What are some key elements of a successful capacity building partnership?

In the pursuit of excellence, we must recognize the profound connection between power, privilege, and capacity. As leaders, it's crucial to understand that these elements are intertwined, influencing our ability to reimagine purpose and drive meaningful change. Responsible use of power empowers us to enact transformational shifts, while its misuse perpetuates inequalities and hinders progress. Understanding our power allows us to embrace advantages we may have unconsciously enjoyed, leading to a more inclusive and balanced leadership style. By acknowledging this from the outset, we can bolster the capacities of underrepresented voices, fostering a culture of equity and collaboration. Capacity, in essence, is enhancing our collective equity.

Define what 'capacity building partnership' is and is it the best intervention for which problems you've identified? We start from identifying the problems, not defining the solutions.

It is sensible to "Define what 'capacity building partnership' is and is it the best intervention for which problems you've identified". @Maria Joane Corbe Capacity building has become an almost default response to program challenges such as lack of buy-in and rate of implementation. Many projects that hastily implement capacity building interventions, do not resolve the buy-in, implementation (or other challenge). The intervention serves as a distraction and waste of project resources. Also, developing a considered view of what the challenge is and the best approach to it will contribute to the best determination of whether capacity building is the best approach and what form it should take.

Check on assumptions and biases that we bring into the transaction. The one with capacity is not superior to the one needing capacity. No one comes into the arena with zero capacity, they too have some knowledge whether contextual, situational or relational - and that should be respected.

? Yes, I agree with points raised earlier. In addition, I think it is also important to realize the importance of having a regular platform and dedicated assigned staff that have a responsibility of partnership assignment in their JD and some sort of budget allocated to conduct/carry out activities related to partnership tasks, recorded minutes with follow up action. It is also important to conduct a mapping exercise of potential partners to identify relevant partners and/or stakeholders to be included.

Firstly, identify what you want and where to seek those that have it. Partnership needs to be a careful selection through rigorous research of the values and commitments they have, their interests and goals, synergy and respect, these are areas to look into apart from expertise from your partners in capacity building.

In my experience one of the most important elements to assist people to build capacity is to allow them to assume risks. Many times in my carreer I have been advise against giving junior people the opportunity to lead a process with the fear that it will not deliver a product with the same level of quality if I will deliver it. But that is exactly the dilemma... how this junior person will excel in the future if is not given the chance to fail... and for us to assume the risk of that failure? for me the partnership that gest established betwee you as an expert and a junio person entails a permanent risk factor that must be considered and addressed, not avoided.

I believe in the realm of development, coalition leadership emerges as a critical catalyst for fostering sound engagement and trust. Collaboration between diverse stakeholders not only amplifies resources and expertise but also cultivates a shared vision for sustainable partnerships. By building strong alliances and emphasizing collective goals, they sow the seeds of unity, driving cohesive efforts towards positive change. Such inclusive leadership inspires trust among constituents, instilling confidence in development initiatives, and propelling transformational impact. Embracing coalition leadership as a fundamental principle creates robust foundations for trusted partnerships.

If you don't search for partners, you won't have any. Partnership is an intentional act, not something that happens through serendipity.

One thing I found helpful is being ready not to shy away from engaging in difficult conversations. Dealing with real needs with a proper needs assessment with both inward and outward looking perspectives.

One thing I have found helpful is co-designing the capacity building program with the recipients and the team. The design includes communication and feedback loops, accountability mechanisms and approaches to governance. This strengthens ownership and commitment to success

In my experience, we establish a project management team/committee (the platform), which comprises representatives from the partner. The Committee’s role is to co-manage the partnership agreement and to address any barriers encountered.

Governance in capacity building refers to the framework, processes, and mechanisms through which capacity-building initiatives are planned, implemented, monitored, and evaluated to ensure all the efforts are aligned with organizational goals, stakeholder needs. A few key aspects of governance in capacity building: 1. Strategic Planning 2. Stakeholder Engagement 3. Clear Roles and Responsibilities 4. Transparent Decision-Making 5. Risk Management 6. Monitoring and Evaluation 7. Adaptability and Flexibility 8. Ethical Considerations 9. Sustainability Planning By incorporating these principles into governance structures, organizations can drive positive change, empower individuals, and contribute to sustainable development outcomes.

Commitment of the stakeholders is key. They should be proactive and supportive of the CB. exercise at all times. It is often observed that coordinated commitment is missing.

Clear Governance Structure: Define roles, responsibilities, and decision-making processes. Establish a governance structure that ensures accountability and transparency.

The principle should be co-creation with the partners. These levels the power gaps and ensures a fit-for-purpose intervention.

Stakeholders (target group, donors, target community representatives ..etc.) need to be engaged in the design, oversight of the implementation of capacity building interventions as well as monitoring and evaluation. Participation is a crucial component of successful and meaningful interventions.

There is need to conduct an initial capacity needs assessment focusing on: i. Demand side constraints ii. Supply side constraints iii. Resource needs to address the gaps identified

It is also good to design capacity-building interventions through the engagement of all partners through a solid participatory approach (join planning) than designing using only outside “experts”.

Tailoring to the target group is very important, 'no one size fits all'. People isn heirarchy take things in their own perspective, according to their role and responsibility.

It is an intelligent decision to partner with local expertise at various levels to add in the value and effect and to cautiously protect potential harm from any of such elements. This needs reflecting local ethos and other areas quiet in details

There is also a need for regular monitoring and supervision to track progress. Based on such feedback relevant actions should also be taken timely.

Executing capacity-building interventions involves implementing the planned activities to achieve the desired outcomes. A few steps involved: 1. Preparation and Planning: ?Define clear objectives ?Identify target participants ?Develop a detailed plan 2. Resource Mobilization: ?Secure funding ?Allocate resources 3. Engagement and Communication: ?Engage stakeholders ?Communicate expectations 4. Implementation of Activities: ?Conduct training sessions ?Facilitate learning ?Provide support and guidance. 5. Monitoring and Evaluation: ?Monitor progress ?Collect data ?Evaluate outcomes 6. Adaptation and Flexibility: ?Be flexible ?Continuously improve Doing the right thing, then do it the right way.

CB is a beginning not and end. There has to be regular support and intermittent interventions to update on any changes in the systems and practices.

Collaborative Implementation: Foster a collaborative approach to implementing interventions. Encourage active participation and engagement from all partners.

Defining what success looks like for a capacity building program is critical and should be a strategic priority for the organization. I see that many times we celebrate success when a seminar or a workshop is finished. For me, the critical part starts afterwards to follow how the knowledge and skills gained during the program are put in practice. This step may be the one marking the difference between a good program and a really meaningful one!

I think this comes first. Map where your initiatives are, where you are strong and weak first, then get to network after you've identified the gaps.

Evaluation of capacity building interventions is an extremely thorough and careful task. It is strategic in the sense that you need to anticipate that it is a long term process. So that someone will assess impact (whether being successful or not) and not just short term gains/results.

It is such a generic and somewhat redundant initiative. I think collaboration can be more effective on specific gaps and problems where this is seen as the best solution. Every organization got stakeholders mapped, they all come under each objective. This 'capacity building network' seems similar to a knowledge-sharing group, a membership group, or communities of practice.

1, begin at home, our team, SWOT, train, learn, change, improve, first show by deeds we are committed to learning and improving; focus on CHANGES and BENEFITS; first walk the walk, build and improve capacity within; 2, then go forth, w stakeholders, partners, meet them more than halfway, listen, ask, listen, confirm, offer, partner, cooperate, focus on BENEFITS and positive CHANGES, let No 1 actions and deeds speak louder than our words. This/that builds trust. And with trust you can fly.

It's important to conduct an initial assessment on the capacity gaps, understand why those gaps exist in the first place and an insight into how the new knowledge will impact the recipient's capacity. Often people come into capacity building having not full addressed the barriers and blockages inherent in institutions, context or at individual levels, which leads to poor outcomes and cyclical capacity building programs with low impact

The most important things I've found in the capacity building I've done in public health work are: 1. Long term commitment from all stakeholders. 2. Stakeholders working together as equal partners. In my experience, capacity building timelines are often for months - lots of effort for a short period of time - when it often takes years - committed effort for a long period of time. This helps with the unexpected 'shocks' which can derail the capacity building effort e.g. people who leave, change roles, retire, or the organisation has a budget cut/loss in profit. By seeing each other as partners, capacity building is co-owned, is a better process and is more likely to stick, embed and become part of an organisation's culture.