The role of a training centre in organisational and Institutional development

1. The role of a training centre in organisational and Institutional development MS-TCDC MS-Training Centre for Development Co-operation

2. Brief background MS-TCDC • Part of MS-Denmark ( Danish Association for International Cooperation) • Over 30 years of existence in Arusha, Tanzania on the foothills of Mt Meru and Kilimanjaro. • MS-TCDC Organisational Vision: “To become the leading provider of high quality training for Civil Society Organisations in Sub-Saharan Africa” • MS-TCDC Mission/Development Objective:Strengthened ability of Civil Society Organisationsand other stakeholders to empower people to question their situation and act to realise their vision of a dignified life. MS-Training Centre for Development Co-operation

3. Conceptual view • Evaluated in 1999 • Difficult to ascertain impact due to lack of M&E and limited context analysis & alignment • Lack clear perspective on capacity building • Strategy 2000 -2005 • Defined capacity building/ institutional capacity building and Training and development (Ability to perform/close gap) • Thinking reflected in our conceptual framework MS-Training Centre for Development Co-operation

4. MS Definitions Institutional Development - MACRO or MEGA Level • Institutional Development refers to the attempts to improve the functioning of societies by creating, strengthening and changing ‘institutional software’, i.e. the way people relate to one another in the context of public action and public activities. Organisational Capacity Building - Micro level • Enhancement of the ability in an organisation to internalise new knowledge and new experience and adapt these to its own needs. … facilitating development of the organisation’s competence – its ability to handle its responsibilities, responsiveness, and ability to survive and develop. Training and development- Individuallevel • Enhancement of individual attitudes, skills and knowledge MS-Training Centre for Development Co-operation

5. Key features of the framework- 1 • Clarifies our intervention strategy (open & tailor-made courses, symposiums, consultancies that allow us to engage at different levels)- INPUT. • Corner stone of our thinking of how individual, organizational and societal change takes place emanates from our belief in experiential learning inspired by Paulo Freire. Action learning cycle – Kolb. • It distinguishes the different levels of impact (T&D, OCB & ID/CD) by recognizing that our entry point will either be the individual or group level but the outputs are required at three different levels i.e. Individual – training & development, organization- Organization capacity building and at a broader societal level –Institutional/community development. MS-Training Centre for Development Co-operation

6. Key features of the framework- 2 • Outputs at the different levels(1,2 & 3) are differentiated in terms of levels of complexity. • To have a cascading effect at the different levels necessitates deliberate action and choices which requires a process approach and a long term perspective. This is what makes capacity building sustainable and effective in leading to social change. • Defines risks and possible mitigating strategies to ensure impact at the different levels. • We are clear that our impact will mainly be at organisational capability level. MS-Training Centre for Development Co-operation

7. Risk analysis & strategic orientation • Key considerations in strategy development include the need for ensuring relevance, efficiency, effectiveness and sustainability . • An analysis of the risks and subsequent identification of mitigating strategies does ensure that these parameters are integrated in the planning process. • Mitigating strategies at different levels First level: TNA, quality management, methodology Second level: Action plans, focus on org, tracer studies, TM & Con. & dd-driven Third level: social transformation skills, TM/Cons, strategic partnerships e.g pastoralism programme- multi stakeholder/level/process intervention. MS-Training Centre for Development Co-operation

8. What results? • Space for reflection and exchange of ideas in key debates- Good Local governance, whether advocacy is the answer to poverty reduction, the challenge of global citizenship etc)- publications • Improved different aspects of individual competence & personal development (7,500) • Improved organizational capabilities of at least 1000 CSOs. • Influenced perceptions & attitudes (Gender, child rights, pastoralism, governance of natural resources, development reality in the south) – enhanced potential for policy influence CONC: enhanced potential for policy influence & development impact MS-Training Centre for Development Co-operation

9. Limitations from a CD/ID perspective • MS-TCDC has invested significant time and resources in clarifying its understanding of organisational capacity building and Institutional development which is the basis for our current strategy & programmes. • This is however not the case with the theories of change. We have to some great extent implicitly assumed the rational approach to change which informs our planning processes as a requirement of our parent organization MS-Denmark and donor DANIDA. • Challenged at the level of context analysis hence the limited scope of interventions linking organizational and and Institutional development/change – intentional institutional change- Who is best placed to do this? MS-Training Centre for Development Co-operation

10. Opportunities and constraints Constraints/challenges • “Big Sister syndrome” & broader rational, impatient context • Weak sector requiring massive investment in capacity building viz resourcing in general • Bread and butter issues • Experimentation fatigue Opportunities • Facilitate clearer visioning/results framework • Emphasis on a value framework & assumptions about change- learning & reflection • Integrating CD/ID & TOC into one holistic framework MS-Training Centre for Development Co-operation