• Have any questions?
  • +264 61 231 995
  • anticorruptioneducation@iway.na

 

Our Approach

Central to our Vision and Mission is Capacity Building/Development for various organizations including but not limited to the private and sector public sector, civil society, development partners and donor-funded projects. We define Capacity as "the ability of individuals, organizations and societies to perform functions, solve problems, and set and achieve objectives in a sustainable manner", while Capacity Development is the “process through which capacities are obtained, strengthened, adapted and maintained over time” (UNDP, 2007). Essentially, capacity building is a continuing process which involves the creation of an enabling environment with appropriate policy, legal framework and institutional development, including community participation, human resources development and strengthening of managerial systems. The overall focus of our capacity development interventions is to provide our clients with the necessary job-relevant knowledge and skills (applied knowledge) aimed at fostering the applications of the gained knowledge and skills into real work contexts to enable them to both become and remain competent and progressive. The mode of delivery for our policy development and training programs is tailored to matching the needs of the clients mainly through capacity needs assessment prior to undertaking any capacity development intervention using participatory methods.

Capacity Needs Assessment

Our first step in Capacity Building is to carry out a capacity assessment for your organization. A capacity assessment is “an analysis of current capacities against desired future capacities; this assessment generates an understanding of capacity assets and needs which in turn leads to the formulation of capacity development strategies” (UNDP, 2008). In the context of an organization, our capacity assessment looks at two particular types of capacities: • Functional or core capacities, that is, capacities that are necessary for managing the organization which are linked to the core issues and challenges related governance and anti-corruption, and; • Technical capacities, that is, capacities that are associated with particular areas of professional expertise or knowledge, which are mostly linked to specific functions of the organization connected to governance and anti-corruption. For example, these could include corruption risk assessment, /measurement, forensic accounting skills, internal auditing, law/legal expertise, surveillance best practices, knowledge of anti-corruption strategies and procurement systems and corruption vulnerabilities.

 

 

 

Capacity Development Levels/Entry Points

While conventional capacity development interventions have focused largely on technical capacities, there is growing recognition that increased attention to enhancing functional or core capacities offers stronger sustainability and contributions to development outcomes. Therefore, to address the capacity needs of an organization the ACEC focuses on the following capacity development levels which form a critical component of capacity building: • Individual level (experience, knowledge & technical skills) • Organisational level (systems, procedures, rules and functional skills) • Enabling environment (institutional framework, power structure & influence)

 

 

 

Opportunities for learning

In all our capacity development programs, participants learn a range of theoretical and applied/practical work-relevant approaches to anti-corruption and good governance which strengthen the knowledge, abilities, attitudes, skills and behaviour of individuals or which improves institutional structures and processes so that the mission and mandate of organizations can be achieved in a sustainable way. Course content includes but is not limited to analysis and application of behavioural, organizational, economic and political approaches to corruption and anti-corruption as well as proactive measures by which to prevent corruption. We emphasize active learning-centred approaches to presentation and learning which include case studies exercises, problem-solving based on various work scenarios, discussions involving individual and group work and development of work-related action plans to address a corruption change project target. These approaches are aimed at helping participants to gain insight on effective and practical corruption prevention strategies that can be used back in their workplaces.

 

 

 

Workplace Change Project Action Plans

A key component of our courses is a workplace change project addressing corruption risks in the participant’s organisation or institution. Corruption prevention officers from the ACEC will offer on-going support and feedback on workplace projects after the course is finished through email and a closed online google collaborative discussion forum. During the course, participants are expected to undertake assigned selected background readings about corruption and other topics. Action plans are drawn with each participant to take back to their work places, resulting in direct benefits to their organizations as this promotes knowledge and skills transfer to the work place thereby fostering organizational learning and institutional development.