Organizations are constantly concerned whether or not they are able to deliver high quality programs, products, and services or whether their current accountability practices or investments are leading to a more effective organization. To address these concerns we introduce thINC.™, a capacity building logic model which includes an overview of the major steps in the capacity building process with an emphasis on quality.
In the context of process improvement, capacity is defined as “the ability of individuals, groups and organizations to perform functions, solve problems, and set and achieve objectives in a sustainable manner”. Our “capacity building” or “capacity development” encompass the task of developing maximum levels of human and institutional capacity. We believe that capacity building remains one of the most challenging functions of development, productive workflow, and process improvement. Capacity is the essential fabric of business development, oftentimes more important than finance and other functional areas of the business. The topic is so important that one weakness of capacity within a multi-stakeholder project and a multi-divisional organization will often condemn the whole project to failure.
Using experiential learning is our active training philosophy that supports staff capacity building. Active training promotes learning by doing and training sessions are designed to involve the participation of the learner, and at times is replaced by one of several training methods that facilitate more direct acquisition of information.