brian touray - kwieco capacity buidling workshop presentation

7/26/2019 Brian Touray - Kwieco Capacity Buidling Workshop Presentation

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PILLARS OF ORGANIZATIONAL CAPACITY


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CRITICAL AREAS OF CAPACITY BUILDING


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WHAT IS CAPACITY BUILDING?

Process by which Organizations, Institutions, Societies, Groups and

Individuals engage in activities to increase their abilities

Process to advance to the next level enabling the programmatic,

operational and financial maturity of an organization

Organizational development, including community participation of

the underserved, and women in particular

Development plan to enhance knowledge, skills, output rate of an

organization through incentives, technology or training

Ability of an Organizations, Institutions, Groups and Societies to

change its direction by engaging in functions to achieve objectives in

a sustainable manner

Building blocks in which each block is a vital component that must be

individually addressed


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REMEDIES OF EFFECTIVE CAPACITY BUILDING:


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CAPACITY BUILDING TOOLKIT: ASSESSMENT & BENCHMARKING:

Allows an organization to conduct an initial assessment of

the organizational capacity by measuring the quality of itspolicies, products, programs and strategies

ACTION PLANNING:

Enables an organization to apply the results of its initial CB

assessment and benchmarking to create a plan of action forthe capacity of the organization

ACTIVITY IMPLEMENTATION:

Enables an organization to engage on resource building,inventory and linkage to support its Capacity Building efforts

REASSESSMENT, EVALUATION & LEARNING:

Enables an organization to utilize the results from the original

Assessment & Benchmarking tool, to evaluate its engagement


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CB NEEDS ASSESSMENT

Need is a necessity and want is a desire. Capacitybuilding needs is a sign of a GAP between what is

and what should be, and is a required essentialelement of change

Want is a recognized element desired in a change processbut may not be necessary for change

WHAT IS BEING ASSESSED:

ACCOUNTING SYSTEM

PARTNERSHIP & NETWORKING

LEADERSHIP & MANAGEMENT CHANGE MANAGEMENT

TECHNOLOGY & SKILLS

RESOURCES

PROGRAMS AND ACTIVITIES


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THANK YOU!

Q & A

Brian M. Touray

[email protected]
mailto:[email protected]:[email protected]


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RESOURCE MOBILIZATION:


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WHAT IS RESOURCE MOBILIZATION?

Resource Mobilization is a process that identifies resources

essential for the development, implementation and

continuation of activities of an organization Resource does not necessarily include only money, but

also PEOPLE, INFORMATION and GOODS & SERVICES

Resources can be can be categorized into three main areas:

HUMAN RESOURCES:- People to cover range of skills tocarry out diverse task

FINANCIAL RESOURCES:- Funds in the form ofGovernment budget, Development Agencies, NGOs,

Communities and Private sector

GOODS & SERVICES (In Kind):- May include Computers &Equipment, Vehicles, Office space, Advertising airtime orSpace and Training services


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IMPORTANCE OF RESOURCE MOBILIZATION:

Diversifies and expand resources

Formulates an independent budget

Breaks the tradition of running specific programs of donoragencies

Decreases or eliminates donor dependency

Sustainability of an organization and programs

Maximum use of domestic capital and skills

Expands deep relations with stakeholders and the local

community

Cleans the image of an organization and expand relationsFulfills responsibilities towards the local community

Run programs based on the genuine needs of the localcommunity

Enhance the dignity of an organization


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DONOR DEPENDENCY:


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WHAT IS DONOR DEPENDENCY?

Donor Dependency is a notion that an organization or

group cannot survive on its own without an outside

resources

If an organization desires a project sustainability,

community members and or beneficiaries must have a

sense responsibility and ownership


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REDUCING DONOR DEPENDENCY:

SELF & LOCAL FINANCING FINANCING:- Focuses onincome generation and support through an organizations

own efforts to bridge a starvation cycle, and can include

but not limited to:

Incorporate Pro Bono Model with Social Enterprise Model

Membership fees and subscriptions Consultation fees

Sub Leasing Office Space

Investment Income Donations and Gifts from Local Supporters

Branding

Fund Raising


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FEASIBLE FUNDING BASE STRATEGIES:

Skills and experience :- marketing, fundraising, and

saleable skills

Funds to invest:- for adapting office space to rent

Capacity to respond to requests:- offering consultancy and

training services

Contacts with prominent people:- those who have

influence in business communities

Commitment of supporters:- help with fundraising drivesCredibility of the organization:- as a marketing tool

Time management:- to organize events

Markets:- for your brand or products


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THANK YOU!

Q & A

Brian M. Touray

[email protected]


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PARTNERSHIP:

S


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PARTNERSHIP:


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PARTNERSHIP:

Partnership is an alliance between organizations, and is

entirely based on trust, equality, understanding, with

obligations to foster their mutual interest for success

Partnership presents parties involved with challenges thatmust be navigated unto agreement

Overarching goals, levels of give-and-take, areas of

responsibility, lines of authority must be determined

How success and achievement is evaluated must be

negotiated


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POTENTIAL BENEFITS OF PARTNERSHIP:

Access to Human Resources Access to Technologies

Access to Markets

Access to new Networks

Skills Development

Technical Expertise

Financial resources

New Innovations and Strategy Enhancement

Improved Image


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RESOURCE SHARING:


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RESOURCE SHARING:

RESOURCE SHARING


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RESOURCE SHARING:

Resource sharing is the utilization of partnership resources

and effective management of preparedness for response toa starvation cycle

Resource sharing may take place in many forms, but

generally occurs between organizations that maintain

separate legal and distinctive identities

Working together to achieve agreed sharing of resources

most often deliver a wide range of benefits of collaboration

for organizations. Resource sharing can be seen as a means to provide an

organizations staff and community members quality

sustainable activities & services.


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THANK YOU!

Q & A

Brian M. Touray

[email protected]

FUNDRAISING


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FUNDRAISING:

FUNDRAISING:


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FUNDRAISING:

Non-Profit Organizations are advised to create

fundraising committees to lead the board in efforts that

attracts and generate funds, and should include:

Planned funding activities for the full board

Review of funding plan to ensure progress towardannual and long-range funding goals

Identify and recruit community leaders to serve with

board members on fundraising committees

Educate the full board on the techniques of branding,seeking grants, soliciting corporations and individuals

Work with board to identify and solicit funds from

external sources of support


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THANK YOU!

Q & A

Brian M. Touray

[email protected]

SUSTAINABILITY


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SUSTAINABILITY:

SUSTAINABILITY CRITERIA


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SUSTAINABILITY CRITERIA

WHAT IS SUSTAINABILTY:


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WHAT IS SUSTAINABILTY:

Sustainability is self-reliance with the elements necessary

to move forward and constant enhancement of activitiesin pursuit of a defined mission

Organizational sustainability represents an ongoing

process rather than a state of perfection, and will only

grow if cared for by all that are involved

Keeping an organization sustainable requires a constanteffort and unity of purpose, focused on one common goal

and mission


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THANK YOU!

Q & A

Brian M. [email protected]

ORGANIZATIONAL COMMUNICATION


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Processof exchanging mutual understanding of ideas,

views and information, using various methods

Encoding and decoding of messages through a medium

ensured by a feedback

Communication can be internal, external and personal

Successful communication plays an integral role in theattainment of organizational goals

Communication is not complete until feedback is sent,

and poor or lack of communication can lead to conflict


EFFECTIVE ORGANIZATIONAL COMMUNICATION


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EFFECTIVE ORGANIZATIONAL COMMUNICATION

ESSENCE OF ORGANIZATIONAL COMMUNICATION


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Organizational objectives and targets are to be clearlycommunicated to staff and management at all levels

Classification of roles, responsibilities and task can increaseproductivity and only possible when clearly communicated

Clear and smooth information flow at the work place fosterenvironment friendly and positive reaction among staff

Consistent and effective communication develops andstrengthen relationships and trust with stakeholders

Consistent flow of information between leadership and

staff plays a vital role in the motivation and morale of staff

ESSENCE OF ORGANIZATIONAL COMMUNICATION



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FORMS OF ORGANIZATIONAL COMMUNICATION


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Formal:

Refers to the official exchange of information regardingorganizational matters

Ensures orderly and systematic information flow

Misrepresented information can be traced back to its source

Informal:

Exchange of Non-Official information, generally in a socialinteraction settings

Information is usually distorted while passing through differentchannels

Confident information can be leaked without a trace of thesource

False rumors are easily spread without accountability

FORMS OF ORGANIZATIONAL COMMUNICATION

TIME WE SPEND COMMUNICATING


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TIME WE SPEND COMMUNICATING


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THE COMMUNICATION PROCESS


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THE COMMUNICATION PROCESS

COMPONENTS OF COMMUNICATION PROCESS


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SENDER:Information conveyor

MESSAGE:Contents of information

ENCODING:Generation of information

MEDIUM: Method information is transmitted

DECODING: Conversion of information

RECEIVER: Information recipient

FEEDBACK:Response from receiver

NOISE:Interruption of flow of information

COMPONENTS OF COMMUNICATION PROCESS


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THANK YOU!

Q & A


MISCOMMUNICATION AS A SOURCE OF CONFLICT


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MISCOMMUNICATION AS A SOURCE OF CONFLICT

ORGANIZATIONAL CONFLICT


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Organizational conflict is a state of friction instigated by

variance of needs, breakdown in communication, different

values and opinions, nonetheless, it may be productive ornon-productive

PRODUCTIVE CONFLICT: May involve difference in opinion

concerning task, expectations about impact of decisions

and differences in perspectives

NON-PRODUCTIVE CONFLICT: May involved power struggle,personal issues, ineffective organizational structure, and

most importantly, poor communication

ORGANIZATIONAL CONFLICT

CONFLICT MANAGEMENT


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CONFLICT MANAGEMENT

CONFLICT MANAGEMENT


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Conflict management is the process of identifying and

effectively stabilizing conflict by focusing on its positive

aspect and coming to a consensus, and can be managed byformulating some of the following strategies;

Enhancing the relationship between staff, management and

leadership, through effective and consistent communication

Empower and value staff feedback and opinion on certain

decision makings

Promote and create high level of trust at the workplace

Create an environment that respects diversity andperspective

Establish formal procedures for grievances and disciplinary

issues

CONFLICT MANAGEMENT


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THANK YOU!

Q & A


brian touray - kwieco capacity buidling workshop presentation

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