For over a decade, the UK’s Department of International Development (DFID) contracted CIDT to provide training and advisory services in Managing for Development Results (MfDR) to DFID staff, under two different framework agreements – first, the Tools and Procedures for Effective Development (TAPED) programme from 1997 to 2003, then the Development Partnership Course (DPC) Programme from 2004 to 2007. Thereafter, individual departments at DFID have called upon CIDT for ad hoc MfDR-related training workshops and facilitation services.

As with all of CIDT’s training assignments, the work began with a Training Needs Assessment (TNA) phase. Then, a team of twelve CIDT staff provided training and advisory services on a call-down basis to DFID offices around the globe.

CIDT staff worked alongside a small core of DFID staff to design and deliver tailor-made training programs to Country Programme staff in a range of skills-based capacity development modules which covered topics such as:

  • The DFID Project and Programme Cycle (PPCM)
  • Aid architecture
  • Stakeholder Analysis
  • Problem Analysis
  • Objectives Analysis
  • Options Analysis
  • Logical Framework Approach (LFA)
  • Monitoring, review and evaluation (MRE)
  • Work planning
  • Project budgeting
  • Aid instruments including Sector Wide approaches (SWaPs) and Direct Budget Support
  • Principles of Aid Effectiveness and Donor harmonization
  • Fiduciary risk, Fraud and Corruption
  • Results Based Management (RBM) in DFID and Performance Management
  • The role of Project and Programme Managers in DFID
  • Lesson Learning (LL)
  • DFID as a learning Organisation

CIDT also offered additional staff capacity development (CD) for DFID and partner organization on a needs basis. These included:

  • Coaching
  • Mentoring
  • Training of Trainers (TOT)
  • Training of Facilitators
  • Communication skills
  • Self-Management
  • Conflict Management
  • Team work
  • Listening skills
  • Writing Terms of Reference (ToR)

The DPC contract required management of all activities for delivery of approximately 18 workshops annually. This included needs analysis, advertising, recruitment, administration, facilitation, and materials development. CIDT provided the core training materials, manuals, and case studies to support all face-to-face training. A key output of this work was the DFID Tools for Development Handbook, which CIDT helped to create w in order to support DFID’s staff development inputs.

As part of post-training support, CIDT provided virtual (electronic) advisory services to DFID staff and offered coaching and mentoring services to senior DFID staff, upon demand. In addition, CIDT often offered facilitators for LogFrame and Strategic Planning workshops, in response to DFID’s requests.

In total, over 90 training and advisory inputs were delivered to DFID Country Offices across four continents, over the 12-year period of the framework agreements. More specifically, these were conducted in the UK and worldwide (e.g., in Afghanistan, Barbados, Bangladesh, Bolivia, Brazil, China, Ethiopia, Ghana, India, Kenya, Malawi, Mozambique, Namibia, Nepal, Nigeria, Pakistan, Russia, South Africa, Tanzania, Uganda, and Ukraine).

Tools and Procedures for Effective Development (TAPED)

Find out more

View a typical three-day DFID Development Partnership course outline


The course will to provide programme staff with a broad, in-context introduction to the processes and tools used to support high performance of DFID’s bilateral programme and project investments, ensuring an effective contribution to poverty reduction.

Course Objectives:

The course will:

  • Describe how DFID measures, assesses and reports on the performance of its investments, and how the success rate of these investments contribute to assessment of DFID’s corporate performance;
  • Explain the choice of aid instruments and modalities that can be used in different development partnerships;
  • Outline the key issues for programme managers for ensuring that DFID’s aid is effective as part of the wider donor effort in support of development partners;
  • Explain DFID’s performance management framework, including portfolio performance management and identify the links to corporate performance and reporting.

Deliverables (Learning Objectives):

DFID staff will improve their understanding of:

  • the strategic framework and policy environment in which DFID works;
  • how country-led approaches, aid effectiveness and harmonisation influence the choices and behaviours of DFID;
  • the choice of Aid Instruments and ‘ways of working’ available in DFID’s bilateral programme, and a range of tools to ensure effective design, appraisal and implementation; and
  • DFID’s ‘Performance Management Framework’ and an appreciation of how what they do (in the field) contributes to lesson learning as well as assessing and reporting on corporate performance.

 Image Gallery

Scroll to Top