Abstract
The term “capacity building” has caught on quickly within the nonprofit sector, specifically with Nongovernmental Organizations (NGOs). In fact, many funding organizations, agencies and foundations are now requesting that their partners engage in capacity building activities. How then, do we determine which organizations have the capacity to adhere to their mission statements and to deliver their services in a sustained fashion? This is an important question for two reasons. First, it asks us to identify the factors which lead to capacity, and second, it suggests that capacity building is a continuous process. This study proposes a relational process of building an organization’s future using Appreciative Inquiry. It supports a greater appreciation and awareness of the importance of building multi organizational and global capacities. The relational capacity building framework introduces definitions, insights and guidelines that help the organization create capacity at different levels as well as define core capabilities. This framework allows organizations to see where they are today and establish a vision for tomorrow. It helps them to clearly understand their directions, views, values and capabilities to create a learning environment for capacity building at the same time they are actively involved in creating their future. In so doing, it offers both utility and value for NGOs, donor organizations, governmental agencies, researchers and policy makers. While predominately donor driven, capacity building cannot be understood by only considering a Northern NGO (NNGO) or donor’s perspective. The issue is driven by the interdependency between NNGOs and Southern NGOs (SNGOs). This study will consider both perspectives and Capacity Building Stavros iii was created from an in-depth analysis of four NNGOs, and data from a thorough literature review and meta-ethnography of six SNGOs. The Global Excellence in Management Initiative (GEM) organization worked with the researcher in the proposal stage to help identify the key research questions and other primary and secondary sources of information. GEM is a university-based program of learning and education that works in partnership with U.S. Private Voluntary Organizations (PVOs) and international NGOs (INGOs) to conduct capacity building programs.
CHAPTER ONE
INTRODUCTION
1.1 CONTEXT OF THE PROBLEM
Survival of most corporate organization is mostly dependent on acquired and developed knowledgeable skills and experience of their employees. The employees are expected to develop along with the contemporary and in response to rapidly growing competition in the corporate world. Change itself has been the most enduring phenomenon and a necessary condition for development for manpower to cope with and adapt to the dynamic nature of our work environment. The need for capacity building in most organization has come to be universally accepted as a vital tool in improve the input of employees including administrators.
The success of most organizations can to a large extent be attributed on the calibre and quality of the employees. No organization, no matter the size and resources can survive without competent and qualified manpower. The need for capacity building of employees in Nigeria becomes more pertinent in view of Nigeria’s quest to develop and industrialize especially since Technological innovations in business today practically renders skills and methods ineffective for tomorrow’s activities.
As nonprofit organizations play increasingly important roles in our society, it becomes even more critical for them to perform effectively. In response, nonprofit managers have demonstrated a growing interest in management practices and principles that will help them build high-performing organizations, rather than just strong programs (McKinsey & Company, 2001).
While the benefits of capacity may be compelling, the actual effort of building capacity can seem daunting indeed. It can be hard for the nonprofit manager to fund, hard to launch, and hard to implement. It takes a long time and the need is not always apparent to staff, volunteers, board members, or donors.