How do you sustain and scale up the capacity of your partners after the completion of your plan?

I think the first step to sustaining your partner's capacity is by assessing the gaps, the reason the capacity-building activities you have done with your partner lost their value? I think by answering this question you will get a clear vision of what you have to do to sustain your partner's capacity which you could do by applying new methods in building the partner's capacity.

I agree that assessing the outcome is one of the ways to measure it. An example I've seen is the capacity building of an individual. I build the data analysis skill of my partner. I used positive reinforcement statements, which made my partner aware of the improvements. My mentoring, communication and data analysis skills also improved because I warmed up my knowledge and skill to be accurate, correct, and clear. The challenge was time. After six months, we both saw an improvement in skill and knowledge. The improvement in my partner is their ability to do independently.

onduct a thorough assessment of the outcomes achieved by your partners. Identify areas of success and those needing improvement.

I think the first step is to ensure that you engage with the partner at every stage of the project and provide regular feedback on the progress and gaps identified along the entire period. Regular monitoring provides an opportunity for mentorship and capacity strengthening. Organize review forums to jointly look at program outputs, outcomes and whether they sync with the intended impact. Agree together on deliverables with a tracking plan including responsible individuals and timelines.

I would say that ongoing support is happening simultaneously. It may not be the second step. It should be from the start till the end. The end here means the point that you and your partner dream to reach. It could be the end of a project or more than that.

Establish mechanisms for ongoing support beyond the completion of the initial plan. Offer resources, training, and assistance as needed.

This is so true. Again, this may not be the third step. It should be an ongoing process. If you remember the examples I have given above, let them do and recognize their achievement and progress. This kind of recognition and positive reinforcement are important factors to build one self-esteem.

This is also an ongoing process. It should be from the start to the end, of the process. It is like teaching how to swim. You teach them how to do it, then, let them do it, but make sure they are safe and get ready to help if needed. Think ahead of potential challenges and solutions so that your help is effective and efficient.

Foster a sense of ownership among partners by empowering them to take the lead. Encourage self-sufficiency and autonomy in implementing strategies.

Implement a system for regular monitoring and evaluation of partner progress. Use key performance indicators (KPIs) to assess sustained capacity building.

Good partnerships thrive on trust, mutual respect, transparency, and shared commitment to positive outcomes. Not all partners, however, operate on an equal footing. Power dynamics, organizational cultures, resource constraints, and external forces affect groups differently. This can hinder information exchange, knowledge transfer, and communications flow needed for substantive impact. Knowing potential barriers and risks for feedback and learning early on enables partners to have mitigation plans while benefiting from greater collective capacity. Good partners ultimately gain and improve through resilient relationships as needs evolve and stakeholder demands change. They also recognize when gaps prevent partnerships from thriving.

Establish feedback loops to gather insights from partners. Use feedback to identify challenges, successes, and areas for improvement.

Actively explore new opportunities for collaboration and partnerships. Identify areas where further capacity building may be beneficial.