How do the activities of MHS reflect the vision on capacity-building within the sister-cities team?

The vision on capacity-building is the outcome of a partnership between ICCO and City Link Haarlem-Mutare (sister cities) that is based on the principles of ownership and self-sufficiency. The capacity-building operating plan highlights these principles.

MHS distinguishes two forms of capacity-building. One form concerns capacity-building by its members (the sports trainers) and the other the capacity-building process, which serves to prepare the organization for a period without Dutch assistance.

The role of capacity-building and strengthening local sports structures in the activities of MHS

A capacity-building curriculum has been designed for trainee (i.e. beginning) sports trainers. They may complete a one-year programme comprising ten modules (ten modules available on request). This curriculum enhances the knowledge and skills of trainees in sports, administration and organization and leadership.

The comprehensive approach of MHS benefits recreational sports structures as well. Sports trainers help at school during P.E. (physical education) classes, are active on community sports grounds at after-school sports for children and are required to participate in sports clubs. This leads to vast network of mutually supportive pillars. The club feature is especially important for reinforcing a local sports infrastructure.

Jeroen Stol: 'Nobody wins a competition alone. Public and semi-public agencies need to be involved in all cases. This does not mean that they are involved in the decisions. One of the strengths of this programme is that it reinforces the independent social centre field.'

Is building sports capacity an end or a means for MHS?

'Thus far, building sports capacity has been more of an intrinsic objective than a vehicle for development activities. Still, the main issue is hard to distinguish from subsidiary matters. After six years, however, MHS has recorded several personal successes. Stakeholders who previously expressed disapproval are now more amenable to considering a follow-up curriculum for advanced sports trainers. Such assistance is very welcome: in the present socioeconomic context, social advancement is not a realistic prospect for the sports trainers.'

Does capacity-building and strengthening sports structures target organizations or individuals?

'Both, as the HRD, OD and ID charts in the operating plan indicate. The primary reason for dispatching me was to empower MHS as an organization. The strength of this organization soon turned out to depend largely on its members, who are volunteers with little schooling. They run the organization. The capacity-building process obviously addresses these members as well. We need to start by teaching them skills that are commensurate with certain organizational basics. This process is impossible to disassociate from organizational capacity-building. It relates to establishing the organization!

Structural needs of the organization receive consideration as well. Training individuals alone will not guarantee overall coherence. The same holds true for the ID component. Focusing exclusively on strengthening individuals and the organization will not ensure success. Continuous interaction with the surroundings is needed, both with the target group and with public and semi-public agencies.'

Do you regard training trainers as capacity-building?

'Yes, but not necessarily. MHS sports trainers are basically required to perform community service within the context to be empowered.'

Ownership is essential

 'Considering the capacity-building plan we drafted together, I find the execution rather disappointing. I am a coach and a motivator. Had I left immediately after drafting the plan, nothing more would have happened. Ownership of the total project clearly outweighs ownership of capacity-building activities.