Capacity building and partnership training

1. Partnerships and Capacity
Building
The only way to build a
great organization is to
build capacity for it’s
staff.
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2. Trainer information
• Name: Monzer Koulkou
• Date of Birth: 23-4-1983
• Graduated as Agriculture Engineer.
• Worked as Process Engineer in Sugar Refinery.
• Current Job: Partnership and Capacity Building
Coordinator at World Vision Turkey.
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3. Training Rules
• Cell phones must be switched
to silent mode.
• No sending sms’s during the
training; only during breaks.
• No use of laptops during the
training. (Laptops will not be
needed.
• Be on time.
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4. Definitions
• Policy: a guiding principle used to set direction in
an organization.
• Procedure: a series of steps to be followed as a
consistent and repetitive approach to accomplish
an end result.
• Strategy: a plan of action designed to achieve a
long-term or overall aim.
• Organigram: a diagram that shows the structure
of an organization and the relationships relative
ranks of its parts and positions/jobs.
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5. Definitions
• Manual: a book giving instructions or
information.
• Governance: Establishment of policies, and
continuous monitoring of their proper
implementation, by the members of the
governing body of an organization.
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6. Partnerships
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7. Partnership Definition
• A partnership is defined as a relationship where two or more parties,
having compatible vision, values and goals, form an agreement to do
something together.
• Partnership is about people working together in a mutually beneficial
relationship to maximise the value of combined resources in order to
make a difference for the poor and vulnerable.”
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8. Types of Partnership
• LNGO.
• CBO.
• Government.
• Academic.
• INGO.
• Private Sectors.
• Diaspora.
• Consortium/ multilateral.
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9. GOAL Partnership in 2013
9
Country Govn't Local NGO CBO*
Multilateral
e.g. UN
International
NGO
Sub-
Grantees**
Private
sector
Consortium
***
Academic
Institutions
Total
Ethiopia 5 3 1 0 0 11 0 0 0 20
Haiti 5 1 2 0 1 2 4 0 1 16
Honduras 10 0 4 0 1 2 15 4 1 37
India 1 15 0 0 0 0 0 0 0 16
Kenya 7 9 14 1 0 0 4 0 1 36
Malawi 3 5 1 0 0 0 0 1 0 10
Niger 3 0 1 1 0 0 1 0 0 6
Philippines 1 3 0 0 1 0 0 0 5
Sierra
Leone
7 5 3 0 0 0 0 1 0
16
Sudan 2 8 0 0 0 1 0 1 0 12
South
Sudan
3 2 0 1 0 0 0 0 0
6
Syria 0 2 2 0 1 0 0 0 0 5
Uganda 4 12 0 5 1 1 1 1 0 25
Zimbabwe 6 1 0 0 0 0 0 1 1 9
Total per
category
57 66 28 8 5 17 25 9 4 219
26% 30% 13% 4% 2% 8% 11% 4% 2%

10. Video
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11. Why Work with Partners
• Increase the scale and scope of programme work.
• Improve our impact.
• Partnerships can increase level of involvement &
ownership by project participants.
• Local ownership, in most cases, can achieve greater
benefits & sustainability which can continue after
INGO’s departure.
• Strengthen local advocacy for rights and entitlements.
• Embrace change and new trends incl.private sector.
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12. what are the main Challenges LNGO might face
when partnering with INGO or UN agencies?
• Lack of Experience in donor requirement.
• Lack of Capacity Building.
• Lack of Experience.
• Lack of Fund.
• Lack of Communication and Coordination
between both.
• Absence of Partnership department in LNGO
Organization.
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13. what are the main Challenges LNGO might face when partnering with INGO or
UN agencies?
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14. Principles of Partnership
1. Equality:
Equality requires mutual respect between members of the partnership
irrespective of size and power.
The participants must respect each other's mandates, obligations and
independence and recognize each other's constraints and
commitments. Mutual respect must not preclude organizations from
engaging in constructive dissent.
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15. Principles of Partnership
2. Transparency:
Transparency is achieved through dialogue (on equal footing), with an
emphasis on early consultations and early sharing of information.
Communications and transparency, including financial transparency,
increase the level of trust mong organizations.
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16. Principles of Partnership
3. Responsibility:
Humanitarian organizations have an ethical obligation to each other to
accomplish their tasks responsibly, with integrity and in a relevant and
appropriate way.
They must make sure they commit to activities only when they have the
means, competencies, skills, and capacity to deliver on their
commitments. Decisive and robust prevention of abuses committed by
humanitarians must also be a constant effort.
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17. Principles of Partnership
4. Complementarity
The diversity of the humanitarian community is an asset if we build
on our comparative advantages and complement each other’s
contributions. Local capacity is one of the main assets to enhance
and on which to build. Whenever possible, humanitarian
organizations should strive to make it an integral part in emergency
response. Language and cultural barriers must be overcome.
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18. Partnership life Cycle
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19. Partnership Life cycle
1. Scoping:
• Identify in broad terms the issue(s) or challenge(s) to be addressed.
• Consider any available non-partnering alternatives that may be adopted to
tackle the issue. If a partnering approach seems the only or the best way
forward, build a clear rationale to persuade others.
• Have some initial ideas about the range and types of projects that the
partnership may undertake to use as a basis for discussion with potential
partners.
• Consider the possible contributions of different sectors – based on their
likely interests and motivations.
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20. Partnership life cycle
2. Identifying:
• Find examples and evidence of where a partnering approach has worked
effectively in similar circumstances to share with your potential partners.
• Seek out a wide range of possible partner organisations.
• Make initial contact with potential partner organisations – on a ‘no
commitment’ basis – to explore the idea.
• Draw up a list of preferred partners and check out their suitability in more
detail – and don’t forget to let them check out your organisation’s suitability
also.
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21. Partnership life Cycle
3. Building:
Create opportunities for getting to know more about each of the
organisations (site visits, presentations)
• Explain the key principles for partnering to partners and ensure they
understand their implications and agree to abide by them
• Co-create and record an agreed definition of what the partners mean
by the term ‘partnership’
• Co-create some ‘ground rules’ to support considerate behaviour
between the partners.
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22. Partnership life Cycle
4. Planning:
- Move the partners from a broad agreement about the key issue(s) to be
addressed by the partnership.
- Agree as a group what the hoped-for outcomes from the partnership’s activities.
- Undertake a brainstorm to explore the range of specific activities and projects that
should be developed to achieve the hoped-for outcomes.
- partners is able and willing to contribute to assess what resources are needed.
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23. Partnership life Cycle
5. Structuring:
- Ensure the partnership is not over-reliant on just a few individuals
representing their organisation.
- Agree which types of decision can be taken by individuals on behalf
of the partnership.
- Maintain regular communications between partners and between the
partnership and other stakeholders.
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24. Partnership life Cycle
6. Mobilising:
- Confirm in writing exactly what resources have been pledged and
when they will be delivered.
- Set up a system for recording contributions and the uses.
- Widen the engagement of other stakeholders – including those that
may be able to make further resource contributions as and when
needed
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25. Partnership life Cycle
7. Delivering:
- Allocate clearly (and fairly) roles and responsibilities for project
delivery.
- Track activities and fulfilment of agreed commitment and timetable.
- Celebrate project successes with all those involved to maintain
enthusiasm and engagement.
- Continue to keep partners and other agreed stakeholders informed of
progress.
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26. Partnership life Cycle
8. Measuring:
- Agree / confirm success indicators with partner organisations.
- Monitor compliance – are partners doing what they promised within
the agreed timescale?
- Put in place arrangements for reviewing the project – what changes
to implementation are necessary?
- Keep track of deliverables, outputs and impact – are the activities
achieving targets and goals?
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27. Partnership life cycle
9. Reviewing:
- Help partners to assess the value of the partnership to their own
organisations and constituencies.
- Record any unexpected benefits or outcomes.
- Consider whether there are new opportunities for the partnership,
where it might go next and what might need to change to enable
these next steps to be taken.
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28. Partnership life Cycle
10. Revising:
• Agree as a group what needs to be changed
• Agree a timetable and change management process – allocating
tasks between the partners
• Make the agreed changes (which could include dropping some
partners and bringing in new ones)
• Re-define the partnership and re-write the partnering agreement if
necessary.
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29. Partnership life Cycle
11. Scaling:
- Expanding the established projects.
- Publicising the projects – using the media or partner networks and
communication channels.
- Writing up the partnership’s story and make it available to others.
- Encouraging others to adopt a partnering approach.
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30. Partnership life Cycle
12. Moving on:
• Concluding the partnership – with partners free to work with new
partners on other projects.
• Handing over the current project(s) and continuing to work together as
a partnership on new projects.
• Establishing the partnership as a new mechanism or 'institution’ with
its own independent strategy and structure.
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31. Tips to Create the Perfect Partnership
1. Identify your strengths and weaknesses.
2. Discuss your long-term goals upfront.
3. Define your roles explicitly.
4. Communicate regularly.
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32. Tips to Create the Perfect Partnership
5. Remember that no one likes surprises.
6. Respect one another.
7. Put things in writing.
8. Pick up the phone.
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33. Tips to Create the Perfect Partnership
9. Take full responsibility for your actions.
10. If you make a mistake, admit it quickly.
11. Define what small problems vs. big problems are.
12. Support one another.
13. Know the Vision, Mission and Values of your Partners.
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34. Capacity Building
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35. Capacity Building definition
• process of developing and strengthening the skills, abilities,
processes and resources that organizations and communities need
to survive, adapt, and thrive in the fast-changing world.
• Capacity building is an investment in the effectiveness and future
sustainability of a nonprofit Organization.
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36. What Organization Capacity
Assessment means?
• Organisational Capacity
Assessment (OCA) tool is a
process that seeks to assess
the capacity of any
organisation across a broad
range of topics. It is a crucial
tool to be able to establish an
effective capacity building
plan between partners.
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37. History of OCA
• The OCAT was launched in
1996 by McKinsey & Company
and
Venture Philanthropy Partners.
• Tool has been used by
thousands of funders and non-
profits to assess their
organizational capacity and
identify strengths and prioritize
areas for improvement.
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38. Types of Capacity building
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Individual
Institutional
Organizational
The process of equipping individuals with the
understanding, skills and access to information,
knowledge and training that enables them to perform
effectively
The elaboration of management structures, processes
and procedures, not only within organizations but also
the management of relationships between the different
organizations and sectors (public, private and
community)
Making legal and regulatory changes to enable
organizations, institutions and agencies at all levels and
in all sectors to enhance their capacities

39. For Whom?
• This tool can be used by any
organisation for self-
assessment, but has been
designed specifically for use as
a tool to support an
implementing partnership
between two organisations.
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40. Purpose of OCA
The OCA process is designed for a variety of purposes. It can be used to:
• Establish a baseline measure of the existing structure and capacity of
partner.
• Monitor and evaluate progress toward the organisational development
objectives of a partner organization.
• Create a shared commitment for change within the partner organisation.
• Assess training and capacity needs of the staff of a partner
organisation and provide a framework for a capacity building plan.
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41. How?
• Internally for self assessment.
• Externally from another
Organization.
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42. OCAT outline
The OCA is a participatory process, between Donors staff and their counterparts in
the partner organisation.
The tool assesses capability in seven, Eight, Nine,…. key capacity areas which are
determined depending on the Donors and their priorities.
Essential for the effective and efficient operation of a large or small partner
organisation. These are some examples for OCA tool:
USAID ‫االميركية‬ ‫المساعدات‬ ‫برنامج‬
OCHA ‫االنسانية‬ ‫الشؤون‬ ‫لتنسيق‬ ‫المتحدة‬ ‫األمم‬ ‫مكتب‬
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43. USAID OCA Tool
USAID tool assesses capability in seven key capacity areas:
1. Governance.
2. Administration.
3. Human Resources.
4. Financial Management.
5. Organizational Management.
6. Program Management.
7. Project Performance Management.
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44. OCHA OCA tool
OCHA tool assesses capability in 8 key capacity areas:
1. Program& Strategy.
2. Governance & Structure.
3. Human Resources.
4. Finance & Grants.
5. Logistic and Procurement.
6. Project Management.
7. MEAL.
8. Security and Child Protection.
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45. OCA score
• Agreed upon Organization.
• Provided after discussions
on the topics.
• After receiving all evidence
of Practice within the
Partner Organization.
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46. Timeframe and outputs
OCA will take one or two days to
complete and will result in two
main documents:
1. An agreed action plan that will
map priority areas.
2. A capacity building plan for the
partner that will be implemented
by Organization within an agreed
timeframe.
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47. Action Planning, Review and Finalization
The action plan is a document that
outlines the partner’s actions to
increase their own capacity in areas
where major gaps were identified. It
will also detail technical support if
required to complete actions.
The best way to do the action plan
and determine the responsibilities is
RACI Matrix.
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48. Frequency of OCA
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49. Assessment reportThe report should detail each of the following sections:
1. Overall organisational capacity score.
2. Finalised action plan: the action plan will include:
• The problem.
• Current capacity score.
• The action to be taken.
• Person responsible for ensuring the action is realised.
3. Partner capacity building plan.
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50. Training /
Teaching
Coaching Mentoring Counselling Managing
Focus receiving
instruction and
guidance
receiving
structured
support to find
own solutions to
issues/ Focus is
generally on
development/issu
es at work
giving and
receiving
direction and
evaluating
options/ career
and personal
development
psychological
well-being
giving instruction
and direction
Context community and
the organisation
or team
the individual’s
job & work
personal
development for
future career and
life
self-
understanding to
adopt more
constructive life
practises
tasks to be done
within the role
and development
for career within
team
Orientation discussion probing application discussion skill transfer
Number ten to fifteen one-on-one to
one-on-eight
one-on-one to
one-on-three
one-on-one one-on-one to
one-on twenty
Difference Between Mentoring, Coaching, Counselling and
Training
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51. Video
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52. Questions
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