CAPACITY BUILDING PROJECTS ON INSTITUTIONAL DEVELOPMENT (CASE STUDY OF PAPUA NEW GUINEA (PNG

Sept 11, 2013 CAPACITY BUILDING PROJECTS ON INSTITUTIONAL DEVELOPMENT (CASE STUDY OF PAPUA NEW GUINEA (PNG)

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Abstracts:

The paper examines capacity building in Papua New Guinea (PNG) in the last three (3)

decades with the case analysis of public service institutions in PNG . It presents the

implications of different capacity development programs and activities and the substantial

amount of tasks conducted in past few years. This study suggests ways and options of

capacity building which has changed the ways of live of people in PNG and the

developmental effects of public service institutions. This paper also identifies the capacity

intervention programs and its impacts on the public service development in public service

and the general PNG communities with the changes taking place; and how PNG people are

responding to these changes.

This comparative study highlights its impacts and implications of the new interventions of

programs and its ways of achieving development in different settings. The public service

institutions, means the statutory or corporate organisations like PNG Power and Department

of Commerce & Industry which are managed by the Government of PNG. The methodology

used to collect data is a quantitative method with secondary data from the literature. This

research concludes that the significance for addressing changes concurrently occurring in the

development of effective public service machinery for PNG.

Key Words:

Institutions, training, stakeholders, review, restructure, implementation, human resource,

outputs, development, growth, government, donor agencies, rehabilitation, strategies, plan,

development agencies/banks and governance


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Acknowledgement

I would like to acknowledge and thank Professor Analoui Farhad for his timeless and

assistance provided in writing this paper. My sincere thanks go to the staff members of

Bradford Centre for International Development (BCID) for providing academic tools and

resources to draft the research dissertation. My gratitude also goes to the academic members

and graduate committee for their patience for granting me approval and understanding in this

time of year of hard work and efforts in writing of this research paper.

My special thanks to University of Bradford Library staffs for assists in collecting the

relevant information from their books in which literature reviews, cases studies and examples

used for formulation of this research as quoted. Another special thanks to Peter Kanaparo of

University of Western Sydney for providing guidance and insights in to writing this research

with guidelines and templates for which provides basis to help in structuring and doing this

research.


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Abbreviation

ADB Asian Development Bank

AusAID Australian Agency for International Development

CD Capacity Development

CDWG Capacity Development Working Group (ADB)

CJLU Community Justice Liaison Unit (PNG)

CPS Country Partnership Strategy

CSP Country Strategy and Program

DAC Development Assistance Committee

DMC Developing Member Country

DCI Department of Commerce & Industry (PNG)

DPM Department of Personnel Management (PNG)

EU European Union

LJSP Law and Justice Sector Program (PNG)

MDG Millennium Development Goal

MoH Ministry of Health

MIA Ministry of Internal Affairs (Marshall Islands)

MID Ministry of Infrastructure Development (Solomon Islands)

NGO Non Government Organization

NSDS National Sustainable Development Strategy

NZAID New Zealand’s International Aid and Development Agency

OECD Organisation for Economic Co-operation and Development

OLPLLG Organic Law on Provincial and Local Level Government (PNG)

PARD Pacific Department (ADB)

PDMC Pacific Developing Member Country (of ADB)

PNG Papua New Guinea

PPII Provincial Performance Improvement Initiative (PNG)

SME Small and Medium Enterprise

TA Technical Assistance

UNDP United Nations Development Programme


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Chapter 1.0 Introduction

1.1 Research Background.

The research introduces and defines possible structure and the main theme on “Capacity

Building for Institutional Development” with case study of Papua New Guinea (PNG). The

research consists of research aims, objectives and research questions with applications of

research methodology with quantitative methods and data analysis. The investigations and

analysis of critical literatures discuss the research question with specific focus on data

analysis.

The study presents public sector development in context relating to assessment of capacity

building programs in PNG. The review of current government policies sets out on capacity

development and assessment of previous study funded by government and development

agencies. Study focuses current situation on capacity interventions programs and its results to

be presented as a way of outcomes and implications. The context studied capacity building in

PNG by studying its concepts and approaches in theory and practise that supports the

research findings and outcomes.

1.2.1 Aim of Study

The aim of study is to examine and assess the impacts and implications by capacity building

projects for institutional development with case study of PNG.

In order to achieve these following objectives will be pursued in 1.2.2

1.2.2 Study Objectives.

The main objective of this research is;

1. To review and analyse relevant literature on capacity building for public sector

development with case study of PNG.

2. To identify different types of capacity development programs in PNG public service for

increasing economic growth and performance.

3. To have clear understanding on the importance of capacity building approaches and its

process in achieving institutional development goals and objectives.

4. To study and assess its impacts and implications by capacity building projects for

developing effective public institutions in PNG.


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1.2.3 Research Questions

The research questions developed focusing on the capacity building principles and concepts

which influenced current trend of change and adaptability by developing countries and

organisations to achieve higher outputs. The vital role by capacity building project is seen to

be adopted in mostly developing countries. The particular analysis of situation of capacity

building projects in PNG. Most analyses and reviews includes comprehensive reporting of

donor and government funded public sector reform including appropriate government

policies to enhance institutional performance and growth (May, 2006).

The questions attempted and posed in this research include:

1. What are current interventions by government and donor agencies for institutional

development in PNG?

2. What are the impacts of capacity development programs and its implications on

public service institutions in PNG?

1.3 Approaches to the Problem:

The research examines number of capacity approaches with its interventions programs in

PNG on public sector development. Study shows capacity development in PNG over three (3)

decades in which capacity program restores confidence in public sector. This is by enhancing

effective public service process and mechanisms in place to control and manage well with

secure social, economic and civic needs of people living within the society (AusAid, 2005-6).

The capacity building programs organises and maintains appropriate measures by institutions

to facilitate and achieve their target goals and objectives. The impact by capacity programs

enhances quality service delivery to people and those that in demand for successful capacity

development (FAO, 2006). The capacity building promote institutional performance by

focused on reforming education and training institutions, reforming legal and judiciary

systems and structures, restructuring for public administration. Capacity building further

strengthens the capacities of technical personal and civil societies to attain overall review of

governance process and systems in place (Goudsmit, 2008/9). The PNG Vision 2050 (2011)

suggests that public service in PNG has yet to achieve a lot from capacity intervention

programs such as public service restructure, rehabilitation, institutional strengthening,

restoration and employee training and development. Capacity enhancement program is one

part of the program and is the success of government engagement on public and private


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sector partnership program. This program ensures PNG to be most compatible to increase

private health and education services to add value or boost economic development of PNG

(Adiel and Andy, 2012).

AusAid (2005-6) argues that capacity enhancement for public services vigorously pursued

and practiced for developing countries like PNG in the last 30 years. The work by capacity

building projects has several impacts and implications on economic development undertaken;

and it has achieved considerable attention from policy makers and researchers across the

globe. New concepts and practices correlate to issues on other fields such as project

planning and management of organisations to human capacity buildings as part of

program package for international development (Asian Development Bank, 2003).

Capacity building for institutional development focuses on improving key areas lacking

improvement and it is done by considering alternative options such as reform and restructure

by devising new development concepts and practises with policies for developing effective

government institutions. The key players are the employees of organisation to achieve

organisational target (United Nations E/C, 2006). The case analysis in this dissertation

involves current and future prospects on achieving developmental goals with the proper

establishment and restricting of organisational capacity to produce, with the glomming

picture of advancing towards development (Eisenhardt, 2007).

1.4 Methodology:

This dissertation explores possible avenues with secondary research methods with much

emphasis placed on quantitative analysis in presenting information on capacity building for

public sector institutional development in PNG. Welman et al (2005) argued that researchers

always consider alternative options to conduct appropriate data analysis in this area.

However, general study in this area applies quantitative method with data collections for

analysis and reviewing of capacity enhancement in PNG public service with interventions by

government and donor agencies (Creswell, 2009). For this reason, most literatures are

reviewed to support this dissertation with analysis includes general review of books, journals

and published secondary data. Kumar (2005) suggested that review and analysis by

researchers focus on appropriate data collection and analyses to prove and investigate the

findings and it’s outcomes in relation to the research questions. Therefore, this research


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includes number of books and journals to be reviewed to produce quantifiable information

with references relating to defining the research topic with particular prospective of the

purpose (Clough & Nutbrown, 2002).

This research is based on data collection methods as a common tool for gathering information

and analysis in order to derive positive outcomes and make conclusions (Creswell, 2009).

The process in this research solely depends on methodology for gathering and collating

information (Collins &Hussey, 2003). The method used in achieving results and outcomes

places greater emphasis on secondary data analysis using quantitative method since no time

and resources required for doing physical data collection as demonstrated in this Academic

Research Model.

Figure 1: Academic Research Model

Creswell (1994) argued that quantitative research approach is another relevant tool for

answering research questions. Perhaps, analysis on the topic of discussion to examine and

quantified data to derive research findings and draw conclusions is based on practices and

concepts. The secondary data extracted are analysed and interpreted with practical situation

in PNG and further developing skills and knowledge for researching this particular topic to


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draw conclusion (Saunders et al., 2009). However, quantitative method are used to draw

conclusion of the practical issues and context relevant to PNG situation and the way it

achieves its results are based on study and review of relevant materials and publications

(Morris, 2008).

A study by AusAid (2005-6) shows the review of outcome of research becomes beneficial to

developing countries, organisations and major stakeholders directly or indirectly anticipating

in capacity enhancement projects in the future. The study results devises mechanism and

process to improve on the live hood of poor people and maintain quality public institutions

for public benefits and detour growing concerns as outcry by citizens. This research make

possible for adoption where necessary in terms of public policy formation (ADB Report,

2010)

1.4.1 Data Collection

This research requires data collection and it is based on secondary information (Creswell,

2009). However, the collections of secondary data includes interpretation and examining of

existing literatures that may include published sources thereafter to extract and develop the

results. This information is well gathered from the books, journals and other written

documents (Berg, 2009).

This research undertaken study on current aspects of capacity building in public service and

its programs achieved in Papua New Guinea in line with medium term development goal

(MTDG). The main focus of this research is to study the impacts and its implication on

institutional development in PNG. Further judgements and synthesis of its results are based

upon current trend on development and investigates western strategies that influenced PNG is

also carried out in this research.

Berg (2001) suggested that researchers deploy the techniques of collecting secondary data

including, written publications, journals and other relevant sources for understanding the

research topic. Further dictating progress in public institution management and development

in the process of maximising outputs and identify role capacity building played in adoption

for organisational changes and pursue adaptability due to current changes among countries

(World Bank, 2006). This research is based on literature reviews on the issue of capacity

development of institutional growth in PNG and other countries.


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1.5 Limitation of Study

As always in research there is a limitation on data collection and use in the researching

process that includes methods and techniques used to compile research documents. Yin

(2003) discussed that most researches heavily relied on secondary methods of data collection

due to timing and there is limited possibilities in exploring quantitative data from PNG. The

review and analysis of appropriate literatures are all done and conducted in five (5) months in

the UK. This research heavily analysed secondary data due to financial hiccups.

1.6 Ethical Issues in Research

Bell (2006) argued that ethical issues are greatly considered in a research with data collection

and analysis done accordingly by informing the consent authority when taking their materials

to maintain privacy (Blaster, 2006). This research opted to maintain the rights for protection

of data analysed and collected for this research as given and presented. Researches do not

indulged to secret information in any other form as it is completely unethical (Hamersley &

Traianou, 2012)

1.7 Outline of the Research.

This dissertation focuses on “Capacity Building for Institutional Development” with case

study analysis into public sector institutions in (PNG). The research consists of five (5)

chapters mainly review of the literature, case study analysis, and justification of its findings.

From findings research collates and extracted main data to form the research outcomes with

its lessons learn from this research.

Chapter 1 of this dissertation introduces the topic and its research methodology and

techniques used in carrying out this research. It further constitutes research problems with

suggested methodology in doing analysis and findings. Chapter II discusses the literature

review and the theoretical components of capacity building with its concepts and approaches

for institutional development. It outlines the contextual issues that require further global

attention to meet institutional development objectives with its implication by capacity

building in public institutions. Chapter III summarises the practical examples of current

practises by capacity building and discusses on the case studies on institutional developments

in PNG. This will be done through reviews of past developments and studies of its

implications by capacity building. Chapter IV analyses the findings from Chapter II and

Chapter III on the reviews and case studies respectively. Chapter V offers brief discussion on


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the outcomes and lessons learned from Chapter II, Chapter III and Chapter IV. The

summaries in Chapter IV and V are cross analyses and discussions drawing conclusion based

on Chapter IV and Chapter V and general thoughts from the study. Finally, the appendix

includes the list of information sources including data and tables and theoretical models of

institutional framework and its conceptual approaches used in this research. Further

justifications of its implication and lessons learned are presented in this research by way of

answering to its research objectives and questions.

The research discusses changes in public institutions achieved in the past years through

capacity development. It is through government and donor funded capacity development in

the process of involving people and organisation to strengthen, create and maintain capacity

for change over time (Bolger, 2008). However, institutional capacity building is one of key

areas in human resource development that constitutes well practiced areas of study in regards

to review context of public and private sector development in PNG. Hegarty (2009) argued

that economic development during the transition period of capacity building is a growing

concern on equal and development of resources. Case study investigate real life situation with

evidence from current context and phenomenon with new set of behaviour and process (Yin,

1989).


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Chapter 2.0 Literature Review

2.1 Introduction

Capacity building in the 1960s focuses on developing technology and improving capacity for

humans to grow community development. UNDP (2011) argued that in late 1970s it has

taken different directions by international agencies by developing strategies and policies to

develop and revise programs to be implemented while giving aid to developing countries at

the same time. By doing this they have to develop capacity programs more enhanced with

technologies, institutional frameworks and human resources learning programs to be placed

with greater control, monitoring and reporting on the use of international aids and funds for

development purpose. Nancy and Abdelkarim (2003) discussed that in 1950s and 1960s

capacity building was used to denote community development projects mainly focused on

enhancing technological and building capacities of individuals in rural areas. Likewise in

1970s it has followed series of reports on international development placing greater emphasis

on building capacity for technical skills to develop rural areas with improved performance of

public institutions of developing countries. Teferra (2010) suggested that one of the concepts

is to include stakeholders’ challenges with its conceptual process and approaches undertaken

is to expand development into many areas to see long term process for building and

developing effective governance in both public and private sector institutions. However,

capacity building for institutions became an influential force for driving international

development in the 1990s (Kaplan, 1999).

2.2 Definition:

There are different capacity building approaches undertaken to devise policies and strategies

through economic reforms. This rectifies and addresses existing problems in public service

and accomplishes better options to perceive changes in unforeseeable future. UNDP (2011)

defined capacity building as different concepts and approaches for development by focussing

on understanding problems that affect people from benefiting from services provided by the

government through public institutions. DFID (2008) see capacity building as an approaches

focused on identifying problems that hinders government, international organisation and

nongovernmental organisations from accomplishing their development goals and objectives

and focuses on development options that will accomplish favourable and sustainable results

with quantifiable outputs. However, many people in different works of life and organisation


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take capacity to focus on alienating with different work programs to achieve overall

development goals and objectives with measurable and quantified outputs.

2.3 The Models and Theory of Capacity Building

Capacity building is a new concept as matter of urgent concern by developing countries

requiring urgent government and international donor agencies for intervention. UNDP (2011)

suggested that there are few concerns to be raised should base on the success and failures.

When there is failure in capacity building concepts, the appropriate tools should be used to

diagnose these problems. Therefore capacity integrates well in aligning development

objectives and goals. World Bank (2012) argued that possible intervention by government

and donor agencies provides immediate capacity programs and its remedies to solve problems

affecting key economic development area in public institutions and generally country as a

whole. One of key concepts is to study the present situation and then focused on different

approaches to be undertaken to correct the current problem in public institutions to gain the

future desired outcomes through capacity building process and concepts. Kaplan (1999)

justify the key concepts and approaches in capacity building that helps identify current

situation and promote better capacity options to address the problems. Whether it can be

people or organisation problems and devise appropriate strategy growth of public service

institutions to finally achieve the goal of international development.

The Figure 2. Community Action Model (CAM).

Source (Am J Public Health. 2005 April; 95(4):

The current capacity building process integrates

well into the Community Action Model (CAM)

that creates change by building capacities for public

institutions. The process is resources based and

builds on the strengths of institutions to perceive

change from within the institutions by involving the

people and organisations that directly involved for

the change. Therefore, part of the review and

analysis fits into this model. However, part of

critical analysis involves different underlying factors

on social and economic problem that public

institutions may want to address.

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1449228/


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The work of the model may in the process provide the framework for public institutions to

acquire relevant skills and resources to investigate the problems surrounding the institutions.

Therefore Community Action Model fully complement the work of capacity to ensure

effective plan, implement and monitor given task to be accomplished in promotion of

capacity building programs (UNDP, 2011).

This capacity enhances institutional framework and promotes human resources development

to understand the concepts of capacity with appropriate tools to assess how much the

institution has delivered to the people in different places in different countries. The theory of

capacity building involves the process with better tools to promote capacity to be an objective

based oriented and its approaches undertaken provide alternative solutions to solve existing

problems (Deborah, 2007). However, most discussion involves the concepts and approaches

with contextual study of current situation with its impact by capacity and assessing of current

implications by way of studying its success and failures in public institutions. This section

further discusses on current problems and looks at capacity building approaches to solve

these problems that exist in public institutions and machineries.

2.4 Capacity Building Concepts and its Approaches

Ubels, Acquaye, Naa-Aku; Fowler and Alan (2010) argued that capacity building focus on

technical and functional level at organisations. Then look at options to develop human

resources and capacities of managerial competencies. Further review bad policies with more

approaches to technological changes that require changes for public institutions to deliver.

For example, UNDP highly consider coaching and mentoring of president of Sierra Leone in

Lebanon with the project on institutional strengthening and rehabilitation on maintaining and

diagnosing capacity assets and resources. The functional capacity approach focuses on

effective management and creation of policies, legislations, strategies and its core programs.

Therefore, task requires situational analysis, review policy and design with formulation of

key strategies to be based on budget allocation. Then pursue for implementation, monitoring

and evaluation of the activities (Kaplan, 2010).

However, the current emphasis placed on capacity building programs and projects laid the

foundation for most developing countries to become more enhanced with economic

development through revitalising and institutionalising public service reforms in most public


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institutions of a country. UNDP (2011) suggested that to fully complement capacity building

concepts and approaches required attention from many countries in pursuing for development

goals and objectives. Studies have shown different institutions in different countries engaged

different steps and processes to achieve capacity building and its interventions were based on

to accomplish successful donor funded projects;

Engage stakeholders on all capacity building projects in public institutions.

Stakeholder participation remains the integral part as beneficiaries and takes

ownership in capacity development.

Capacity assesses current needs and resources of public institutions. Accomplish

strategies to perceive future desired needs. In other words we say ‘Gap Analysis’.

Formulate strategies and devise mechanisms in public institutions. After assessment

the focus is on review bad polices, human resource development and training,

strengthen institutional framework and increased funding of financial and other

physical and technological resources.

Scheduling and implementation of key strategies to address the process in Public

Institutions. This area focus on engagement of project managers and consultants to

execute capacity programs and activities.

Final step is capacity allow monitoring and evaluation of institutional capacity

building projects. This ensures control and investigates whether the task is achieved

or not.

Deborah (2007) argued that capacity building promotes people centered approaches to

redefine and identify success and failures during implementation of capacity programs with

different approaches at different times and at different places. For instance, capacity building

in rebellious African countries aligned with different approaches in reducing war in Africa

with the intervention by capacity programs for rebuilding cities and infrastructures. On the

other hand, capacity building in PNG focuses on developing programs to reduce high level

infant death mortality and literacy rate (UNDP, 2011). Therefore capacity building concepts

and approaches placed much emphasis on set of prioritised development activities in almost

all of developing countries.


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However, from global perspective capacity building is a tool of intervention for international

development since 1990. World Banks (2001) and UNDP (1990) pointed out that capacity

building involves broad concepts and approaches that emerged as tools for development to

achieve major work targets for international development. The study by Oxfam International

(2011) shows most third world countries achieve their development goals and objectives

through the process in capacity building programs. The analysis shows capacity resulted in

perk of controversies and misconception that most developing countries undertake through

major reform and restructuring of current institutions to further desired institution. Although

capacity enhanced programs such as strengthening knowledge and enhance skills of workers

by developing competency package for institutions to learn and apply at work place.

Therefore with appropriate abilities and skills of a person develop and overcome co existing

problems exist in public service institutions. Kaplan (2003) elaborated that idea behind

capacity building approaches is to reduce aid secured for development by becoming more

independent in pursing long term development goals and objectives. Therefore most public

service institutions are allowed to perceive capacity building strategies provided by

international development agencies to form and build capacities where required to solve the

institutional and people’s problems in the long run. Capacity building becomes strategic key

playing in international development for most developing countries of the world. The most

intervention in capacity building and its roles and interventions are played by organisations

such as World Bank and United Nation Development Programme (UNDP). They provide

guidance to developing countries to pursue development goals and objectives. The

international organisations also play major role by allocating funds for capacity building

since 1970s.

Ubels, Acquaye, Naa-Aku and Alan (2010) suggested that by adopting capacity building

strategies become a driver and provider of major public institutions to consider reforms and

rehabilitating existing infrastructures with the improvement of human capacity development

through training and development to drive institutions forward. The international agencies

developed strategies and offer guidelines to its member of staffs and the government of

particular countries to consider capacity building process for developing effective public

institutions. Since 1991 most institutions applied the common approaches of capacity

building to enhance productivity in the organisations and identify relevant process and its

approaches as the common strategy of intervention for development. World Bank (2001) and


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UNDP (2009) considered capacity building as a long term process to involve major

stakeholders, public institutions and the government and most important is the participation

of people that remain the major customers to integrate well to have enhanced development

goals and objectives. Ubels, Acquaye, Naa-Aku and Alan (2010) justified that for public

institutions to deliver effective service requires capacity building for human development and

technological development with effective organisational structure. This allows

institutionalisation by mobilising resources capability to accomplish development goals and

objectives. It is done with effective capacity enhancement programs that solves the problem

in institutions and alleviate poverty. The goal is achieved when institutions problems are

solved (UNDP, 2007). However, cross analysis indicated that through capacity building has

solved the root causes of problems that relates to policy development intervention when

considering the potential and aligning strategies to meet the needs of the people and country

as a whole. USAID (2004) argued that capacity building transits to development phase by

focusing on individuals, institutional and the overall development of the country. Individual

level focuses development of knowledge and capacities for human to drive the organisation

forward with the mentality of flexibility and applying the applications of adaptability for

change of an organisation. World Bank (2012) study shows that institutions are focused on

modernising and creating new institutions or developing capacity and allocate resources to

rehabilitate existing institutions and support to create effective organisations. For instance,

major public service restructures and institutionalisation with installation of effective control

mechanism funds management and overall effective management of organisations. The least

area is that capacity focuses on societal influences and support for establishment of effective

management and public institutions to learn and gain feedback from major participants in a

country. With responses and actions taken by institutions and people drive public

administrators to pursue for changes and development. This allows public institutions to

remain loyal and accountable and transparent in their jobs for effective delivery of public

goods and services to the people. USAID (2004) argued that capacity building has best

development base approaches that allow major public institutions to consider rights to access

best resources. The denial of that remains prejudice to people when they suffer and remain in

poverty. Therefore capacity building is a better concept designed to alleviate this poverty

exist in developing countries of the world.


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Allan Kaplan (2003) argues that effective delivery of capacity building programs are

accomplished through developing effective and most compatible public organisation to

develop and focused on the serious of task. For example, capacity development pursue for

organisations such as Electricity industry for delivering electricity to rural community. The

capacity building process allows developing existing infrastructure of the organisation to

deliver effective services. The logic is those that don’t have electricity in their house will

have electricity now. Therefore capacity enhances employees and organisations to perform

specific roles to drive organisation towards future desired stage. Potter (2004) discussed that

effective delivery of capacity enhancement programs allows for organisation to change to

fully achieving its target objectives and goals. He suggested that there are numerous ways to

capacity concepts and processes as developing conceptual framework, visions and strategy.

Capacity fully supports public service by transferring relevant skills and knowledge with

right organisational attitude.

Paulo (1973) argued that capacity building encourage stakeholder participation and

empowerment. The capacity analyses and makes assumptions on development of risk

assessment before developing capacity programs to develop human skills and knowledge. For

instance, structural adjustment program developed in early 1980s is to devise programs more

compatible for increasing wealth creation for developing countries by World Bank. This is an

unfolded growth and development strategies to alleviate poverty in most poor countries of the

world. In 1990s, sustainable development was suggested as a new concept. Managing

resources effectively is another capacity intervention program that drives the message of

saving and managing world’s energy and resources effectively through monitoring and

evaluation (Deborah, 2003).

2.5 Capacity Building Intervention for Public Institutions in Developing Countries.

Capacity building intervention plays an important role for developing countries in the context

of human resources development within the public institutions. UNDP (2002) argues that

capacity enhance performance at managerial and functional level with better functions for

solving organisational problems to deliver outcomes and achieve its organisational goals and

objectives.

DFID (2003) suggested that capacity development is an important strategy of intervention for

individual development to attain high quality research skills to pursue public institutions with


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the notion for economic development with maintenance of effective regulatory. For instance,

study by ADB (2004) shows that organisations put research capacity as key objectives and

define problems and then identifies solutions. Teferra (2010) argued that local capacity

building approaches plays a strategic role in contribution to international development by

promoting its concepts and approaches in more than 100 countries. Most international

agencies propose several stages and develop process to achieve capacity development in the

areas of engaging stakeholder participation in programs and capacity projects by assessing

current and future needs. Then formulate capacity development strategies and provides

feedback to responses received. By following the appropriate capacity process results in

developing best solutions to solve existing problem to achieve future desired needs through

effective capacity development process and approaches. With current study by World (2011)

demonstrates that capacity development plays important role in institutions. This is by

reducing number of development impediments in the last few years in most developing

countries that hinders development.

This study shows that United Nation offers several programs and work in collaborations with

donor agencies such as Australian Aid in pursuit for international development. Table 1;

show the number of intervention programs that UNDP has undertaken to build capacity for

individuals and organisations in general. The UNDP agency in each country works hard to

mobilise and coordinate resources for the purpose of address capacity development issues.

However, UN further steps into provide consultants and specialists to provide technical

advice to ensure that projects achieves their outcomes. Table 1shows the UN development of

organisations for building capacity in many countries with the distribution of funds in 2005-6

in collaboration with Australian Aid of $67.2 million for the overall development of capacity

building programs for individuals and organisations in various countries (AusAid, 2005-6).


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Table 1: UN Funds Distribution for Various Capacity Development Programs for both

Public and Private Sector.

Source (AusAid, 2005-6, pp, 25)

2.6 Public Institutions Capacity Building Implications.

Capacity building promotes stakeholders participation for developing outcome and pursues

effective decision making and maintains overall transparency in organisations with effective

policy formulation. DFID (2009) argued that stakeholders’ participation allows assessing and

identifying existing problems in institutions and pursuing alternative options to achieve

desired outcomes from the organisation. This allows organisations to develop effective

capacity process for manpower training and development, review and restructure

organisations, and rehabilitate institutions where required for future desired outcome.

Muller’s (2007) study shows that to achieve future desired outcome of the institutions

requires that core problems should be identified, reviewed and implemented in the public

institutions. This then helps capacity to pursue effective monitoring and evaluation to achieve

better outcomes. For instance, assess current policies that have not achieved anything or do

not provide any better results in organisations. This needs to be reviewed and changed

accordingly to respond to meet the desired needs of organisations. However, public

institutions need to strengthen its capacity by reviewing the current procedures, internal

control process with proper tool for monitoring and compliance. Further assesses managerial

competency in managing institutions. Capacity building promotes the review of institutional


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frameworks and develops effective process of communicating (UNDP, 2012). Therefore to

solve these problems, capacity building develops appropriate policies and procedures to stop

these problems exist in public institutions.

Boex, Jamie and Yilmaz (2010) discussed that capacity provides alternative options in

developing effective frameworks and review of bad policies to complement institutional

goals and objectives. Other capacity development approaches may involve developing

effective human resources through better training and development, effective transfer and

recruitment with better incentives in place with effective review of ethics and conducts at

workplace. Most public institutions experiences problem in these areas that hinders

international development, therefore capacity development and enhancement allows for

rectify these problems with effective monitoring and evaluation (Duane, 2007).

The study by Allan Kaplan (2003) argues that leadership remains the integral part in

organisational development and capacity building process allows organisations to pursue

leadership skills and training in strategic planning like solving institutional problems.

Capacity building allows for knowledge and skills transfer to human resources at

organisations. The study also shows that with effective human resources development brings

effective accountability and transparency in public institutions (Kaplan, 2003). With this,

organisations have effective monitoring and organisation process with enhanced international

development goals and objectives (Potter, 2004). DFID (2008) argued that effectiveness of

capacity building is always reported and presented in the way of reports and investigations.

The reports provide institutional reorders and arrangements with assessments of managerial

competency with well-versed understanding of internal and accountability process. Jamie and

Serdar (2010) elaborate that institutional development is a core strategy that enhances

effective international development and to achieve its development goals and objective.

Organisations should pursue for changes in human development with better changes to

achieve national human development in developing countries.

Public institutions today develop their strategies and plans well to address their problems

accordingly. This complements the theory of change as shown in Figure 3 which fully

supports and ensures right things are done in institutions. It is this theory of change fully

aligns with strategies to maintain effectiveness and consistency in the delivery of public


25

goods and services. Kaplan (2000) argues that change means to provide structure and

framework for all programs and projects to accomplish their missions and goals.

Figure 3. The Theory of Change Model

Source (John Pellowe, 2011, pp, 16)

2.7 Conclusion

Capacity building has proactive process for developing and strengthening human resources

skills and abilities with the better understanding of process and resources of the organisations.

Therefore capacity building projects strive for change in public institutions with flexibility to

change and achieve its international development goals and objectives. Capacity building

creates way for adaptability and flexibility for change (Ann, 1996).

To conclude, capacity building in public institutions allows international development

through effective development of human resources in an organisation with transferability of

skills and knowledge to effectively manage the process in public institutions. Others include

review policies and develop effective ways for management and procedural and further

looking at the process involving all stakeholders. This strengthens institutional legal

framework and make changes in policy to monitor and control public institutions to be

effective in delivering its services.


26

Chapter 3.0 Capacity Building in Practice - (Case Study of PNG)

3.1 Introduction & Methodology

This chapter discuss key concepts and applications of capacity building in practise with

exploration and analysis into its impacts and implications by capacity building for public

service institutions in PNG. ADB (2008) argued that capacity has been systematically used to

denote development and mostly used to review, reorder and discuss the past lessons to focus

on future developments. The study shows the analysis of impacts and implications by

capacity building for institutional development in PNG in the last 3 decades.

The analysis of concepts and applications from relevant review indicated the progress of

development and its issues encountered during implementation of capacity building programs

for public institutions in PNG. UNDP (2006) elaborates that study involved quantitative

analysis into key policies to review institutional framework and justify required capacity

interventions for developing PNG. The review and analysis of key policies of institutions

allows successful investment decisions over time to allow effective planning for capacity

development. Therefore this section discusses capacity concepts and applications that are

integrated into key policy areas for development of effective public institutions in PNG over

years (AusAid, 2005-6). This section contains critical review and analysis that identifies and

presents the implications of capacity programs, and defines the work of capacity in PNG

public institutions. The study focuses on number of capacity interventions programs on

public sector development in PNG over the past 30 years with the approaches toward

quantitative method of data collection and analysis.

3.2 Background Study of PNG.

PNG is a small country located north of Australia and share land border with Indonesia in the

rim of Asia - Pacific region. The Government and donor agencies focus on developing

effective public institutions to deliver public goods and services to the people by increasing

their living standards. Therefore capacity building develop effective policies and strategies in

Public Institutions integrated with PNG Vision 2050. The PNG vision 2050 contains all the

programs and list of activities to be implemented by public service of PNG. Millennium

Development Goals (MDG) is to achieve development goals and objectives with the aim of

reducing poverty as illustrated in map 1. The study by UNDP (2003) shows focus now is on


27

countries populations that fall in 21% and above are considered poor and most lived below

poverty line by earning less than $1.25 per day. Therefore international organisations and

donor agencies step in to reduce this poverty by developing appropriate capacity building

programs in public institutions. Papua New Guinea is in that category so more focus is given

on capacity building to restore effective public institutions to deliver to the people.

Figure 4. Map showing Papua New Guinea with World percentage of population living on less

than $1.25 per day.

Source (Report: UNDP, 2008, pp, 18)

3.3 Practical Applications and Concepts of Capacity Building for Institutional

Development.

World Bank (2008) argued that public institutions accomplish development goals and visions

require effective public service to meet global economic and social needs of PNG. Therefore

lots of initiatives were undertaken to provide programs focusing on building capacities for

enhancing public institutions to meet the required standard of global economic and social

development. The donor agencies and government of PNG work tirelessly in collaboration to


28

develop government policies such as vision 2050 and the Millennium Development Goal

(MDG) for public service machinery to carry out and implement development projects in

capacity building for public institutions to meet the required standards. For instance, one of

the key capacity programs is the inclusion of public - private partnership program engaging

relevant stakeholders to participate and implement capacity intervention programs such

infrastructure development. Private sector institutions were engaged by Tenders board and

Works Department to bid for projects and involve in such projects as road construction and

building. PNG Vision 2050 (2010) suggested that to achieve more development programs is

by engaging private institution such as churches to work with the government to facilitate

infrastructure maintenance and rehabilitation programs. As a result of such programs, most

public institutions were able to implement and deliver so it accomplishes their mission with

the participation of relevant stakeholders to directly respond to their needs. Therefore

organisations would deliver quality public service to the people of PNG (Adiel. Mbabu and

Andy, 2012).

However, most capacity development in public services is achieved in PNG. This is by

working in partnership with International partners and donor agencies vying very hard to

support in every occasion by allocating funds to improve and strengthen institutional

capacities. Therefore the capacity development in PNG focuses on several areas that includes

providing education and training for public service employees, review and reform on

institutional framework and strengthening capacities of public institutions with allocation of

financial and technical/physical resources, institutional restructure and rehabilitation of

existing infrastructures to deliver effectively and improve standards and procedures for

effective general public institutional administration (UNDP, 2006). For instance, current

capacity building project facilitated by Asian Development Bank (ADB) in conjunction with

PNG Power of Port Moresby – PNG to focus on growth strategy for developing and

extending transmission and power distribution grid to increase capacity of supplying quality

power to urban centres in PNG. This project would help in improving energy efficiency in

power delivery in PNG as shown in table 2.


29

Table 2. Port Moresby – PNG Power Grid Development Project Funded by ADB.

Source (Asian Development Bank Report, 2013, pp, 36)

3.3.1 Public Service Training and Development

According to a study by World Bank (2011), PNG rated low human resources performance in

most public institutions that results from lack of appropriate competencies. This includes both

core skills and knowledge to perform well on their jobs in the last few years since

independence in 1975 from Australia. That contributes to poor institutional performance by

employees of organisations. However, the current intervention by international agencies

collaborated well with the government of PNG aligned well in assessing and devising good

policies to trigger institutional development through effective human resources training and

development. AusAid (2010) argued that problem of poor performance by employees in PNG

is something of the past. With current Australian intervention through AusAid made funding

available for human resources training and development to trigger capacity for institutions to


30

achieve goals and objectives aligned with better strategies and policies to improve PNG

institutional workforce. Therefore, key approach to reduce such problem is to provide

effective human resources to deliver effectively by undertaking the prime concepts and

approaches of capacity to provide effective institutional workforce. Bolger, Filler and Hauch

(2005) suggested that for institutions in PNG to deliver effective human resources through

the engagement of management to undertake Public Service Training at Institute of Public

Administration and those at management level to pursue overseas trainings.

Land et al (2010) presents that education and training of public sector in PNG provides

critical foundation for development with effective human resources performance which

proves to provide better future for the people to deliver quality services to the people in

health and education services. For instance, the current public private partnership program

has allowed equal distribution of provision of human resources training and education of

government employees working in rural PNG to access training in building local

communities. Therefore, most non-government organisations (NGOs) are engaged to provide

training services especially for lower rank staffs at all level to acquire the required

competencies to perform effectively in their own rural communities. Generally churches play

major role in engagement of public and private partners in PNG to achieve wide range of

projects designed to improve livelihood of individuals. It is through provision of better public

service delivery in education to certain level of employees in organisation (Sing, Pathak and

Naz, 2010).

Gouy (2009) argued that most donor agencies funded the projects to target and improve

education and training with the engagement of Department of Personal Management in PNG

to lead the program on capacity enhancement for human resources of the Public services

sector. This is to deliver the key programs to accomplish international development standards

and visions. The support by international agencies engaged government of PNG to work in

close effort by engaging people as the major stakeholders. Therefore people identify poor

outcomes and these allow government to design and implement appropriate education and

training of institutional employees through educational reforms and human resources

development (DFID, 2003).

The study shows last government intervention program on training and development

increased the human capacity of an organisation to perform higher than in the previous years

of 1980s – 1990s. These results were presented in human development index report and


31

other donor agencies reports (UNDP, 2006). The public services employees have enjoyed this

training with benefits from international training through AusAid and New Zealand Aid fully

controlled and administered through Department of Personal Management for education and

professional development of PNG workforce. However, most specialised training programs

are also designed and offered at universities and PNG Institute of Public Administration to

provide training for employees from public sectors to acquire relevant skills and competency

training. For example, Department of Personal Management of PNG recruit students from

universities and colleges and engaged them in several areas of public services to learn and

acquire the core competencies at work under graduate scheme and with both combination of

on and off site job training before given the specific job. Therefore capacity enhances human

resources capacity to deliver quality services by performing effectively on the job (Singh,

Pathak and Naz, 2010).

3.3.2 Review and Reform on Institutional Framework

The study shows most public organisations in PNG fails to achieve international development

goals and objectives because of bad policies and week compliance and institutional

framework are in place (AusAid, 2012). This approach has involved the study of reviewing

and reforming of major public service institutions to improve and develop good policies and

frameworks to guide the institutions. ADB (2010) argues that current trends focused by

government and donor agencies has improved and supported necessary efforts for

institutional reform and allows for organisational review and restructure. This is to modernise

current public service to adapt to current changes and pursue vigorously in the competitive

world. Papua New Guinea has gone through major institutional public service reforms, where

current policies are drawn to guide employees to perform effectively on their jobs. For

example, education sector in PNG cannot cater for the growing school-leavers creating huge

increase in unemployment. The government should reform the education sector by giving

more rights and powers to individual and private sectors to increase number of private

institutions thus creating space for increasing school-leavers (World Bank, 2012).

According to Adiel, Mbabu and Hall (2012) PNG in the last decade achieved a lot through

capacity intervention programs pursued by the government of PNG and donor agencies such

as World Bank, AusAid, UNDP, ADB and Japanese Aid. They played a major role in

improving and reforming of all public institutions by reviewing policies and providing

effective structure for the institution to be managed well. In this scenario, a lot of consultants


32

are engaged by donor agencies in providing effective restructure and reform with funding.

For instance in some cases, restructure of organisations pursued effective structure with the

current need for job performance. Extra positions are created and not effective positions are

abolished with results of effective review of current organisational structure. In some

situations there are no proper control and monitoring mechanisms in place to control and

monitor performance of staffs. The effective capacity enhancement on institutional

framework and reform allows effective code of conducts and ethics in place to guide job

performance by employees. One of the capacity programs involves equal distribution of

gender equity where both man and woman must be involved in all levels of decision making

at work. This is slowly integrating well with the inclusion of woman in all higher ranks of

public services (DFID, 2003).

UNDP (2006) justified that public institution in PNG pursues vigorously through integration

of training and development with well-versed modern technology and effective

administrative systems and structures in place that work well to push PNG to achieve its

institutional development goals and objectives with the provision of quality services. For

example, provision of legal services include increased capacity of village court officials and

infrastructures to involve in handling cases at village level through effective capacity

enhancement programs (Adiel, Mbabu and Hall (2012).

3.3.3 Strengthening Capacities of Public Institutions

The World Bank (2009) analysed that public institutions in PNG are enhanced with human

resources training and development with further technical advice and assistance. The

assistance includes the allocation of resources and funding to restore current poor services

delivered by public institutions. However, strengthening capacities includes strategic

approaches for rehabilitating existing infrastructures and mobilising resources to deliver to

the people and other regulatory institutions to adhere to, control and monitor services

reaching major stakeholders. However, with the public private partnership program in place

has allowed for most private sectors contracted to government institutions to work in

collaboration to bid and become majors partners for rehabilitation and reconstruction process.

Therefore capacity building for institutions should be accomplished to reach the vision 2050

development goals and strategies so that PNG could become a fast growing economy within

the Asia – Pacific. PNG’s economic growth rate has fluctuated from 9% in 2012 to 7% in


33

2011. This result in economic growth evaluates and works of capacity building and

development (Quartermain, 2006).

DFID (2003) suggested that capacity focuses on strengthening capacity of public institutions

including the budget allocation and expenditures by determining strategies to increase

funding and develop mechanisms to monitor and control funds of the organisation. However,

due to current increased in economic activities in PNG persuades public institutions such as

Department of Commerce, Trade and industry to promotes avenues for increasing business

activities by foreign investors by increasing government budgets and further allocation of

funding for growth of Small and Medium Enterprises (SME) in the region. Bolger, Filler and

Hauck (2005) argue that most public institutions in PNG has not accomplished much in

economic development with mere centralised functions therefore most public institutions

cannot cater for the needs of current growing population and business sectors due to lack of

funding to facilitate required resources to deliver effectively. The reasons being most public

institutions are lowly funded with government budgets. Therefore intervention by capacity

building for public institutions increased current economic growth rate. The intervention by

donor and international agencies made way for distribution and increasing budget allocation

which results in the institutions budgets capacity to deliver effectively (AusAid, 2005).

Other study includes World Bank (2008) determination of strategies to be implemented by

public institutions like PNG Power to deliver to rural areas. This is to boast economic growth

rate by extension of electricity to rural PNG. At the same time they develop better policies

and strategies to promote transparency and accountability to maintain good governance at

every time by PNG Power. That contributes to stronger public sector in PNG to achieve

major economic development goals and objectives (Adiel & Andy, 2012).

3.4 Impacts and Implications by Capacity Building

The review of this study indicated that government and donor agencies such as World Bank,

AusAid, UNDP, ADB and others have played an important role in the development of PNG

economy over the last 3 decades. Both capacity development theory and practise aligned well

with its concepts and approaches for developing effective institutional framework. The cross

analysis shows that PNG has built up its capacity in institutions integrating well with this

institutional framework developed by Capelle Consulting Firm illustrating current

intervention by capacity development in PNG. The structure carefully defines the work of


34

capacity in institutions in PNG organises and reorders their work programs. The structure

provides integrated solutions for developing organisations in order to achieve their future

desired institution.

Figure 4: Institutional Framework Approach

(Source: Capelle Consulting, 2013, pp, 34)

According to PNG Vision 2050 (2010), capacity is required in all areas for institutional

development focusing on major reforms areas of public organisations including human

resources training and development, organisational restructure and review of existing policies

and rehabilitation of existing infrastructures. The role played by capacity building with

government and donor agencies allowed for organisational restructure, review bad policies,

develop management training packages and other capacity development programs to enhance

human resources.

The other institutional capacity program is the allocation of increased funding for

rehabilitation and maintenance of existing or building new infrastructures to increase outputs.


35

The current focus in PNG for public institutions are on the key areas including public service

training and development, Institutional Framework Review and Reform, allocation of

resources and strengthening capacities of public institutions. The study shows most public

organisation perceives well but its applications and approaches are not correlated well with

the current manpower and human resources. Therefore most private consultants are engaged

to do and provide all consultations work on devising the strategies and policies to rectify

current problems and pursue for international development in the long run (World Bank,

2008).

The capacity has ensured institutional assessment of their systematic process to gain valid

information on the performance of the organisation to maintain overall effectiveness and

consistency in their outcomes. This study shows that capacity process are used consistently to

make an assessment impacts and implication and thus make appropriate analysis to direct and

control performance of public institutions but if there are issues, the work of capacity

addresses this problem. The institutions make impact assessment and it is a systematic

process that is used to obtain valid information about the performance of an organization.

Then further primary analysis is carried out and starts focusing on strategies to reduce the

problem.

Figure 3 model of evaluation for assessment integrated well in public institutions in PNG

having constantly tried to best adapt and perform due to the current influence. However, it is

not always successful as due customary obligation to land ownership which has affected most

institutions for compensation payment affecting most institutional projects are disrupted

especially in infrastructure developments. The model impresses the work of capacity is

pursued vigorously in assessing the impacts and implications with further diagnostic tools are

used to identify and measure impacts and implication. The capacity building performed with

these tools and the best process and approaches are used in meeting development goals and

objectives of PNG. The donor organisations showed greater interest in these areas of

development especially for government agencies and public institutions such as National

Research Institute (NRI) to grasp capacities in research and development.


36

Figure 5: Institutional Capacity Building Model

(Source: Published 2008, UNCTAD Secretariat, Trade and Development Board, TD/B/50/90, TD/B/WP/168)

For example, the model defines the work of Department of Finance in PNG working in

collaboration with UNDP to do analysis on capacity building for public institutional

performance. The necessary approaches are undertaken to analyse, identify the process and

developing appropriate strategies to deduce problems with anticipating primary and

secondary stakeholders. This model effectively works well in PNG over the past few years.

3.5 Governance in Public Institutions

The implications by capacity enhancements in Public service promote effective public sector

governance and public administration in delivering goods and services to the people.

However, the study by UNDP (2012) shows that PNG lacks good governance in terms of

maintaining transparency and accountability in institutions. Therefore, such programs are

designed and developed to increase capacity for human resources in an organisation to make

a difference in the growth of public institutions with the effective deliver of public goods to

the people of PNG. PNG Vision 2050 (2010) discusses the recent intervention by capacity

building accomplished considerable changes in public institutional performance in line with

international development. For instance, training and development for senior and middle


37

managers in public institutions to undergo further international training on development areas

which have made huge impact in the public sectors with increased capacities of manpower to

perform well on the job. The training and development was designed as important strategy to

maintain good governance and administration of public institutions. With several training

programs were designed for senior and middle managers to take up training in these areas of

development for effective performance to strengthen government efficiency to maintain

accountability and transparency. The impact of good governances results in low corruptions

and increase human development index (AusAid, 2010).

Pieper (2009) analysed that lack of competency by executive level in governance and

administration slows the overall growth and implementation of development in PNG rural

districts. The capacity to deliver is still lacked by elected representatives from local to

national level government to deliver to the people as study shows. Therefore, the government

collaboration with donor agencies changes the current trend through public sector reform and

with increase allocation of budgets and resources to accomplish Vision 2050 and national

development goals and objectives. However, PNG still experiences low phase in

development where previous funding and budgets are also eaten up by bureaucratic and it

overhauled the delivery system. With the current reform on organisational structure and

institutional framework enhance governance to effectively deliver on improving management

and financial system with the establishment of effective public administration and human

resources of the organisation as the master piece to accomplished all development strategies

and objectives (Goudsmit, 2008).

3.6 Conclusion

Finally study shows that increased capacity achieved overall national development goals and

objectives of PNG to current international standards. One of these programs is public sector

workforce development policies and strategies designed to increase human resources training

and development. To conclude, most human resources development programs were

undertaken by Australian government in areas such as public service improvement programs

strategy through AusAid to build capacity of public service. Therefore analysis has shown

that capacity building programs and projects greatly influenced and improved the governance

and general public administration PNG.


38

Chapter 4.0 Research Findings

4.1 Introduction

The research findings suggested that capacity plays an important role in institutional

development with the best approaches to develop human resources of an organisation.

Capacity pursues and enhances public institutions to develop effective policies and review

organisational structures and strengthen current laws for institutions to comply. Capacity

further enhances organisations to rehabilitate and mobile resources whether it can be financial

or physical and technological resources. Most of findings from this research indicated that

overall capacity building achieves institutional development goals and objectives.

The information gained from quantitative analysis provides variances to support and provide

the basis for studying the implications of capacity building in public institutions in both

theoretical and practical context. The information gathered in both review and cases studies

help identified the common concepts and approaches that help generate results. This finding

illustrates the correlation in the use of capacity concepts and approaches. The findings

demonstrates clearly on the cross analysis on the capacity building and its work in public

institutions. These are presented based on both theoretical perspective and analysis from case

studies whether capacity building programs demonstrated well within the defined structure.

Its findings are presented separately as from literature review and the case study analysis on

PNG public institutions.

4.2 Findings from Literature Review.

According to analysis and review, capacity building is an important strategy of intervention

with considerable activities and programs for driving public service institutions forward in

most developing countries of the world. The theory compromised well with the work of

capacity in public institutions but the way its concepts and approaches correlates are different

depending on the nature of environment with collateral views from different perspectives by

different people. This study shows the work of capacity in public institutions depends on the

impact and based on assumptions of problems persist in organisations. Accordingly to Kaplan

(2000),the models and theories of change deliberate on the current problems and theories

suggests alternative process to manage and make effective decisions in addressing this

problems to meet future desired changes. UNDP (2008) argued that organisation needs to

push for change amid current global pressure.


39

From the review, different people at different public service institutions with different

cultures and background changed the use of capacity approaches. For instance in the cases

where capacity directs some institutions to focus their activities particularly to develop

effective institutional structures and develop mechanisms and control process; whilst on the

other hand institutions are more capitalise on manpower and human resources to enhance

with training and development by acquiring the right skills sets and knowledge to perform

well on the job. Therefore, the findings indicated that effective training and development of

human resources provides the basis for institutional development to effectively deliver; and

other concepts and approaches of capacity are integrated in to one pillar of capacity on

human resources training and development. The study by UNDP(2008) shows that most

important capacity process are considered for the public institutions to deliver whether it

could be developing institutional structures or human resource development and training; in a

capacity where there is lack of resources such as funding has allowed for only one capacity

approach to effect institutional goals and objectives.

This study shows that capacity has aligned well with its strategies in providing the capacity

for effectiveness. Capacity building is an important process to achieve development as study

shows all positive impacts and implication by work of capacity. AusAid (2005-6) argues that

capacity has enhanced programs and activities well with the current changes towards

globalisation. Capacity integrates well by identifying current problems and develops

strategies to meet the future desired needs. Therefore, public institutions to address current

problems to meet future needs must consider key programs developed to address this

problem.

Capacity integrates well with the theory of capacity for change which has focused well

achieving development goals and objectives. A study shows that to align with current

changes in development institutional success is through intervention by international agencies

such as World Bank and UNDP. They became major key players in addressing development

problems and providing effective framework and structure for public institutions to perform.

They are being the key players in international development in collaboration with

government of a particular country. According to Adiel (2008), donor agencies create

relevant capacity programs such as human resources development and training; create

institutional framework and mechanism with control process and monitoring for effective


40

compliance and reporting system. Therefore capacity building programs and activities posted

positive results through effective monitoring and compliance as seen in the reports. The

analysis shows that donor agencies are heavily involved in allocating funds and mobilising

resources to effectively implement and monitor the programs.

Therefore, it is stated that theory of capacity integrates well on the concepts and process

involved in building effective public institutions. The way it aligned its programs depends on

the way the institutions strategise themselves to accomplished institutional development goals

and objectives. The analysis show capacity approaches and concepts were a lengthy process

with systematic tool for analysis. Therefore to achieve best results is to pursue different

capacity programs at any one. Then carry out test if the results are achieved or not.

4.3 Papua New Guinea Case Study Findings

According to the case study analysis there are numerous capacity approaches used by

institutions to strategise development. This case study used the main approaches; Public

Service Training and Development, Review and Reform of Institutional Frameworks and

Strengthening Resources Capacities of Public Institutions. For instance, ADB allocates funds

for strengthening budget capacity of PNG Power to extent services and increase supply of

power to rural areas of PNG. This enhances villages to become more sustainable with

increase in small business and agricultural production. The increased in financial capacity

boast PNG power to develop and install modernised power plant with optimised control and

output increased capacity to produce more energy for consumptions by households. This

promotes small scale business with increase return on investment.

Department of Personal Management of PNG is another example; they administer and

coordinate public service training and development in all public institutions to undergo

human resource training and development. The analysis shows that most public service

training and development is facilitated by donor agencies for middle to senior level managers

in their area of competency. This training and development program enhances their

performance in their organisations. The results show that the PNG case has attracted positive

outcome. The key indicators to assess results are based on performance and other reports

showing increased outputs and profits. Therefore, analysis indicates the work of capacity

building is selected as one of important considerations to drive organisations forward today.


41

The final finding shows that the work of capacity building programs are effective and well

administered and control by relevant stakeholders involving in the relevant capacity projects.

The work programs and strategies developed by international agencies on PNG are monitored

and coordinated well with quantified outputs and produced results. Most donor agencies

plays a key role in engaging relevant stakeholders in developing and implementing donor

funded projects on capacity building for institutional development in PNG. The current trend

shows that interventions by donor agencies keeps allocating funds and this became an

ongoing process for PNG’s development. This reveals the lack of management planning and

control process while dealing with external stakeholders posing treat and risk for most

projects to fail and perceive development outcome in rare occasions. The case studies

compromise well with the process and approaches in capacity to perceive development.

To answer to our research question, the focus on approaches of capacity building

demonstrates well in achieving development outcomes and results. Capacity integrates well

with the current systems in institutions to provide effective human resources training and

development. This is one of the important roles it plays in the development of PNG. Capacity

intervention on organisational review with increased financial resources is the greatest impact

it has on public institutions by capacity building. With this the implication by capacity

approaches increases productivity and well placed control system, monitoring and evaluation

to assess the work of capacity building in PNG.

4.4 Conclusion

The overall study findings of this case study suggest that relationship of capacity approaches

draws the theory of capacity building in practise. The major players are donor agencies in

developing complex capacity building approaches to develop effective public service

institutions.

Perhaps as discussed, critical component of review and case studies show analysis of capacity

building and its approaches to meet development objectives and goals of an organisation.

Further capacity building integrates in developing technological and physical infrastructures

of public institutions. However, on contrary, donor agencies likely to take lead when

developing effective public service with use of proper monitoring and evaluation system to

communicate. Then deliberate on realign its activities to achieve by government as the major

constituents to invest in part capital resources as findings shows.


42

Chapter 5: Research Outcomes and Lessons

5.1 Introduction.

The literature review and case study shows implication of capacity building and its

importance in public institutions for achieving development goals and objectives in line with

international development. However, both review and case studies proofs the work and

importance of capacity building for developing effective organisation over the last 3 decades.

Studies have shown that public sector strategizes well with capacity approach to build

effective public institutions in PNG. The programs were developed and applied into the

system to manage capacity of human resources and financial resources for developing

effective public institutions. The argument by McKinsey & Company (2002) that capacity

building framework is one of the common approach containing the possible elements of

human resources development.

The study has identified following outcomes and lessons from the review and case studies.

The overall judgements are based on literatures from capacity building for institutional

development. Then makes presentation focused on both theory and practise of capacity

development with case study of PNG.

The study findings were used to assessed outcomes and lessons. Some of these outcomes

include governance and effective public administration, transparency and accountability in

organisation. The results were assessed and presented in a way of reports achieving key

performance indicators of an organisation.

5.2 Outcomes

1 Capacity building promotes governance and effective administration for delivering public

goods and services to the people. It plays an important role in governance and effective

maintenance of public institutions. However, the governance also provokes effective

institutional transparency and accountability.

2 Capacity building in public institutions restores confidence and performance in

organisation with greater involvement of people to participate in the institutional policy

and decision making. The capacity building approaches takes people as major

stakeholders for participation in institutional activities considering important milestone in

the areas of capacity development in public institutions.


43

3 Capacity building provides definitions and job roles, responsibilities and functions in

institutions. It also provides cohesive launch pad for institutions and its employees to

perform well in the given task to deliver and achieve objectives and goals of the

organisation. This is through human resources training and development.

4 Capacity building integrates well with other key government policies and programs to

perceive transparency and accountability in public institutions. It provides mechanistic

structure for effective compliance and control of all performance in organisation with

effective reporting on the due process on achievement of organisational goals and

objectives. For instance, mobilising of resources allows for institutional stability and

provides evidence of performance.

5 Capacity building promotes institutional autonomy becoming more complex in dealing

with external environment and proof with better pathway to attain organisation

productivity and success in the long run. Capacity provides structured ways for

institutions to become self-reliant and independent from undue influences from internal

and external forces. With this capacity has enhanced institutions to be fit and compatible

to work and operate from avoiding outside people influencing institutions.

6 Capacity building concepts and approaches are seen to be the driving force for today’s

global development with comparative advantage to compare effectiveness of its programs

and activities to accomplish development goals and objectives. Capacity becomes more

focussed on providing pathway for development and has seen it emerged as one of the

concept more focussed in achieving institutional outputs.

7 Capacity models and theories fit well in the change for institutional development. The

theory of community development model is seen to be useful in this study from the

community point of view. However, its concepts and approaches remain the same

integrating into today’s global development initiative undertaken by donor agencies.

Today in donors’ point of view, it is seen that capacity aligns to theory of change in an

organisation. Therefore model of change theory critically analysed the capacity programs


44

and it brings in more closure to identifying stakeholders and assessing performance,

monitoring and evaluation.

5.3 Lessons:

1. In this research we learn that capacity building provides appropriate concepts and

approaches to drive the institutions forward in achieving its development goals and

objectives with quantified outputs. The results are achieved by public institutions through

delivery of quality public goods and services. For instance, Department of Personal

Management ensures employees of public services are trained in their respective field of

development to support the institutions to achieve its goals and objectives.

2. Capacity performs and enhances many public institutions in PNG with effective

performance and productivity by measuring their effectiveness on delivering quantified

output in way of reporting with effective monitoring and evaluation. Therefore capacity

building approaches are recognised highly for undertaking development initiative and

strategies as a foundation for driving institutions activities and programs.

3. Capacity model is seen as emerging and key pace with growing concern for development

in public institution with effective public service deliveries and that organisation should

pursue to remain competitive. The models and relevant theories proof to provide defined

structure with promising outlook and results. Relevant models and theories show that

capacity building becomes the subject for learning and pursues development for experts

in various public institutions.

4. Capacity tends to promote new approaches in capacity building where it provides the

baselines information for stakeholder participation in decision making process. The

participation illustrates defined key indicators for measuring performance with provision

to provide institutional effectives and enhance performances. Other trends in capacity

include monitoring and evaluation of capacity programs with subject to leverages on

capacity while getting evaluation done at public institutions.


45

5. Capacity building approaches promotes institutions to manage well with the development

of time frame and its programs and activities are scheduled accordingly. Therefore

capacity allows public institutions to be more focused on design and make plan, and

schedule activities according to the plan. It produces outcomes within the allocated time

frame. This shows that most projects maintain with time frame and budget with the

competency to perform in achieving the outputs. The outputs produce by organisations

are quantified and measurable. Thus capacity building provides the basis for assessing

and measuring outcome with effective time management and objectives achieved

according to plan as schedule.

6. Capacity building approaches for institutional building focuses on interventions and it

becomes stakeholder base of the organisation. To identify effectiveness and deliverables,

outcomes produced by public institutions usually base on outcomes and shows as

indicators with appropriate tools for measuring the results. The common stakeholders in

integrating capacity approaches are the donor agencies like World Bank and UNDP to

promote framework and guidelines for most public institutions of a country to perceive

outputs and results.

7. Capacity aligns its activities and tasks into assessment of needs and assets to be based in

order for public institutions to be effective. The effectiveness of capacity drives all

projects by institutions to drive different types of capacity building services. Capacity

perceives assessment to provide better structure of activities to be conducted and create

baseline where its programs are measured. Improvement can be made basing on

assessment of current situation and perceive changes where appropriate. This capacity

assessment level enhances by capacity building drives public institutions to address issue

and change through effective assessment with the base line data to accomplish changes.

Therefore those factors that influence the public institutions for changes remains the

integral part and bench mark for organisational effectiveness.

8. Capacity building for public institutions defines the theories of change in public service.

It accomplishes development goals and objectives with complete assessment of current

issues and do appropriate review for change and derive influential capacity factors. For


46

instance, PNG Power used appropriate tools for assessments and then customised it to

work program with the funding from World Bank to develop and extend power supply to

rural communities of PNG.

9. Capacity approach become learning based for institution to more focus and learn to

perform the job competently. It sheds light allowing most public institutions to

reassemble and re-aligned their current work problem to be corrected and rectified to

provide greater mobility and organisational effectiveness. Capacity persuades learning to

take place in developing human resources of the organisation to pursue development

goals and objectives of the institutions in the long run. Therefore, learning and

development pursues effective organisations rearrangement and help modernize better

systems for controlling and monitoring.

10. Capacity become more complex process with technical and systematic tools and process

for focusing more on public institutions productivity outcomes. It defines well the optimal

process with objective based management approach to reach outputs and provides means

and ends to measure every performances and productivity outputs as quantified.

Therefore capacity process becomes an inbuilt and it is a systematic process in assessing

and measuring institutional productivity and its outputs.


47

6.0 Conclusion

The outcomes and lessons learned from this research consist of approaches and principles to

remain competitive advantage for public institution to produce effective outcomes with

capacity approaches. Of those lessons learned, public institutions should pursue important

strategies for institutions to maintain good will and provide avenue for effective participation

by relevant stakeholders in improving and empowering the performance of organisations. The

work of capacity buildings are available with relevant tools that integrates well with work

programs and its activities into objective based performance management. Productivity

oriented institution seek better results with stakeholders assessment on whether people are

enjoying the public goods and services produce by the institutions. (Very long sentence…)

However, stakeholder participation ensures and informs public institutions on its

achievements of its missions and objectives of public goods and service or not. Capacity

building focuses on approaches with different setting at different places and at different

environment. Therefore, capacity building involved different activities and programs. Perhaps

in a rare situation, one can say that capacity involves a daunting task ahead to be perceived

but overall capacity produces positive results for public institutions. Therefore, work of

capacity should not be over looked at these days. The outcomes and lessons from capacity

building shows that it contains well defined structure with focus on much functional approach

for organisation to integrate well in accomplishing development goals and objectives. The

results show that capacity involves a lot of possible tools to measure organisational

performance with increased quantified outputs with favourable indicators. Therefore it is

important for organisations to develop further by aligning capacity building approaches and

concepts. There view shows that impacts by capacity have positive implications over a given

time frame. Right plan enhances effective use of resources paving way for greater changes in

public institutions to maintain effectiveness while delivering to the people.


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APPENDIX

1. Dissertation Structure

2. Title Page

3. Declaration

4. Table of Contents

5. List of Map, Tables and Graphs

6. University of Bradford – Instruction for Electronic Submission

7. Dissertation Process Evaluation


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Appendix 1

Typical Dissertation Structure


53

Appendix 2


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Appendix 3


55

Appendix 4


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Appendix 5


57

Appendix 6


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Appendix 7

Documents

CAPACITY BUILDING PROJECTS ON INSTITUTIONAL DEVELOPMENT (CASE STUDY OF PAPUA NEW GUINEA (PNG