Development Aspects Impressum Editors

Open networks and a new perspective for capacity development

Capacity-building networks such as Cap-Net UNDP, the International Network for Capacity Building for Integrated Water Resources Management, and region- ally e.g. LA-WETnet, Latin America Water Education and Training Network, have emerged globally in recent years as strategic responses to the demands for in- creased skills and capacities in the water sector leading towards the implementa- tion of integrated water resources management (IWRM). These types of network constitute inclusive alliances – at country, regional or global levels – formed by in- stitutions such as universities, resources centres, associations, NGOs, government departments, water management agencies and United Nations bodies, all deeply involved and committed with capacity development in the water sector.

Networks are usually presented under three categories (German Agency for Technical Cooperation, 2006). First, social networks are the basis on which for- mal networks are built; there are maps of personal, friends or business relation- ships. They generally do not have a defined purpose, nor are actively planned and managed. Second, communities of practices (CoP) are groups of people sharing a common interest. Members come together to share and develop their knowledge, solve common problems and support each other. Third, formal networks are inter- related groups of individuals and/or organizations that are established according to a specific design or need. Members share a common vision, objectives and rules, and they carry out a set of common activities. In contrast to CoPs, formal networks are not only based on the needs of members, they also have the goal of achieving changes in their own contexts.
Established capacity-building networks for sustainable water management, with or without legal status, are formal networks (Cap-Net, 2011a).
The relevance and potential of capacity-building networks is found in the ex- perience, level of activities, outreach and knowledge of its members. Because of this, one of the principles for networks is that they remain open and inclusive. The element of success in such alliances is the ability to combine all of these values and resources and invigorate the capacity of each member and the network as a whole.
Another principle for networks is that they should remain purpose-driven and demand-responsive. The ultimate purpose is to generate specific changes in a broader context. These changes will be seen in new practices, policies, laws and institutional arrangements, which are in line with sustainable water resources

management, Green Economy development and contribute to improved access to water and sanitation.

As figure 1 shows, key elements for networks to be successful are their man- agement arrangements combined with specific skills like partnership development, leadership, and work planning. An open and skilled membership – which is largely responsible for the network activities and the delivery in itself – is equally impor- tant, as networks will only be sustainable and positive for their members and other stakeholders when they prove to be generating impact.

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