Capacity Building and Training

To better understand the role of investment in capacity development, it is important to clearly define capacity development in all its various aspects. Often, the concept of capacity building is associated with the idea of ​​enhancing or developing skills and competencies at the individual level, i.e. staff training.
Capacity building is a very broad concept which should be viewed from a systematic perspective which includes various groups like individuals, organizations, institutions and society.

The terms “training” and “capacity building” are sometimes confused or used interchangeably.

Training is only one element of capacity building. It usually focuses on providing skills to solve specific problems (such as using Facebook or Twitter).

Capacity building includes a range of activities designed to empower individuals and institutions (including analysis of policy contexts, advocacy, institutional adaptation, policy research, policy immersion, etc.).

Capacity building needs range from individuals to companies and governments, from local to national and international levels.

As defined by the United Nations Development Program (UNDP): “In a global context, competence refers to the ability of individuals and institutions to make and implement decisions and to perform tasks effectively, efficiently and sustainably.” At the individual level, capacity building refers to the process of changing attitudes and behavior, imparting knowledge and developing skills, while maximizing the benefits of participation, knowledge exchange and ownership. At the institutional level, this organization focuses on the overall performance and operational capability of the U.S. as well as the organization’s ability to adapt to change. At the systemic level, it emphasizes the general political framework within which individuals and organizations operate and interact with the external environment. .
Specific and targeted capacity building initiatives should be taken at each level. Possible capacity building initiatives for each cluster include:

Individual: training programs, business development activities, workshops to deepen specific topics; conference;
Institutional: internal policy development, organizational and procedural restructuring; And
System: Advocacy initiatives, consultations, open dialogue, reform.

The impact and impact of each capacity building strategy varies from country to country based on historical, legal, economic and cultural contexts. Therefore, capacity assessment is the top priority while designing capacity building programs. As Federico Fellini said: “A pearl is the life story of an oyster”. A complete understanding of this “life story” is really important for the effectiveness of the capacity building strategy and the overall implementation of the knowledge system in any field.

Digitization in Capacity Development and Training

In particular, institutions, whether national or global, need new knowledge and insights to make informed policy choices regarding cyber security, data, artificial intelligence and other technologies with long-term implications.

Digitization should be used as a tool to transform the entire capacity development sector, especially in international organizations. Existing training programs in the areas of food, migration, human rights and trade must be adapted to the challenges of digitization. A new curriculum should be developed that includes multidisciplinary aspects of digital policy and cooperation.

The development of digital capabilities plays an important role in achieving the Sustainable Development Goals (SDGs).

Capacity building in the digital domain should focus on the following aspects:

Start by asking "whose ability" and "what ability."
Combine technical skills with soft skills
Ensure local ownership of capacity development programs
Integrate programs into actual policy processes (periodic training)
Focus on timing and sequence of capacity building initiatives
Allocate adequate resources for quality capacity development programs

In Diplo’s programmes, training is integrated with a range of carefully designed activities taking into account the local cultural, political and organizational context.

Recognizing the important role of capacity building, international financial institutions have been increasingly engaged in capacity building in the procurement and competition policies of their clients in recent years. Lear is currently focusing on each of the above capacity building levels to implement technical assistance projects with the European Bank for Reconstruction and Development (EBRD) and the World Bank.

Organizations should carefully consider the ways in which they analyze proposed capacity-building interventions; More precisely, with what mechanism, for whom and for what purpose. Capacity building interventions can improve knowledge, skills, self-efficacy (including confidence), practice or policy change, behavior change, application and system-level competence. However, when applying the available evidence, organizations should consider outcomes as a top priority when selecting interventions that are effective for the outcomes of interest. Examples are given for selecting interventions according to priorities and context, assuming that evidence of effectiveness is only one element to consider in decision making. Future assessment should: extend beyond the individual level, measure outcomes at the organizational and systems level, include objective measures of impact, assess baseline conditions, and identify the characteristics most critical to the success of interventions should be assessed.

Capacity building is much more than training and includes the following elements:

Human resource development, the process of equipping people with the understanding, skills and access to information, knowledge and training that enable them to be effective.
Organizational development, not only the development of management structures, processes and procedures within organizations, but also the management of relationships between different organizations and sectors (public, private and community).
Development of an institutional and legal framework that leads to legal and regulatory changes to enable organizations, institutions and bodies to strengthen their capacities at all levels and sectors.

Why is capacity building necessary?

The issue of capacity is important and the scope of the need is huge, but the understanding of this issue is weak.
The relationship between need and supply is weak.
There is a lack of real money.
Support is essential for change.
Training institutions are isolated - communication is poor.
The development of teaching materials is ineffective.
Alternative means of capacity building have not been adequately recognized.

Who are the customers?

Capacity building needs are constantly changing. There are no ready-made solutions and each program must be adapted to local conditions and settings.

The main clients are local governments, communities and NGOs, but the central government and the private business sector also need support. Community groups, often strongly supported by NGOs, need to improve their ability to plan, organize and manage their neighborhoods. Local government departments play an important role in building the capacity and effectiveness of community groups.

Capacity building aims at improving the skills needed to perform basic tasks, solve problems, set goals, and achieve goals.

Capacity building can be focused on three levels:

   Person: Human Resource Development, eg. training of Trainers;
   Organization: Organization development, eg. to integrate life skills training into the processes and programs of sports federations;
   Comprehensive system: Institutional development, eg. Capacity building to collaborate with the private sector in implementing sports projects.