THE CHALLENGE OF CAPACITY DEVELOPMENT

1
THE CHALLENGE OF CAPACITY DEVELOPMENT

• Bayo Adeola
• Executive Committee Member of FIDIC

2
Capacity Development Objectives Conventional

• Quality Project Delivery
• Sustainable Project Life Cycle
• Good Return on Investments for Investors
• Viable Consulting Industry Worldwide
• Sustainable Businesses for Practitioners

3
Capacity Development Objectives Developing
Countries
Capacity Building Is.. about Empowerment,
Creating Power or at Least Setting It Free Where
It Previously Did Not Exist or Was Not Free to
Come to the Fore Allowing Those Who Previously
Could Not Do Something, To Do So On Their Own
Terms.. Geraldine J Fraser-Moleketi,
Minister for Public Service Administration,
South Africa
4
IFI Focus Strategy

• Public Sector Target
• Integrated with Project Delivery Processes
• Focused on Government Employees
• Tools include Project Deployment Training

5
IFI Focus Strategy more recently

• Still Public Sector Target
• Recognise Capacity Development as Core Objective
  rather than Collateral
• Develop Products to Respond to this Recognition
  as follows

6
OED Review of Bank Support for Capacity Building
In Africa - Management Response

• The Bank, at the corporate level, should..
  better help countries
• a) Prioritize capacity building activities and
  guide donor support
• b) Link institutional, organizational, and human
  capacity developments, and
• c) transform traditional capacity building tools
  to improve results.
• It should also ensure that guidelines and
  processes are in place for self- and independent
  evaluation of Bank capacity building
  interventions.

7
OED Review of Bank Support for Capacity Building
In Africa - Management Response

• . develop sector-specific guidance on diagnosing
  public sector capacity needs and ways of
  monitoring and evaluating interventions.

8
OED Review of Bank Support for Capacity Building
In Africa - Management Response

• . help countries identify and strengthen the
  capacities they need to plan, implement, and
  measure the results of their poverty reduction
  strategies, and guide donor support. . Also
  ensure that all operations that aim to build
  public sector capacity are based on adequate
  assessments of capacity needs and incorporate
  ways to monitor and evaluate results.
• reassess what role training should play in its
  capacity building support,

9
FIDIC Focus Strategy

• Private Sector Business Development as Primary
  Focus
• Promoting Strong Member Associations MAs as
  Vehicles for Industry Development and Engagement
  of Governments
• Promoting Procurement Policies that Ensure Local
  Capacity Utilisation
• Promoting Industry Practice that Encourages
  Knowledge Transfer
• Developing Training Materials and Training
  Platforms

10
FIDIC Focus Strategies Contd.

• Developing a Body of Knowledge for the Consulting
  Engineering Industry
• Development of Certification Programs
• Regular Monitoring of Industry Performance
  Through MA Survey
• Developing Bench Marking Tools for the Consulting
  Engineering Industry
• Pursuing Closer Collaboration with IFIs

11
FIDIC Successes

• Establishment and Strengthening of Regional
  Groupings such as GAMA and ASPAC
• Encouragement of New and Existing MAs
• Promotion of Procurement Policies that Recognise
  Capacity Development and Capacity Utilisation
• Development of Training Materials on a Variety of
  Consulting Engineering Management Topics
• FIDIC Guide To Practice
• Business Integrity Management
• Environmental Management Kit
• Sustainability Management

12
FIDIC Successes

• Training Programs Held Internationally
• Young Professionals Forum and Training Program
• Strong Contact with MAs
• 75 Countries All Over the World
• Development of Certification Programs with Strong
  MAs
• Strong Support and Platform for Regional
  Groupings GAMA and ASPAC

13
FIDIC Lessons Learnt

• Capacity Building Needs Will and Commitment
• Formulation of Appropriate Policies
• Financial, Material and Human Resources Support
  to back Policies
• Commitment of All Stakeholders and Measurement of
  Results
• Capacity Building Costs Money
• Establishment Maintenance of Regional
  Groupings, MAs, etc
• Preparation of Training Materials
• Executing Training Programmes

14
FIDIC Lessons Learnt

• Capacity Building Takes Time
• Training Time
• Practice Time
• Learning Curves

15
The Way Forward

• The Need for IFI to Recognise the role of the
  Private Sector in Quality Project Delivery and
  Support the Development of Capacity in this
  Sector
• Private Sector Companies Are the Project
  Executors, while the Public Sector Is the Project
  Owner Facilitator. Ignoring the Private Sector
  Capacity Can Only Lead to Poor Project Delivery

16
The Way Forward

• Recognise the Role of Procurement Policy and
  Practice in Capacity Utilisation and Development
  and the Need to Develop Responsive Processes
• The Situation Where Graduates in Developing
  Countries Roam the Streets on the Grounds of Cost
  of Training or Quality of Projects Cannot Be
  Acceptable and Is Not Sustainable

17
The Way Forward

• The Recognition of the Role of National
  Professional Associations as the Pivot for this
  Private Sector Capacity Development and Financial
  and Human Assistance for the Development of Such
  Organisations
• Professional Associations in Developing
  Countries Are So Weak that They Are Unable to
  Engage Their Home Government and IFIs in
  Meaningful Dialogue about Capacity Development

18
The Way Forward

• Support for and Cooperation with International
  Organisations Such as FIDIC Who Already Have
  Framework for Capacity Development
• FIDIC Has Several Products Under Development and
  Is Able to Develop Many More. Funding Is Required
  for these Products to Reach Developing Countries
  where They Are Critically Needed

19
The Way Forward

• Thank You Very Much