What is Capacity Building?
- Capacity building in Bhutan
Here at RECOFTC, we define capacity building as:
Externally or internally initiated processes designed to help individuals and groups to appreciate and manage their changing circumstances, and to enhance their abilities to identify and meet development challenges in a sustainable manner
There is no universally agreed upon definition and those that have done so to suit the needs of academics, projects or organizations. Rather than trying to select just one definition, it is more important to find some of the commonalities among the array of definitions. Based on this, capacity building is:
- Set within a dynamic context and involves individuals, networks, organizations, and even societies. It involves processes that include more than just a single organization.
- A process about change in a changing environment.
- An on-going process of continuous learning, adaptation and innovation in dealing with unanticipated problems or issues. It is concerned with an individual's or organization's long-term ability to learn and solve.
- A process where issues today must be dealt with efficiently and effectively, but relevance for future work must also be considered. It should allow individuals and organizations to maintain relevance and effectiveness over time by assessing and reacting to future needs.
- Capacity building involves the role of an outside entity to support and enhance the capabilities of an individual or organization. There may be some conditionality for this support based on the merging of goals and priorities between those supporting and those being supported.
CAPACITY: The overall ability of the individual or group to actually perform their responsibilities. This depends not only on the capabilities of the people, but also on the overall size of the task, the resources which are needed to perform them, and the framework within which they are discharged.
CAPABILITY: The knowledge, skills, and attitudes of the individuals, separately or as a group, and their competence to undertake the responsibilities assigned to them. |
This figure provides a simple, but useful diagram that represents the integration between four important capacity building levels. The figure importantly highlights the linkages between capacity at the individual level and the linkages and therefore need to also consider the capacity for relationships between organizations (network level) and the broader enabling environment.
Key Questions
In considering capacity building, it is important to continually ask a number of important questions:
Is the process a learning oriented process? Is it an iterative, flexible, adaptive and learning centered approach - learning by doing, experimentation and reflection? Is there a focus on consultation, participation and partnerships to identify problems, assess options, formulate strategies, implement plans and sustained activities?
Is there a focus on outcomes? Are the intended outcomes sustainable and is the enhanced capacity sustainable in achieving the desired outcomes (capacity is at the core of development; any course of action needs to promote this end)
Are local strengths built and local ownership and control developed? Are existing capacities strengthened and enhanced rather than new ones created? Do locally driven agendas emerge so that knowledge is acquired rather than simply transferred? Where outside assistance is present, is this facilitated to ensure that the community drives and owns both the process and outcome.
Are community values, self reliance and self esteem recognised? Are the needs, preferences and priorities of the community recognised and valued, thereby fostering self-esteem, self reliance and the preservation of autonomy?
Is participation broad and deep? Is the process inclusive allowing for broad-based stakeholder participation, including developing appropriate processes to include disadvantaged and marginalised groups?
Are partnerships developed? Are partnerships and relationships developed that are based upon shared values and are these well supported and managed? Are issues of culture and power adequately considered (as capacity cannot be changed in isolation) ? A re motives and incentives for entering partnerships aligned with the overall objective of the capacity building initiative?
Is the process multifaceted, systemic and holistic? Is the process systemic, organized and long-term, yet flexible? Is the process integrated across various levels, taking into account local norms and values, different organizations and stakeholders, as well as local resources? Are a variety of management techniques, analytical tools, incentives, and organizational structures in place that suits both the process and desired outcomes?
Is there solid and appropriate political support? Are cohesive and coherent institutional and enabling frameworks needed to support capacity building activities in place, at all levels? Is institutional pluralism in civil society being strengthened and where local and/or national systems are weak can they be reformed and strengthened (they should not by-passed)?
Is appropriate time allocated to the process? Capacity building is a long term investment and process. Has an appropriate time period been allocated to achieve the desired results and can those involved stay engaged under difficult circumstances and through difficult times?
Capacity building is not a 'one model fits all approach'. It is a long term, iterative and reflective learning process.
Capacity Building Is Not: A stand alone training or technology transfer, although they are interventions that can be used to develop capacity.
Experts imparting knowledge to others, although people who have specialist knowledge can provide input into a shared (co-learning) learning process.
A process where an external organisation to the process can determine the final outcome. |
The above is a summary of a literature review on capacity building completed as part of an IDRC supported project titled. The full report can be accessed by clicking the reference below.