ABSTRACT
Capacity building has been widely used for decades and seldom disputed because all actors agree: it is important. Yet, the concept is often impossible to quantify because it remains a hazily defined goal. Different agencies and institutions use their own definition and thus the concept can be stretched to a wide variety of initiatives and purposes but generally lacks effective measurable outcomes. So why should the term be used at all? It should be considered because it is relevant, flexible and can be defined to fit the needs of a specific context. By formulating a working definition to suit the purpose of this research, we can determine what capacity building can deliver for the WEF nexus. We can look at capacity building from a different perspective. We can define the skills and knowledge that are necessary to break down siloed mentality and think about different scales, levels of organisations and disciplines. Central to building capacity in the context of the nexus is a devolution of power and encouraging individuals to work together in a coordinated manner to forge institutional cohesion. It is about identifying the type of capacity required for effective networking, including collaborative vision (strategic capacity); structures and processes (operational capacity) and changing networks and sectors defined by norms and rules. These networks (or sectors) can evolve incrementally over time, though, they require a concerted effort by their participants to support change and their restructure because ultimately when stakeholders collaborate, they can find creative solutions that overcome complex challenges.?
