Perform a thorough analysis of the counterpart organization
'We started the capacity-building effort with a thorough analysis. I did it during the first 2 - 3 months. I spoke with stakeholders, observed and spent a lot of time looking over people's shoulders in the organization. The result was a list of 42 areas for improvement. In addition, I had the board members complete a questionnaire. I asked them for their opinion of the organization: Where do we stand? Where can we grow? Where do we need additional capacity?
I compared the two analyses and discussed the highlights at workshops with board members. Since the board members are volunteers, they cannot be expected to devote themselves to the project full-time. We therefore identified 16 items to improve during my year and a half in Mutare. We will accomplish this by training each other or by commissioning external trainers.'
Attune improvement
Attune improvement courses to match the capacities present. Efforts to strengthen organizations should explicitly take into account the capacities within the organization. Reinforcement should reflect the knowledge of the people in the organization.
We assigned 2 areas for improvement to each board member. He or she has extensive latitude in how to address them. We expected that this approach would cultivate ownership and encourage individual initiatives. Unfortunately, we were overly optimistic, as these people have only primary schooling. These people are doers, they are not deep thinkers.'
'The plan is ready, and 16 areas for improvement have been put in writing and are being expressed in plans of action. Some have already been completed. We are working hard to improve financial management skills. Rather than examining the finances of the organization, we check how far the treasurer is with his work. This is already a major milestone: I no longer need to tally all the figures! The treasurer now reports directly to Haarlem.'
'When I leave about nine months from now, I expect that the organization will be far more professional. This does not mean that all the work will be finished. I hope that MHS will be able to manage on its own, but they still have a lot to learn. I have recommended that somebody succeed me, but such a person needs to understand the local context. Perhaps somebody could be brought in from MYSA, like a South-South exchange.'
Use the available expertise, and have it imparted by people in the field!
'Recently I spoke with MYSA (Mathare Youth Soccer Association) about incorporating the Kicking AIDS Out activities within MHS. While this was one of the main activities at MYSA, it is still on the back burner at MHS. We look forward to integrating these activities in the work that MHS does. The best way would be to recruit a Kenyan local to tell them how this is done in Kenya. I think that this will make more of an impression, and that the expert will understand the context more easily. At MHS people understand the theory but lack the practical know-how to integrate this topic in their activities. Once you show others that a certain approach works, they will follow it as well.'
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