1292414936 international approa

8/8/2019 1292414936 International Approa

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26 Jry 2 1K I G S F D | L O D O


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bout the event, Capacitbuildes and its patnes

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This event looks at international

approaches to third sector support.

The event aims to shae leaning about oveseas appoachesto capacit building - identifed in a eseach epotecentl published b Capacitbuildes - and will encouage

delegates to conside how this leaning could be appliedwithin an English context.

About this event and our partners

This event is run in partnership with the following organisations:

Intenational ppoaches to Thid Secto Suppot


02

CF (ssociation oChaitable Foundations)The leading membership

association for trusts and

foundations in the UK with

over 300 members ranging in

size from small and local grant-

makers to some of the worlds

largest foundations. Through its

services to members it provides

a framework in which trusts and

foundations can learn from each

others experience, explore matters

of common concern and achieve

good practice in grant-making.

CVO (ational Council oVolunta Oganisations)NCVO is a highly effective

lobbying organisation and

represents the views of its

members and the wider voluntary

sector to government, the

European Union and other bodies.

NCVO is also at the leading edge

of research into, and analysis of,

the voluntary sector.

NCVO campaigns on generic

issues affecting the voluntary

sector, such as the role of

voluntary organisations in public

service delivery and the future of

local government.

CEVO (ssociation oChie Executives o VoluntaOganisations)ACEVO is the leading voice for

chief executives in the third

sector. With over 2,000 members

nationwide, ACEVO supports,

develops, connects and represents

third sector leaders.

ACEVO offers a variety of services

to its members including access

to a wide range of professional

publications, free helplines

covering areas such as HR,

fundraising and accountancy,

discounted special services from

management consultancy to

private medical insurance,

and discounted or free

membership to the IoD, RSAand Commonwealth Club.

Euclid etwok (E)Euclid Network (EN) is an exciting

new European network of third

sector leaders launched by ACEVO

(UK), CJDES (France) and Ideell

Arena (Sweden), to promote

leadership and innovation through

peer-learning and cross-border

partnership across Europe.

EN works in 23 countries and

focuses on four areas which

represent shared challenges

for every leader: leadership

development, good governance,

sustainable funding and soft

power. For more information

please visit www.euclidnetwok.eu

The research, Alternative approaches to capacity building

emerging practices abroad, was undertaken by Cities Research

Centre (CRC) and Communities and Organisations Growth and

Support (COGS) and established an international network of

academics and practitioners to explore different approaches to

capacity building. An executive summary of the report is included

in this pack.

You will hear from a range of interesting case studies highlighted

in the research report and have the opportunity to exchange ideas

and experiences throughout the day.


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About CapacitybuildersCapacitybuilders works to ensure that third sector organisations

in England are able to access high quality advice and support.

Funded by the Ofce of the Third Sector, Capacitybuilders has

invested 100 million since 2006 in improving the support

available to frontline third sector organisations. In 2009/10 we

are investing over 35 million more.

Our investment helps local support organisations work moreeffectively together to develop new and better services, and

frontline groups to directly access the support they need.

Nationally, we invest to ensure high quality resources are available

to those providing support to the third sector. Capacitybuilders

works in partnership with other funders, such as the Big Lottery

Fund and the Social Investment Business (formerly Futurebuilders)

to ensure our investments are complementary and to share

learning and expertise.

We also provide services to other Government departments,

including the Home Ofce and the Department for Environment,

Food and Rural Affairs (Defra), who commission evaluation andmonitoring services from us.

You can nd out more about us at www.capacitbuildes.og.uk

Improving Support

Improving Support is an initiative led by Capacitybuilders which

focuses on bringing together practical resources and learning for

those providing advice and support to third sector organisations.

The Improving Support website, magazine and e-bulletin are

accessed regularly by organisations and individuals providing

support to third sector organisations, highlighting best practice,

training, toolkits and other resources and enabling effective sharing

of learning and experience.

To request a copy of the latest Improving Support magazine

or subscribe to the e-bulletin visit: www.impovingsuppot.og.uk/egiste.aspx


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Executive summa

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The aim of this study was to identify and explore alternative

approaches to third sector capacity building in countries outside of

the UK. The research was undertaken in two main stages. The rstscoping phase involved asking respondents via email to identify

examples of capacity building that met with a number of good

practice principles. The second phase then took a more in-depth

look at selected examples.

A wide spectrum of approaches is described in the research,

which implies progression from skill-based to holistic and systemic

approaches. It is suggested that this is not necessarily linear. Some

approaches overlap, and the different levels of intervention may be

appropriate at different stages and circumstances.

In terms of learning from the case studies, this study suggests thatcapacity building works best when its purpose is clearly rooted

in a particular goal. This may be values or ideologically based, or

relating to improvements in a particular service area or funding

programme. The case studies also demonstrate that capacity

building is not simply about increasing organisational efciency

and effectiveness. It is also concerned with leadership and

adaptive capacities that help to develop organisational resilience.

Design was found to be important, with good capacity building

practices starting with a theory of change approach. Identifying

what support is needed also plays an essential part in capacity

building and effectiveness depends on getting this right.

As regards the beneciaries of capacity building, leadership and

multi-level, multi-sector working emerged as critical in a number

of the case studies. There was found to be scope for working

with a wide range of providers, but it is essential to build the

capacity of the capacity builders themselves and to address

issues of trust, especially where capacity builders are employed by

funders. In terms of approach, a number of the case studies point

to a networking approach as having signicant added value in

combining external inputs with peer support and learning.

Executive summary of Alternative approaches tocapacity building emerging practices abroad

It is recommended that policy makers who wish to pilot any of the

approaches described in the research are clear about the purpose

of the planned intervention and the need that it addresses, as thechoice of approach will vary accordingly.

Other key recommendations and conclusions drawn from the

research include:

Methods should be combined for a multi-layered approach that

gives both depth and breadth and enables working at and across

different levels

Building links between government departments and capacity

building providers in the UK can achieve a less fragmented and

multi-sectoral approach

Links should be built internationally and learnings taken from

approaches in international development It is important to build the capacity of funders by promoting

learning and dialogue with organisations and networks within

and outside the UK, including networking staff, and peer to

peer learning and support

The importance of leadership and networking, and supporting

innovative social entrepreneurs, should be promoted

The full report is available from www.capacitbuildes.og.uk/eseach/leaning-intenational-pactices

About the research


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genda and wokshop sessions

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9:30-10:00 registation

Intoduction to the daStephen Dunmore

Capacitbuildes eseach agendaMatt Leach

ltenative appoaches to capacit building emeging pactices aboad

Researchers Joanna Howard and Marilyn Taylor

Pesentations on intenational pactice Civic Driven Change Udan Fernando, Dutch Aid Agency

Funding Brokerage Partnership Model Wendy Earles, Australia

11:30-11:45 Beak

Futhe pesentations on intenational pactice Incubator Approach China Brotsky, USA

Cypriot Civil Society Strengthening Programme

Idil Sheytanoglou and Brenda Lipson, Cyprus

Panel discussionChaired by Ben Kernighan

13:00-14:00 Lunch

Wokshops sessionsWorkshop sessions on the days key themes. These interactive

sessions will explore the learnings from the morningpresentations and consider how they could inuence

capacity building practice in the UK.

14:40-14:50 Beak

Wokshops sessions[Continued]

15:30-16:00 Closing emaksMatt Leach

WorkshopsSessions overviewThese interactive sessions will provide

delegates with the opportunity to

explore the key learnings from themorning session and consider how

they could inuence capacity building

practice in the UK.

Workshops will be based around the

following themes:

Civic Diven ChangeFacilitated by Joanna Howard

and Udan Fernando

Funding Bokeage Patneship ModelFacilitated by Marilyn Taylorand Wendy Earles

The Incubato ppoach

Facilitated by Mandy Wilson

and China Brotsky

Cpiot Civil SocietFacilitated by Brenda Lipson

and Idil Sheytanoglou

Agenda for today


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Biogaphies

06

Biographies

Your Chair for today isStephen Dunmore

Stephen Dunmore was appointed as

Chair of Capacitybuilders in October 2009,

having spent a year as a non-executive

Board member.

Stephens former roles include Chief

Executive of the Big Lottery Fund and Chief Executive of the

New Opportunities Fund.

He is currently interim Chief Executive of the Responsible

Gambling Fund and Responsible Gambling Strategy Board,

Chair of National Family Mediation (a national charity),

Chair of the BBCs Charity Appeals Advisory Committee

and a member of NCVOs Funding Commission.

Chief Executive, Capacitybuilders

Matt Leach

Matt Leach joined Capacitybuilders as Chief

Executive in December 2008, leading its

work developing a range of new funding

programmes aimed at enabling thirdsector organisations to access high quality

support and advice. The successful launch

of these programmes, including the Real Help for Communities

Modernisation Programme, Regional Networks Fund and the

Volunteer Management Programme, means that in 2009-10,

Capacitybuilders provided over 10m more support to the third

sector than in any previous year.

Prior to joining Capacitybuilders, Matt worked as Director of Policy

and Communications for the Housing Corporation, where he

contributed signicantly to the establishment of the Homes and

Communities Agency and Tenant Services Authority.Your panel discussion Chair for today is

Ben Kernighan

Ben Kernighan is Deputy Chief Executive

at the National Council for Voluntary

Organisations.

In this role he oversees NCVOs capacity

building work. His remit covers work around

quality, governance, leadership, employment, diversity, skills,

sustainable funding and information technology.

He was a member of the Capacity Group of the Treasurys CrossCutting Review of the role of the voluntary sector in delivering

public services and a member of the Home Ofces Capacity

Implementation Team.

The Research Team

Research was undertaken by Cities Research Centre (CRC) and

Communities and Organisations Growth and Support (COGS)

and established an international network of academics and

practitioners to explore different approaches to capacity building.

The lead researchers on the research project were Joanna Howard,

Lucy Grimshaw, Brenda Lipson, Marilyn Taylor and Mandy Wilson.


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Case studies and speake biogaphies

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Case study

BackgoundThe Civic Driven Change (CDC) Initiative was founded by a group of Dutch private aid

agencies and is coordinated and hosted by the Institute of Social Studies (ISS) in The

Hague. The model is based on the premise that mainstream aid development interventions

do not address the underlying systemic problems that keep the majority of people inpoverty and unable to inuence change. The CDC model proposes concerted programmes

of action that can help citizens reclaim control of the institutions that inuence their lives.

The Twaweza programme is an example of CDC in action. The programme is supported

by HIVOS, a Dutch aid agency, which attempts to address the enduring problems of social

injustice and deprivation in East Africa.

ppoachThe Twaweza programme aims to make accessible the information and skills necessary

for citizens to become informed and motivated to hold their governments to account

and to play an active role in improving the quality and delivery of local services and public

resource management. Through strategic interventions, the programme aims to improvecitizens access to information, ability to voice, opportunity to monitor and capability to

make change.

The programme brokers relationships across a range of institutions and networks that

ordinary citizens already use to meet and share information, for example religious

organisations, the mass media and trade unions. The approach aims to build strategic

partnerships in order to achieve a focused goal that has real meaning for ordinary citizens,

such as increasing availability of medical supplies at local clinics or making sure public

funds arrive at schools and are properly used.

A diagnostic phase maps the existing networks and institutions that are important to

peoples lives and from this, develops a strategy. The strategy then piggybacks on to these

networks and institutions to create spaces in which people can act.

Conclusions The programme, which will run for ten years, is currently in its rst year, so outcomes

cannot yet be reported on.

The initiative meets the good practice principles but it is too early to judge how well

this programme puts these principles into action.

The programme demonstrates a bottom-up approach, where local concerns are

identied and then analysed at local, national and regional levels.

This model may provide lessons on how to coordinate capacity building and learningacross localities and countries.

Civic Driven Change model to capacity building

Presenter

Udan Fernando

Udan Fernando is Senior Consultant

at Context, international cooperation,

based in the Netherlands - a development

organisation that positions its work

between policy makers, academics and

development practitioners.

For the past ten years, Udan has carried

out consultancy assignments as a

freelance consultant, commissioned by

development agencies in Europe and the

Asia-Pacic. He has also taught in variousSri Lankan universities and institutes.

From 1996 to 2001, Udan was Executive

Director of PALTRA, a Sri Lankan capacity

building institute set up by donor agencies

from the Netherlands, Germany and the

United Kingdom. Prior to this, he held

the role of Director of the Development

Commission of the National Christian

Council, which is a network of Protestant

Churches and Ecumenical organisations in

Sri Lanka.

Udan obtained his PhD in 2007 with his

thesis Uneasy Encounters: Relations

between Dutch Donors and Sri Lankan

NGOs from the University of Amsterdam.

He previously graduated from the

University of Colombo with a qualication

in Management and Law.

Country Holland


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08

BackgoundThe Funding Brokerage Partnership Model is a national programme that aims to build the

capacity of early years service providers in deprived areas across Australia.

ppoachThe Australian Governments Department of Family and Community Services and

Indigenous Affairs contracts with third sector organisations (known as Facilitating

Partners) to manage site-specic funding for its Communities for Children (CfC) initiative.

The Facilitating Partner is required to establish contracts with local agencies, known as

Community Partners, to deliver specic early years services. The Community Partners

can be either non-prot or governmental. The Facilitating Partners act as intermediary

organisations and are funded to build the capacity of local Community Partners, partly

through funding and partly through networking and collaboration.

They are responsible for managing the consultation and planning process, tendering and

contract management, and managing the reporting between the government department

and the Community Partners. The Facilitating Partners also provide funding and training toCommunity Partners to enable them to provide new early years services, and support them

to join up existing services by increasing service coordination and cooperation.

Conclusions A strength of this model is its exibility, which enables funding for services to be

redirected into capacity building for frontline organisations.

The local groups that were established brought together child and family services and

other stakeholders, which was especially important in sites where no other early years

network existed.

The capacity building interventions such as training, mentoring, collaboration

and partnership building generated a considerable amount of change. In smallerorganisations, this change impacted on management and governance systems.

However, this model assumes that the capacity builders have the necessary capability to

act as brokers and partners, and simply require funding to carry out this work. In practice,

some Facilitating Partners needed support or training to full this role. The government

held annual conferences to help with this, but much of the horizontal networking and

peer learning was left to their own initiative.

As the Facilitating Partner is accountable to the funder, i.e. the government, they may

face an issue of condentiality, acting as both capacity building provider and client.

A tension also exists in the Facilitating Partners dual role as capacity builder and funding

broker.

Distinctively, this model utilises third sector organisations as brokers between national

government, and local government and NGOs, the impact of which would be worth

investigating further.

Australian Funding Brokerage Partnership Model

Case study

Presenter

Wendy Earles

Associate Professor Wendy Earles is a

Board member of the International Society

for Third Sector Research and is Academic

Co-Chair for the 2010 ISTR Conference in

Istanbul.

Wendy teaches organisational practice

and social policy at the Cairns Campus

of James Cook University, Australia. She

began university teaching in 1999 after

15 years in public policy, funding and

programme management, and communitydevelopment roles. She previously worked

in the Indigenous non-prot sector in the

remote West Pilbara region of Australia as

well as in the National Youth Movement

and Womens Development Programs in

Papua New Guinea.

Her research interests include non-prot

organisational change and state-non-

prot relations. She has published works

in third sector, rural development and

public administration journals. She was

the Managing Editor of Third SectorReview from 2006-2009 and is on the

International Editorial Board for Voluntary

Sector Review.

Country Australia


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09

BackgoundEvery third sector organisation (TSO) requires signicant nancial, legal and human resource

services. Establishing and maintaining this infrastructure for a new TSO often diverts precious

time and resources from the organisations mission.

ppoachFiscal sponsors are charitable organisations that give a legal home to unincorporated groups

whose missions are aligned with their own. Although sponsored groups are not independent

they are legally part of the sponsor organisation they retain programmatic autonomy,

often have separate advisory boards making strategic decisions and are responsible for

their own fundraising. Typically, the sponsor provides accounting, human resources and

other back-ofce services, with costs covered by a fee (usually 6-9%) on the revenues or

expenses of the sponsored programme. Some sponsors also offer capacity building services

such as programme assessment, IT consulting or strategic planning help; others provide

shared ofce space.

The kinds of groups offering scal sponsorship services are varied. At one end of thespectrum might be a church, community foundation or agency helping an emerging group

on an occasional basis because the sponsor recognises a mission overlap. At the other end

are a handful of groups organised specically to provide such services. Some scal sponsors

serve a particular eld while others serve a broad spectrum of organisations with a values t.

The level of service provided by scal sponsors also varies, depending on the sophistication

of the sponsors nancial and human resource systems, the availability of shared ofce space,

and the sponsors capacity to provide mentoring, grant writing, technology support and

organisational development.

The groups that seek out sponsors are even more diverse. They may be new groups

exploring their viability in terms of attracting members, raising funds and implementing a

new approach to a social problem. Or, the client organisation may be well-established and

well-funded, but aware that their expertise is programmatic, not administrative. In both kindsof groups are a few that want to remain scally sponsored projects indenitely. Coalitions

utilise scal sponsors as a neutral home for collaborative projects, heading off turf wars

and resource control issues. Lastly, if a sponsored group decides it is ultimately not viable,

or is created to accomplish a discrete goal, scal partnership allows for a relatively painless

phasing out, especially compared with closing a TSO with potential liability issues and

government paperwork.

Conclusions Through administrative and regulatory expertise, scal sponsors improve quality while

allowing the sponsored group to focus on its mission.

Some scal sponsors, in particular those also providing shared workspace, encourage

community and collaboration, or provide shared learning opportunities. Fiscal sponsors are legally responsible for all of the activities of the groups they house.

They must therefore screen those organisations carefully before agreeing to partner and

must engage in diligent oversight.

The group that gets sponsored is dependent on the competence of its sponsors staff and

the reliability of its systems. Due diligence is in order when groups choose a scal sponsor.

Incubator Approach to support

Case study

Presenter

China Brotsky

China Brotsky is part of the executive

team at Tides and is responsible for the

integrated management of the Tides

organisations. Tides is a non-prot

company, which provides a range of

services that strengthen the efforts

of forward-thinking individuals and

organisations to make the world a better

place. China is also Managing Director

of Tides Shared Spaces, which creates,

operates and promotes sustainable work

space for non-prots.

China joined Tides in 1990 as Chief

Financial Ofcer. During her tenure at

Tides, she has managed the restoration

and development of the Thoreau Centers

for Sustainability in San Francisco and

New York. China also co-founded and

directs The Nonprot Centers Network,

a cross-sector national network of non-

prots and their real estate partners. She

also served as the founding executive

director of Groundspring.org, a non-prot

technology service provider. Prior to Tides,China served six years in public accounting

and was the Deputy Director of Finance

and Administration at the Exploratorium

Science Museum.

China is a member of the Board of

Directors of Global Greengrants Fund

and CorpWatch. She received a B.S. in

Accounting from Golden Gate University

and is a CPA in the state of California.

Country USA


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BackgoundThe Cypriot Civil Society Strengthening Programme (CCSSP) was formed as part of the

United Nations Development Programmes Action for Cooperation and Trust initiative

aimed at deepening trust and cooperation between Greek Cypriot and Turkish Cypriot

communities.

The Programme aimed to increase the capacity of Civil Society Organisations (CSOs) in

order for them to develop stronger relationships with each other, the authorities and

policy makers. It was also designed to increase debate, knowledge and understanding of

key issues facing civil society, and raise the visibility and prole of the sector as a whole.

ppoachThe Programme consisted of four main components: open training, tailor-made technical

assistance, long-term capacity building support and dialoguing events.

The open training component was devised to provide direct training to CSOs and

individuals whilst simultaneously strengthening the capacity of local trainers to enablethem to deliver participatory training to the civil society sector in Cyprus. To achieve this,

training of trainer (TOT) courses were operated on a range of topics addressing capacity

issues that were identied during a needs assessment. Mentoring for local trainers by

INTRAC (International NGO Training and Research Centre) specialists was also given. In

addition, for each topic-based course, a training toolkit was prepared, which included

materials, further reading, key terms and trainer notes on methodology.

The tailor-made technical assistance component consisted of a dual strategy of

strengthening the knowledge and skills development of local civil society consultants as

well as providing technical support to individual CSOs. This area of programme activity was

demand-driven, guided by specic requests. Local consultants were provided with training

and mentoring, lling a gap in local capacity for providing consultancy to the sector.

Consultancy was provided free of charge, as local CSOs would not be able to afford to payfor such services.

The third component provided capacity building support to a selected number of Cypriot

CSOs, involving these organisations in the design of the methods and tools utilised. CSOs

were supported by CCSSP consultants in assessment and diagnosis of their organisational

capacity and in the design, implementation and review of a medium term two-year

development plan. INTRACs lead consultant worked with ve local consultants in the

delivery of this process, providing technical input and ongoing support, face-to-face and

at-distance.

The nal component of the CCSSP was intended to raise the prole of the civil society

sector as a whole and comprised of the programmes communications activities and anumber of events designed to address knowledge development, learning and cross-sector

relationship building through community-level, island-wide and international events.

Cypriot Civil Society Strengthening Programme

Presenters

Idil Sheytanoglou

Idil is a freelance consultant and associate

of the Management Centre of the

Mediterranean in Northern Cyprus. From

2006-2008, she co-managed the Cypriot

Civil Society Strengthening Programme,

supervising a team of trainers, consultants

and staff whilst also delivering services

in organisational capacity building and

curricula development. Within Cyprus she

has delivered training to various not-for-

prot and public sector organisations,

and internationally has provided servicesin Turkey, Syria, Lebanon, Tunisia and

Romania. She won Junior Chamber Turkeys

Most Outstanding Trainer award in 2009.

Idil has lectured in Business and Economics

in Lefke European University, Eastern

Mediterranean University and Eastern

Mediterranean College. She is on the

Board of Directors for several not-for-

prot organisations in Cyprus. Idil holds

a Masters degree in Corporate Strategy

and Governance, a Management Studies

degree from the University of Nottinghamand is an International Graduate of the

Junior Chamber International. She is

currently implementing an EU funded

project for professional development in the

UK, working with the National Council for

Voluntary Organisations.

Case study

Country Cyprus


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How ou can sta in touch ate this event

11

How you can stay in touch after this event

International network

The Improving Support Ning network provides an online space

for practitioners (and anyone else who is interested) to share

documents, comment and share contact information.

It is a fantastic way to stay in touch after this event and for

us all to share resources to help build a better third sector.

Url: www.impovingsuppot.ning.com

Key contact: Sian Lewis, Capacitybuilders

E: [email protected]

Promoting your work to

wider audiencesYou can also become a member of www.impovingsuppot.og.ukand send your resources (by sending them via the contact us form)

to be shared via the website with national audiences.


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