When looking at capacities, it is necessary not only to look at gaps, but also at assets (Box 11). It is important to acknowledge and value pre-existing capacities and activities, to develop trust, and to be responsive to context. Pre-packaged ideas and strategies should be avoided as the development of well-planned and integrated strategies should be looked into (NSW 2001).
Therefore, the capacity audit should identify and take into account what is already in place, what already works, and what should be sustained and developed further. It is important to recognize and acknowledge what has already been done to create ownership, partnerships and the motivation to go further. The challenge often lies not in the building of new capacities, but rather in the further development of the existing ones. It is important to close gaps and build upon and develop strengths.