Effects of Capacity Development Strategies on the Performance of the Department for International Development in Kenya

Abstract

Capacity development is widely recognised, both formally and informally, as consisting of a range of dimensions, from the knowledge and expertise of individuals to organisational capability and complementary frameworks and norms that govern their operations. The project was a research on the effects of capacity development strategies on performance of the Department for International Development (DFID) in Kenya. The specific objectives were to identify the capacity development strategies employed by DFID in Kenya and the effects of these strategies on the overall performance of the organization. A number of theories were reviewed by the researcher that forms the basis for organisational capacity development strategies and their underpinnings discussed at length. These theories include the performance and human development theories; dynamic capabilities and capacity building theories; and the knowledge based theory. Business competition in both the internal and external environments drives organisations to quest for new approaches that are adequate to meet the competitive business environment. The findings established that DFID capacity development strategies included effective financial management, human resource development and information management, communication and technology as well as continuous automation of systems. These capacity development strategies contributed to the timely fund flows to project beneficiaries, accurate financial forecasting, effective programme management and enhanced relationships between employer and employees as well as with project implementation partners and other stakeholders affiliated to DFID operations in Kenya.