PILLARS OF ORGANIZATIONAL CAPACITY

CRITICAL AREAS OF CAPACITY BUILDING

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

REMEDIES OF EFFECTIVE CAPACITY BUILDING:

NONPROFIT ORGANIZATIONAL CAPACITY THEMES

ADAPTIVE CAPACITY:
Enables an organization to be effectively able to monitor, assess,
respond to, and stimulate internal and external changes

MANAGEMENT CAPACITY:
Effective and efficient use of the limits of an organizations resources

TECHNICAL CAPACITY:
Ability to deliver an organizations programs and services and
successfully implement its key functions

LEADERSHIP CAPACITY:
Engagement of organizational leaders in innovation, empowerment,
providing directions and decision making

CAPACITY BUILDING TOOLKIT:

ASSESSMENT & BENCHMARKING:
Allows an organization to conduct an initial assessment of
the organizational capacity by measuring the quality of its
policies, 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 for
the 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

CB NEEDS ASSESSMENT
Need is a necessity and want is a desire. Capacity
building needs is a sign of a GAP between what is
and what should be, and is a required essential
element of change
Want is a recognized element desired in a change process
but may not be necessary for change

WHAT IS BEING ASSESSED:

ACCOUNTING SYSTEM
PARTNERSHIP & NETWORKING
LEADERSHIP & MANAGEMENT
CHANGE MANAGEMENT
TECHNOLOGY & SKILLS
RESOURCES
PROGRAMS AND ACTIVITIES

THANK YOU!
Q&A
Brian M. Touray
bmtouray@telus.net

RESOURCE MOBILIZATION:

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 to
carry out diverse task
FINANCIAL RESOURCES:- Funds in the form of
Government budget, Development Agencies, NGOs,
Communities and Private sector
GOODS & SERVICES (In Kind):- May include Computers &
Equipment, Vehicles, Office space, Advertising airtime or
Space and Training services

IMPORTANCE OF RESOURCE MOBILIZATION:

Diversifies and expand resources
Formulates an independent budget
Breaks the tradition of running specific programs of donor
agencies
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 relations
Fulfills responsibilities towards the local community
Run programs based on the genuine needs of the local
community
Enhance the dignity of an organization

DONOR DEPENDENCY:

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

REDUCING DONOR DEPENDENCY:

SELF & LOCAL FINANCING FINANCING:- Focuses on
income 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

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 drives
Credibility of the organization:- as a marketing tool
Time management:- to organize events
Markets:- for your brand or products

THANK YOU!
Q&A
Brian M. Touray
bmtouray@telus.net

PARTNERSHIP:

PARTNERSHIP:

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 that

must 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

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

RESOURCE SHARING:

RESOURCE SHARING:

RESOURCE SHARING:
Resource sharing is the utilization of partnership resources
and effective management of preparedness for response to
a 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.

THANK YOU!
Q&A
Brian M. Touray
bmtouray@telus.net

FUNDRAISING:

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 toward
annual 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

THANK YOU!
Q&A
Brian M. Touray
bmtouray@telus.net

SUSTAINABILITY:

SUSTAINABILITY CRITERIA

WHAT IS SUSTAINABILTY:
Sustainability is self-reliance with the elements necessary
to move forward and constant enhancement of activities
in 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 constant
effort and unity of purpose, focused on one common goal
and mission

THANK YOU!
Q&A
Brian M. Touray
bmtouray@telus.net

ORGANIZATIONAL COMMUNICATION
Process of 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 the
attainment of organizational goals
Communication is not complete until feedback is sent,
and poor or lack of communication can lead to conflict

EFFECTIVE ORGANIZATIONAL COMMUNICATION

ESSENCE OF ORGANIZATIONAL COMMUNICATION

Organizational objectives and targets are to be clearly
communicated to staff and management at all levels
Classification of roles, responsibilities and task can increase
productivity and only possible when clearly communicated
Clear and smooth information flow at the work place foster
environment friendly and positive reaction among staff
Consistent and effective communication develops and
strengthen relationships and trust with stakeholders
Consistent flow of information between leadership and
staff plays a vital role in the motivation and morale of staff

ORGANIZATIONAL COMMUNICATION

FORMS OF ORGANIZATIONAL COMMUNICATION

Formal:

Refers to the official exchange of information regarding

organizational 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 social
interaction settings
Information is usually distorted while passing through different
channels
Confident information can be leaked without a trace of the
source
False rumors are easily spread without accountability

TIME WE SPEND COMMUNICATING

WHAT WE REMEMBER

THE COMMUNICATION PROCESS

COMPONENTS OF COMMUNICATION PROCESS

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

THANK YOU!
Q&A
Brian M. Touray
bmtouray@telus.net

MISCOMMUNICATION AS A SOURCE OF CONFLICT

ORGANIZATIONAL CONFLICT
Organizational conflict is a state of friction instigated by
variance of needs, breakdown in communication, different
values and opinions, nonetheless, it may be productive or
non-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

CONFLICT MANAGEMENT

CONFLICT MANAGEMENT
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 by
formulating 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 and
perspective
Establish formal procedures for grievances and disciplinary
issues

THANK YOU!
Q&A
Brian M. Touray
bmtouray@telus.net