Mapping and Building Organizational Capacity for Stronger Local Institutions

Abstract

Local CSOs have been concerned about increasing their project success rates as well as in ensuring that their capacities facilitate the delivery of their strategic mandates. However, few of them have been able to effectively address the capacity gaps they encounter during periods of massive growth experienced as community needs and project management requirements increase. Capacity building seeks to understand what exists, to utilize and strengthen existing capacities and therefore does not mean starting from scratch. It is evidence driven process to improve the ability and performance of the organization and its employees. However, in some situations radical and extensive organizational changes may be needed to build the competence of the organizations. This article highlights the importance of designing capacity building interventions that are context specific and guided by evidence collected from individual organizations. The aim of the capacity assessment exercise was to identify the existing capacity of the selected organizations so as to improve systems and technical capacity that is required to support project implementation. The exercise revealed that eighty (80) percent of the organizations had a functional governance structure in place; most of the organizations had relevant organizational policies in place, staff job descriptions and contracts were in place; some of the organizations had strong networks and linkages with the government and other stakeholders. However, gaps observed related to insufficient governance structures and management processes that were barriers to sustaining the growth of the organizations. A recommended approach to facilitate and enhance CSOs' organizational capacity was the establishment of a proactive system that encourages learning and empowers the organizations to initiate relevant changes to enhance its capacity within the operating context.