Capacity Strengthening Methods PDF

**SELECTING METHODS FOR CAPACITY STRENGTHENING** When the motive for change is strong enough, we can look at the means -- the methods for capacity strengthening. In this video we will: 1. Look at what to focus on and where to start 2. Highlight the range of capacity strengthening methods, beyon...

**SELECTING METHODS FOR CAPACITY STRENGTHENING** When the motive for change is strong enough, we can look at the means -- the methods for capacity strengthening. In this video we will: 1. Look at what to focus on and where to start 2. Highlight the range of capacity strengthening methods, beyond just training, to select which are fit for purpose. 3. Identify what makes an effective capacity strengthening provider -- one who can catalyse genuine change. **WHAT TO FOCUS ON?** Just as human being cannot have simultaneous medical operations all at the same time without something serious happening, like a heart attack or stroke, so it is with organisations. That's why it is so important to have prioritised where to start. Remember the bees, focus on the ones that are stinging. It may well be worth starting with some of the quick wins or 'low hanging fruit'. This can help a change process gain momentum and trust. Or it may be about thinking about entry points. In my own experience as a consultant, I usually get brought in to look at strategy. Organisations frequently find themselves overstretched, trying to do too many things at once with limited resources. Through the strategy process, we then can go deeper to explore and deal with more sensitive issues of leadership, culture and internal relationships, that may be at the root of these presenting problems. As we look at methods for capacity strengthening, remember how complex human change is, and how organisational change is exponentially more so. Remember the mountain model of change, the temptation of avoid the summit of change. Organisational change is personal and often painful too. It involves letting go and even at times, forgiveness. It is not a neat mechanical process. **WHO TO LEARN FROM?** **Not all capacity strengthening needs outside support.** This triangle on the screen illustrates that most of the changes organisations need to make, are things that they can do for themselves. For example if an organisation realises it needs to develop new job descriptions or define its organisational values, these are things that it can do itself -- it's just a question of prioritising some staff or volunteer time to it. Or it could be improving attendance and functioning of board meetings, or developing a simple system for monitoring, evaluation and learning. Iif they do not have the knowledge themselves, maybe at the next level up, there are peer organisations who they could learn from. We often learn better from people who are in a similar situation to ourselves or who have been there before. Other similar-sized, national organisations might be able to share their own policies and procedures for inspiration, such as with child protection policies and procedures. which can then be adapted for internal use. It's important to recognise that international organisations aren't considered peers, as they usually have access to more resources and be working to their own set of charitable standards. Finally, the top part of the triangle identifies that there are a few things that an organisation will still need external expertise or advice with.  Maybe it's because the issue is too sensitive or maybe it's because it's highly specialised and needs to be tailored to their organisation - such as conducting an annual audit or developing their website or providing training to staff.  This type of support is usually the most expensive, and ideally should form the smallest part of the triangle, and not the biggest (which sadly appears to be often the case). It is a bit like the Lombardo and Eichinger research in the 1980s that revealed that 70% of learning came on-the-job from challenging assignments. Another 20% from relationships with others. Only 10% came from a structured learning programme, like a training course. **what Methods to use IN CAPACITY STRENGTHENING** There are a huge variety of methods for capacity strengthening: Some people would also include They each have different advantages and disadvantages. So there is no one right method. Different methods suit different purposes and different situations. It is about being 'fit for purpose'. **HOW TO DO IT?** Yet for almost whichever purpose, we have learnt that most capacity strengthening methods are more effective when they embody the following characteristics: - a more **facilitative/coaching approach** retains and can further develop partner ownership. They leave decisions to the partner. For example, with strategic planning, some consultants offer to write up the plan for the partner. But this can undermine partner ownership. As the Russian proverb says: 'Let it be worse, but let it be ours'. - Use **consultative, participative, inclusive processes** that are adapted to the culture. - Take an **applied, experiential** approach. For example quality training often involves practical assignments to undertake back in the office*.* - Intentionally engage with the **emotional dimension** as part of the change process. Fundamental change requires *"getting to people's hearts and minds".* One colleague I work with even goes as far as to say, 'If people have not cried, we have not got people to the heart of the matter!" He uses tears as an indicator of quality capacity strengthening! - Allows **time for gradual and incremental change**, rather than assuming it will all happen overnight in one shot. Quality capacity strengthening includes follow-through. **WHAT TO LOOK FOR IN EXTERNAL PROVIDERS?** Ultimately, what matters even more than the capacity strengthening method or tool, is the person using them. Just as it's the skills of the carpenter, plumber or builder that matter more than the tool they use. So if you are going to use external expertise for capacity strengthening which could include colleagues from your own organisation, what qualities are you looking for when recruiting this support? So what does quality support look like? It is certainly not just expensive, Western white men like me. We need to get rid of our colonised mindsets. It is much more than an impressive CV, website or sales pitch. It is certainly not those who exude self-confidence, say they have the answers or portray themselves as experts. The more effective capacity strengthening providers are competent, committed, understand the local context and have a humble, and courageous character. They are trustworthy. - They are competent Effective capacity strengthening providers have to be competent. They have to know about how people and organisations function and change. They are able to clarify expectations from the start. They are skilled in facilitating group processes. They can listen deeply and make sense of what they hear. It usually helps if they are local, because not only are they around to provide follow-through, but they also speak the mother tongue and know the partner's culture and context. - They are committed to the partner Good providers take a partner-centred approach. One Foundation's Programme Officer described her top consultant as "*serving the partners, not us, even though we are paying her".* Quality providers see the partner as their client, and report directly to them, not to the funder. That is quite hard for some funders to swallow. Obviously most independent consultants work to earn an income, but good consultants see their work as much more than a career -- it is their calling. - They have character By character we mean the humility to genuinely believe the partner knows best and the courage to challenge when necessary. Beware of consultants and trainers who see themselves as experts, giving recommendations and telling the organisation what to do. Instead, look for genuine facilitators who empower organisations to find their own answers to dilemmas. They are deeply humble, but they are also courageous enough to confront, even when it might jeopardise their contract. They need to help partners see their blind spots by honestly telling it how it is. **HOW CAN GRANT-MAKERS SUPPORT THE MEANS OF CAPACITY STRENGTHENING?** Is there anything funders can do to help grantees identify and access good capacity strengthening providers? The simple answer is 'Yes'. They may support partners by: 1. **Getting involved in joint scoping** with the partner, discussing what is needed and what should be asked to the provider. This is not about doing the diagnosis, but about spending time with the partner clarifying expectations and assisting them draft a clear Terms of Reference (but not writing it for them!). 2. **Talking through the selection process**, sharing experiences of what makes a good capacity strengthening provider, and helping partners identify their own criteria. 3. **Signposting to consultants.** Many funders and intermediaries have already built up an informal network of trusted national consultants. It is a good practice to recommend two or three consultants from which the partner can make their choice. 4. **Investing in strengthening the supply of local consultants.** At times, there simply are no good local consultants or trainers to recommend. In such situations, funders may need to go further and invest in strengthening local providers. A number of foundations are supporting local consultant training programmes. This is addressing a critical bottleneck and making a long term and sustainable difference to the whole sector, by creating a healthier capacity strengthening support structure for partners that will last far beyond the one-off capacity strengthening interventions. Developing an ecosystem of support strengthens the wider civil society field. Take a moment now to consider: - What methods of capacity strengthening are you most familiar with? - What has been you experience of when they work well?