Capacity building is aimed at improving skills for carrying out key functions, solving problems, defining and achieving objectives.


Capacity building can be focused on three levels:

  • the individual: human resources development, e.g. training coaches;
  • the organisation: organisational development, e.g. integrating life skills training in processes and programmes of sport federations;
  • the broader system: institutional development , e.g. capacity building to partner with the private sector to implement sport projects.


Human resources development
Human resources development (HRD) aims to improve expertise & skills of employees and volunteers. At the individual level, capacity building involves finding information, gaining insights, changing perceptions, values, and practical skills, as well as attitude and style.


Learning examples of human resource development

The coach-the-coach programme of the Royal Netherlands Football Association (KNVB) for MYSA is an example of the way in which people are trained.


A Dutch organisation that raises awareness and disseminates information in the North about the lives of young people in disadvantaged neighbourhoods.


150 girls have now been trained as football coaches and referees in Kenya. Each of them has obtained a Third Grade diploma from the Kenyan football association. Unicef shares the lessons learned.


Manuals on individual capacity building

Toolbox on participatory capacity building
This is a practical toolbox for internal or external facilitators of capacity building for NGOs. The tools can be used to assess an organisation's capacity and to plan for strategic and innovative organisational improvement. The toolbox is tailored to developing countries, especially African organisations.


War Child Manual pack 'I Deal'
This document focuses on supporting children to deal with life after armed conflict. I DEAL is a theme-based creative life skills trainings for children.


Commitment to practice: A playbook for practitionersin HIV, Youth and Sport
This document developed by Mercy Corps encourages practitioners to develop programmes that have non-sport, HIV/AIDS-related outcomes as their primary objectives.


Laugh, run and move to develop together; gameswith psycho-social aim
This Terre des Hommes manual provides those in charge of children with a play tool integrating psychosocial approaches and phases of learning by experience.


Live Safe Play Safe
A life-skills course using sport & play to protect children from HIV-infection, developed by Right to Play.


Resiliency Coach's Guidefor a Sport-Based HIV/AIDS Prevention and Youth Life Skills Intervention
This HIV/AIDS prevention curriculum was developed by Grassroot Soccer (GRS) in partnership with several leading health organisations. GRS seeks to reduce the spread of HIV/AIDS by using role models and peer educators to teach youth about developing life skills and making healthy decisions.


Right to Sport Movement, play and sport with disadvantaged children and adolescents
This document was developed by the Swiss Agency for Development and Cooperation (SDC), the Swiss Federal Office of Sport (FOSPO), and Institut National de la Jeunesse et des Sports (INJS), Abidjan, Côte d’Ivoire. It contains practical exercises involving sport, movement and play.


Organisational development
Organisational development aims at strengthening an organisation’s capacity so it can achieve its goals and fulfil its mission.Organisational development incorporates more than increasing the capacities of staff; it also aims at the following organisational elements:

  • Strategy and policy development (long-term planning, translating the mission into concrete goals and methods).
  • Organisational learning capacity (the ability to learn from experience and use the feedback in formulating and carrying out policy).
  • Organisational structure (formal and informal division and coordination of roles, positions and responsibilities).
  • Systems (internal processes that regulate the daily procedures of an organisation - administration, planning, budgeting, accounting, reporting, monitoring & evaluating, learning).
  • Culture (the values, principles and styles characteristic of the organisation).
  • Staff (all activities and regulations intended to motivate staff, calling on and developing the capacities of staff members).
  • Management style (roles of managers and other leaders and regulations applying to them, including behavioural patterns of managers, quality, consistency, availability, responses of people in a position of leadership).
  • Financial management (fund-raising / fund diversification, expanding income, financial planning and accounting).
  • Networking (the ability to maintain relationships and to coordinate with other relevant actors).
  • Technical competency (the ability and the means to perform specific technical duties, depending on sector and field of work).


Haarlem-Mutare Sport Leaders
The project trains sport leaders who are jointly and independently in charge of the sports activities. 

The project Moving the Goal Posts Kilifi (MTGK) in Kenya uses football to boost self-confidence among girls and women, to offer information about a healthier lifestyle and to make them aware of their role in the community and the opportunities available to them. Capacity building is an essential element.

Let's start our own sports club'
A tool for community leaders that intend to improve sports in the community. The manual gives valuable straightforward tips on how to develop grass roots sport structures in Zambia. The process and tips are valuable in most context where sport structures have to be built from scratch, bottom up, using minimal resources.

Participatory capacity building
A practical toolbox for internal or external facilitators of capacity building in NGOs. The tools can be used to assess an organisation's capacity and to plan for strategic and innovative directions for organisational improvement. The toolbox is tailored to developing countries, especially in Africa.


Institutional Development
Organisations have a relationship with their broader environment: networks of partner organisations, individual professionals and donors; legislation and regulations (the “rules”), “politics”, target groups, the cultural context. Organisations that work with and use the resources of this broader context have shown to perform better and have better chances of creating a larger impact than those that work in isolation or choose to set up parallel structures. Institutional development (ID) thus creates the conditions for strengthening individual organisations.

Tango Toolkit
The Tango Toolkit offers 40 tools for Institutional Strengthening and Organisational Development.

In this documentation you may read about NKS overcoming problems of institutional development in Suriname related to embedding a sport organisation in the local and national structures.

South African based SCORE distinguishes four stages of capacity building.

Case: Football for Hope – 20 Centres for 2010

The official campaign of the 2010 FIFA World Cup™ will carry the name Football for Hope – 20 Centres for 2010. The concept of the campaign is to build twenty Centres (five in South Africa and fifteen in other African countries) that should benefit disadvantaged African communities. The ‘hardware’ of the centres will consist of a small-size pitch with one-star artificial turf, as well as educational and health care facilities. The ‘software’ of the Football for Hope Centres will be provided by on-site local implementing partners who will strengthen their activities in the community.

Football's commitment to social development
Brochure about the Football for Hope Movement.


Official campaign of the 20100 FIFA World Cup - Football for Hope - 20 Centres for 2010
Brochure about the Official Campaign of the 2010 FIFA World Cup™ - FIFA Football for Hope.


Photo by Jesse Orrico