In the continuing series on capacity strengthening, through our learning driven by the experiences we continue to gather, Social Lens puts forth a shared understanding of our work with a range of non-profit partners in the capacity development domain. Historically, the commencement of capacity strengthening for any organisation begins with the diagnosis of the organisation, which often consists of a needs assessment, understanding the size, budgets, geographical footprint, strategic goals, and growth aspirations of the organisation. The design of any capacity-strengthening solution and the mechanisms of support, whether cohort-based training, consulting support, or others, have emerged from the diagnosis of the organisation. As capacity development is currently at the centre stage of efforts, the unlocking of philanthropic capital for such initiatives is imperative to unpack 3 fundamental elements:
Continued interactions with our non-profit partners across diverse capacity development programs and ongoing discussions with them have reinforced our approach, including evolving frameworks, tools, and assessments. Capacity strengthening programs hinge on the absorptive capacity and adaptive capability of organisations which also need to have a deeper understanding of defined attributes and parameters. It is our understanding that the conceptualisation of any capacity-strengthening program needs to delve further, with the diagnosis going beyond the need to focus on size, lifecycle stage, vintage, and operating budgets. Team compositions, existing skill levels, and tangible assets, among others, need to be closely examined to enable a more purposeful outcome and fulfilment of the programs. It is our belief and understanding that a new paradigm in the diagnosing and designing of capacity strengthening is well underway, with an emphasis on the behaviours of organisations and the personas they demonstrate. Understanding, assessing, and defining non-profit personas is the first step that will lay the foundation for designing capacity-strengthening solutions, define the extent of application in organisations, choose the best delivery mechanisms, and finally demonstrate the changes the organisation goes through.
At Social Lens, our evolving studies and methodologies incorporate the concept of the ‘persona’ of a non-profit into its methodologies, and this, by definition, will allow philanthropic capital providers, practitioners, and non-profits to understand who they are, the kind of organisations they are, and their best way forward.
Vijaya Balaji, CEO and Managing Director at toolbox INDIA Foundation, and Founding Partner at Social Lens Consulting is among the pioneers in Capacity strengthening initiatives. Social Lens Consulting is a mission-driven to facilitate initiatives aimed at strengthening the capacity of the organisations such as the GROW Fund at Edelgive Foundation, the Forbes Foundation Fellowship, and the Value Circle program at toolbox INDIA Foundation.
