NGO Capacity Building Perspectives in South Asia

NGO CAPACITY BUILDING
PERSPECTIVES IN SOUTH ASIA
THE SAP NETWORK EXPERIENCE
SUMMARY REPORT
September 2003
Mustafa Nazir Ahmad
South Asia Partnership-International
ABBREVIATIONS AND ACRONYMS

ACDP:
BRAC:
CAP:
CBO:
CDP:
(Also)
CIDA:
CSO:
EC:
FBDT:
GAD:
GDI:
GDP:
GNP:
HCI:
HDC:
HDI:
HRD:
ICDP:
LAMP:
LTDP:
LTPP:
NG0:
NICE:
OPP:
PACE:
PHC
PPP:
PRA:
RDP:
RLF:
PCDT
SAARC:
SAP:
SAPs:
SAP-BD:
SAP-N:
SAP-PK:
SAPSRI:
SEWA:
SLCDF:
ToT:
VBO:
VO:
Agriculture and Community Development Program

Bangladesh Rural Advancement Committee
Community Action Program
Community-Based Organization
Cluster Development Program
Community Development Program
Canadian International Development Agency
Civil Society Organization
Executive Council
Field-Based Development Training
Gender and Development
Gender-related Development Index
Gross Domestic Product
Gross National Product
Head Count Index
Human Development Center
Human Development Index
Human Resource Development
Integrated Community Development Program
Learning Application and Model Program
Long-Term Development Program
Long-Term Partnership Project
Non-Governmental Organization
Nepal-India Conservation of Environment
Orangi Pilot Project
Partnership and Communication Exchange
Primary Health Care
Purchasing Power Parity
Participatory Rural Appraisal
Resource Development Program
Revolving Loan Fund
People-Centered Development Training
South Asia Association for Regional Cooperation
South Asia Partnership
SAP-BD, SAP-India, SAP-N, SAP-PK, SAPSRI and SLCDF
South Asia Partnership-Bangladesh
South Asia Partnership-Nepal
South Asia Partnership-Pakistan
South Asia Partnership-Sri Lanka
Self-Employed Womens Association
Sri Lanka-Canada Development Fund
Training of Trainers
Village-Based Organization
Village Organization
NGO Capacity Building Perspectives in South Asia: The SAP Network Experience
CONTENTS
Foreword
04
1.
Introduction
05
1.1.
1.2.
1.3.
The SAP Network

Focus on Capacity Building
Background and Objectives
05
06
07
2.
Environment for Capacity Building
08
2.1.
2.2.
2.3.
2.4.
Income and Human Poverty in South Asia

Socioeconomic Factors Contributing to Poverty
Evolution and Role of CBOs and NGOs
Lessons and Experiences
08
10
12
12
3.
Perspectives on Capacity Building
15
3.1.
3.2.
3.3.
3.4.
3.5.
3.6.
Definition of Capacity Building

Goal of Capacity Building
Expectations From Capacity Building
Approach to Capacity Building
Evolution to Current Approach
Core Partner Groups
15
16
16
17
18
20
4.
Capacity Building Interventions
22
4.1.
4.2.
4.3.
4.4.
4.5.
4.6.
4.7.
Key Components of Capacity Building

Human Resource Development/Training
Community Development
Financial and Technical Assistance
Networking and Linkages
Documentation and Communications
Advocacy
22
22
26
28
30
31
32
5.
Analysis of Findings
34
5.1.
5.2.
5.3.
Impact of Capacity Building on Program Areas

Impact of Capacity Building on Cross-Cutting Themes
Conclusion: Future Directions
34
38
41
FOREWORD
The document in your hands is the summary report of one-year long study
project on NGO Capacity Building Perspectives in South Asia, which was
undertaken as an attempt to understand the emerging trend of capacity building
and its dynamics as manifested in the work of six SAP Network member
organizations in South Asia (hereby SAPs). As an outcome of the project, all
SAPs prepared study reports following a common research framework and
methodology. This summary report aims at consolidating and synthesizing the
findings of these reports.
Understandably, it is not easy to come up with a regional overview of a
phenomenon as vast in scope and as complex as capacity building. However, it
is expected that this summary report would at least serve the purpose of helping
other actors in the development arena to learn from the experiences of SAPs and
replicate them where and when possible.
The present report attempts to summarize the wealth of capacity building
experiences spread over the study reports prepared by SAPs. Based upon
country-specific experiences, it begins by placing in context the salient
characteristics of the socioeconomic and political situation of South Asia, the
specific nature of its problems of income and human poverty and
underdevelopment, and its potentialities. Thereafter, it attempts to synthesize
how SAPs define capacity building, what are their related goals, what is their
approach towards it and what expected outcomes they have from it.
The report, then, goes on to portray the essentials of capacity building
interventions implemented by SAPs, and the contributions made by them for the
empowerment of the poor and the underprivileged in their respective countries. It
also dwells upon commonalties in these country experiences in accelerating the
process of peoples self-reliant development. The report concludes by attempting
to identify directions and priorities for future endeavors.
This summary report would have remained an elusive dream had it not been for
the cooperation of my colleagues in SAPs, especially the executive directors of
country SAP organizations and the program director of SLCDF. Taking this
opportunity, I would also like to express my gratitude to the research director and
research coordinators of the study project on NGO Capacity Building
Perspectives in South Asia as well as the authors of six study reports contributed
by SAPs. Finally, I thank the staff of SAP-PK involved with the compilation and
printing of this summary report, especially Mr. Mustafa Nazir Ahmad who
supervised the whole process.
Dr. W. James Arputharaj
Executive Director,
SAP International.
1. INTRODUCTION
1.1.
The SAP Network
South Asia Partnership (SAP) is a network of independent participatory development

support organizations operating under the same name and for the same purposes in five
South Asian countries of Bangladesh, India, Nepal, Pakistan and Sri Lanka and in
Canada. Other members of the network are SAP International and Sri Lanka Canada
Development Fund (SLCDF). Since its inception, SAP Network has been encouraged
and supported generously by Canadian International Development Agency (CIDA),
which not only provides financial resources or helps generate them but also imparts
strategic guidelines that are in line with the South Asian reality.
It is true that SAP Network is composed of organizations with different priorities and
partner groups, still the philosophy behind all the work and the development paradigm
being pursued are the same. The SAP Network member organizations have
empowerment of the most marginalized, the poorest of the poor in both economic and
social terms, at the heart of their activities. This is the major reason that the network has
survived for more than two decades and the partnership between and among its various
components is growing and strengthening.
South Asia, with its more than 1.3 billion people, is home to more than two-thirds of the
worlds absolute poor. The collective understanding of their capacity building binds
members of SAP Network into a partnership which began in 1981. The first phase
(1981-83) was initiated in India, Bangladesh and Sri Lanka with Canadian support
through SAP Canada, which was working as an informal group at that time. Its main
focus was on supporting organizations working for poverty alleviation at the grassroots
level. The second phase (1984-87) saw the institutionalization of SAP organizations in
five countries Bangladesh, Canada, India, Nepal and Sri Lanka. In the third phase
(1988-91), when Pakistan and SLCDF became members of SAP Network, secretariats
were established and member organizations of SAP Network were formally registered as
national non-profit societies.
The fourth phase (1991-1994) saw numerous innovations: change over to long-term
programming; priority to capacity building and sectorally integrated programs; and focus
on regional programs. In 1994, it was recommended that there should be a policy for
diversification of funds, registration of SAP Network as an international organization and
separation of international secretariat from SAP Canada. This led to the formation and
formal registration of SAP International, which aims to strengthen SAP organizations,
provide services to improve programming and help diversify SAP Networks funding
base. With the establishment of its secretariat in Colombo, Sri Lanka, in 1996, SAP
Network has embarked upon a transition from a Canadian-guided and -supported
system to a sustainable regional organization.
The SAPs collectively define development as a participatory process leading to selfreliance and the realization of full human potential. Believing in this, they help CBOs,
NGOs and other CSOs in the region with the common goal of poverty eradication and
sustainable development. In particular, they support development activities of small and
emerging organizations working to improve their viability as local development
institutions. They also offer capacity building services like Human Resource
Development (HRD)/training, community development, financial and technical

assistance, networking and linkages, documentation and communications, and
advocacy to their partners.
All SAPs are committed to common goals and operate within the broad framework of
almost identical vision, mission, goals and objectives. The common goals and objectives
of the network are to:
foster and support activities for integrated, self-reliant, long-term development in
South Asia to benefit the disadvantaged;
support and strengthen South Asian voluntary agencies working through a
participatory process of development to respond to their community needs;
build linkages among voluntary agencies and community groups in South Asia and in
Canada in a spirit of equal partnership; and
promote and encourage Canadian and South Asian understanding of issues and
processes which create and maintain poverty and underdevelopment.
The mission and goals of SAPs clearly state the unity of their approach towards
addressing the problems of underdevelopment and deprivation. A common element is
their commitment to strive for creating a society which is free of exploitation,
economically self-reliant and self-sustaining. They strongly emphasize the need for
empowering the poor and the disadvantaged by strengthening their organizations and
ensuring their participation in the development process.
1.2.
Focus on Capacity Building
Capacity building has been on the agenda of most of the development initiatives
pursued by program implementers and their supporters for a long time. To donor
agencies, capacity building is helping people in the developed countries to make and
carry out their own choices to achieve sustainable development. The implementing
organizations interpret it as empowering and strengthening communities to design, steer
and reap benefits of their own development initiatives utilizing their own potential.
Unfortunately, somewhere in the process, the whole concept loses its path and remains
a missing link.
Over the years, SAPs witnessed a shift of focus from project funding to capacity building
of their partner CBOs and NGOs to become effective local development organizations.
This shift evolved from their program experience; subsequently, they adopted a new
strategy aimed at providing small and emerging local organizations with long-term,
holistic and integrated support. The objective of this new program strategy was to
strengthen the partner organizations at the grassroots level to become catalysts for
locally-managed development. In short, the major emphasis was on capacity building.
The SAPs see capacity building as an integrated, multi-faceted and long-term process
that empowers communities to organize themselves democratically and equitably;
understand the root causes of their disadvantaged situation; take action and access the
necessary resources to bring about lasting change; and participate in local and national
decision-making. This understanding of capacity building recognizes that peoples

poverty and disadvantage are created and perpetuated by many forces. While believing
that change is possible and most likely to happen through the actions of people
themselves, it recognizes that a complex combination of knowledge, attitudes, skills,
experience, resources and opportunities are required to tackle these forces. The SAPs
launched their new program strategy with a shared understanding of capacity building,
based upon several years of working with CBOs and NGOs.
1.3.
Background and Objectives
Nearly five years after SAPs experienced a shift of their prime focus to capacity building,
it was considered worthwhile to take a stock of its present status. This triggered the need
for a research study on NGO Capacity Building Perspectives in South Asia by them.
The stated objectives of this research study were to:
collect and document data on SAPs understanding and practice of capacity

building;
assess the effectiveness and impact of capacity building activities, identifying

lessons learned as well as achievements and challenges for the future;
prepare six study reports (five country reports of Bangladesh, India, Nepal,
Pakistan and Sri Lanka, and one of SLCDF) and produce one regional summary
report based upon them that accurately reflects SAPs experience, analysis and
recommendations for future directions; and
disseminate these documents to interested organizations and donor agencies to

add to the existing literature on capacity building.
The year-long study project divided into four phases of research design, data
collection, analysis of findings and report-preparation was conducted in a participatory
manner from the very start. The methodology of the study, its conceptual framework,
criterion for sample selection, identification of respondent categories, and the nature and
content of the research tools and indicators were developed at the two Capacity Building
Study Design Workshops. The team of national research coordinators and the research
director prepared the draft research framework at the first workshop for deliberation by
the participants. It was set in the context of SAPs goals, objectives, key program areas
and expected outcomes, and was refined and finalized at the second workshop.
The research framework identified six key capacity building program areas common to
SAPs: HRD/Training; Community Development; Financial and Technical Assistance;
Networking and Linkages; Documentation and Communications; and Advocacy. Another
workshop for the stock-taking of the study reports was held in Bangladesh near the
completion of the study project. It provided SAPs with an opportunity to share their
findings and decide a common format for the final presentation of the study reports.
2. ENVIRONMENT FOR CAPACITY BUILDING

For SAPs, capacity building is a means to poverty alleviation, the fulfillment of human
rights and more democratic decision-making at the local level. Analyzing the context in
which capacity building programs take place is necessary to ensure that they are
designed, targeted and implemented efficiently. Without an understanding of the
political, social, economic and ecological environment in which people live, the purpose
and the outcomes of capacity building remain invisible to even the trained eye.
South Asia is a region with enormous problem and immense potentialities. The countries
in the region are going through differing experiences in socioeconomic development.
Socially, the composition of the people is one of the most heterogeneous, stratified as
they are along class, caste and ethnic lines. While democracy is emerging as the
dominant political theme across all the South Asian countries, they have gone through
many diverse experiences over the past few decades.
These differences notwithstanding, the region nonetheless does conjure up an image of
overarching homogeneity in that its people share in common the immense pride of an
ancient civilization and the age-old religious and cultural traditions, institutions, habits,
beliefs and practices. Despite apparent differences, there is a special uniqueness and
flavor to the personality of the South Asian populace that characterize and emotionally
bind them in a strong sense of togetherness. This bond not only sets them apart from
the rest of the world, but also presents itself as a strong basis for a potent and
meaningful regional cooperation for collective advancement.
2.1.
Income and Human Poverty in South Asia
Capacity building at the community level in South Asia occurs mainly in the context of
poverty, which exists for millions not only in terms of income deprivation but also
human deprivation or lack of access to education, basic health services, clean drinking
water, sanitation, etc.
The opening lines of Human Development Centers (HDCs) report Human Development
in South Asia 1997 state that South Asia is emerging as the most deprived region in the
world. Embracing nearly one-fourth of humanity, it is the poorest, the most illiterate, the
most malnourished, the least gender-sensitive region. According to the World Bank
estimates, the region has about 40% of the worlds poor, surviving on less than one
dollar a day.
The HDC report adds, Far more crippling than the income poverty is the poverty of
basic human capabilities, which prevents people from taking advantage of market
opportunities. Nearly two-thirds of the population in South Asia is deprived of basic
human capabilities, compared to just over one-quarter which is deprived of a minimum
income. While the region with more than 1.3 billion people represents 23% of the world
population, it produces only 1.3% of the worlds income. It has the lowest adult literacy
rate (48%) and is the worst affected in terms of malnourished children. Human
deprivation is also reflected in the lack of access to safe drinking water and to health and
sanitation facilities.
Basic Human Development Indicators *

Bangladesh
India
Nepal
Pakistan Sri Lanka
Estimated Population (mill.)
115
902
21
133
18
Annual Population Growth

Rate (%) 1960-93
2.5
2.2
2.4
3.0
1.8
Life Expectancy at Birth
56
61
54
62
72
Adult Literacy Rate
37
51
26
36
90
Adult Female Literacy Rate
25
36
13
23
86
Infant Mortality Rate (per

1,000 Live Births) 1994
91
79
84
95
15
HDI
0.365
0.436
0.332
0.442
0.698
GDI
0.336
0.410
0.308
0.383
0.679
* Unless specified otherwise, all figures are of 1993 (Human Development in South Asia, 1997)
All the South Asian economies seem to have made far less progress in terms of human
development compared to the expansion of Gross Domestic Produce (GDP). Their real
issue does not seem to be the quantum of growth, but its quality and distribution. The
only exception is Sri Lanka which, even with low household incomes, has achieved
education and health levels comparable to many developed countries.
Profile of Wealth and Poverty *

Bangladesh
India
Nepal
Pakistan
Sri Lanka
Total GDP (US$ bill.)
24.0
225.4
3.6
46.4
09.4
GNP Per Capita (US$)
220
300
190
430
600
Real GDP Per Capita (PPP$)
1,290
1,240
1,000
2,160
3,030
Human Deprivation Measure
51%
37%
n/a
47%
26%
Income Poverty (HCI)
48
25
n/a
34
22
Urban Poverty (%) 1990

Rural Poverty (%) 1990
56
51
38
49
19
43
20
31
15
36
Expenditure on Education
and Health (% of GNP) 1990
3.7
5.0
5.1
4.5
5.1
External Debt (US$ bill.)
13.9
91.8
2.0
26.0
6.8
Some of the most critical gaps emerge in the field of education. Though total enrolment
increased from 37% in 1980 to 52% in 1993, more than one-half of the population is still
illiterate, the majority of which are females. Two-thirds of the adult women in the region
are illiterate and maternal mortality rate is among the highest in the world. Women are
also denied their right to participate in most social, political and economic processes.
Human Deprivation Profile *

Banglades
h
India
Nepal
Pakistan
Sri Lanka
Absolute Poor Population

Number (mill.)
% of Total Population
60
52
416
46
8.4
40
36
28
06
31
Population without Access to

Primary Healthcare
Number (mill.)
63
55
135
15
n/a
n/a
60
45
1.3
07
Population Without Access to

Safe Drinking Water
Number (mill.)
25
22
226
25
12
55
67
50
07
40
Population Without Access to

Proper Sanitation Facilities
Number (mill.)
76
66
640
71
16
79
89
67
07
39
Illiterate Adults
Number (mill.)
% of Total Adult Population
45
63
291
49
09
74
49
64
01
10
2.2.
Socioeconomic Factors Contributing to Poverty: Country Profiles
Besides shabby economics, there are a number of socioeconomic factors behind

peoples deprivation in South Asia, differing slightly from one country to another. They
contribute, directly or indirectly, to the abysmal situation in the region and define the
environment in which various capacity building initiatives are undertaken. The diversity
offered by the heterogeneous populations of the region, instead of enriching the culture,
has been reduced to merely mutual differences, raising conflicts in almost all the South
Asian countries.
While democracy is emerging as the dominant political theme across the region,
individual countries have gone through varied experiences. Even in countries like India
and Sri Lanka, that have managed to sustain democratic development, the impact of
democracy on the masses has been marginal. On the other hand, Pakistan, Bangladesh
and Nepal are still struggling to achieve a minimum level of political stability where
democracy could flourish.
Bangladesh, the youngest state in South Asia, has gone through the political
vicissitudes of one-party rule, military rule lasting two-thirds of its independent existence
and the transition to democracy in recent years. Amidst such political instability, major
10
issues like pervasive poverty, high population growth rate and massive illiteracy have
never received the necessary attention. Despite the fact that 62% of women are
economically active (highest rate in the region), the conditions they live in are still
deplorable. They are subject to extreme levels of subjugation the relative number of
prostitutes in Bangladesh is the highest in the region; and Bangladesh is the biggest
patron of human trafficking as it exports more women and children than any other
country in South Asia. There is a web of inter-related problems in the country, most of
them revolving around poverty, and resulting from lack of political will and institutional
capacity to address various issues.
India, despite its uninterrupted democracy, cannot boast of a totally dissimilar
sociopolitical situation than its South Asian neighbors. Although it has achieved higher
economic success than others during the recent past, the extent of human deprivation in
the country continues to be staggering. Poverty in India is closely related to social
stratification, as caste and ethnic association have been the major determining factors in
land ownership and consequent formation of socioeconomic groups. The organized
sector in India provides jobs to less than 10% of the adult population, and over 90%
depend on different forms of self-employment. But most public policies, programs and
legislative support measures are aimed at promoting the organized sector. The different
strategies adopted by the Indian government to encourage peoples participation can be
criticized as they often turn out to be command operations, which tend to rely on the
well-resourced, affluent and power elites at the village and block levels.
Nepal, often referred to as a country of minorities, comprises 60 different Indo-Aryan
Hindu castes and Tibeto-Burman ethnic groups who speak a number of different
languages. Religious and cultural traditions include Hindu, Buddhist, Muslim and
Christian. The social structure is vertically stratified both on social and economic lines,
and three caste-ethnic groups (Brahmin, Chhetri and Newar) dominate the social,
economic and political scene in the country. A multi-party parliamentary system was
introduced in Nepal only in 1990. It followed 30 years of authoritarian party-less rule and,
before that, almost a century of self-imposed isolation from the world. The transfer to
democracy has brought along with it a new era of political instability, as a result of a
reckless power struggle among different political parties. Presently, Nepal is faced with a
whole set of issues to address: worsening state of poverty, paucity of resources, highly
disempowered masses and a continued denial to women of their rights.
Pakistan has lived half of its existence under the rule of military, which remains the
strongest organized force in the country. As a result of unstable democracy, social
institutions are suffering sustained erosion, civil service is highly politicized and the
entire system lacks a tradition of public accountability. The socioeconomic and political
situation is further characterized by large budget deficits, protectionist trade policies,
dependence on foreign assistance, huge domestic and foreign debts, nascent
democratic institutions, inefficient governments and rampant corruption. Since the
agrarian economy is barely able to sustain even low quality subsistence for most rural
families, the urbanization rate is high. Besides customary dichotomies of rich-poor and
flagrant gender gap, the country is further divided on sectarian, ethnic and religious
grounds. The state of human rights is one of the worst in the region: at least one person
gets killed everyday for belonging to a certain belief; around 1,500 women get raped and
at least twice as many kidnapped every year.
11
Sri Lanka, despite a violent ethnic strife in its northern areas and an average economic
growth rate, has always been doing better than the other countries in the region. The
welfare-oriented policies of successive governments with a primary focus on social
sector played a significant role in this regard. However, a continuously declining growth
rate, combined with a perpetual fall in its exports and the resultant income disparities, is
alarming. During the 1970s, Sri Lanka had to shift its major economic policies from those
aimed at peoples welfare to those enabling the government to have a stable economy.
This did help in preventing the growth rate from falling down further. However, the
measures taken by the government to reduce various subsidies, including those on food
items, created disparities and thus social unrest among the masses. Together with an
increase in the unemployment rate, some marginalized groups in Sri Lanka found these
policies particularly discriminatory, exacerbating the armed conflict in Sri Lanka.
2.3.
Evolution and Role of CBOs and NGOs
Considering the fact that the South Asian governments have perpetually neglected the
development of their citizens, it was but natural that people resorted to nongovernmental initiatives to improve their conditions. Though governments, and even
people in some cases, have often been skeptical of CBOs and NGOs, their usefulness
has enabled an impressive growth in the number of CSOs of different kinds all over the
region. According to one estimate, there are more than 100,000 registered CBOs and
NGOs, both welfare and development-oriented, in South Asia today. Some of them are
quite small and some exist only on paper, but many of them have a national outreach
and are respected for the credible role that they are playing in peoples development.
Although the development perspective came much later in the evolution of CBOs and
NGOs in South Asia, all the countries in the region have a long history of nongovernmental initiatives of one kind or the other. Charity-driven and welfare-oriented
organizations have long been operating in all the South Asian countries. Besides, there
have always been peoples initiatives like peasant associations, labor unions, freedom
movements, etc.
During the 1950s and the 1960s, a large number of civil society initiatives started to
formalize themselves into what we now call NGOs. Later, some of them underwent a
shift from welfare-related activities to a focus on peoples development. This shift was
primarily a result of the understanding that it was not charity (or subsidies), but the
provision of equal opportunities and access to services, that could bring about a change
for the good in the peoples lives.
Looking closely at the evolution and role of CBOs and NGOs in South Asia, the
specificities of each country might appear to be dissimilar. However, the basic
denominator remains the same building the capacity of the people to bring about the
desired socioeconomic change. The range of related activities also varies from one
country to another depending upon the context and needs.
2.4.
Lessons and Experiences
12
There are several lessons to be learnt from the experience of NGOs in South Asia,
summarized in the following:
Only grassroots movements ultimately manage to successfully reach the poorest of
the poor; government projects face great difficulty in targeting such groups. The
experience of both Grameen Bank and Bangladesh Rural Advancement
Committee (BRAC) demonstrates that the poorest sections of society need to be
organized into viable groups which could then assume the responsibility for their
own development.
Exceptional leadership is imperative to start a movement that could finally benefit
poor people. The South Asian experience tells is that every successful NGO
initiative is clustered around the confident vision and selfless leadership of some
remarkable individual: for instance, Grameen Bank around Prof. Muhammad
Yunus in Bangladesh; Orangi Pilot Project (OPP) around Akhtar Hameed Khan in
Pakistan; Self-Employed Womens Association (SEWA) around Ela Bhatt in
India, etc.
The cardinal principle followed by most successful civil society initiatives is to involve
people at all stages, from conceptualization to implementation, in the activities
that benefit them. The basic approach is not paternalistic, but participatory. Even
the poorest sections of society are taught to save, invest and stand on their own
feet. Self-reliance and self-help are the essential pillars of successful civil society
initiatives.
Successful NGO efforts recognize that the poor do not need charity or doles or state
subsidies what they really need is access to equal opportunities and level
playing field so that they could also compete in the market-place on an equal
footing. It is capacity building, not income transfer, that can transform the lives of
the poor. It is for this reason that highly successful credit schemes for the poor,
such as Grameen Bank and BRAC, have no element of subsidy. It was
recognized that what was critical for the poor was access to credit, not subsidy.
In fact, credit was given at a higher interest rate than normal bank loans in the
market, reflecting the extra administrative cost of small loans.
One of the most remarkable aspects of the NGO experience is the critical role that
women have played in their success. In fact, several civil society efforts now
target women as a preferred group. India has several NGOs working for the uplift
of women, such as the Working Womens Forum and SEWA. Nearly half of the
NGOs in Pakistan are devoted to womens development either directly or
indirectly. About 94% members of Grameen Bank are rural women who have
demonstrated, contrary to popular belief, that they are more bankable and
trustworthy. The Sarvodaya Womens Movement in Sri Lanka has successfully
committed its efforts to empowering women as social workers and income
generators. These experiences tell us that women can work extremely well in a
collegial and cooperative environment, and that they are eager to assume the
broader responsibilities of community development. The successful NGO efforts
enjoy an advantage over government programs in displaying much greater
gender sensitivity.
13
One of the outstanding features of NGO efforts is their relatively low unit cost
compared to government projects. They not only manage to reach the poor, but
do so in a cost effective manner. The experience of OPP is particularly relevant
in this context. It demonstrated to the slum dwellers in Karachi that the cost of
sanitation facilities could be reduced drastically by simplifying the designs,
changing the methods of construction, eliminating kickbacks and profiteering,
and proving free technical guidance to lane managers.
It is clear that the long-term sustainability of any NGO effort is ensured only if it
manages to mobilize resources from its beneficiaries, and if it is operated on the
principle of self-help. Several successful NGO initiatives have suffered because
of their over-dependence on foreign donor support or on financial assistance
from their own governments.
It is only fair to recognize that not all NGO efforts are motivated by the community
itself. Self-interest is an important motivation. In fact, many NGOs reflect the
personal ambitions of some rich do-gooders or a cynical effort to exploit the
generosity of donors or the patronage of the government.
The tradition of civil society initiatives for community development is still in its infancy in
South Asia. The region can learn a great deal from the experience of other developing
countries. The countries in South Asia will find NGO efforts particularly useful if they
decide to formulate a concrete program to overcome the worst aspects of human
deprivation in the shortest period of time.
The above experiences of some of the leading and more successful South Asian NGOs
reflect the need for building the capacities of ordinary people to take up their problems
and seek amiable solutions to them. They should be properly equipped to do advocacy
at the local level in order to have access to basic facilities. In fact, this is the only way to
ensure that they are involved at all levels of decision-making that affects them. The
experiences and practices of SAPs are based upon this common understanding, as
described at length in the following chapters.
14
3. PERSPECTIVES ON CAPACITY BUILDING

The SAPs are working in an almost similar environment and are faced with more or less
an identical set of challenges, as narrated at length in the preceding chapter. This
realization leads towards common goals, and a shared vision of and approach to
capacity building. For these organizations, it is a process meant to organize the
disadvantaged sections of the society into viable groups that could assume the
responsibility for their own development. The shared articulation of such a dynamic
process also describes the approach to capacity building as well as the guiding
principles that these organizations follow in formulating their program strategies.
3.1.
Definition of Capacity Building
A working definition of capacity building was collectively formulated at the first Capacity
Building Study Design Workshop in Nepal: A process of enhancing capabilities of the
disadvantaged people/groups and their institutions to analyze their situation and
problems with a view to undertaking collective action/development on a sustainable
basis. CIDA, the prime donor of SAPs, defines it as a process to enhance abilities to
identify and meet development challenges in a sustainable manner.
SAPs and Capacity Building

As a result of respective needs and ground realities, all SAPs have a slightly different
definition of capacity building, presented in the following:
SAP-BD: A process of enhancing efficiency of partner CBOs and NGOs to a level that
they could plan, manage, implement, monitor and continue to improve on their own
activities and processes.
SAP-India: An approach to participatory development as well as an instrument to
sharpen latent human resource through planned interaction among individuals and
organizations.
SAP-N: A long-term process of working with the communities to help them organize
themselves democratically for their own uplift and development.
SAP-PK: An ongoing process of enabling marginalized and disadvantaged sections of
the society to realize their full human potential.
SAPSRI: A process that moves people from a state of being marginalized,
unorganized, powerless and dependent to one of being organized, aware, self-reliant
and independent.
SLCDF: A concerted and participatory effort to strengthen mid-size NGOs and
consortia of small NGOs to effectively address issues of poverty and inequity.
These definitions display a remarkable degree of shared understanding of the concept of
and the processes involved in capacity building. The focus is exclusively on the poor and
15
the disadvantaged, who are dependent on others for their basic human needs. Capacity
building in this context is seen as providing them with a space to organize themselves,
enhance their awareness and become self-reliant, so that they could become
independent and integral parts of the mainstream social and economic development.
3.2.
Goal of Capacity Building
At the first Capacity Building Study Design Workshop, a synthesis of the definitions of
capacity building of all SAPs was also done in order to come up with a single goal
statement for them: To improve the quality of life of marginalized and disadvantaged
people in South Asia by strengthening the capacities of CBOs and NGOs in a manner
that promotes community empowerment, self-reliance, gender equality, access to and
management of resources, collaborative networks, participation in policy decisions, and
sustainable local development.
All SAPs appear to have evolved their definitions of capacity building in accordance with
this larger goal, which in turn leads to the planning of their program activities. The goal of
SAPs capacity building interventions is to enable communities and their organizations at
the local level to:
organize themselves to assess their problems, plan and prioritize solutions, take
action, and make change happen;
access local and external resources;
benefit from improved condition and position of women;
benefit from improved social, economic and environmental conditions; and
participate in local and national development policies and planning.
3.3.
Expectations From Capacity Building
As is the case with the definition and goal of capacity building, SAPs have much in
common regarding the expected outcomes of interventions in this field. This is reflective
of unity of their approach as well as similarities in their program activities. The SAPs
have the following expectations from capacity building:
Enhanced awareness among people of their situation of disadvantage and poverty,
its underlying causes and available options to them for redress;
Generation and management of local resources in the form of group savings, credit
and Revolving Loan Funds (RLFs);
Improved capacity of partner CBOs, NGOs and CSOs to plan, implement and
manage their development programs;
Increased community leadership at the local level, particularly among women;
16
Greater sense of solidarity, mutual trust and confidence among community groups
and members;
Better linkages and collaboration among community groups and government
departments;
Increased public awareness of gender issues and the importance of the role of
women in development;
Enhanced ability among people to engage in dialogue, access information and share
experiences;
Increased ability among CBOs and NGOs to undertake organizational analysis, do
need assessment and formulate long-term plans; and
Improved working of community groups on the basis of democratic and participatory
principles.
These expectations from capacity building interventions are in line with the expected
outcomes of programs undertaken by SAPs. These organizations envision that the poor
and the disadvantaged, with necessary capacity building inputs from intermediary
organizations, would organize themselves in self-help groups, become part of the
national development process, and gain access to the technologies and resources
required for their sustainable development.
3.4.
The SAPs approach to capacity building has evolved from a common set of guidelines,
which recognizes that they should:
strengthen civil society, community participation, democratic good governance, and
peace and regional cooperation;
replace restricting traditional behaviour with democratic values, attitudes and
practices;
operate at three levels community organizations, the community itself and NGOs
to promote networks for cooperation and advocacy;
strengthen human, organizational, social and economic resources at the local level;
strengthen ability of social activists to understand, respond and contribute to macrolevel policy issues;
promote equitable gender relations and opportunities for women in decision-making
processes; and
preserve and enhance the environment.
17

The approach of SAPs to capacity building, despite their shared vision, is unique to
their specific country context. In brief, their approach to capacity building is:
SAP-BD: Promoting a change in knowledge, structures, practices and relationships
aimed at full and equitable community participation, efficient management systems,
resource generation, environmental enhancement, and sustainability.
SAP-India: Reaching out to people at their existing levels of understanding of their
own capabilities and opening up new possibilities for action aimed at improving the
quality of their lives.
SAP-N: Preparing partner organizations to act as frontline catalysts in organizing
socially and economically disadvantaged communities, and strengthening their
capacities for self-reliant development.
SAP-PK: Activating the process of self-reflection and self-realization among people at
the grassroots level as a facilitator and a catalyzing agent.
SAPSRI: Taking out disadvantaged people from a state of dependence and isolation
to a state of reliance.
SLCDF: Strengthening the capacities of NGOs who have demonstrated a sense of
commitment for the cause of the poor and the disadvantaged.
At the broader level, the basic approach of SAPs to capacity building has two
dimensions. The first dimension focuses on the external aspects of capacity building
enabling communities to get organized and address the issues concerning them like
poverty, social injustice, etc. The second dimension concentrates on the internal aspect
of capacity building strengthening CBOs, NGOs and CSOs by enhancing the efficiency
of their staff to implement programs, so that the set objectives could be met in the best
possible manner.
3.5.
Evolution to Current Approach
The programs of SAPs have been dynamic, as evident from the fact that their objectives
and approaches have been steadily evolving over the years based upon the unfolding of
their experiences. Since their inception, SAPs have been supporting activities of CBOs
to help them become institutions enhancing development at the grassroots level. Initially,
they resorted to project-oriented approach. This proved ineffective and by the early
1990s, seeking an alternate and more effective approach, these organizations affected a
major shift in its strategy. Thereby, they resorted to program-oriented approach which
focuses upon building the capacities of partner organizations at the local level.
This shift in strategy was outcome of an evaluation exercise conducted in 1990-91,
which recommended that participatory capacity building of grassroots organizations was
the area in which SAPs could have their greatest impact. As a result, they underwent
18
exclusive re-evaluations and brought about major changes in their strategies and
programs. In brief, they decided to:
re-orient from project-oriented to program-oriented approach;
develop long-term program strategies;
provide long-term, integrated support to strategically located groupings of CBOs,
NGOs and CSOs;
enhance capacity building support by building it into all program delivery
mechanisms; and
seek for more innovative techniques to enhance program sustainability. Now, we
take a brief look at some of them country-wise:
The Need to Change Project-Oriented Approach

The need to change project-oriented approach in favor of program-oriented approach
was facilitated by the following stark realities:
Project-oriented development efforts were more of the makings of outsiders;
Projects benefited individuals or families without much relevance or use to the
community they were individual-centered, not people-centered;
Projects did not lead to equitable empowerment in a community;
Projects did not facilitate the disadvantaged people to use their potential for
development; and
Project-oriented development initiatives did not make the best use of the available
local resources.
In the following, we briefly review the evolution to current approach of SAPs:
SAP-BD: Starting as a facility to provide individualized support to partner organizations,
the organization soon switched over to cluster approach addressing issues and
fulfilling needs of four to six mid-sized NGOs working with the people in the same area.
This not only ensured efficiency in extending support to and more intensive interaction
with partner organizations, but also promised greater sustainability of interventions.
SAP-India: In 1992-93, the organization made a major shift from its policy of funding
sectoral, short-term projects of individual NGOs to fund multi-sector, long-term programs
for consortia of NGOs. The emphasis shifted somewhat again in 1995-96 to make the
poor and the disadvantaged aware, organized and capable of taking care of themselves.
The basic aim of this shift in policy was to facilitate the communities in understanding
policies and processes detrimental to them.
19
SAP-N: The organization started as a donor agency providing one-time financial support
to NGO partners for different kinds of social and economic projects. In 1992, it was
recognized that the one-shot funding program had been too sporadic and short-term it
only fulfilled some immediate needs of the recipients and did not necessarily lead to a
long-term change. As a result, need for a more intensive and sustained interaction with
partner organizations was realized. The organization, therefore, made a major policy
shift to concentrate its inputs towards long-term participatory development programs.
SAP-PK: Considering the ground realities in Pakistan, the organization focused on
capacity building of partners at the grassroots level from the very beginning. Following
an 11-year authoritarian regime in the country, there were hardly any organized groups
at the local level to implement community development programs and projects. The oneyear Resource Development Program (RDP), which offers a series of eight integrated
workshops on various development themes to participants, was conceived to overcome
this need and since then has been the backbone of organizations activities.
SAPSRI: Having realized that the implementation of short-term micro-projects had not
resulted in the uplift of the disadvantaged communities it had worked with, the
organization adopted Cluster Development Program (CDP). This new approach entails
long-term involvement with human beings to improve their lives. Major aspects of CDP
are creation of independent individuals able to improve their living conditions sustaining
economically; formation of independent community organizations, starting as small
groups to become organized VBOs; and enabling both individuals and communities to
reach a bankable status, linking them to the mainstream national development.
SLCDF: During its first four years, the organization focused primarily on supporting
individual projects of NGOs in the areas of integrated community development and
networking. However, with the inception of the second phase, it departed from this
approach and laid strong emphasis on the capacity building of mid-sized NGOs,
consortia of small NGOs as well as its own staff. This implied a major shift of emphasis
towards institutional strengthening and capacity building of partner organizations for
sustainable development at the grassroots level.
3.6.
Core Partner Groups
The SAPs carry forward the process of capacity building through their core partner
groups. The approach might vary from country to country as the need be for instance,
in some situations it might be possible to work directly with the communities at the
grassroots level or with their organizations, but other situations might necessitate
building the capacities of selected NGOs expecting that they would, in turn, facilitate
development at the local level. In the following, we take a brief look at core partner
groups of SAPs:
SAP-BDs core partner groups are small and medium-sized NGOs with limited or no
financial support from external sources. It works with them in the form of clusters. The
organization also works with CBOs, defined as unregistered groups formed by
communities to manage their affairs.
SAP-Indias core partner groups are NGOs that provide support to small and emerging
CBOs to activate the process of social animation at the community level. This is, in fact,
20
the first stage of communities participation in development. The second stage usually
entails linking CBOs and VOs with the larger national development processes.
The development orientation of CBOs and NGOs is a relatively new concept in Nepal.
However, quite a large number of social welfare organizations underwent a shift in terms
of their approach during the late 1980s. SAP-N identifies the organizations undergoing
such a shift as its core partner groups and supports them through its inputs.
SAP-PKs core partner groups are CBOs and social activists, with whom it shares a
common vision, at the grassroots level. The organization also establishes links with
government line departments, media groups, bar councils/lawyers associations, trade
unions, farmers associations, minority rights groups, etc. It also works closely with other
support organizations to share resources and avoid duplication of efforts.
SAPSRIs core partner groups include poor farmers, landless people, agricultural
laborers, daily-wage-earners in plantation areas, displaced ethnic groups and those who
occupy marginal lands in drought-prone areas. Mostly, these are people who had
received least assistance from government or NGOs.
SLCDFs core partner groups are the poor and the disadvantaged segments of the
population, while its immediate partner groups include mid-size NGOs and consortia of
small NGOs. In the first phase (1987-90), the beneficiary organizations were mainly the
consortia of urban national-level NGOs. In the second phase, there was a conspicuous
shift of emphasis to the consortia of small rural-based NGOs.
21
4. CAPACITY BUILDING INTERVENTIONS

4.1.
All SAPs have elaborate and well-structured components in their respective programs to
achieve the goal of capacity building of the communities they work with. Each program
component involves a host of activities that work together in a concerted manner. Such a
design enhances the correlation of all the activities and their ultimate impact.

The following are some of the key components of capacity building programs of SAPs:
SAP-BD: Financial Support; Professional Skills Training; Baseline Survey Techniques;
Program Planning; Monitoring and Evaluation; Management Capability Development;
Organizational Sustainability; Infrastructure Development; and Proposal Development.
SAP-India: Management Capability Development; Human Resource and Local
Leadership Development; and Vocational Training.
SAP-N: Social Mobilization; Organizational Sustainability through Networking and
Linkages; Local Resource Mobilization; and Financial Management.
SAP-PK: RDP; Skill Training Programs and Workshops; Provincial and Inter-Provincial
Development Dialogues; LAMP; PACE Program; Communications and Publications;
Networking and Linkages; and Promoting Collective Action.
SAPSRI: HRD Programs; Infrastructure Development; RLFs; Childrens Programs;
Micro-Enterprise Development; Gender and Development; Women and Youth
Programs; and Health, Sanitation and Environment Programs.
SLCDF: Capacity Building; Project Funding; Partnership Promotion; and Pilot and
Experimental Fund.
All the above mentioned programs and activities are categorized into six major program
components, agreed upon through a participatory process at the first Capacity Building
Study Design Workshop. Each one of them is designed to contribute to capacity building
in a specific manner. What follows is an account of the contents and methodologies of
each of these components, and the contribution they have made towards capacity
building.
4.2.
Human Resource Development/Training
HRD/Training is one of the most elaborate components of capacity building programs of

SAPs as a whole. In the following, an attempt has been made to present how the
member organizations define their purpose of HRD/training:
22
SAP-BD:
Strengthen partners to develop the capacity of CBOs as well as their own staff and
organizations;
Enhance the capacity of the organization as a whole;
Develop training program based upon the needs of partner organizations;
Develop different kinds of training modules and manuals based upon the
organizational needs and common issues; and
Empower women through trainings, workshops and seminars.
SAP-India:
Improve planning and implementation of programs and activities by imparting
required knowledge and skills to small and emerging NGOs; and
Empower people to think and decide about the common good of the community,
including its economic and social well-being.
SAP-N:
Build capacity of partners CBOs and NGOs;
Strengthen knowledge and skills of development activists and organizations;
Identify training needs related to community-based development;
Develop training programs and prepare training manuals; and
Conduct training programs, and monitor and evaluate them.
SAP-PK:
Promote democratic culture and practices;
Develop a sense of responsibility, self-reliance, critical analysis and activism among
development activists; and
Strengthen civil society organizations and groups to work for the overall benefit of the
society.
SAPSRI:
Develop and sharpen abilities of both men and women to improve their living
standards and sustain them economically; and
Create independent organizations which are capable of making decisions to carry
out development activities for the benefit of their communities.
23
SLCDF:
Contribute to the development of NGOs as democratic, participatory, well-managed,
accountable and sustainable organizations addressing the issues of poverty and
social inequality, and the well-being of the disadvantaged communities; and
Enhance the organizational and management capabilities of NGOs.
Topics of HRD/Training Programs
The various topics on which SAPs conduct their HRD/training programs are as follows:
SAP-BD: Basic Development Approach; Basic Accounts Management; Project
Planning, Management, Implementation and Monitoring; Group Formation and
Management; Micro-Credit Management; Human Rights; Entrepreneurship Promotion;
Proposal Development and Report Writing; ToT; Module and Material Development;
PHC; Facilitation and Leadership Skills; People-Centered Development; and Disaster
Management.
SAP-India: Organizational Development; Participatory Management; Resource
Generation; Monitoring and Evaluation; Participatory Program Development; Social
Animation; and Network Development.
SAP-N: PRA; Baseline Survey Techniques; Organizational and Program Management;
Community Leadership Development; Report Writing; Poverty Alleviation;
Environmental Conservation; and Financial Management.
SAP-PK: Development Orientation; Capacity Building; CBO Management; Skills
Development; Financial Management; and GAD.
SAPSRI: Organizational Management; Financial Management; Project Planning,
Monitoring and Evaluation; Report Writing; Entrepreneur Development; Leadership
Development; Gender Development and Womens Issues; Savings and Credit
Management; and Legal Literacy.
SLCDF: Social Mobilization; Participatory Development;
Programming Skills; and Organizational Development.
Management
and
As evident from above, SAPs show remarkable similarities in terms of purpose and
topics of their HRD/training interventions. Firstly, their related inputs are on almost
identical topics all of them lay emphasis on contributing to institutional development
and enhancement of management capabilities in trainees. A very important factor in this
regard is that almost all of them follow a decentralized approach to capacity building,
whereby they increase their outreach by using partner groups as secondary and tertiary
resources for training at the grassroots level.
The SAPs have very elaborate mechanisms to carry out HRD/training activities in their
respective countries. There is a widespread recognition across the region that their
related interventions have resulted in increased capabilities among individual
24
participants as well as improved management in their organizations. The major

outcomes of HRD/training of these organizations are as follows:
SAP-BDs HRD/training component resulted in the following positive changes:
Development of a leadership style in NGOs that encourages participation;
Improved management of and decision-making in partner NGOs;
Increased ability to develop need-based programs for beneficiaries;
Increased confidence in dealing with government officials and other NGOs;
Development of trainers;
Enhanced awareness of roles and responsibilities by NGOs;
Increase in the number of community groups;
Enhanced participation of women;
Expansion of services; and
Increased trust of communities in their organizations.
As a result of SAP-Indias HRD/training interventions, significant improvements have
taken place in the following areas:
Planning, implementation and monitoring of programs and activities;
Understanding of social development concepts by CBOs;
Interaction with local and national governments;
Record and account keeping systems;
Formation of CBOs;
Womens participation in decision-making; and
Professionalization of staff of partner NGOs and their development as trainers.
For SAP-N, the following achievements can be attributed to the effectiveness of
HRD/training interventions:
Formation of CBOs to implement community development programs and projects;
Enhancement of the status of women;
Promotion of various income-generation activities;
25
Professionalization of staff of partner NGOs, and their development as trainers and

facilitators; and
Increased ability of CBOs/NGOs to bring people together for collective action.
SAP-PKs HRD/training component resulted in the following positive outcomes:
Emergence of democratic leadership in partner organizations;
Increased ability of development activists to take up issues for advocacy.
Establishment of networking and linkages among partner CBOs and NGOs;
Improved capacity of partner organizations to mobilize and manage local resources;
and
Improved need identification and prioritization skills among partner organizations.
SAPSRIs HRD/training component has contributed to increased ability of CBOs to
articulate their thoughts, negotiate, hold dialogues, organize people, maintain high
organizational profiles and manage resources efficiently.
SLCDF assisted NGOs and consortia of small NGOs to build up their management and
program expertise through its different HRD/training activities.
4.3.
A major component of capacity building is helping partner organizations in effective

implementation of their community development initiatives, mainly programs and
projects. The perceptions of SAPs on community development are as follows:
SAP-BD: Helping communities through participatory approach in identifying their needs
and developing programs accordingly; and enhancing the capacity of the partner
organization to work with the disadvantaged people.
SAP-India: Encouraging and
processes within communities.
facilitating
participatory
democratic
development
SAP-N: Helping people to discover their latent abilities through their own efforts to bring
about a change in their lives.
SAP-PK: A medium through which partner organizations at the grassroots level apply
the development concepts into reality.
SAPSRI: Facilitating peoples participation in sustainable local development through
their empowerment.
SLCDF: Improving competence and capacity of partner NGOs to help the poor and the
disadvantaged with the objective of having a direct impact on the quality of their lives.
26
The expectations SAPs have from their community development component of capacity
building are as follows:
SAP-BD: Developed capacity of partner organizations to plan, implement, monitor and
evaluate their programs.
SAP-India: Participatory planning by NGOs working on long-term integrated programs in
geographic clusters.
SAP-N: Institutional capacity building of partner NGOs and, through them, of CBOs for
the development of communities.
SAP-PK: Enhanced skills of activists, community members and organizations working at
the grassroots level.
SAPSRI: Enhanced community cohesion and collective action, increased participation of
women as decision-makers, effective resource mobilization and management, and
increased economic opportunities for the people.
SLCDF: Strengthened capacities of NGOs to initiate, plan, implement and monitor their
programs, as well as mobilize resources to ensure sustainability.
Major Areas and Forms of Support

The major areas and forms of support extended by SAPs under their community
development component of capacity building are as follows:
SAP-BD: LTDP; Planning, Monitoring and Evaluation Skills; Financial and Educational
Support; Health, Nutrition and Family Planning; Lobbying and Advocacy; Environmental
Development; Agriculture and Afforestation; Good Governance; and GAD.
SAP-India: Training in Program and Financial Management, Communications and
Networking, and Organization Building; Financial Support; Social Sector Water and
Sanitation, Health and Population, Women and Children, and Education; and Economic
Sector Agriculture and Livestock, Micro-enterprise, and Physical Infrastructure.
SAP-N: ACDP; CAP; ICDP; LTPP; NICE; Human Resource and Institutional
Development; Health and Sanitation; Income-generation; Education; and Environment.
SAP-PK: Long- and Short-Term Support to Projects and Programs; Support to
Advocacy and Innovative Projects; Skills Training; Income-generation; Agriculture;
Education; Health; Environment; and Women.
SAPSRI: Training in Project Identification and Implementation; Support to Community
Projects; Water, Sanitation and Irrigation; Agriculture; and Physical Infrastructure.
SLCDF: Training in Community Skills Development, Project Proposal Development,
Participatory Monitoring and Need Assessment; Financial Support to NGOs; Funding
for Small Projects; Savings and Credit; RLFs; Group Formation; Community Services;
and Social Mobilization.
27
Like HRD/training, we find a lot in common in the community development programs

component of SAPs. Their interventions are more or less identical in nature, and are
aimed at capacity building of CBOs and NGOs to plan and implement community
development programs/projects efficiently. They also share a common focus on
sustainability of partner organizations through local resource mobilization and
management.
Some of the common outcomes of SAPs with regard to community development
component of capacity building are presented in the following:
Institutionalization of community groups;
Improved operation/management of savings and credit programs and RLFs;
Clarity in bookkeeping and group accounts;
Collective problem-solving, planning and decision-making;
Improvement in condition of women and their increased participation in community
leadership;
Enhanced skills and ability to generate income;
Increase in agricultural yield and agro-industrial activity;
Increased non-formal education opportunities, especially for women and children;
Improved community services and other facilities like healthcare, etc.; and
Empowerment of poor and disadvantaged communities.
4.4.
The SAPs render a number of support services under financial and technical assistance
component of their capacity building interventions. Mostly, this component is packaged
together for integration of inputs. For example, as in the case of SAP-N, if financial
assistance is provided for a drinking water supply scheme, it is supplemented by
technical assistance for design and construction without which proper implementation of
the project would have been difficult. The major outputs of SAPs falling under this
component of capacity building are as follows:
SAP-BD imparted training in Basic Accounts Management to 117 NGO participants;
Small Credit Management to 90 NGO participants; Group Formation and Management
to 41 NGO participants; Project Planning and Implementation to 34 NGO participants;
Group Accounts Keeping to 26 CBO participants; Management Skills to heads of 14
NGOs; and Credit to about 1,150 CBO participants.
SAP-India assisted 40 communities in formulating their development programs; and
provided training in Organizational Management to 193 NGOs and 1,021 CBOs, and
Financial Management to around 100 CBOs and NGOs.
28
SAP-N provided financial assistance ranging from Rs. 100,000 to Rs. 4 million to partner
organizations for physical infrastructure development and income-generation activities.
SAP-PK imparted training in Financial Management to 200 CBOs, 20 NGOs and 2
international NGOs; conducted detailed financial monitoring of 20 CBO projects; and
extended management support to 30 CBOs and NGOs.
SAPSRI provided loans ranging from Rs. 5,000 to Rs. 25,000 to 181 borrowers.
SLCDF imparted training in Management Skills to over 400 CBO and NGOs participants.
Major Areas of Support and Activities

The major areas of support and activities of SAPs under financial and technical
assistance component of their capacity building interventions are as follows:
SAP-BD: Presentation and Proposal Writing Skills; Financial and Credit Management;
and Monitoring Mechanisms.
SAP-India: Institutional and Network Development; Program Planning; Proposal
Writing; and Consortia Formation.
SAP-N: Credit Schemes; and RLFs.
SAP-PK: Project and Financial Management Skills; Proposal Development and Report
Writing; Maintenance of Account Books; and Financial Monitoring.
SAPRI: Micro-enterprise Development Schemes; Participatory Monitoring; RLFs; and
Presentation Skills.
SLCDF: Program Planning and Implementation; Physical Infrastructure Development;
Organizational Capacity Building; Participatory Monitoring; and Proposal Development.
Some of the common outcomes of activities initiated by SAPs under financial and
technical assistance component of capacity building are as follows:
Development of administrative and financial disciplines among partners;
Improvement and expansion in service infrastructure (training facilities, libraries,
equipment, etc.);
Improved quality and quantity of proposals developed by partners;
Increased use of accounting and guidelines and manuals developed by SAPs;
Enhanced capacity among partners to manage problems and crises;
Effective implementation of community development programs; and
Improved role of CBOs and NGOs as catalysts for change.
29
4.5.
Some of the common purposes of networking and linkages component of capacity

building interventions of SAPs are to:
contribute to collective action, mutual solidarity and support;
enhance cooperation and experience sharing among CBOs, NGOs, CSOs,
government institutions and corporate bodies;
strengthen individual NGOs through mutual sharing of strengths;
increase collaboration and cooperation among SAPs and other development
organizations in South Asia to address policy issues;
boost exchange of knowledge and skills; and
plan and execute programs and activities in areas of common interest.
Major Areas of Support and Activities

The major areas of support and activities of SAPs under the networking and linkages
component of capacity building are as follows:
SAP-BD: Program-specific NGO clusters; participation in national NGO networks; and
Canadian Linkages Program.
SAP-India: District-level consortia; block-level CBO networks; state-level NGO
networks; northern and southern Indian networks; and Canadian Linkages Program.
SAP-N: District-level coordination committees of NGOs and government institutions;
national-level NGO consultations; participation in national NGO and advocacy
networks; and Canadian Linkages Program.
SAP-PK: Provincial Coordinating Councils; national-level NGO Forum; Development
Dialogue Series; National PACE Program; and Canadian Linkages Program.
SAPSRI: District- and national-level clusters; participation in national and international
networks; and Canadian Linkages Program.
SLCDF: District consortia; formation of national apex body of NGOs; organization of
symposiums on development issues; and policy advocacy.
The SAPs work with and strengthen the following types of networks in order to achieve
their capacity building goals:
Village groups, CBOs and NGOs in a small geographic area;
Program-specific clusters or consortia;
30
District- or state-level CBO and NGO networks;

National networks;
Issue-specific networks;
Partner networks in South Asia; and
Canadian Linkages Program.
Some of the common outcomes of activities initiated by SAPs under networking and
linkages component of capacity building are as follows:
Development and reinforcement of common vision among activists;
Enhanced knowledge and experience sharing among CBOs and NGOs to solve
common problems, both local and national;
Increased access of people and institutions to legal aid and external funds;
Improved resource mobilization and diversification by partners;
Increased linkages among CBOs, NGOs and government institutions;
Better coordination of local development initiatives;
Improved ability in partner organizations to negotiate and advocate for change;
Increased advocacy on environment, child and human rights, and legal issues;
Stronger voice of women; and
Enhanced learning on all aspects of development.
4.6.
Some of the common purposes of documentation and communications component of

capacity building interventions of SAPs are to:
enhance ability of staff and partners to document and disseminate information on
programs and experiences;
increase awareness about SAPs and their work in the larger development
community;
maintain a database for planning, programming and performance measurement;
maintain resource centers for the use of staff and partners of SAPs;
conduct policy research and analysis;
31
experience sharing among local partners; and

collect, collate, assess, analyze and disseminate information on program-related
operations in order to introduce changes based on this learning.
The following are some of the major activities supported by SAPs under their
documentation and communications component of capacity building:
Various kinds of reports (annual, event, consolidated, progress, monitoring, field visit,
etc);
Case studies, information material and training modules;
Newsletters;
Video case studies and documentaries;
Promotional material like brochures, flyers, posters, etc.;
Media Liaison;
Training in development support communications;
Information sharing through resource centers;
Research studies; and
Seminars, symposia, communication workshops, dialogues, etc.
Some of the major outcomes of activities initiated by SAPs under this component of
capacity building are as follows:
Better management of information on experiences of SAPs and their partners;
Increased information sharing at local, national, regional and international levels;
Establishment of databases for the use of staff and partners of SAPs;
Improved relations of SAPs with media;
More regular publication of reports by SAPs and their partner organizations; and
Improved level of research in SAPs.
4.7.
Advocacy
The purpose of advocacy component of capacity building interventions of SAPs is to

ensure increased involvement of partner organizations in advocacy campaigns on issues
of legal and human rights, gender equality, environment, agriculture, democratic good
governance, women and child trafficking, and child labor.
32
Major Outcomes of Advocacy Initiatives

The following are some of the major outcomes of advocacy initiatives undertaken by
SAPs and their partners:
Greater transparency in the conduct of local government officials;
Fewer malpractices in development programs implemented by government;
Increased CBO participation in mass campaigns;
Enhanced community participation in programs;
Increased awareness among CBOs of the link between macro (national) and micro
(community) issues;
Development of policy papers on various issues;
Effective organization of CBOs and NGOs as local change agents; and
Enhanced capacity in CBOs and NGOs to share experiences.
The following are some of the major activities undertaken by SAPs under the advocacy
component of capacity building:
Participation in advocacy networks and fora;
Development of linkages among advocacy organizations and partners;
Support to advocacy groups working on social issues;
Training in Advocacy Skills to partner organizations; and
Lobbying with other organizations.
33
5. ANALYSIS OF FINDINGS
The capacity building experience of SAPs has been very successful according to the
study reports prepared by them to assess its impact. These reports also suggest that
they made a lot of progress in pursuance of their goals from 1991 to 1995. The shift of
focus to working with community organizations on a long-term basis proved to be
instrumental towards this end. The emphasis on capacity building of communities, by
enhancing their skills to become organized, also drew some promising results.
The findings of capacity building interventions, despite many similarities and
commonalities, are not exactly the same for all SAPs. This is simply because degree of
success of a certain activity or program intervention is bound to vary to some extent
even within different communities in the same country, given the particularity of local
needs and realities. This also depends largely on the targets these organizations set
before themselves before planning a particular intervention.
The capacity building interventions of SAPs, besides enhancing the capacity of their
partner organizations to better plan and implement community development initiatives,
have also contributed positively towards improving their own outreach and effectiveness
as agents of change in their respective countries. Moreover, these organizations have
also been successful in their endeavors to change the environment in which capacity
building takes place. The impact of their activities on larger socioeconomic issues like
poverty and gender has also been significant, as discussed later in this chapter.
Committed to building on these experiences, all SAPs acknowledge the fact that there
was still a long way to go before their capacity building initiatives had their real impact.
Although a lot has been achieved in terms of experience, there was a need to thrive on it
to further the mission of creating a society based on social as well as economic equality.
The study reports of SAPs also identified certain gaps in their methodology of designing
and/or implementing capacity building initiatives. To say the least, they offer a set of
guidelines to these organizations to improve upon their capacity building initiatives as
well as to advance the collective goals they cherish as a network.
5.1.
Impact of Capacity Building on Program Areas
HRD/Training
The HRD/training interventions have been widely acknowledged by all SAPs to have
drawn positive results at all levels. The surveys conducted for the preparation of the
study reports reveal that a vast majority of the respondents found them extremely useful.
In a way, the achievements in other program areas are also reflective of the success of
HRD/training initiatives.
Major Achievements:
Increased self-confidence in participants representing CBOs, NGOs and other
CSOs;
Better articulation in terms of vision and long-term goals by participants;
Improved development orientation of participants;
34
Enhanced leadership skills in participants;

Improved linkages among participants;
Effective organizational management by participants; and
Establishment of training facilities.
Issues and Concerns:
Incompatibility of HRD/training with local needs and realities;
Lack of capacity within SAPs to meet the ever-increasing HRD/training demands;
Absence of clarity within SAPs as to the nature of trainings they should deliver;
Lack of training manuals;
Improper assessment of the impact of trainings; and
Lack of emphasis on staff development within SAPs due to time and financial
constraints.
Community Development Programs
The combination of HRD/training and community development helps all SAPs learn
about what works practically and what does not the implementation of a community
development initiative is also a part of training for the new and emerging CBOs.
Although an introduction to strategies and methodologies required for planning and
implementing community development initiatives is imparted through training, the local
organizations and communities have to adapt to what they learn from ground realities. It
is through this process of adaptation that capacities are built for practical purposes, and
that is where the success of a community development initiative lies.
Major Achievements:
Enhanced social and political awareness, and mutual cooperation among partner
CBOs and their communities;
Improved skills of need-assessment and prioritization, resource mobilization,
program implementation, etc. in CBOs; and
Increased participation of women in the development process as well as their
representation at the community level.
Due to false assumptions and ineffective mobilization, the pace of change is often
too slow to the disappointment of CBOs and their communities;
The contribution of community development initiatives to the improvement of living
standards of communities is not as visible as it should be;
35
The level of community participation in some cases is still very low which raises
questions about the outreach of SAPs and their partners, and the effectiveness
of their initiatives;
The ultimate success of a community development initiative suffers due to the
inexperience of implementing organization;
Some CBOs attempt at replicating successful initiatives of others without appropriate
innovation and improvisation so as to enhance its compatibility with local needs
and realities;
The shift in approach from supporting individual organizations to groups and
consortia has made it difficult for individual CBOs to approach SAPs; and
Inadequate resources, both human and financial, reduce the scope of community
development initiatives.
Given the tremendous training needs of CBOs and NGOs with regard to financial
management of projects and programs, the inputs provided by SAPs in this area have
been ranked very high by partner organizations. Most of these organizations have
especially designed financial management training workshops to be conducted along
with the implementation of a project or program to improve its efficiency. As far as
technical assistance is concerned, SAPs assess the training needs of partner
organizations and then respond to them adequately in a participatory manner.
Major Achievements:
Improved maintenance of accounts, inventory and other records by partners;
Enhanced proposal development skills in partner organizations for sustained
resource mobilization; and
Improved budgeting and financial management in partner organizations.
Only a small number of partner organizations have been the beneficiary of financial
assistance due to the limited outreach of SAPs; and
Successful community development initiatives could not be replicated in most cases
due to shortage of funds.
One of the key features of capacity building interventions undertaken by SAPs is that
they help partner organizations at the grassroots level link up with national and
international networks. All these organizations share the belief that without linking up the
efforts made by partner organizations with larger movements, neither advocacy nor
other community development initiatives could have any significant impact. The shift
towards working with groups and consortia of organizations also helped SAPs undertake
their capacity building interventions in a more manageable and concerted manner.
36
Major Achievements:
Strengthening of existing networks;
Linking up of partner organizations with other networks at all levels;
Formation of new networks, coalitions and consortia of CBOs and NGOs;
Creation of new opportunities for partner organizations to generate and mobilize
resources;
Improved sharing among CBOs and NGOs on organizational issues;
Establishment of close contact with government institutions;
Creation of a critical mass at local and national levels;
Stronger voice of small communities on national issues and emergence of a vibrant
civil society in South Asia.
Linkages with government institutions need a lot more emphasis even though
contact was established, it did not seem to impact the government policies and
practices vis--vis community development initiatives; and
Most CBOs seem to take part in activities of networks only out of obligation there is
a lack of clarity on how to use networking and linkages for advocacy or other
purposes.
All SAPs consider skills in documentation and communications vital to capacity building.
Thus, initiatives to train partner organizations in report writing, proposal development,
conducting and facilitating research, etc. have been designed and implemented with
considerable success. Besides enhancing the level of success of community
development initiatives, they have also positively impacted various advocacy initiatives.
Major Achievements:
Improved quality and quantity of publications brought out by SAPs;
Enhanced writing and research skills in staff of SAPs;
Improved documentation of experiences in the form of case studies by SAPs;
Increased experience sharing among partners and like-minded groups;
Enhanced knowledge of local and national issues among communities; and
Increased ability of development activists to link micro issues with the macro ones.
37
Because of pervasive illiteracy in all the countries (except Sri Lanka) where SAPs
operate, it is not easy to convey the desired message unless innovative
strategies like street theater are adopted;
The language of training and advocacy materials prepared by SAPs was not very
reader-friendly; and
There is a dire need to improve upon video documentation of activities in SAPs.
Advocacy
Advocacy, to all SAPs, is a means to get point of view across and to pressurize
concerned agencies to take positive action. Enabling small communities to be able to
address various social justice and human rights issues is imperative to their
empowerment. A number of strategies were adopted by all these organizations to raise
awareness and build mass opinion on various socioeconomic issues.
From encouraging small communities at the village level to protest and lobby for their
rights to bringing networks of CBOs and NGOs together to campaign for larger issues at
the national level, all SAPs engage in a wide range of advocacy activities. As a
consequence of these efforts, they now enjoy a very central position as far as different
national and regional NGO movements are concerned.
Major Achievements:
Enhanced awareness of partner organization on issues affecting communities;
Improved cooperation among communities in terms of campaigns on social justice
and human rights issues;
Increased participation of small communities in national-level advocacy;
Improved visibility of SAPs in local and national media; and
Increased involvement of SAPs in national-level NGO campaigns as well as joint
government-NGO initiatives.
Partner CBOs and NGOs need further support and training in areas like strategic
planning for advocacy; and
At times, advocacy campaigns are motivated by petty and narrow interests of
individuals or groups.
5.2.
Impact of Capacity Building on Cross-Cutting Themes
A major reason behind SAPs decision to focus on capacity building of CBOs and NGOs
is overwhelming poverty in the region. Other important factors include lack of women
participation in national development, inadequate progress towards emergence of a
38
vibrant civil society, and continuing violation of human rights and social justice. In this
context, SAPs take capacity building interventions to be a means to transform this
overall situation. Now, we briefly discuss the major outcomes of their interventions in the
areas of poverty alleviation, womens development, strengthening civil society, and
human rights and social justice:
Poverty Alleviation
South Asia is confronted with all forms of poverty, but the main focus here is on income
poverty of the people. The SAPs undertake different initiatives, classified under resource
mobilization and social mobilization components, to help improve upon the situation.
Resource Mobilization
The SAPs promote savings and small businesses through credit schemes, RLFs and
other income-generation projects. Some of the salient outcomes of these interventions
are as follows:
Reduced exploitation of the poor by the money-lenders;
Enhanced management skills in CBOs to operate loans;
Increased collaboration among CBOs and mutual support for each other;
Enhanced economic activity and family incomes;
Improved services at the community level; and
Increased economic options for the disadvantaged.
Social Mobilization
Different community development projects and programs enable SAPs to work indirectly
towards the goal of poverty alleviation. The related activities have resulted in:
Institutionalization of community groups, especially those of women;
Increased leadership skills at the community level;
Better articulation of community problems and issues by CBOs;
Enhanced sense of potential among people to take action and affect change;
Improved access of the poor to resources and social services; and
Increased sense of achievement and confidence, and inclusiveness
participation, and ability to interact and even influence the outside world.
and
Womens Development
Special emphasis is laid on womens development in all initiatives undertaken by SAPs.
Besides integrating GAD into their overall program, they also design projects and
programs specifically aimed at empowering women. As a result, there are visible
changes that indicate that community efforts were targeted in the right direction. Some of
the important ones are presented in the following:
39
Increased visibility and voice of women;

Enhanced ability in women to generate and manage funds for economic activity;
Increased women participation in community programs;
Improved role of women in group savings and use of loans;
Improved relations between men and women (less violence against women, more
space for their opinion, etc.).
Strengthening Civil Society
Until recently, the concept of a strong civil society that could affect relations between the
rulers and the ruled was almost non-existent in most South Asian societies. An
increased involvement of NGOs in the process of development, however, is playing a
vital role in enabling civil society to stand on its feet and to be vocal to a certain extent.
Amidst powerful feudal and, in some cases, militaristic social structures, civil society
finds it more than challenging to create a democratic space for voicing opinion and
influencing decision-making. Nevertheless, in most South Asian countries, civil society is
now a potent opposition to any undemocratic perpetuation by the state or other societal
actors.
As a result of tireless efforts to build bridges among different fragments of civil society,
SAPs have been able to create very effective networks within their respective countries.
Comprising various human rights and advocacy groups, these networks are now
contributing to the emergence of a strong and vibrant civil society.
Through consortia of CBOs in India, Nepal and Sri Lanka to provincial coordinating
councils in Pakistan, SAPs have managed to link up different community-based
initiatives with each other. This has helped them share their experiences with regard to
particular development projects, and has enabled them to create a concerted impact on
development at the national and regional levels.
Human Rights and Social Justice
The SAPs believe that without respecting human rights and ensuring social justice, a
societys progress would always be partial. All these organizations envision a society
where there was no discrimination on the basis of race, religion or gender, equal
opportunities for all, freedom of expression, and protection for the disadvantaged. All of
them promote these fundamental tenets of the modern development theory at all levels
of their activities.
The primary focus of SAPs remains on building the capacities of CBOs to get organized.
However, given the multi-faceted human rights and social justice issues the communities
are faced with, these organizations naturally have to play the role of an advocate as well.
So, the kind of support they extend to their partner organizations equates to more than
just HRD/training and funds to implement community development projects and
programs. As their aim is to bring about a sustainable democratic change that
encompasses all the social, political and economic aspects of peoples lives, more often
40
than not they have to get directly involved in advocacy campaigns on various local,
national and regional issues.
At the grassroots level, SAPs try to enhance peoples understanding of different issues
affecting their lives. At a larger level, efforts are made to bring different communities
together in the form of networks and consortia. These organizations offer different
trainings to enable people to build campaigns and movements around different human
rights and social justice issues. Moreover, networks of human rights groups are
promoted and smaller organizations are encouraged to join them.
Advocacy on different human rights and social issues is also seen by SAPs as a means
to have a greater impact of their different community development initiatives. Some of
the major themes they are working on under this head are as follows:
Womens rights severe restrictions on women to participate in mainstream affairs
and violence against them;
Minorities rights prejudice that can lead to even death of a minority citizen;
Childrens rights lack of education and trafficking;
Landless farmers rights bonded labor and other sorts of feudal oppression;
Extremely low salary structures within the service sector and social security;
Religious (communal and sectarian), ethnic and political violence;
Social, political and economic inequality;
Insufficient or disadvantageous laws and lax implementation of existing laws;
Peace and human security; and
Environmental degradation.
5.3.
Conclusion: Future Directions
The following recommendations are based on the findings of the study reports prepared
by SAPs and give a possible direction for the future:
HRD/Training
Governments in South Asia are coming up with new local and rural development
plans requiring community participation. CBOs should be made legitimate
vehicles for planning and implementation of these plans. Besides advocacy
towards this end, adequate training should be given to CBOs on top-priority basis
to ensure that they are well-equipped in this regard.
The SAPs should consider enhancing the scope of their training programs from
national to regional level with an increased CBO participation therein.
41
Establishment of training facilities at national as well as regional levels is one

option in this regard.
The topics of training must include strengthening local self-government institutions,
neighborhood markets, technology transfer to grassroots level, commercial and
rural development banking, etc.
In order to better measure the results of different initiatives, more capacity building
impact assessment trainings should be imparted to the staff of SAPs.
Self-monitoring systems should also be promoted carefully with adequate training to
partners.
Capacity building has become more of an instrument in terms of number of courses,
meetings, consultations, etc. The participation is often perceived as the ultimate
objective, rather than an approach or a perspective on the development of the
poor. As the situation is not very conducive to a holistic impact of capacity
building initiatives, attempts should be made to enhance the conceptual
understanding of capacity building among CBOs.
Management of capacity building initiatives should be systemized further. Besides
establishment of national training centers, skill enhancement of the staff of CBOs
and NGOs is needed so that the trained participants could take on the
responsibility of training their respective communities themselves.
Field Officers should be appointed in a reduced area of command to share burden of
the staff of SAPs.
New areas of intervention should be explored, as the typical areas like health and
education seem to be saturated, or innovative ways should be devised.
The whole concept behind community development needs to be better envisioned
all initiatives should correspond to the local needs and realities, and must have
clear-cut results with a view to link them up with larger development process at
the national level.
There is increasing dependence of some partner CBOs and NGOs on SAPs. They
should be helped in diversifying their financial resources by linking them up with
other donor agencies. This would also help SAPs in increasing their outreach as
they would be able to provide financial assistance to new partner organizations.
Most of the partner CBOs are yet to devise transparent management systems and
are governed at the whims of an individual or certain group. Such practices
should to checked with technical assistance.
All the SAPs need to work more in this area. Input has to go to both conceptual and
practical sides of networking and linkages, as activists at the grassroots level still do not
42
fully comprehend its usefulness. Similarly, culmination of networking activities at different

points should be made visible as this would ensure its relevance to local needs.
Moreover, CBOs should establish networks and coalitions with different local
government institutions. This would increase the level of their participation in various
government-initiated development programs, besides making their advocacy efforts for
provision of basic services more fruitful.
In the light of ever-increasing needs in this area, all SAPs must have Research and
Documentation units.
The role of communications in overall capacity building of communities is a crucial
one. It has to be raised from the level of mere project-related reporting to one
that takes into account different aspects of communications research,
reporting, management and documentation of information, and meaningful and
effective sharing of knowledge and experiences.
The use of information technology among CBOs is rare. Special programs could be
designed to facilitate communities in using internet and related facilities to
enhance their efficiency in terms of communications.
Advocacy
There is need to shift the focus from need-based approach to rights-based approach
with regard to advocacy. In this regard, communities should be imparted
thorough awareness on their social, cultural, political and economic rights under
different conventions and treaties signed by their governments.
Innovative strategies should be adopted to send the message of advocacy across in
an efficient manner, especially to the illiterate.
43

NGO Capacity Building Perspectives in South Asia

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NGO CAPACITY BUILDING

PERSPECTIVES IN SOUTH ASIA

THE SAP NETWORK EXPERIENCE

Mustafa Nazir Ahmad

South Asia Partnership-International

ABBREVIATIONS AND ACRONYMS

Agriculture and Community Development Program

The SAP Network

Environment for Capacity Building

Income and Human Poverty in South Asia

Perspectives on Capacity Building

Definition of Capacity Building

Capacity Building Interventions

Key Components of Capacity Building

Impact of Capacity Building on Program Areas

The SAP Network

South Asia Partnership (SAP) is a network of independent participatory development

Development (HRD)/training, community development, financial and technical

Focus on Capacity Building

decision-making. This understanding of capacity building recognizes that peoples

Background and Objectives

collect and document data on SAPs understanding and practice of capacity

assess the effectiveness and impact of capacity building activities, identifying

disseminate these documents to interested organizations and donor agencies to

2. ENVIRONMENT FOR CAPACITY BUILDING

Income and Human Poverty in South Asia

Basic Human Development Indicators *

Pakistan Sri Lanka

Estimated Population (mill.)

Annual Population Growth

Life Expectancy at Birth

Adult Literacy Rate

Adult Female Literacy Rate

Infant Mortality Rate (per

Profile of Wealth and Poverty *

Total GDP (US$ bill.)

GNP Per Capita (US$)

Real GDP Per Capita (PPP$)

Human Deprivation Measure

Income Poverty (HCI)

Urban Poverty (%) 1990

External Debt (US$ bill.)

Human Deprivation Profile *

Absolute Poor Population

Population without Access to

Population Without Access to

Population Without Access to

Socioeconomic Factors Contributing to Poverty: Country Profiles

Besides shabby economics, there are a number of socioeconomic factors behind

Evolution and Role of CBOs and NGOs

Lessons and Experiences

3. PERSPECTIVES ON CAPACITY BUILDING

Definition of Capacity Building

SAPs and Capacity Building

Goal of Capacity Building

Expectations From Capacity Building

Approach to Capacity Building

Approach to Capacity Building

Evolution to Current Approach

The Need to Change Project-Oriented Approach

Core Partner Groups

4. CAPACITY BUILDING INTERVENTIONS

Key Components of Capacity Building

Key Components of Capacity Building