Organisational Capacity Building: Best Practices from the Humanitarian Capacity Development Programme
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Agreements such as the Grand Bargain and the Charter4Change make reform for localisation inevitable. Over the past years, a lot of energy has been put in to building the humanitarian system around the localisation agenda. Join us as we examine the key critical factors for successful local capacity building.
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Organisational Capacity Building: Best Practices from the Humanitarian Capacity Development Programme
- 1. www.cafod.org.uk cafod.org.uk Organisational Capacity Strengthening: Best Practices from our Humanitarian Capacity Strengthening Work Laura Donkin Luckson Mashiri David Nyamuronda Stephen Muragi Humentum Conference 7 to 8 February 2018
- 2. Overview Share experiences and learning on strengthening local organisation’s humanitarian capacity: • Our partnership approach • Humanitarian capacity self-assessment • Experiences of Caritas Harare and Caritas Isiolo • Top tips
- 3. Local organisations have the knowledge, skills and attitude to prepare and respond effectively to emergencies
- 4. Local organisations have the knowledge, skills and attitude to prepare and respond effectively to emergencies
- 5. Strengthening the quality and effectiveness of humanitarian response through capacity building DRC, South Sudan, Somalia, Turkey and Nepal
- 6. Community Participation & Engagement Our Understanding of Humanitarian Capacity
- 8. Partnership Approach • Take time to build trust and commitment of the senior leadership and get to know the organisation • It is the organisation’s capacity strengthening journey • Accompaniers can deepen and accelerate change through motivating, mentoring and follow up • Support the organisation at their own pace, avoid too much simultaneous change • Look beyond a 2-way partnership
- 9. Meeting with the Bishop of Marsabit, Kenya
- 10. Bukavu Bishops Assembly, DRC
- 11. Accompaniment – Staff Attributes
- 12. Capacity Self-Assessment • Purpose is to identify strengths and gaps for capacity strengthening NOT compliance. • An open and honest environment for dialogue and reflection is critical. • Rigour is important but don’t obsess with scoring. • Fosters ownership and commitment to improving humanitarian capacity across the organisation. • Identifies areas which organisations can support each other on. • Helps us to review the impact of our support
- 13. Capacity Assessment Exercise Split into 4 small groups In your group please review the organisation’s self-assessment results and identify: - A. one capacity area you would like to strengthen - B. one method for strengthening this area
- 14. Has the organisation’s emergency response capacity improved? A critical way to know whether humanitarian capacity is improving is to test it. • Emergency simulations provide a safe space for the organisation to work together and make mistakes. • Emergencies can be an opportunity to accelerate learning and organisational change. • Evidencing the impact of improved response on communities is a challenge. • Stories from other actors who may have observed changes in the organisation.
- 16. Emergency preparedness workshop, Cambodia Emergency preparedness planning, Cambodia (top left) On the job support, Kenya drought response (top right) On the job support, Myanmar flood response (bottom left) ADD PICTURE Capacity Strengthening Methods
- 17. Top Tips • Take time to build trust and commitment of senior leadership to drive change in their organisation • Ensure capacity self-assessments encourage open dialogue and reflection. • Invest in accompaniment to provide personalised support and follow-up. • Promote peer to peer collaboration. • Continually put learning into practice. • Use creative ways to evidence organic change.
- 18. Feedback Exercise Which top tip is most in line with your own experiences? Please put a tick against these 2 areas. Are there any tips which you disagree with? If so please put a cross by these?
- 19. Preparing for Emergencies by strengthening Organisational Procedures, Learning and Exchange. Nigeria, Sierra Leone, Liberia and Zimbabwe Innovations in Local Humanitarian Capacity Strengthening Myanmar and Niger What’s next?
Editor's Notes
- As time is short I will not go into the detail of this work but will focus on sharing our approach and learnings. As you all have a wealth of experience in capacity strengthening much of this will not be new to you.
- Our aim is that local organisations improve their emergency preparedness and response capacity. We are just coming to the end of a 2nd phase which has been supporting 20 partners in Zim, Kenya, DRC and Myanmar.
- We have also led the parts of the START Shifting the Power project and are working with the NEAR network.
- We have an HCDO in each of these countries who provides accompaniment, facilitates trainings and peer interaction. Our support has included organisational strategies, preparedness plans, support on finance and emergency simulations. they accompany partners through a capacity strengthening journey, with the ultimate aim to make them more capable of responding to crises. It takes a holistic approach to building capabilities of partners-touching upon a range of themes and topics. Items that have been addressed in the programme range from: human resources, financial management, fundraising, emergency preparedness, governance and accountability, communications and security.
- Before we work with partners we try to ensure that the organisations are really interested, committed and able to improve their emergency capacity. Although this is not always easy to gauge. It is essential that the leadership of the local organisation is really open, that they encourage staff to reflect on their strengths and weaknesses and create space to make changes. It is their organisation so only they can change themselves.
- Father Stephen Murage Caritas Isiolo
- Within the CAFOD programme we have been reflecting on our own attributes to support partners There are various attributes around personal qualities and knowledge – one of the key points was that we need to be humble, self reflective and open to change. The realisation of our role was a pivotal moment for staff in the programme. We have been working with Rick James, Capacity strengthening expert at INTRAC. He has developed a great paper on the 7 virtues and deadly sins of capacity development which I would recommend.
- Brother David Nyamuronda Caritas Harare