'CAPACITY BUILDING' AS A PUBLIC MANAGEMENT GOAL - Myth, magic or the main chance?

Harrow, Jenny

doi:10.1080/14719030122705

Cited by 20 publications

(35 citation statements)

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“…Yet, commentators agree that the term remains elusive and theoretically homeless (Harrow 2001;Millar and Doherty 2016). Wigboldus et al (2010) and Cairns, et al's (2005) analyses of capacity building noted its changing focus from institutions building in the 1950s and 60 s to situation-tailored capacity development in the 2010s, as well as the resulting methodological difficulties in operationalising the concept.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Leveraging Mega Events for Capacity Building in Voluntary Sport Organisations

Girginov

Peshin²,

Belousov³

2017

Voluntas

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Strengthening the work of national voluntary sport organisations (VSOs) is of strategic importance as they are considered custodians of their sport and have been entrusted with its governance, management of significant public funds and provision of services to a vast network of clubs and millions of participants. Using a mixed method approach, the study examined how VSOs in the UK and Russia leveraged the 2012 London and 2014 Sochi Olympics for capacity building. The political framing of the Games as a leverageable resource stimulated VSOs' engagement, but it was more on a tactical than strategic basis. Three main leveraging processes were employed by VSOs including aligning organisational objectives with the Games' strategic visions, using structured Olympic programmes and teaming up with a development partner. VSOs used the Games to enhance their organisational capacity in three areas of staff qualifications, organisational learning and performance management and created public value.

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Section: Conceptual Backgroundmentioning

confidence: 99%

Leveraging Mega Events for Capacity Building in Voluntary Sport Organisations

Girginov

Peshin²,

Belousov³

2017

Voluntas

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“…Similarly Educe [32] sees capacity building as "development work that strengthens the ability of people to build their organisations and skills so that they are better able to achieve their goals, manage their projects and take part in partnerships." This perspective has been described by Harrow [35] as a "deficit model" of capacity building; it assumes that capacity building is about filling gaps in existing organizational capacity. These authors, then, basically tell us that capacity building is about improving organizational capacity (each according to their own understanding of organizational capacity), but they are not specific about how this is to be achieved.…”

Section: Building Organizational Capacitymentioning

confidence: 99%

“…Harrow [35] suggests that some of these writers are primarily concerned with technological transfer designed to make organizations in the South accountable to donors in the North. However, it is also the case that writers interested in the third sector, especially those interested in nongovernmental organizations, operating in developing countries (usually referred to as "NGOs"), have been particularly drawn to the concept.…”

Section: Building Organizational Capacitymentioning

confidence: 99%

“…Although there is conceptual confusion surrounding the implementation of capacity building in both the public and VCO sectors, [35] there is much less confusion about the broader public policy trend of which the drive to VCO capacity building is just one aspect. That policy trend is one in which "nonprofit" organizations are drawn ever closer into being instruments of governmental policy implementation -as explained in the introduction to the Treasury report from government minister, Paul Boateng:…”

Section: Capacity Building and Vco Sector Independencementioning

confidence: 99%

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Building the Capacity of the Voluntary Nonprofit Sector: Challenges of Theory and Practice

Cairns

Harris

Young

2005

International Journal of Public Administration

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As voluntary and community organizations in the UK (VCOs) expand their role in the provision of public services, they are under increasing pressure from governmental funders to improve their management and organizational systems -to "build their capacity." This paper considers the theoretical and practical challenges posed by the idea of "capacity building." It also looks at the challenges for VCOs of meeting the capacity building agenda while simultaneously retaining organizational distinctiveness and independence. Action research is proposed as a means to meet the challenges.

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“…According to Harrow (2001), there are two orientations towards capacity building. First, "the empowerment model" that local actors are conscious of problems and look for strategies to address it themselves.…”

Section: Evaluate Current Activities To Guide Future Actions (P 577)mentioning

confidence: 99%

The Role and Effectiveness of the Haitian Diaspora in the Development of Haiti

Rosier¹

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'CAPACITY BUILDING' AS A PUBLIC MANAGEMENT GOAL - Myth, magic or the main chance?

Cited by 20 publications

References 0 publications

Leveraging Mega Events for Capacity Building in Voluntary Sport Organisations

Leveraging Mega Events for Capacity Building in Voluntary Sport Organisations

Building the Capacity of the Voluntary Nonprofit Sector: Challenges of Theory and Practice

The Role and Effectiveness of the Haitian Diaspora in the Development of Haiti

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