Professional Documents
Culture Documents
á
m
m
!"
Conceptually it may « be easier to have a planningº or
processºbased definition of K!"# $:
³° m
.´
K!"# $ is what at any given time is publicly
promoted as such by key international institutions that have
a particular legitimacy and credibility in this area: the World
Bank, the UNDP, OECD/DAC, and ACBF in Africa.
?
m
Four modes of CD are:
(i) ³Software´ support by promoting knowledge and
organisational knowºhow,
(ii) ³Hardware´ support
infrastructure and equipment,
(iii) financialsupport, and (iv) pooled funding.
?
« may be one of the best ways of promoting broadºbased CD since
much of this is provision of public goods.
m
"
Where are the people/´the poor´? The end beneficiaries?
How much knowledge and skills ± by whom?
³Lack of quality at entry - good planning and relevant
pedagogical skills´:
Where is the pedagogy?
The knowledge on learning ± also considering time, maturing,
understanding - quality? On what really functions historically?
The practical adult educational approach?
Is money and technical assistance the best we can share?
If knowledge and skills: What type of?
á
$m$
@@@
!
?
!
!
á
$m$
@@@°
!
!
°
! "
!
!
!
³m
± Holistic approach to
organisational and personal empowerment and change.´
"m
"%&
'
µCapacity building is fundamentally a
"that involves
in
(.
á
)
*
*
. Change is often motivated by
³personal´ factors.
$m+#$,
-
.
µ°
@¶
°
°!
@¶
+"
-
Organizational capacity assessments
of environmental CSOs to establish baselines.
+"
!
"
inancial and technical support for participating organisations to cover
complementary activities to the activities in the project respective
activities will be provided.
K
@°
# !
+
/*
"
"*
"
Module based, 1 year trainings: Combining the in-house training
with work in the organization.
Delivering on real life assignments between the training sessions
Doing and reporting on issues and challenges given at the
training ± articles in print, meetings held, training conducted, etc
± links to the realities, gives real competence and qualifications
for change and improvements.
Learning by doing and solving problems ± and by succeeding
with the assigned tasks.
Coaching and mentoring when working in the organizations.
Km
á$
#
"
0
Fagkompetanse
Metodekompetanse
m
Handlingskompetanse
!
#
m
m
á
0
" Facts- and science-based, relevant,
selected and sufficient.
Applying
Basic
learning Understanding
levels
Remembering
1
2
1
3
,m
"
O°
@°
@
° $
%
@°
@
&
@
'
!
@
()
*++,
)
K -
!
K°
!
@
@
.
!@
@!
("
#
-
*/01
- We told her that flying is impossible. That is
what we have learned....
-
4
þ
"
,
"
,
: Focus on non-economic values
and an empowering environment succeeded by 16:1 to
those focusing on economic outputs/values.
á
to organizational behavior ± as well
as recognizing the religious and spiritual realities in the
context of work.
$m
-
$
Ability, willingness and courage to ask questions, analyze,
compare and evaluate, and to take measures to voice both
problems and more equitable solution.
á#
m
á
"
K
"$: Touching both ³hearts and
minds´ ± not just the intellect ± a dialogue based and oral
interaction puts people, their experiences and development
at the center stage.
, "
in any change process.
Power, decision-making, relationships and payments have
a gender dimension.
1
: Bring hope and inspire
people to change, overcome inherent human fear and build
confidence and courage. An appreciative more than a
problem-centered approach.
4#,
#
m
1. Don¶t rush: Capacity Development is a long-term process.
2. Respect the value system and foster self-esteem
3. Scan locally and globally; reinvent locally (learn ± do not copy!)
4. Challenge mindsets and power differentials
5. Think and act in terms of sustainable capacity outcomes
6. Establish positive incentives
7. Integrate external inputs into national priorities, processes and
systems
8. Build on existing capacities rather than develop new ones
9. Stay engaged under difficult circumstances
10. Remain accountable to ultimate beneficiaries
m
%&
'
Helping locate the organization in the wider world
Facilitating an institution to design and deliver policies
Developing an organizations ability to satisfy or influence
its stakeholders
Developing an organizations autonomy and
independence
Enabling an institution to create value
A collation of institutional strengthening capital
Building organizational or managerial strengths
- We told her that flying is impossible. That is
what we have learned.... (Utaalamy stadi...)
-
4
m
"5
Enhancing ability to evolve and adapt to change
Opening the organization to innovations and new ideas
Transferring knowledge and new learning
Developing core skills and competencies
Empowering staff and volunteers
Changing patterns of behavior
Improving morale, enhancing motivation and reducing
stress and anxiety
&.+
"m
"%&
'
What do you understand by capacity building?
á
:
Capacity building is about strengthening the values,
attitudes, abilities and courage of the participants to be
more responsible and engaged as Change Agents
1
*
: Skills, knowledge, experience,
values, attitudes and courage.
þ
*
: Shared values/belief systems,
common causes in groups, sharing information.
þ *
: Money, buildings and computers
± time, knowledge.