Capacity Building

Capacity building is a term used to describe the process by which individuals with disabilities and/or their organizations develop their ability to solve problems, address unmet needs, and maintain their wellbeing with less dependency on outsiders or professional help. The construct has special relevance to individuals with disabilities because of a long history of social biases and misperceptions about the “lack of capacity” of most people with disabilities to take charge of their own destinies, solve their own problems, and meet [Page 217]their own needs. The process of capacity building is central to the development of community supports and services for individuals with disabilities moving away from institutional settings and into community and independent living. It is also important for the empowerment of individuals with disabilities.

There are several important premises to capacity building: (1) the mobilization of existing resources (either at the individual or organizational level) to pursue a desired objective, (2) the development or improvement of social networks or coalitions (addressing affective or instrumental needs), (3) the emergence of leaders and/or the development or improvement of leadership skills, and (4) the active participation of individuals with disabilities or groups in solving problems through collective action. In addition, the construct of capacity building generates expectations for greater participant involvement, fairness, efficiency, democracy, and cost savings. Capacity building can take place at the individual, group, or organizational level.

Capacity building at the individual level implies the development of skills and competencies that allow individuals to increase the degree of control and influence they have over relevant aspects of their lives. This includes greater involvement in selecting services and treatments, as well as pursuing satisfying life outcomes. Individuals are encouraged to lessen their one-way dependence on outsiders in order to meet their own needs. Greater self-reliance and interdependence become desirable outcomes of the capacitybuilding process at the individual level. In this framework, the service provision is seen as an opportunity for the individual with a disability to learn and become competent in managing the particular situation. It is an opportunity to work with others as a contributing partner rather than only as a passive recipient of services. For example, instead of relying on an agency to manage their attendant care needs, individuals with disabilities learn to recruit, hire, manage, pay, and fire their own personal care attendants. People with disabilities learn to function more independently of service providers and instead, take control of the situation for their own benefit. Individuals learn to live and work interdependently with others.

Capacity building at the group level reflects the needs of most consumer-directed organizations to improve effectiveness for advocacy and social action. The process may imply training at the organizational level but also coalition building as a strategy to enhance the influence of consumer groups at the local, state, and national levels. Grassroots organizations often develop and grow over time, but they can also stagnate and die if they fail to develop their capacity to have an impact or to achieve intended goals. Learning to lead action-oriented meetings, to plan actions, and to promote change are all relevant aspects of capacity building at this level. Coalition building has demonstrated that it is a very useful strategy to multiply the political influence of advocacy organizations of people with disabilities. Such coalitions are more likely to influence policy and to demand compliance with established policies or procedures.

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