Capacity building k in ss 190116

1/19/2016 1© Manish Puranik 9823021823 I JAN 2016
CAPACITY
BUILDING
Definition(s)

Capacity building is the structured
process of improving the efficiency and
effectiveness of an organization to
achieve its purpose and provide quality
services by strengthening its
organizational and technical abilities…

…process of developing and
strengthening the skills, instincts,
abilities, processes and resources that
organizations and communities need to
survive, adapt and thrive in the fast-
changing world.

…the elements that give fluidity,
flexibility and functionality of a
program/organization to adapt to
changing needs of the population in
whose name it does business and holds
charitable status.

“The process by which individuals; groups;
organizations; institutions; and societies
increase their abilities to –
1. Perform core functions, solve problems,
define and achieve objectives; and
2. Understand and deal with their
development needs in a broad context
and in a sustainable manner.”
Van Geene (2003)

The creation of an enabling environment with
appropriate policy and legal frameworks,
institutional development, including
community participation (of women in
particular), human resources development and
strengthening of managerial systems. It is a
long-term, continuing process, in which all
stakeholders participate.
UNDP

In simple words, Capacity building is concerned
with increasing the ability of the recipients of
development projects to continue their future
development alone, without external support.
It is a parallel concept to sustainability, as it
furthers the ability of society to function
independently in its own microcosm.

Purpose
WHY CAPACITY
BUILDING IS
IMPORTANT?

Specifically, capacity building attempts to:
1. Build a stronger, more sustainable
organization, including establishing formal
or systematic organizational structures and
developing and implementing long-term
planning and strategies.

2. Improve administrative and program
management systems and abilities,
including setting up a strong accounting
system, improving the process of planning
and managing projects, or hiring an
M&E specialist.

3. Strengthen technical expertise, through
hiring or training staff or volunteers in
program planning and design, best
practices, and other similar technical areas.

CAPACITYCAPACITY
AREASAREAS

 Do you have a mission statement or vision?
 Strategic objectives and/or goals? Have you written them down and shared them
with the entire staff?
 Do you have a Board of Directors or Board of Trustees? Do Board members meet
regularly, and what is their purpose? Do they have some sort of terms of
reference written down? Do you have an organizational chart with reporting lines?
 Do you have legal status to operate within the country where you are working?
 Is your organization registered with the appropriate ministry or department of
your government?
 Do you have a succession plan?
1. GOVERNANCE1. GOVERNANCE

KEY ELEMENTS OF GOVERNANCE
SENIOR MANAGEMENT
(Responsible Performance)
STAKEHOLDERS
(Responsible Ownership)
BOARD OF TRUSTEES
(Responsible Monitoring)

 Do you have documented operational policies,
procedures, and systems?
 Do you have travel policies and procedures?
 What are your documented procurement procedures?
 Do you have fixed-asset control systems?
 Is there a branding and marking plan?
2. ADMINISTRATION2. ADMINISTRATION

 Do you have written job descriptions for each staff member?
 Do you have recruitment and retention policies?
 Are there qualifications for each staffing position?
 Is there a personnel policy manual?
 Are there staff time and performance management policies?
 Is there a staff professional and salary history documentation?
 Is there a staff salary and benefits policy?
 What is the role of volunteers and interns?
 Do you have an employee handbook that has been shared with all staff?
3. HUMAN RESOURCES3. HUMAN RESOURCES

 Do you have an accounting system in place?
 Do you have accounting policies?
 Do you have a procurement policy and system?
 Are you regularly creating financial status reports?
 Do you have a fundraising strategy or plan?
 Do you have a plan for generating cost share as part of your project?
 Do you undertake regular audits?
4. FINANCIAL MANAGEMENT4. FINANCIAL MANAGEMENT

 Do you have a strategic plan?
 Do you have strategies for work plan development?
 How do you address management changes?
 How do you manage knowledge?
 How do you involve stakeholders?
 How do you address new opportunity developments?
5. ORGANIZATIONAL MANAGEMENT5. ORGANIZATIONAL MANAGEMENT

 What documentation is undertaken for technical reporting?
 What is the current project Implementation status?
 Who is involved in official communication within the organization?
 Do you have a monitoring and evaluation plan?
 What procedures are in place for field oversight?
 What are the service quality standards to which the organization adheres?
 What are the supervision guidelines to ensure that program quality is
achieved?
 Is staff part of the decision making process?
 How is the community involved in the project?
6. PROJECT PERFORMANCE MANAGEMENT6. PROJECT PERFORMANCE MANAGEMENT

 What type of MANAGEMENT does
the organization possess, and how
does this influence the OPERATION
of the organization?
7. LEADERSHIP AND TEAM DYNAMICS7. LEADERSHIP AND TEAM DYNAMICS

COMPONENTS OF A CAPACITY-BUILDING ACTION PLAN

DEVELOPING
ORGANIZATION
STRUCTURE

SUSTAINABILITYSUSTAINABILITY
OPERATIONS
PROJECTS
LEADERSHIP
MANAGEMENT
FINANCE
BUDGET
Planning
Reporting
Funding

Principles of effective organizational designPrinciples of effective organizational design
1. Consider all five components of the wheel – A common slip-up is
to focus on structure alone (boxes and reporting lines) as the
solution.
2. Align the five components to one another – One element that
doesn’t fit can limit the performance of the whole system.
3. Align strategy and organization to one another – Organizational
strengths and weaknesses influence the range of feasible
strategies; in turn, organizations should evolve with any new
strategic direction.

Principal
Client Service
Manager
Sr. CS
Executive
Jr. CS Executive
Business
Development
Manager
Researcher
Strategist
BD Executive
Creative
Director
Art Director
Copywriter
Designer
Visualizer
Sr. Artist
Production
Artist
Jr. Artist
Finance
Manager
Sr. Accountant
Jr. Accountant
Production-in-
charge
Production
Agencies
Production
Support
Available
Partially
Available
Vacant
50%
20%
30%
SAMPLE
ORGANIZATION STRUCTURE

HUMAN
RESOURCE
MANAGEMENT

RITES
 Recruitment
JS, JD, Interview, Test
 Induction
 Intro, Orientation, Culture
 Training
 Policy, Role, Responsibilities
 Evaluation
 KRA, KPI, Reporting
 Separation
 Reason, Consultation, Documentation

MBO
OPERATIONSLEADERSHIP
FUNDING
Accounting
Project
Management
Administration
MANAGEMENT PROJECTS
BUDGET

0.00
1.00
2.00
3.00
4.00
5.00 Administration
Budgeting&accounting
Communicationskills
Coordinationskills
Financialplanning&management
Fundraising
Humanresourcesmanagement
Marketingskills
Organizationaldevelopment
Projectdesign&planning
Projectmonitoring&evaluation
Proposalwriting
SoftSkills
Strategicplanning
Technicalskills
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Points
Capacity Area
Need
Status

MANAGEMENT
INFORMATION
SYSTEM

 Record Initial Assessment Information of the project
 Activities identified and defined in the system
 Plans and Timelines
 Targets and Key Performance Indicators
 Fund Allocation to Different Activities
 Tracking and Monitoring
 Post Project Analysis
 Detailed information about CSR Projects
MIS Objectives Advantages and Process

How can MIS help the Manager?

Relationship between Program Monitoring, Evaluation and MIS

Linkage between MIS, Monitoring and Evaluation Processes

External
Environment
Financial
Resources
Strong
Leadership
Organization
Structure
Commitment
of Staff
Skills and
Competencies
MISMIS

Capacity building k in ss 190116

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