In part 1 of the blog series, From Gaps to Growth, one finding revealed that the myriad of definitions and interpretations of capacity development in the Water Sanitation and Hygiene (WASH) sectors can impede effective implementation of interventions. It can hinder effective communication and collaboration among stakeholders, and may lead to oversight of capacity gaps. In part 2, I delved into the historical evolution of capacity development paradigms, exploring how they have shaped the definitions and interpretations currently used in addressing the SDG 6.

In this blog (part 3) I aim to provide a needed paradigm shift for capacity development. The overarching objective is to spark conversations among global stakeholders in WASH sectors, fostering improvements in capacity development practices, principles, and sustainability.

Rethinking the Intended Outcome of Capacity Development

My exploration of history (see previous blog) revealed a connection between the term “capacity building” and the colonial era, implying a process of constructing something from scratch. Given that population, and professionals typically possess prior knowledge (e.g. indigenous, societal, geographical) and may already have skills and expertise in place, it is time to reconsider the use of this term all together. The post war development efforts, continued from this colonial legacy, and whilst the newer term capacity development was introduced, many still considered it needed to be brought in from outside.

If we do not embrace the essence of capacity development as a localized process to enhance existing capacities, and unless the practice evolves alongside this interpretation, all future terms to replace capacity development will continue having the wrong connotation. With this in mind, I propose adopting “a sustainable workforce” as the primary outcome of capacity development. This shift achieves three crucial objectives: 1) it steers away from short-term thinking and accepts that it is a continues process 2) it brings together two concepts that are increasingly and intrinsically linked – human resource development and capacity development (Danquah et. Al, 2023) 3) it will resonate with local ownership.

This thinking invites practitioners to think holistically about capacity development, incorporating aspects as job creation, finance available for jobs, job attraction, recruitment, retention, promotion. Moreover, it considers elements affecting sustainability, such as job rotation, or attrition. It actively asks for holistic and long-term thinking.

Towards holistic capacity development

The definitions of capacity and capacity development used in the WASH sector (box 1 and 2) define capacity as an “ability” that can exist at multiple levels, and refer to capacity development as a “process”. There are particularly language disparities regarding what levels of capacity exist, and what that level includes.

Box 1 Capacity and levels

Box 2 Capacity development definitions 

Although these definitions suggest a commitment to holistic thinking, the reality is that many capacity development efforts still fall short in practice. Often, organizations tend to narrow their focus, either concentrating on individual training or directing capacity development efforts toward specific themes within their structures or the enabling environment (e.g., policy development, financial influencing). Furthermore, my observations reveal a notable absence of WASH programs and capacity development initiatives that systematically address broader issues crucial for cultivating a sustainable workforce. These are issues extending beyond the WASH sector itself, and include funding mechanisms and incentivization for job creation (as highlighted in finding 2 of the first blog), sustainable employment, remuneration structures, attraction and retention strategies, the ability for staff to apply their learning, and the availability of resources and materials for the workforce.

Adopting a systems-thinking approach is imperative in developing the capacities of professionals and the broader workforce. This approach considers the interconnectedness of various elements, transcending traditional silos. Such a mindset is essential to effectively tackle the multifaceted challenges associated with SDG 6 and ensures a comprehensive strategy for improvement.

Moving forward: A call to Action

I would hence call for the Water Sanitation and Hygiene (related) sectors to move towards capacity development that is aimed at achieving a sustainable workforce. As such, capacity development could be defined as the process of enhancing the knowledge, skills, abilities, and resources of individuals and organizations (workforce), as well as the process of adapting and improving the “relations and rules” in the system that allow these individuals and organizations (workforce) to effectively address challenges, achieve goals, and adapt to changing circumstances. It involves a deliberate and systematic effort to strengthen, and expand the ability of the workforce to perform functions, deliver services, and promote sustainable development.

To actualize this paradigm shift, I propose concrete actions:

• Eliminate the term “Capacity Building” from common usage.
• Establish the sustainable workforce as the primary outcome of capacity development.
• Tackle broader workforce issues influencing task execution and SDG 6 attainment.
• Adopt a systems-thinking approach to capacity development, considering interconnected levels.
• Encourage the adoption of workforce-centric language across global frameworks and organizations (e.g. (System Strengthening Building and post SDG indicators)

What’s Next? Engaging Stakeholders for Change

Keen on transforming these proposals into actionable change, I plan to initiate formal conversations with organizations working in WASH (related) sectors to seek their interest to support a process to:

• Establish a core group to redefine capacity development and advocate for workforce integration.
• Host online dialogues to understand in-country terminologies and challenges.
• Propose a series to establish capacity development principles for a sustainable workforce (see blog series, part 1)
• Organize an event at the upcoming All Systems Connect conference

Your thoughts, experiences, and feedback are invaluable to this process. Engage with me through comments or emails, share your insights, and express your interest in supporting these efforts. Stay connected on my website and LinkedIn for updates on this transformative journey. Together, let’s revitalise capacity development for a sustainable workforce in WASH (related) sectors.

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About the author: Kirsten de Vette, owner of this website, and independent consultant and facilitator working in water, sanitation, and hygiene (related) sectors for over 14 years. I am a sociologist with business background who connects people, facilitates knowledge and expertise exchange, facilitates partnerships, collaboration and or change processes and facilitates capacity assessment/ development. My expertise is in capacity development, stakeholder engagement & facilitation of change processes and learning.

I wrote this blog series because feel a strong passion to bring about change in the sectors and capacity development efforts, and I wanted to share recurring findings across my recent projects in the hope that it may support action in the future. The type of projects the blog series is based on is 1) coordinating (or facilitated) the undertaking of capacity assessments at organizational, national and global level and 2) reviewing capacity development efforts (2020-2023). Over 300 grey and white paper reports were reviewed across these projects, 150 people directly interviewed, and 6 country capacity assessments coordinated (with 350 people).