This case study shows how the Office of the Public Solicitor of Papua New Guinea developed a social change vision built on clearly articulated values and used this as a driver for enhancing both its legitimacy and its capacity more generally. The experience was monitored using the capacity development framework developed by the European Centre for Development Policy and Management. This emphasises individual empowerment and engagement as well as skills, and how these are articulated with collective capabilities in particular contexts to build a system's capacity to perform. The authors suggest that evolution of systemic capacity is a process that requires drivers beyond organisational self interest, personal advantage or greater efficiency. The experience of the OPS shows that capacity can emerge out of fruitful relationships among people holding common ideals who want to make a difference, rather than just resulting from improvements to technique, structure or assets.