This blog is an abridged version of a blog originally posted on Grantcraft.
Capacity-building support is vital in building the long-term resilience of civil society organisations, strengthening their ability to achieve their vision, objectives, and ultimately serve the people they care for. Yet despite this critical need, many organisations cannot find capacity building that works in their best interest, if they can find it at all.
But why is this? There has long been concern amongst donors about spending money on institutional capacity building, with emphasis firmly placed on delivering programmatic impact. With many funders under pressure to demonstrate the impact of their giving, it can be challenging for them to sell the idea of funding capacity building to boards of directors and trustees.
The ability to demonstrate the value of capacity building is central for securing organisational buy-in. Perhaps one of the most convincing arguments out there is that only fundraising raises money, so it is worthwhile investing in it, a point well made in Dan Pallotta’s recent Harvard Business Review article.
On average, for every dollar you invest in fundraising, you can produce ten dollars in new revenue, which can be spent for example, on programmatic activities. Consequently, the argument for funding fundraising becomes a lot clearer, especially for donors concerned about sustainability. It is equally important to demonstrate the progress made with non-fundraising capacity-building support. For example, context specific child protection training improves the practice of the sector as a whole.
This understanding is the key that unlocks a great change needed within our sector – the need to localise our capacity building support.
Being firm believers that investment in core costs and central functions is crucial to supporting the work of civil society organisations, taking the decision to shift our model of support to one which prioritised locally-based capacity-building workshops was an obvious one.
Last Spring saw us trial regionally-based capacity-building workshops for our 2015 Impact Award winners. In total, we ran three workshops, in Bogota, Colombia, Amman, Jordan and Puerto Galera, Philippines.
The decision to localise this support is tied to the view that locally-led organisations are best placed to respond to the needs of the communities they serve. To make our offer truly beneficial, we realised that workshops should be context specific and tailored to the needs of those we seek to support. Rather than providing support for what we perceived as important, we needed to listen to and respond to the views of our awardees.
We found real power in bringing together organisations from similar regions for collaborative learning. By convening comparable types of NGOs, training has been relevant to the contexts in which attendees work. For example, the majority of the participants from the Jordan workshop were experiencing similar challenges in trying to attract funding whilst working in a conflict setting, and the Latin America participants were facing similar funding challenges with donors pulling out of middle-income countries.
Arranging training by region and in-region allowed participants to feel comfortable and relevant, which many commented on as a welcome change. As a result, awardees openly shared common concerns and solutions with each other, and it has become clear that trust and strong relationships have been built in many instances. The real value in facilitating these networks is only just starting to come to light, but we are expecting much more to come from fostering these context-similar connections.
We also found real value in using a facilitator that had strong contextual knowledge and was able to converse in the local language and understand cultural nuances.
Very aware of the power dynamics that can so often exist between funder and grantee, we wanted to do all we could to mitigate that dynamic. Awardees chose the location of the workshop and trainings were held in the local language. Content was led by the participants via a self-assessment tool which was filled in by all ahead of time, enabling attendees to shape the focus of the week.
Creating a safe space where organisations feel they can be honest and open about their challenges and areas of growth yields the best results. Whilst we attended the sessions, we did so as an active participant rather than as an observer, making it clear that we had a role in finding solutions to any challenges identified by the group. The creation of the safe space was further protected by our independent facilitators whose role it was to make sure attendees felt able to express themselves freely.
We have learned a lot from our first round of regional events, with overwhelmingly positive feedback from participants so far. We would encourage any funder to invest in regional capacity-building training. Here are some tips for those looking to make the all-important shift: