The document provides information about partnerships and capacity building. It discusses the importance of building staff capacity to build a great organization. It then defines various terms related to organizational structure and governance. The document outlines the partnership life cycle process involving identifying, planning, implementing and reviewing partnerships. It discusses challenges local NGOs may face in partnering with international organizations and provides tips for creating successful partnerships based on principles like equality, transparency and responsibility. Finally, it explains the purpose of conducting an organizational capacity assessment to establish baselines and identify capacity building needs between partner organizations.
Partnerships that bring organizations together promise unique opportunities; the reality is often otherwise. Successful partnerships manage the partnership, not just the agreement, for collaborative advantage. Above all, they pay attention to learning priorities.
A Gender Transformative Approach: Why what and how?CGIAR
This presentation was given by Cynthia McDougall (WorldFish Center), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Partnerships that bring organizations together promise unique opportunities; the reality is often otherwise. Successful partnerships manage the partnership, not just the agreement, for collaborative advantage. Above all, they pay attention to learning priorities.
A Gender Transformative Approach: Why what and how?CGIAR
This presentation was given by Cynthia McDougall (WorldFish Center), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
Partnership is a type of business organization in which two or more individuals pool money, skills, and
other resources, and share profit and loss in
accordance with terms of the partnership agreement.
http://www.unitedworld.edu.in/
Capacity Building Community Partnerships and OutcomesBonner Foundation
This session will frame our focus on community capacity building and impact, introducing the high-impact community engagement practices and a set of community change outcomes. Teams will explore the intended capacity building and change outcomes that should guide their projects.
how to develop business skills with other firm or company or say alliances and what should be our strategies for increasing profit by developing their interpersonal relations and what should be the idea for making a good partnership.
Stakeholder involvement for local Action Plans definition: approach, methods ...Sabrina Franceschini
CO-EVOLVE4BG Co-evolution of coastal human activities & Med natural systems for sustainable tourism & Blue Growth in the Mediterranean
kick-off Meeting 19th September 2019 – Gammarth (Tunisia)
Coordination and facilitation of innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Self Evaluation Tool for Action in Partnership
This tool provides members of a partnership with the opportunity to express perceptions and opinions on their partnership experiences. The tool’s 18 items are related to the following six requirements for effective partnership work:
1. the range of perspectives relevant to the issue
2. early stakeholder involvement in strategic decisions
3. engagement of stakeholders in negotiating and influencing
decisions
4. commitment of strategic and pivotal stakeholders to the project
5. partnership arrangements that favour equalization of power
among the stakeholders
6. partnership arrangements that help build collective action
How can the Self-evaluation Tool for Action in Partnership help you?
Public health professionals collaborate with others and participate in partnerships throughout their careers. This tool allows members of partnerships to evaluate themselves and learn about the requirements for effective partnership work. This tool is an English translation/adaptation of the Outil diagnostique de l’action en partenariat, created in French, in Québec, in 2008. It is now available in both official languages and can facilitate bilingual evaluation within or across partnerships. The target audience for the Self-evaluation Tool for Action in Partnership also includes any members of a partnership who have decided to participate in self-evaluation.
Click here to access the tool: http://www.nccmt.ca/knowledge-repositories/search/316
Click here to access additional references and resources: https://www.slideshare.net/NCCMT/selfevaluation-tool-for-action-in-partnershiploutil-diagnostique-de-laction-en-partenariat-references-resourcesrfrences-et-ressources.
The National Collaborating Centre for Methods and Tools (NCCMT) is funded by the Public Health Agency of Canada and affiliated with McMaster University. The views expressed herein do not necessarily represent the views of the Public Health Agency of Canada.
NCCMT is one of six National Collaborating Centres (NCCs) for Public Health. The Centres promote and improve the use of scientific research and other knowledge to strengthen public health practices and policies in Canada.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
A learning toolkit for Participatory rangeland management (PRM) used to facilitate a community-owned and participatory process for planning and implementation of sustainable resource management for rangelands.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Up the Ratios Bylaws - a Comprehensive Process of Our Organizationuptheratios
Up the Ratios is a non-profit organization dedicated to bridging the gap in STEM education for underprivileged students by providing free, high-quality learning opportunities in robotics and other STEM fields. Our mission is to empower the next generation of innovators, thinkers, and problem-solvers by offering a range of educational programs that foster curiosity, creativity, and critical thinking.
At Up the Ratios, we believe that every student, regardless of their socio-economic background, should have access to the tools and knowledge needed to succeed in today's technology-driven world. To achieve this, we host a variety of free classes, workshops, summer camps, and live lectures tailored to students from underserved communities. Our programs are designed to be engaging and hands-on, allowing students to explore the exciting world of robotics and STEM through practical, real-world applications.
Our free classes cover fundamental concepts in robotics, coding, and engineering, providing students with a strong foundation in these critical areas. Through our interactive workshops, students can dive deeper into specific topics, working on projects that challenge them to apply what they've learned and think creatively. Our summer camps offer an immersive experience where students can collaborate on larger projects, develop their teamwork skills, and gain confidence in their abilities.
In addition to our local programs, Up the Ratios is committed to making a global impact. We take donations of new and gently used robotics parts, which we then distribute to students and educational institutions in other countries. These donations help ensure that young learners worldwide have the resources they need to explore and excel in STEM fields. By supporting education in this way, we aim to nurture a global community of future leaders and innovators.
Our live lectures feature guest speakers from various STEM disciplines, including engineers, scientists, and industry professionals who share their knowledge and experiences with our students. These lectures provide valuable insights into potential career paths and inspire students to pursue their passions in STEM.
Up the Ratios relies on the generosity of donors and volunteers to continue our work. Contributions of time, expertise, and financial support are crucial to sustaining our programs and expanding our reach. Whether you're an individual passionate about education, a professional in the STEM field, or a company looking to give back to the community, there are many ways to get involved and make a difference.
We are proud of the positive impact we've had on the lives of countless students, many of whom have gone on to pursue higher education and careers in STEM. By providing these young minds with the tools and opportunities they need to succeed, we are not only changing their futures but also contributing to the advancement of technology and innovation on a broader scale.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
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.
2
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.
3
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.
4
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.
5
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.”
7
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.
11
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.
12
13. what are the main Challenges LNGO might face when partnering with INGO or
UN agencies?
13
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.
14
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.
15
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.
16
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.
17
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.
19
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.
20
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.
21
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.
22
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.
23
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
24
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.
25
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?
26
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.
27
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.
28
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.
29
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.
30
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.
31
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.
32
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.
33
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.
35
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.
36
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.
37
38. Types of Capacity building
38
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.
39
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.
40
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
42
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.
43
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.
44
45. OCA score
• Agreed upon Organization.
• Provided after discussions
on the topics.
• After receiving all evidence
of Practice within the
Partner Organization.
45
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.
46
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.
47
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.
49
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
50