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Module 21: Capacity Development
21.4. Factors in developing capacity
People as a vital resource
It is an obvious statement that people are vital to the success
of the municipality’s functions. However, how people are helped
to develop in order to contribute to that success is
often approached in a piecemeal manner, rather than as part of an
overall strategy.
◊ People require three factors...
...
to be in place
if they are to reach their full potential:
– the enabling environment must be right (in terms of, for instance,
institutional and management structures, allocation of responsibilities
and supporting resources);
– motivation must exist (there must be a reason for participating,
adequate rewards and desired outcomes); and
–they must possess appropriate skills, attitudes, knowledge and
experience for the task, activity or job.
Developing skills in the absence of an enabling environment or adequate
motivation is less likely to lead to the intended result for either the
trainer or the learner. These three factors are rarely readily in place
and so responsible managers must take account of the situation and strengthen
each of the different factors in parallel.
Setting the scene 
◊ Setting the scene for capacity development...
...
is critical if the
time, energy and money invested in it is to be well spent.
In practice this involves:
– looking at the whole picture: how the individual or organisation
to be developed fits in to wider objectives (for example, sector-based
objectives, municipal mission statements and business plans or a community’s
longer-term aspirations). Are capacity development plans integrated across
municipal departments?;
– knowing what has gone on before: what capacity development activities
have already taken place and what was the impact?;
– understanding what is needed: everyone involved knowing why certain
skills, knowledge or experience is required, by who, for what use and
for how long;
–thinking ahead: anticipating and putting in place follow-up and
support after a capacity development activity has taken place;
– learning lessons: ensuring that there is a meaningful method
for evaluating the impact or outcome of the capacity development activity,
and making changes to future initiatives; and
– not doing capacity development for the sake of it: avoiding delivering
training in complete isolation – for example, for an individual’s
job description, performance appraisal or training needs analysis, or
for a community’s plan or because of sector trends (for example,
sector reform, PPP or SWap (Swap = Sector Wide Approach)
Operating context
◊ The operating context (or enabling environment)...
...
that
people with newly acquired skills and knowledge will work
in is equally important. In the context of a municipality
it requires managers to understand the following:
– the existence of poverty reduction initiatives (Poverty Reduction
Strategy Papers, locally adapted Millennium Development Goals and government
programmes) and links with sector-based PPPs;
– the scale of existing and planned initiatives to deliver services
and human resource requirements to support the process;
– the willingness of stakeholders (for example, NGOs) to cooperate
in PPP activities; and
– regulatory and policy frameworks.
Did you know?
The average rate of retention when learning something new
is:
10 per cent of what we read
20 per cent of what we hear
30 per cent of what we see
50 per cent of what we see and hear
70 per cent of what we say
90 per cent of what we say and do
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