This document provides an overview of capacity development and personal development planning. It begins with definitions of capacity development and conceptualizes it as a process that enhances individual skills, knowledge, and capabilities. It then outlines 9 components of systemic capacity building including technical skills, sufficient staffing, and planning systems. The document discusses identifying current capacities, establishing goals and visions, and determining capacities to strengthen. It also covers identifying personality types, SWOT analysis, and practical exercises. Overall, the document provides guidance on capacity development strategies and personal development planning.

1. Capacity
Development
Workshop
Dharanee Upeka Weeraseka
Assistant Chief Secretary (Training)
Attorney at Law, LL.M ( W. London),
LL.B ( Colombo), M.A (Colombo)

2. Table of contents
Capacity
Development
You can describe here
the topic of the section
Identifying your
personality
You can describe here
the topic of the section
SWOT analysis
You can describe here
the topic of the section
Practical exercise
You can describe here
the topic of the section
01
03
02
04

3. Section
Capacity Development
01

4. Definitions of Capacity Development
What is Capacity Development?
Capacity Development

5. Individual skills
Effective
organizations
Inter
relationships
Systems oriented
approach
Definition of Capacity
Development.
“ A process that focuses on
enhancing the skills,
knowledge and social
capabilities available to
individuals, individuals,
social and political systems”
(UN)

6. Conceptual history of capacity development
INSTITUTIO
N
BUILDING
(Public
sector,
Individuals
and
Training)
IMPROVING
DELIVERY
SYSTEMS
(Public
programs,
HRD)
NEW
INSTITUTIONAL
ISM
(Structural
adjustments,
policy changes,
ppp, attention
to external
environment,
economy,
development of
private sector
was fostered)
MDGs
(role of
governme
nts and its
effectivene
ss,
participato
ry, needs
assessme
nt, RBM,
sustainabil
ity,
networkin
g and
coordinati
on)

7. 9 components of systemic capacity building
Source: Potter & Brough HPP

8. Technical Skills
Sufficient staff
Beds & clinics
Labs
Decentralized
Equipment
Sufficient staff
Incentives
Planning systems
Source: Potter & Brough 2004.
Shifts in capacity development
strategies
`

9. Shifts in capacity development
strategies.
Tools
Skills
Staffs &
Infrastructure
Structures, Systems and
Roles
Require
Require
Require
Enable
effective use of
Enable
effective use of
Enable
effective use of
Source: Potter & Brough 2004.

11. Steps in capacity development.
Decide strategies for achieving these capacities, Implement,
Monitor, reassess and plan for the future based on the results.
Determining current capacities for health
management at all levels. (Consider self and
outsider’s perspectives)
Establishing goals with clear visions for all units
of the department & at all levels of administration.
Determine the capacities to be strengthened -
Operational & Adaptive capacities.

12. In the 1980s, AIDS arrived on the world stage. It
was a new, frightening disease with no cure.
People believed that you could catch AIDS from
touching someone who had it, or even sitting on
the same toilet seat.
On the 19th April, 1987, Princess Diana, one of
the most famous people in the world, opened the
first unit in the UK dedicated to treating people
with HIV and AIDS. During her visit, she shook
the hands of a patient without wearing gloves,
and changed people’s perceptions of the
disease forever.
Make a change in structure!

13. On the 1st December, 1955, in segregated
Alabama, Rosa Parks refused to give up her seat
in the ‘colored section’ of a bus to a white
passenger when ordered to do so by the driver.
Her ‘non’ action had her arrested, she lost her job
and received death threats for many years.
However, her action became a powerful symbol
of the modern civil rights movement and Rosa
became an international icon. She went on to
organise and collaborate with civil rights leaders,
wrote an autobiography, and was awarded the
Presidential Medal of Freedom and the
Congressional Gold Medal. The United States
Congress called her ‘the first lady of human
rights’
Make a change in System
This Photo by Unknown Author is licensed under CC BY

14. Section
Identifying Yourself
02

15. Do you know
whether you are
an extrovert or
an introvert?
Practical exercise

16. Test Yourself !

18. SECTION O3
PERSONAL
DEVELOPMENT
PLAN

19. How to Improve your Capacity?
What does personal
development mean?

20. What is a Personal
Development Plan?
Organisations are increasingly
using Personal Development
Plans as a way to form the
basis of training and career
development of individuals.
Learners hoping to continue studies
into higher education are likely to be
expected to complete a Personal
Development Plan.

21. Personal Development
Plan – Key questions
Where am I now?
Where do I want
to go?
How am I going
to get there?

22. Where am I now?
Identifying strengths
Identifying weaknesses
Identifying existing skills/qualifications
What are the features of a
Personal Development Plan

23. Personal Development is:
• An important lifelong process.
• A way to:
• Assess your skills and qualities.
• Consider your aims in life.
• Set goals.
• Reflect on your own learning,
performance and achievement.
• In order to realise and maximise your
potential and develop as a 'whole person' in
all areas of life.

24. Self-reflection
For each of the following
areas:
• Personal.
• Educational.
• Career development.
Ask yourself:
• How well am I doing?
• What are my strengths?
• What could I do better?
• What activities will help
me towards my goals?

25. Maslow’s hierarchy of needs

26. Maslow’s hierarchy of needs
In order to be truly motivated, some progressive needs must be
satisfied. Each level needs to be met before moving to the next.
• Physiological – the need for sleep and sustenance.
• Security and safety – the need for a place to live, a secure
environment and freedom from hostility.
• Love – the need to be accepted by colleagues, friends and loved
ones.
• Esteem – the need for self-belief, self-confidence and self-esteem.
• Self-actualisation – if all the above are met, the individual will be
motivated to achieve ‘self-actualisation’. This is the point at which the
person arrives at his/her set goal and where he/she begins to feel
fulfilled, successful and truly motivated.

27. What is your position in Heirachy of needs?
What is your
most important
need
Think about the
heirachy of
needs

28. Fixed and growth mindsets
• What is a mindset?
• What is a fixed mindset?
• What is a growth
mindset?

29. What is a mindset?
• Our mindset is the
attitude we choose to
adopt, and it can be
changed.
• It is to do with what we
think we are capable of
achieving. Our mindset is
about our attitude to life
and all its challenges.
• People either have a fixed
mindset or a growth
mindset.
‘Just because some people
can do something with little
or no training, it doesn’t
mean that others can’t do it
(and sometimes do it even
better) with training.’
Carol Dweck, Mindset: The
New Psychology of
Success

30. Fixed mindset
People with a fixed mindset believe that their basic skills and qualities
are more or less set from birth and there is not a lot they can do about it.
They adopt the attitude of ‘It’s okay for her, she’s brainy’, ‘He’s artistic’,
‘He’s sporty’ or ‘She’s musical’.
If they are not good at something from the word go, then they don’t see
the point in putting in the effort to learn it.

31. Growth mindset
• People with a growth mindset believe
that most things can be achieved
through hard work, practice and by not
giving up when things get difficult.
• People who have a growth mindset
achieve more in life, whether in sport,
music, acting, business or exam
results. They achieve more because
they have resilience. When things get
hard they don’t give up; they hang in
there, keep practising and give it
another shot until they get it right.

32. Group Activity
Write a quote about how you feel about
change

33. Transferable skills
What are transferable
skills?
List as many examples
as you can think of.

34. Transferable skills
Transferable skills are:
Skills and abilities that are relevant and helpful
across different areas of life, for example, socially,
professionally and at school/college/university.
Transferable skills include:
• Personal motivation.
• Organisation.
• Time-management.
• Teamwork.
• Leadership skills.

35. Hard and soft skills
What are hard and soft
skills?
List as many examples
as you can think of.

36. Hard skills
Hard skills are quantifiable, often technical and learned at
school/college/university, or by doing particular work over a period of time.
Knowing a particular hard skill makes you in demand. Hard skills may be
the difference between getting or not getting a particular job over other
candidates.
For example:
• Fluency in a foreign language may enable you to apply and secure a
role requiring international travel for work.
• Skill or knowledge of particular software will enable you to seek a role
specifically working on that software package.

37. Soft skills
Soft skills (also known as employability skills) are the skills and attitudes that
enable you to get along with colleagues, to make critical decisions, solve
problems, develop respect and ultimately become strong ambassadors for
an organisation.
For example – good interpersonal and communication skills will enable you
to:
• Participate effectively as a member of a team.
• Satisfy customer expectations.
• Negotiate.
• Make decisions.
• Manage your time efficiently.
• Take responsibility.
• Work effectively with other employees…

38. Individual strengths and weaknesses
Why is it important to
highlight your
strengths?
Why is it important to
highlight your
weaknesses?

39. Strengths and weaknesses
Exploring strengths will give an indication of the following:
• What skills and experience do you already possess?
• What are you able to do well already?
• What do others see as your strengths?
Exploring weaknesses will give an indication of the following:
• What areas of development could you improve on?
• Is there a lack of experience that may be needed for a long-term career?
• What areas are done badly?
• What should be avoided?
• Do friends or family think there are weaknesses that you do not agree
with?

40. Assessment and Benchmarking

41. SWOT analysis

42. Create a SWOT
ANALYSIS FOR
YOUR
ORGANIZATION

43. Planning and reviewing cycle
Identify areas to
develop.
Plan
development
needs.
Action
development.
Reflect and
review outcomes
of development.

44. Planning and reviewing cycles
Why are planning and
reviewing cycles important
within personal and
professional development?

45. Planning and reviewing cycles – benefits
• They provide the opportunity
for self-reflection.
• Ensure SMART goals are put
in place to ensure
development is measurable.
• Encourage significant others
to support, for example,
managers.
• Ensure you keep up to date
with industry standards and
new opportunities.

46. Professional development and CPD
What does
continuing
professional
development
(CPD) mean?

47. In 2010, a collapse at the San Jose copper-gold
mine in northern Chili trapped 33 men 700 metres
underground. Foreman Luis Urzúa immediately
recognised the seriousness of the accident and
took charge, organising the men for a long-term
survival situation and helping them cope mentally
with the situation. He made detailed maps of the
area to help with the rescue effort and co-ordinated
closely with engineers on the surface.
He was the last man to be rescued and remained
cool and calm under the pressure, merely
remarking ‘It’s been a bit of a long shift’…
Support your team!

48. Professional development and CPD
• The process of tracking
and documenting the
skills, knowledge and
experience that are
gained, both formally and
informally, through work,
beyond any initial training.
• A record of what is
experienced, learned and
then applied.

49. Benefits of CPD – to you
• Manage your own learning and growth.
• Develop your skills and knowledge.
• Build confidence and credibility.
• Earn more money by showcasing achievements.
• Achieve your career goals by focusing on training and
development.
• Cope positively with change by constantly updating your skills set.
• Be more productive and efficient by reflecting on learning and
highlighting gaps in knowledge and experience.

50. Benefits of CD – to your organisation
CD helps your organisation by:
• Helping to maximise staff potential by linking learning to actions
and theory to practice.
• Helping employees to set SMART (specific, measurable,
achievable, realistic and time-bound) objectives.
• Linking training activities to business needs.
• Promoting staff development, leading to better staff morale and
motivation, and helps give a positive image/brand to other
organisations.
• Adding value: helps staff to consciously apply learning to their
role and the organisation’s development.
• Linking to appraisals: CPD is a good tool to help employees
identify their achievements throughout the year.
• Improving learning and other skills over time.

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52. Mercury is the closest planet to
the Sun and the smallest one in
the Solar System
Concept 1
Venus has a beautiful name, but
it’s hot. It’s the second planet
from the Sun
Concept 2
Some concepts

53. Features of the topic
Mercury
It’s the closest planet
to the Sun
Mars
Despite being red, it’s
a cold place
Neptune
Neptune is the farthest
planet from the Sun
Jupiter
Jupiter is a gas giant
and the biggest planet

54. 333,000.00
The Sun’s mass compared to Earth’s
9h 55m 23s
Jupiter’s rotation period
386,000 km
Distance between Earth and the Moon

55. It’s a gas giant and
the biggest planet
of them all
Mercury is the
smallest planet in
the Solar System
Mercury
Venus
Jupiter
Saturn
Venus has a
beautiful name,
but it’s terribly hot
Saturn is a gas
giant and has
several rings
Infographics

56. Tips
You can enter a subtitle
here if you need it
03

57. Recommendations
Venus
Venus is the second
planet to the Sun
Mercury
Mercury is the closest
planet to the Sun
Saturn
Saturn is a gas giant
and has rings
Jupiter
It’s a gas giant and the
biggest planet
Mars
Despite being red,
Mars is a cold place
Neptune
It’s the farthest planet
from the Sun

58. This is a map
Jupiter
Jupiter is the
biggest planet
Mars
Mars is actually
a cold place

59. A timeline always works well
1
Mercury
It’s the smallest
planet in the
Solar System
Venus
Venus has a
beautiful name,
but it’s hot
2
Mars
Despite being
red, Mars is a
cold place
3
It’s the biggest
planet in the
Solar System
Jupiter
4

60. Methods
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05

61. Awesome
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62. This is a graph
Mars
Mars is actually a
very cold place
Jupiter
Jupiter the biggest
planet of them all
Mercury is the
smallest planet
Mercury
Venus
Venus has a very
beautiful name
Follow the link in the graph to modify its data and then paste the new one here.
For more info, click here
15% 20%
35% 30%

63. Mass Diameter Gravity
Mercury 0.06 0.38 0.38
Mars 0.11 0.53 0.38
Saturn 95.2 9.4 1.16
Use a table to compare!

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65. 7,778,600
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