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Semelhante a Capacity building ATEC London 2018
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Capacity building ATEC London 2018
- 1. David Banes May 2018 Why does AT Capacity building fail ? Learning from experience
- 2. 2 1 We don’t understand the term “Capacity building is one of the most fashionable, yet least understood terms in the nonprofit sector today” (Ann Philburn) “There is a striking lack of a shared definition, its features and essential elements” Tony Proscio describes it as “an empty word with a comfortably wide girth”
- 3. 3 Definitions of Capacity Building It refers to the process of enhancing an organization's abilities to perform specific activities. An Organizational capacity building approach is used by NGOs to develop internally so they can better fulfil their defined mission
- 4. 2 We don’t anticipate the barriers to knowledge transfer Understanding the audience Language Imagery Social, Political, and Religious Sensibilities and Transfer Training Appropriateness Translation Expertise
- 5. 5 Addressing the barriers How long are we prepared to take to build the required capabilities and capacity Are all parties clear on the specific objectives and success criteria of the engagement Capacity building must be built on firm organizational foundations and processes Suitable Resources and Support will need to be made available including staff with sufficient experience and skills Effective Capacity building is founded upon a learning and knowledge exchange Clear Evaluation criteria of successful projects must be established
- 6. 3 We don’t use a range of Capacity Building Activities Providing access to information and resources (for example, databases, libraries and web sites) Publications Training (public, customized or on-line) Consultation (for example, coaching, facilitating, expert advice and conducting research) Coordinating alliances
- 7. 7 Capacity Building Activities Increasing access to data and information Facilitating wider engagement and networking Promoting and facilitating the sharing of experience Providing tools, standards and guidance Delivering formal training and workshops Providing “on the job” training and assistance Influence on the actions of others
- 8. 8 4 We don’t plan to build capacity for Today and Tomorrow We must anticipate the services required both today and in the future The shape of services changes over time Innovation offers new opportunities to deliver services with greater reach and impact Recognises potential future imperatives
- 10. Sensitivity
- 11. 11 6 What are we building Capacity in? This Photo by Unknown Author is licensed under CC BY-SA
- 16. Advice and Assessment Self and Peer Assessment and Advice • Independent resources and reviews of products and use • Links and seeding of social media channels • Escalation routes Specialist Assessments • Training on process for community teams • Developing communities of practice • Referral Routes
- 18. Training • Conferences and discrete events not successful in bringing change • Training needed to be on demand and delivered in bite sized chunks • Training benefits from local mediation • Training needs local context
- 19. Provision Awareness Advice and Assessment Training ProvisionSupport Accessible Content Research and Development Policy ASSISTIVE TECHNOLOGY ECOSYSTEM
- 20. 20 Provision Open Source Free AT Integrated solutions Available in local market Support local language Build local industry Understand Preferences
- 21. Technical Support Awareness Advice and Assessment Training ProvisionSupport Accessible Content Research and Development Policy ASSISTIVE TECHNOLOGY ECOSYSTEM
- 22. Technical Support Assumptions around support are dangerous Formal support may not exist Support from friends and family Trusted sources of guidance Replace or repair is common
- 24. Accessible Content Policy may not exist Training may require English Tools may not support languages Content sources may vary Infrastructure may not exist
- 25. Research and Development Awareness Advice and Assessment Training ProvisionSupport Accessible Content Research and Development Policy
- 27. What do successful capacity building programs look like • Have clearly defined agreed objectives • Be established within a clear and transparent framework for change • Operate at all levels with an organization • Be owned by the target organization • Incentivize individuals and organizations to change and adapt • Address both knowledge and internal structure, roles and processes • Develop a model of knowledge transfer that is flexible and provides for both teaching and mentoring in a variety of forms • Provide on demand support • Evaluate success and issues arising
- 28. 28 Example Building AT Capacity within a Health Service • Establishing Processes • Building Escalation • Identifying Champions • Developing Job Descriptions • Working Alongside • Mentoring • Training • Providing equipment
- 29. 29 Contact and Further Resources Website www.accessandinclusion.net Email david@davebanesaccess.org Access and Technology News http://paper.li/e-1452749534# Global Symbols www.globalsymbols.com Social Media Facebook www.facebook.com/accessandinclusion LinkedIn https://www.linkedin.com/in/davebanesaccess Pinterest https://uk.pinterest.com/Davebanesaccess/ Instagram https://www.instagram.com/davebanes Twitter @davebanesaccess Slideshare www.slideshare.net/davebanesaccess Tumblr https://www.tumblr.com/blog/davebanesaccess YouTube https://www.youtube.com/user/DaveBanesAccess
- 30. 30 Contact and Further Resources Access Interact www.accessinteract.eu Building Capacity for Peer Interaction between disabled and non disabled peers