How to link capacity development to improved service delivery? (2)

Sometimes NGOs are self-responsible for their capacity building program. They formulate what kind of training or capacity building support they want and request the donor organisation for that type of support. In those situations, the NGOs hires local consultants for training and coaching. The international advisor coaches from the sideline. The local trainers speak the local language, which is a great advantage.

However, what is the link with improved service delivery? Some partners improve their programs, others still seem to have difficulties in implementing a good program. So how we evaluate the link between the capacity building interventions and impored program implementation or service delivery?

One possible solution is to integrate capacity building activities into project proposals, and to build in moments of evaluation into these programs, which include evaluation of the capacity building interventions. Another solution may be to have a program representative and a separate capaciy building advisor. This makes it easier to follow progress with regards to capacity development.

However, the option of integrating capacity building activities into project proposals may not work for capacity development activities that do not have a direct link to the project for instance, developing the Board of Trustees, or working out the relation between the Board and the Management Team.

How to link capacity development to improved services delivery?

Shannon McNary (see picture) shared her experiences trying to reinforce the link between capacity development and improved service delivery. In this blogpost you will find a summary of her case.

She worked in Baku in Azerbaijan with the National Committee of the Helsinki Citizens Assemblee (HCA) working towards sustainable peace, protecting human rights and promoting civil society.

The habit within the capacity building program was that each organisation created a capacity building plan, and most partners focused on training topics like improving public relations, writing proposals, computer and language skills and attracting volunteers. Nearly all chose to use local trainers for these trainings. A mid-term review of the capacity building program showed however that the partners were too much time on managing the program, and the interventions were delinked from actual service delivery and analysis. It had become 'capacity for capacity sake' and needed to be capacity linked to program and organizational goals.

So how to improve the link between capacity development and improved service delivery? The advisors embarked on a strategic planning and organizational self-assessment process with each partner. In the workshop, for 6 days long, partners using the Rose of Leary to score themselves. Long and short term strategies and activities and proposals for capacity building were explicitly linked to programs and activities.

Picture below: trust building meeting for youth in Georgia