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bout the event, Capacitbuildes and its patnes
02
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
bout the event, Capacitbuildes and its patnes
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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Intenational ppoaches to Thid Secto Suppot
bout the event, Capacitbuildes and its patnes
03
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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Intenational ppoaches to Thid Secto Suppot
Executive summa
04
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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Intenational ppoaches to Thid Secto Suppot
genda and wokshop sessions
05
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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Case studies and speake biogaphies
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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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Case studies and speake biogaphies
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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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Case studies and speake biogaphies
10
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
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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