1. Presented By Tasnuva Nashtaran Miusi Priyangwada Abdullah Shibli Sadiq CAPACITY BUILDING APPROACHES FOR PUBLIC ADMINISTRATION

2. About Author

4. Human Capacity Building This focuses on building an individual’s knowledge, skills and attitudes and at the same time expanding and strengthening the network of individuals by building teams. There are different types of human capacity building efforts namely education, training, professional development and public awareness.

5. Institutional Capacity Building Institutional capacity aims to enhance the capacity of government, business, non- governmental groups and communities to plan and manage efficiently and effectively. This implies addressing capacity building on a long term, strategic level concepts such as leadership, awareness and constituency building are part and partial of institution building.

6. Cont… Human capacity building and institutional capacity building, both are closely inter- related and complement each other. Human Capacity Building Institutional Capacity Building

7. Ways to improve the effectiveness of capacity building  IDENTIFY NEEDS AND BUILDING EXISTING CAPACITIES CAPACITY BUILDING WILL BE MORE EFFICIENT WHEN BENEFICIARY COUNTRIES TAKE THE LEAD IN THE CONDUCTING NEEDS ONE SHOULD CAREFULLY CONSIDER WHAT IS ALREADY AVAILABLE AND LET LOCAL INSTITUTIONS AND PROFESSIONS TAKE THE LEAD IN THE DELIVERY OF CAPACITY BUILDING ACTIVITIES

8. Being clear about the objective What capacities should be built, for whom, on what topics and to what end? This type of questions need to be addressed. Human capacities and institutional capacities. Where as human capacities are surely important, institutional capacities that remain in place as humans move on are essential for a process of organizational change.

9. Using a wide range of capacity building It includes training, formal education, capacity building projects, networking and others. As example to assess a policy- receiving targeted financial and technical assistance. This will provide individuals and institutions with an opportunity.

10. Target the right people to build a critical mass Capacity building activities of international organizations often put strong on training. One major constraint of developing country administration is often the capacity to implement reforms. Most countries have drafted necessary legislation, problems arise in the implementation

11. Institutionalizing capacity building programs at regional and national levels Instead of offering capacity building program and training courses, international organizations focus their efforts on institutionally capacity building programs at regional and national levels. In most developing countries, capacity building providers are usually under funded and not well equipped

12. Capacity Building and Development  Some theorists regard capacity building as an important part of developing world.  They describe it as a matter of strengthening the ability of individuals, groups, institutions and organizations to identify the solve development problems over time.  Capacity building is also important to train policy makers and practitioners to implement sustainable development strategies.

13. General Targets of Capacity Building Enhance the leadership capacity Human resource development Build the capacity of government institution Improve communication Improve public participation Enhance transparent and accountable system

14. Efficient Administrative Capacity Building Good Governance Civil Society Public Administration Performances Political Environment Public Administration Reform Process

15. Comparison Between Developed and Developing Countries Developed CountriesDeveloping Countries Technology and payment capacity High products available, innovation Lower market or financial barriers Policy capacitiesFair still to be improvedTo be developed Energy statisticsAvailablePoorly available Basic energy accessA concern for low income householders only Massive needs poor payment capacity Building and infrastructure A lot are already in placeStill to be developed

16. Capacity Building Program for Sri Lankan Administrative Service Officers Sri Lanka Institute of Development administration has initiated the capacity building program with a view towards enriching and developing the required knowledge, skills and attitudes. The steps to develop capacity building program  Assessing the required competencies  Diagnosing the development needs  Determining the learning activities  Mapping out a personal development plan  Reviewing learning regularly

17. Behavioral Competencies and Technical Competencies Behavioral CompetenciesTechnical Competencies Results oriented and visionary leadership Analytical skill in policy analysis and strategic planning Excellence in communication and public relations Resource management skills Good governance skillsStaff development skills Change management skillsIT and language skills

18. Principles for Organizational Capacity Building Leadership Demand-driven Technical Support Participation Context-specific Evidence-based capacity building practices Results-oriented capacity building Learning and knowledge exchange

19. Components Potential Effect of Capacity Building By Component Activities for Building Capacity Governance/ Management Technical Systems  Policies, laws, and regulations  Technical policies and standards Organizations  Organizational management  Results monitoring and reporting Individual/ workforce level  Leadership  Organizational management  Performance management  Evaluation, monitoring and research  Technical training and mentoring

21. This ability can be improved by focusing on the following aspects regarding the two units of reference identified above: (a) Focus on individuals • Skills and competences: (who) through development of skills at all levels of the professional hierarchy within public authorities, including − training of different categories of staff − traineeship programmes for on the-job-training − learning networks, etc.

22. (b) Focus on entities • Processes: (how, in terms of rules, procedures, tools, working methods) through − modernising and optimising the internal processes, incl. by introducing new working methods/organisation, development of quality management systems, adoption of IT systems, etc. − improving the interaction between institutions and with stakeholders, incl. by improving coordination, tools and methods for evidence-based policy making, mechanisms for public participation, actions for better law implementation and enforcement, tools for increased transparency and accountability, etc. − improving the delivery and quality of services, incl. by reforms for reducing administrative burden, integration of services (focus on back office); one-stop shop delivery (focus on front office); e-government / ejustice, etc.

23. • Organisation/structure: (how, in terms of structure and organisation of departments, functions etc.) through − developing appropriate administrative structures, incl. through reallocation of functions, decentralisation, improving management structures, etc. • Resources: (what) mainly covering − informational and technical resources. − development and implementation of human resources strategies and policies covering the main gaps in this field (as regards staff requirements and career development).

24. Framework for Developing a Monitoring and Evaluation (M&E) System Four essential building blocks: Vision: Enabling Environment: Technical Capacity and Infrastructure to Supply M&E Information: Infrastructure to Demand and Use M&E Information:

25. understanding capacity measurement is hindered by 1) a lack of common understanding of the nature of the relationship between capacity and performance; 2) variation in what constitutes “adequate” performance; and 3) the influence of the external environment on capacity and performance.

26. Indicators of impacts of improved performance • Time: quicker service provision, reduction of delays to perform key activity • Costs: more efficient service provision, less staff/time needed to provide service • Productivity: increase in the number of actions/cases/transactions completed

28. CAPACITY VERSUS PERFORMANCE Are performance indicators appropriate measure for capacity?

29. Conclusion

30. Thank you!