projects became sustainable after a median of 66 months. The main challenges to achieving sustainability were high turnover of staff and stakeholders, and difficulties in embedding new activities into existing systems, securing funding and influencing policy development. Conclusions Our indicators of sustainable capacity building need to be tested prospectively in a variety of projects to assess their usefulness. 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