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Capacity development is one of the most significant challenges in development Projects. Adequate capacities are indispensable for any organizational–owned and participatory policy and strategy development, systematic planning, results-oriented execution of development interventions, and efficient and effective services, thus achieving the Sustainable Development Goals.
ISCL understands capacity as “the ability of people, organizations, and society to manage their affairs successfully.” Capacity development, thus, is a change process “whereby people, organizations and society as a whole unleash, strengthen, create, adapt and maintain capacity over time”.(c.f-Australia development Agency document)
In the broadest sense, capacity development is about strengthening the abilities needed for successfully performing tasks, achieving results, identifying problems, finding solutions and making sound decisions in the respective professional and living environments. Capacities for planning, management, implementation and accountability in policies and programs are essential to achieving specific development goals and results. The ability to perform systematic analysis, constructive dialogue, and continuous documentation of results and experiences is critical.
Besides material resources or hard capacities (e.g., infrastructure, technologies, information systems, financial resources, and personnel), soft capacities are also required. These include, for example, strategic management capabilities, process steering- or interaction- and cooperation competencies.
It is essential in this connection to strengthen operational capacities (values, competencies, and abilities to cope with upcoming tasks and solve problems, define goals, and regulate relations) on the one side and adaptive capacities (competencies and skills required to learn from experiences made and to adjust to changes) on the other.
ISCL believes with social scientist Albert Hirshman that development consists of “mobilizing resources and enhancing capacities which are hidden, scattered or inefficiently used.” If the untapped resources can be identified, tapped, and harnessed through synergy and partnerships between, for instance, ISCL and Partners, the resulting services shall be improved to fulfill objectives for local, national, and international needs.
ISCL comes in to avail itself of its knowledge and expertise in developing those needed synergies and other relevant mechanisms to build the capacities of the entire business organization process and draw innovative and sustainable projects that will bring desired social transformation, especially among the youth and women.