Building capable communities: Promoting and evaluating community capacity

Further information
Building Capable Communities. A new approach for building community capacity by Glenn Laverack (PDF 7 pages, 114 KB)

Introduction to the "domains approach" to community capacity building: background information for the Exchange lunchtime discussion on Tuesday 16 March 2004

Developing community capacity enables members of a community to draw on the skills and resources they need to take control and improve their lives. The new "domains approach" to community capacity building aims to ensure capacity building is an empowering experience for communities engaged in health and development programmes, so that their capacity is sustained after the programme ends.

The approach is being used in Canada, New Zealand and Kyrgyz Republica and was extensively field-tested in Fiji. (See the full PDF document for specific examples.)

What is the domains approach to community capacity building?

Nine "operational domains" are drawn from the literature on capacity building. The domains are areas where there are opportunities for individuals and groups to mobilise themselves for greater control over their lives. Considering these domains encourages strategic planning, implementation and evaluation of programmes:

1. Improves stakeholder participation;

2. Increases problem assessment capacities;

3. Develops local leadership;

4. Builds empowering organisational structures;

5. Improves resource mobilization;

6. Strengthens links to other organisations and people;

7. Enhances stakeholder ability to "ask why";

8. Increases stakeholder control over programme management;

9. Creates an equitable relationship with outside agents.

The nine domains represent the organisational influences on the community's capacity. They link the inter-personal elements of the community with the programme's political, socio-cultural and economic context.

Implementing the domains approach

The domains approach emphasises that capacity building is always a process. The approach is not a substitute for other elements of programme planning such as setting goals or objectives, but helps programme staff ask themselves at all stages whether the programme has helped to increase community capacity.

Participatory workshops and four phases guide the implementation of the approach:

Phase 1 Preparation

A period of observation and discussion before assessing community capacity allows programme staff to adapt the approach to the programme participants' social and cultural requirements. For example the use of a working definition of community capacity can provide all participants with a mutual understanding of the programme. The nine operational domains can be altered at this stage if necessary.

Phase 2 Assessment

Activity 1 The participants assess their community’s capacity using generic statements that describe different levels of capacity. Five statements are used for each operational domain. The participants select the statement that most closely describes their community's present situation. If none of the generic statements match, the participants adapt or create a statement. In this way the participants make their own assessment for each domain by comparing their experiences and opinions.

Activity 2 The participants record the reasons for assessing each domain. This helps when other people make an assessment later on and also provides some observable criteria for the selection. The reasons need to include specific examples of the participants' experiences in their community.

Phase 3 Developing a strategic plan for community capacity

The assessment must be transformed into action in order to build capacity. This is achieved through three-step strategic planning in each of the nine domains, which consists of: discussing how to improve the present situation; developing a strategy to improve the present situation; and identifying what resources are needed. Activities are provided to guide participants through these steps. (The full PDF document includes details of the activites.)

Phase 4 Follow-up and re-assessments

The approach uses a simplified version of logical framework project planning. The assessment and strategic plan for each operational domain is summarised in a matrix, which is the basis for further discussions, planning and action. The participants must meet every three to six months to review their assessment and strategic plan for building community capacity.

For more information, see Building Capable Communities. A new approach for building community capacity by Glenn Laverack (PDF 7 pages, 114 KB)