Civil Society Organisations’ (CSO)
capacity development
1st Interim Meeting of the Policy
Forum on Development
Brussels, 10-11 May 2012
Assel Tastanova,
IFRC regional representation for Central Asia
Capacity development
• Good strategies
• Right leadership
• Strong partnership
When those are in place, external, partners
can make a difference through appropriate
support
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Core capacities
 The capacity to exist (legal base and integrity)
 The capacity to organise oneself (HR, logistics,
communication, financial management, etc.)
 The capacity to relate to others and to mobilise resources
(relations with government, external stakeholders, image
building, resource mobilisation, etc.)
 The capacity to perform (identification of success
indicators, satisfaction of beneficiaries, evaluations,
feedback)
 The capacity to adapt and grow (adapting to changing
environments, pilot programmes, partnership
development)
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4
Building Strong
Building
Strong
National
Societies:
National Societies:
comprehensive
AAcomprehensive
approach
approach
Framework and Principles for
Building Strong National Societies:
….doing more, doing better, reaching further
www.ifrc.org
Saving lives, changing minds.
5
Building Strong
National Societies:
A comprehensive
approach
Vision 2020
Strategic Aim 1
Save lives, protect
livelihoods, and
strengthen recovery
from disasters and
crises
Strategic Aim 2
Strategic Aim 3
Enable healthy
Capacity
Building
and
safe living
Framework
Promote social
inclusion and a culture
of non-violence and
peace
Enabling Action 2
Pursue humanitarian diplomacy to prevent and
reduce vulnerability in a globalized world
Enabling Action 3
Function effectively as the IFRC
Enabling Action 1
Build strong National Red Cross and Red Crescent Societies
www.ifrc.org
Saving lives, changing minds.
6
Building Strong
National Societies:
A comprehensive
approach
What is a strong National
Society?
A strong National Society is one that is
able to deliver, through a network of
Capacity units,
Building
volunteer-based
a relevant
Framework
service to vulnerable people sustained
for as long as needed.
www.ifrc.org
Saving lives, changing minds.
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Building Strong
National Societies:
A comprehensive
approach

Interlinked methods for strong a
National Society
“Who are we?” and “What do we do?”
 Federation-Wide
Databank & Reporting System

“How well do we do it?”

“How can we do better?”
Capacity Building
 Organisational Capacity Assessment
Framework and Certification Process
 Red

Cross Red Crescent Learning and Knowledge Sharing Network
“How can we reach further?”
 Bridging
the Digital Divide
www.ifrc.org
Saving lives, changing minds.
How can external support help?
• Help to move through peer engagement and dialogue
• Finance implementation of self-development plans and
leadership – should cover the whole process (3-5 years)
• Learning and technical expertise
• A peer coaching approach for organisational development and
capacity enhancement advice, consultants and advisers (for
instance, German RC, Netherlands RC, Finish RC contributing
into Red Crescent development in Central Asia)
• To support as a collective by creating a critical mass for selfdevelopment among al CSOs (best approach when
networking in place – Red Cross Red Crescent)
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