Introduction - UNDP The Gambia

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________________________________________________________________________________________________________________________ 1.2 Conceptual and Analytical Framework To put the issues raised in this report in proper perspective, it is important to be clear about the conceptual framework. What is capacity? What are the critical elements that constitute capacity? Why has capacity building aroused concern and interest in the development efforts of low-income countries? The UNDP Report, 2003 defines capacity as “the ability of individuals and organisations to perform sets of functions effectively, efficiently and sustainably.” 2 This definition is premised on four fundamental pillars as follows: • Capacity is a dynamic function and involves a continuous process of change. It is not static and does not form a one-time snapshot of an organisation’s ability to perform a particular task. • Capacity focuses on the productive utilisation of human capital in the organisation. • It relates to the overall internal and external environment with which organisations execute their functions. This environment encompasses the socioeconomic, political, demographic and governance challenges. • It is also task-specific and discussion of the concept is generally linked to a particular function. The term human capital was coined by the University of Chicago around 1957 and has, until recently, been largely viewed from an economic perspective. In recent years, development and management scholars have increasingly analysed the concept from an organisational perspective. Many scholars have advocated that the long-term success of an organisation depends on its ability to attract, retain, enhance and effectively utilise the human capital of its employees. Optimising the competitiveness, growth rate and cost-effectiveness of any organisation depends on its ability to apply its human capital to all aspects of its operations. Building human capacity in the organisation is consequently the central challenge facing all organisations in the 21 st century. Brian Orr stated this view thus: “The successful 21 st century organisation will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. The mutual commitment of an employer and an employee will be one of the most important factors for a 21 st century organisation.” 3 Traditionally, capacity building in development literature has focused on training and personnel development. In recent years, the limitations of such an approach have been recognised. Many institutional analysts have broadened the concept to include wider institutional factors, such as resource endowments, organisational systems, structures and practices, civil service rules and regulations, a macro-economic framework and a political and governance environment. Capacity is also task-specific; thus discussion of the concept needs to be clearly linked to a particular function. 1.3 Capacity Development and Capacity Building The concepts capacity development and capacity building are often interchangeably used to convey identical meanings, but they are by no means synonymous. Capacity development is concerned with overall institutional or organisational development and generally focuses on the policy, governance and macro-economic environment. Capacity building, on the other hand, is concerned with long-term development issues such as sustainability, innovation, development, utilisation and retention of capacity. In this respect, capacity building is much more relevant and appropriate, and the concept is consequently used in the analysis that follows. The ultimate goal of capacity building is to enable an organisation to grow stronger in achieving its purposes and its mission. ________________________________________________________________________________________________ Building Capacity for the Attainment of the Millennium Development Goals in The Gambia National Human Development Report 2005 2
________________________________________________________________________________________________________________________ 2 Building Human Capacity in the Public Sector: Challenges and Opportunities for Achieving the MDGs CHAPTER PREVIEW Definition of the Public Sector The Public Sector in the Development Process of African Countries Development Strategies of Government The Challenges Facing the Gambia Public Service Evaluation of Capacity Building Interventions of Public Sector Programmes and Projects – UNDP-Economic Management and Capacity Building Project – World Bank-Capacity Building for Economic Management Project • Recommended Policy Measures and Strategies for Improving Capacity Building in the Public Sector – Lack of Incentives, Motivation and Commitment – Effective Management of the Training Function This chapter examines ongoing interventions in the public sector, which seek to develop human capacity, and identifies the challenges and opportunities to be addressed for the achievement of the MDGs in The Gambia. It is important at the outset to be clear about the definition of the public sector and the role it plays in the development efforts of African countries in general and The Gambia in particular. 2.1 Definition of Public Sector In his book entitled Public Administration Thornhill defines the public sector as “a group of institutions having in common some reliance on the power of the state, from which they can justify their activities and a political belief which accords greater merit to collective rather than to individual action.” 4 By extension, the public sector is composed of bodies, which rely for their existence, or their powers (sometimes both) on the authority conferred on them by the state in varying degrees through some formal process. It is their ability to invoke, in a greater or lesser degree, the compulsive power of the state, which brings them within the public sector. The endowment of state power varies from one institution to another, but generally three broad groups are identifiable, namely: • Governmental Bodies: These exercise governmental functions that are readily recognisable, eg ministries (or departments of state), public agencies, government departments and local government authorities. These are clearly governmental bodies, created to perform functions directed at the public interest. • Legislative Bodies: These are bodies such as state enterprises, boards and corporations (parastatals) whose governmental sanction lies in legislation, which determines their institutional ________________________________________________________________________________________________ Building Capacity for the Attainment of the Millennium Development Goals in The Gambia National Human Development Report 2005 3
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Introduction - UNDP The Gambia

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