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Building capacity

Capacity building is not just about addressing immediate weaknesses or constraints in implementation. It is also a long-term process, in which existing strengths are enhanced to achieve mission and programmatic goals, and civil society becomes better equipped to respond to changing contexts. To achieve this requires an integrated and holistic approach to capacity building that acknowledges the importance of participation, strategic direction, technical HIV-related skills, knowledge and attitudes, and good organisational structures and procedures.

Capacity building can occur at the individual, organisational or institutional level. (see Institutional change). In the context of NGO/CBO support work, this can encompass a wide range of activities, including: providing CBO staff with access to technical support on HIV-related topics; helping an NGO establish an accounting system; or supporting the NGO sector to represent community perspectives in international fora. The range of different methods for building capacity is discussed in more detail in Technical support mechanisms

Organisations working in HIV/AIDS range from small CBOs composed of a few individuals to large NGOs operating at the national level. Understanding the difference between NGOs and CBOs and recognising their comparative strengths and weaknesses is important for successful NGO/CBO support work. (see Capacity & credibility assessment). For example, an NGO working in a slum community and a CBO of slum dwellers may be trying to achieve the same result in HIV prevention, but each brings different skills and perspectives. The NGO may be more experienced in project design and planning and have established linkages and referral systems with other service providers, but it may lack insight and access to the community. The community-based organisations may not have previously balanced a budget but can generate community interest and demand for services. An NGO support provider (NSP) needs to help identify the strengths and weaknesses of each and fill any gaps in capacity, whether technical or organisational.

It is also important to recognise that there are differing capacities within the civil society sector itself. Organisations with greater capacity are in the best position to provide support to their peers. Increasingly, established organisations, many of which are directly implementing services, are found playing an intermediary role by providing support to other organisations in their geographical or technical area.

The issue of accountability is also important in capacity building. With more money being invested in programmes implemented by civil society, donors are asking for, and expecting, a higher level of accountability than was previously required. It is the duty of NSPs both to be accountable for their capacity-building support and to support their partner organisations in developing the skills and systems that will allow them a higher level of accountability. A culture of transparency and continual learning is essential for NSPs if they are to encourage similar processes within their partner organisations.

Issues to consider

• NGOs and CBOs often have a high turnover of staff, sometimes made worse by the impact of HIV/AIDS. This can affect capacity-building work undertaken by an NSP, as individuals whose skills have been strengthened and developed may be lost from the organisation. Where staff move on to positions in other organisations they will have an opportunity to initiate significant positive change, elsewhere and NSPs should recognise the benefits this has for the capacity of the sector. Where staff turnover is due to HIV-related sickness however, NSPs can provide support to ensure medical supportive policies and medical benefits.
• There is a wide range of capacities both among and between NGOs and CBOs. By assessing current capacities and jointly identifying needs and priority areas for capacity building, NSPs will be more successful in delivering appropriate technical support. However, NSPs need to find a balance between responding to needs identified by partners and being proactive in priority areas not identified by their partners.
• The urgency and scale of the epidemic has inevitably placed greater demands on NSPs, particularly from donors, to produce more results and show visible impact. At the same time NSPs need to be clear, and help donors recognise, that capacity building is a long-term process.
• One of the greatest challenges for NSPs is how to measure ‘built’ capacity. Many NSPs find it easy to monitor the process of capacity building, but measuring the impact of capacity building is more difficult. Indicators for successful capacity building are often linked to the effectiveness of partner organisations. It can be difficult to separate the potential for action on the part of partner organisations from the action itself. Despite these difficulties, clear objectives and indicators developed at the beginning of a programme can help to make monitoring and evaluation of capacity building easier and more achievable.

Related themes

Technical support

Capacity analysis

Capacity & credibility assessment

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