Transcript Presentation Template - Institut Teknologi Bandung
In association with IHE Indonesia Business and Professional Development Services Networking for Capacity Building in Infrastructure, Water and Environment in Indonesia with CKNet-INA
by
Jan Luijendijk & Jan T.L. Yap February 2006
Contents of the presentation
1. Capacity Building: Why? 2. The Capacity Building Concept 3. Role of Knowledge 4. Knowledge Networks
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Capacity Building …….. WHY??
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A WORLD OF CHANGE
Ever-increasing world population Limited natural resources Limited financial resources Conflict of interests Competition for land and water Deterioration of the environment Uncontrolled development Internationalization takes root
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THE FAILING PROJECT APPROACH
Weak management Systematic deficiencies of related Institutions Absence of a long-term vision Absence of consistent economic rationale for project selection Lack of Community participation Heavily construction focussed Top-down approach Single-sector approach Inconsistent decision making 5
NEED FOR WATER SECTOR REFORM
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Previous investments were more focussed on centrally controlled construction projects Proper management of water resources had a lower priority over physical infrastructure Little attention was given to efficient operation and proper maintenance of infrastructural works Institutional capacity building was weak Participation of the beneficiaries was low Sense of belonging from the community low or missing
Paradigm Shift: Government
From To
The government as a service provider A Centralistic Government System A Centralistic Development Approach A Bureaucratic Normative Service oriented Government Water as a social good
A service enabler
A Decentralist Government System A Public-Private Partnership & Community Participative Development and Management Approach A professional, responsive, flexible and neutral service oriented Government Water as a social good with an economic function
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Paradigm Shift: Water Sector 1
From
a predominantly “development" orientation a focus on river and irrigation water and their infrastructure an exclusive technology centred approach
the "construction engineer" as "the king" of infrastructure pure technically oriented irrigation engineers
To
an orientation with less new construction, and much more “management” a more comprehensive and “integrated” approach of water quantity and quality an approach incl. management, economics, financial management & social sciences teamwork where more disciplines and stakeholders actively participate and take decisions advisers who assist water user associations in running (most of) the irrigation scheme
Paradigm Shift: Water Sector 2
From To
a "development" approach completely financed from the State budget a concept where everything after construction is less interesting, and users are only "beneficiaries" who should be happy with the infrastructure
a time on Java and Sumatra with an abundance of water and where one could count on adequate rainfall
an approach with scarce finance & where new infrastructure will be financed by different financing sources a concept where the users are stakeholders, take decisions, receive a "water or irrigation service", and pay for it one where water has become scarce due to pollution, the destruction of catchments and increasing competition for good-quality water and the need for a more accurate prediction of water availability
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Paradigm Shift: Learning 1
From To
a supply oriented education & training program delivery mainly academic oriented curriculum, textbook based mostly one-way handbook teaching methods practice
a higher education system that follows a conventional approach where knowledge of facts and academic rather than professional performance of students receive more attention
demand oriented programs to address real professional needs a more professional oriented curriculum, case studies, participative learning, role play, simulation & groupwork addressing multi-sectoral problem formulation and multi-criteria decision making a system that placed emphasis on professional skill, strategic and conceptual thinking and where professionalism rather than scientific degrees receive higher valuation
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Paradigm Shift: Learning 2
From To
a ‘provider-pay’ training system, which is project oriented (provision of fellowships without real need assessment) that cannot sustained once the project ends existing training programs and activities that are mainly uncoordinated in their planning and execution, with lack of consistencies in content and quality study programs that are mainly related to infrastructure planning, engineering and construction management (project oriented)
a ‘user-pays’ market-based system where competitive bidding and increasing available training products can only improve the standard of the products on offer a well developed and quality based training programs with clear learning targets & skill development following an established quality assurance system study programs that also address the concepts of service oriented management, accountability, participative planning and management
Role of academic institutes
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In many developing countries academic institutes offer insufficiently specialised programmes and are as such a limiting factor in the performance of the sector. Therefore academic institutes need support to:
focus on local technical and multi-disciplinary problems,
introduce more interactive and stimulating teaching methodologies, involve practitioners in the teaching program,
shift from teaching factual knowledge to developing skills & attitudes to solve problems.
Capacity Building (1)
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Investments in water infrastructure in the last thirty years: approximately US$600 billion .
No corresponding investment in the capacity to manage such infrastructure.
up to one quarter of the investments made in water-related sectors by developing countries has been ineffective due to lack of governance and management capacity (Alaerts 1999).
Capacity Building (2)
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Good governance and management of water resources, water services and infrastructure require:
capable and knowledgeable people an enabling institutional setting that provides
timely access to adequate knowledge and information decision making create and nurture a to work and perform conducive environment for for the people
There is growing consensus among policy-makers in the developing world that this lack of ‘capacity’ is a primary constraint on sustainable development and management of water services.
An Indonesian case (WB study,2003)
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Improvement of irrigation performance: large-scale pilots where Water User Associations were empowered through capacity building and appropriate regulatory changes
An economic analysis showed that conventional rehabilitation projects have an ERR of 10-18%.
However, when an enhanced capacity of the WUAs was realized, the ERR rose to 30-40%.
The social capital can be considered as the “core of the matter” “instruments” while the works are the through which the capacity is built.
The Capacity Building Concept
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What is Capacity?
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A Nation’s capacity is a combination of:
an enabling and stimulating management and regulatory framework (the enabling environment)
effectiveness, flexibility and adaptability of organizational processes (institutional capacity) individual capacities (human resources).
and
This requires a broad and holistic view of the central concerns of management, namely how to:
manage change
resolve conflict
manage institutional pluralism enhance coordination foster communication, and ensure that data and information are collected, analyzed and shared.
Capacity
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Capacity is the ability of an individual, and organisation or a system to perform functions and to meet objectives effectively and efficiently.
This should be based on a continuing review of the framework conditions, and on a dynamic adjustment of functions and objectives.
The ability to achieve performance, to produce outputs and outcomes.
Dynamic dimension: re-defined and re assessed continuously.
Capacity
More than
technical competence the availability of sufficient financial, material or human resources It includes how such “inputs” are being applied and used to produce certain outputs, results and outcomes Seen as a Process and as an Outcome
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Capacity development
Lopes and Theisohn (UNDP,1997) defined capacity development as follows:
Capacity objectives.
development is the process by which individuals, organizations, institutions and societies develop abilities (individually and collectively) to perform functions, solve problems, set and achieve
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Capacity Development/Building
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Is about creating “Learning Organisations” Is task specific, and have to be tailored to the specific situation (Milen 2001) Consists of phases, which are closely related, but do not necessarily occur in a linear sequence;
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Components
System: regulatory framework, policies and frame conditions that support or hamper the achievement of the policy objectives; Organisational: Structure, decision-making processes, procedures & working mechanisms, management instruments; Individual: knowledge, attitudes, work ethics and motivation; individual skills and qualifications, Financial capacity building activities in a sustainable way.
sustainability: capability to finance
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Human & Institutional Capacity Development
Include initiatives to modify framework conditions
Legal regulations
Resource endowment Institutional landscape To change structures and working procedures of organisations Make sure that capacity is increased on the individual level (Human Capacity Development) and that there is a positive impact on the services and products of the organisation (Institutional Capacity Development)
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Capacity building framework
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Conclusions: Capacity Building: More than Training!
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Much wider than a narrow focus on training and human resource development by sending staff to attend training or education programmes Consider how this staff can make use of its new knowledge and skills Consider whether the working systems allow them to achieve good performance Assess organisational structure And its relation with other institutions
It is a Process, not an Output
In theory
of
indefinite process, because Ever-changing conditions of governance forcing organisations to constantly identify and meet new challenges; New economic development,
Social & cultural changes, Technological advances Political maturation of the society
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And ….. it is ….
not a Project !!!
a Process a cyclic process not new!
multi-sectoral about institutional changes and framework interventions needed to enable people and organisations to fully use of their potentials
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Capacity Building Needs & Priorities
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Each group or stakeholder identify own needs Decision based on “Good Governance” principles Participatory processes Involving various stakeholders or groups Finally be integrated into an overall process Always needed: Learning Organisation concept Cyclical process that mirrors a Strategic Planning Process
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Capacity Building Needs Identification
CB needs to be identified and formulated; Needs can come from inside or from outside, or both Unsatisfactory quality of services Insufficient quantity of services Irrelevant services Customer satisfaction surveys
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Institutional framework capacity building
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Water Sector Sector Institutions
Capacity
Partnerships
Building
Networks CoP’s Professionals
Role of Knowledge
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Role of knowledge
Knowledge capacity. is intimately linked to the three levels of
The knowledge base relates to the acquisition, archiving and analysis of the huge and growing amount of data .
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These data are encapsulated
explicitly
in every human artefact: databases, documents, models, procedures, tools
The knowledge base also includes apply knowledge.
implicit or tacit
knowledge inherent in people, namely their skills, experience and natural talents to understand, create and
In this way implicit knowledge becomes a synonym for
capacity-to-act
or a
competence
to solve problems.
This emphasizes that implicit knowledge is contextual, and it underlines the importance of local or indigenous knowledge .
Knowledge similar to Water
Resource
Static/dynamic
Flows
Cycle
Quantity/Quality
Can/should be managed
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Knowledge Networks
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Knowledge Networking as Capacity Building instrument
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During the 2 that nd (1996) and 3 rd (2001) UNDP Symposia on Water Sector Capacity Building, one of the main conclusions was
“Knowledge Networking" and the sharing of information and skills are key instruments in the development and coordination of the knowledge and institutional resource base.
The emergence of knowledge networks
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Recognition that most learning is informal
Connecting people can help sharing knowledge
The focus is on human groupings in “ networks ” and “ communities of practice ”
The life of networks is revolving around information and knowledge .
CB and KM both support performance improvement
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information and knowledge can contribute to improving the performance and effectiveness of both individuals and organizations
The capacity to manage information and knowledge needs to be viewed as an integral part of organizational capacity building strategies.
As knowledge is becoming the main source of an organization’s competitive edge, so will be the access to knowledge
ICT as a catalyst for networking
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The physical interaction of participants is essential in launching communities or networks
ICT can extend the reach around the globe.
ICT enables to get access to global information
ICT is becoming a catalyst for networking
Win-win for both South and North
Through networks developing countries can learn from:
each other (S ↔ S) by sharing indigenous knowledge and recent development successes and failures donor-country experts (S → N)
Professionals in developing countries should: “ scan globally and reinvent locally ”
The traditional “ expert → counterpart ” model will be replaced by the two-way flow of knowledge .
For technology transfer to be effective, it must be accompanied by a long-term process of human and institutional capacity building
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The potential of Networks in building Capacity?
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A network could have a great potential for building capacity.
However,
It can still be loose network in which just data and information is exchanged
Main building blocks of a knowledge network
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Providers and consumers concept
Community of Practice
Internet-based learning and education
ICT-tools: KM-platforms, services and functionalities
Knowledge Network Approach
Integrating Capacity Building components: Education, Training and Applied Research
Linking CB institutions with Professional sector institutions
Network as the main meeting place of collaborative work
Applying the CoP concepts
Stimulating involvement of experts in multi disciplinary regional R&D activities
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• • •
Geotechnics/Soil Applied research Consultancy
DELFT CLUSTER PARTNERS
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Civil engineering, Education and fundamental research
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Drinking water
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Applied research and consultancy
• • •
Infrastructure, water, environment Education/research Developmental countries/countries in transition
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Water
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Applied research and consultancy
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Construction, environment and ecology Applied research and consultancy
Waternet
A network for education, training and research in Integrated Water Resources Management (IWRM) in
Southern Africa
47 Uganda Kenya DR Congo Tanzania Angola Namibia Botswana Zambia Malawi Zimbabwe Mozambique South Africa Lesotho
NILE Network of nodes and clusters
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CAPNET
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CKNet-INA Collaborative Knowledge Network of 10 Universities in Indonesia
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Conclusions (1)
1. Strategic partnerships create the enabling environment for co operation 2. Joint applied research has a high potential for building capacity 3. Capacity building networks should involve all sector institutions 4. Networks should be open and easy to access 5. Networks require co-ordination 6. CoP
’
s form the main building block of a knowledge network 7. Networks should focus on already existing communities 8. Network and communities should clearly define its domain
Conclusions (2)
9. Effective network and community coordinators are key 10.Building distributed communities require extra attention 11.Support to network development should lead to sustainability 12.Critical success factors for network and community development 0.96
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Commitment Transparency Trust
Success factors
Funding Co-operation 52
Thank You!
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