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It can sometimes be challenging for survivors – and their advocates – to understand which health facility to visit for different types of treatment. There are often multiple levels of health services (i.e. health posts, health clinics, mobile clinics, hospitals) with different types of staffing (e.g. nurses, doctors), equipment and facilities. So it is vital to provide clear information for first responders at community level and in other services on where to go for different health needs. At the same time, a local health post is often the only service accessible, so health staff there need to…

Monitoring and evaluating capacity building efforts can support programmes to learn and build from what has worked well and what could be improved. Programmes should consider conducting pre- and post- training assessments; participant feedback surveys; self-assessment tools, training facilitator surveys; satisfaction surveys; and progress reports. These should be linked to baselines that are set at the start of the capacity building process. Employing multiple evaluation methods in the short, medium and long-term supports comprehensive evaluations which can capture learning and be used to…

In order to challenge longstanding inequalities in the international development sector, it is important to engage and strengthen expertise in the Global South. For example, rather than recruiting an international researcher to conduct data analysis, programmes could support research teams from the Global South who are collecting the data to develop skills to conduct this analysis and present the findings themselves. Some programmes in the ending VAWG sector - such as the What Works programme - engaged a team of Technical Advisors who were mainly based in the Global South and, in some cases…

Capacity building efforts should be tailored to the needs of partners and their contexts. Involving partners in the design of capacity building efforts can help identify which approaches they have found useful or less effective in the past. Capacity building efforts can also introduce new approaches informed by best and innovative practice but should be mindful of partner preferences.

Involving partners in the design of capacity building initiatives can also help identify what is achievable within resource constraints. Partner engagement at this stage can help build an understanding of the…

For capacity building efforts to be truly responsive to the needs of partners, it is important for initiatives to be flexible. While programmes should try to identify needs during initial capacity assessments, new needs may emerge during the programme. Programmes will be well placed to meet emerging needs if they build in flexible resourcing arrangements, conduct close monitoring, and provide opportunities for ongoing reflection with partners about capacity building needs and approaches.

Reciprocal learning approaches recognise that different partners already have a range of varied skills and experiences and proactively create opportunities to share those skills. This helps to value all types of expertise and dismantle inequitable relationships and power dynamics between partners. For example, WROs may have more practical and lived experience of the needs of communities on the ground and what works when advocating to end VAWG in that context. On the other hand, an INGO may have more experience writing funding proposals and navigating donor applications. UN and Government…

Capacity building efforts need to be demand-driven and informed by the needs, aspirations and interests of partners. The most effective way to achieve this is to conduct participatory capacity assessments with partners to review skills and knowledge across a range of areas critical for effective VAWG programme delivery e.g. technical skills on VAWG prevention and response; foundational skills around financial and project management, report writing, or proposal writing. Tools and guidance to support capacity assessments include:

Spotlight Initiative Guidance on Capacity Development
UN…

Lessons learned from Spotlight Initiative, United Nations Trust Fund (UNTF) as well as other relevant organisations found that having a dedicated capacity development manager to oversee a capacity building strategy across programmes was key to championing and driving capacity building efforts forward. This can involve establishing a dedicated team to work closely with programme participants to develop strong relationships, identify capacity gaps, facilitate reciprocal learning, and channel resources to further strengthen their capacity. Without adequate resources and leadership, programmes may…

Effective capacity building efforts require commitment from the onset across the programme vision, operational plans and resource investments. This can be achieved by funders including capacity building as a core deliverable with specific resource allocation in requests for proposals. This then allows programme managers to develop a capacity building strategy for all levels of the programme including of the programme team, implementing partners, other partners, field staff, local champions and community facilitators.

Programmes seeking to establish One Stop Centres should start by mapping existing services, the needs of survivors and gaps in service provision. Mapping existing survivor support services helps ensure that One Stop Centres are adequately linked up to other services, with clear referral pathways for survivors, that they are not duplicating existing services, and that they are better placed to fill gaps in service provision.