This paper presents a model of capacity development for public organizations in post-conflict settings. The paper reveals the challenges faced by the author as a `change agent\u27 who tried to understand and develop the basic capacity of the Literacy Department of the Ministry of Education in Afghanistan. The author used an action-research approach and has actively followed events and actions to explore the `how can\u27 of capacity development efforts. The review of organizational change literature provided background knowledge for the author\u27s day-to-day work in a public organization and helped him to develop a Foundational Capacity Development Framework (FCDF). The FCDF offers four complementing components of infrastructure, technical competence, social and organizational participation, and strategic alignment . The framework also recognizes the importance of underlying components of capacity development which are based on the beliefs, values, behavior, ownership, sustainment and institutionalization. The four components in the framework are utilized in ways that address the underlying causes to change individual beliefs and values, creating ownership and empowerment for the sustainment and institutionalization of capacity development efforts in public organizations
