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Civil Society Organisations’ (CSO) capacity development

Civil Society Organisations’ (CSO) capacity development. 1 st Interim Meeting of the Policy Forum on Development Brussels, 10-11 May 2012 Assel Tastanova , IFRC regional representation for Central Asia. Capacity development. Good strategies Right leadership Strong partnership

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Civil Society Organisations’ (CSO) capacity development

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  1. Civil Society Organisations’ (CSO) capacity development 1st Interim Meeting of the Policy Forum on Development Brussels, 10-11 May 2012 Assel Tastanova, IFRC regional representation for Central Asia

  2. Capacity development • Good strategies • Right leadership • Strong partnership When those are in place, external, partners can make a difference through appropriate support

  3. Core capacities • The capacity to exist (legal base and integrity) • The capacity to organise oneself (HR, logistics, communication, financial management, etc.) • The capacity to relate to others and to mobilise resources (relations with government, external stakeholders, image building, resource mobilisation, etc.) • The capacity to perform (identification of success indicators, satisfaction of beneficiaries, evaluations, feedback) • The capacity to adapt and grow (adapting to changing environments, pilot programmes, partnership development)

  4. 4 Framework and Principles for Building Strong National Societies:….doing more, doing better, reaching further

  5. 5 Vision 2020 Strategic Aim 1 Save lives, protect livelihoods, and strengthen recovery from disasters and crises Strategic Aim 2 Enable healthy and safe living Strategic Aim 3 Promote social inclusion and a culture of non-violence and peace Enabling Action 2 Pursue humanitarian diplomacy to prevent and reduce vulnerability in a globalized world Enabling Action 3 Function effectively as the IFRC Enabling Action 1 Build strong National Red Cross and Red Crescent Societies

  6. 6 What is a strong National Society? A strong National Society is one that is able to deliver, through a network of volunteer-based units, a relevant service to vulnerable people sustained for as long as needed.

  7. 7 Interlinked methods for strong a National Society • “Who are we?” and “What do we do?” • Federation-Wide Databank & Reporting System • “How well do we do it?” • Organisational Capacity Assessment and Certification Process • “How can we do better?” • Red Cross Red Crescent Learning and Knowledge Sharing Network • “How can we reach further?” • Bridging the Digital Divide

  8. How can external support help? • Help to move through peer engagement and dialogue • Finance implementation of self-development plans and leadership – should cover the whole process (3-5 years) • Learning and technical expertise • A peer coaching approach for organisational development and capacity enhancement advice, consultants and advisers (for instance, German RC, Netherlands RC, Finish RC contributing into Red Crescent development in Central Asia) • To support as a collective by creating a critical mass for self-development among al CSOs (best approach when networking in place – Red Cross Red Crescent)

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