1. TRAINING NATIONALS TRAINING AND COMMUNICATING TOWARD TRANSFORMATION

2. International Technical Cooperation Phases and modalities in international cooperation AIM contribute to sustainable poverty reduction.

3. Phase 1: Aimed at preparing the colonies for a peaceful transition to independence by supporting the emergence of stable self-reliant communities. -Approaches: - ‘under-development’ by the so-called ‘developed countries’. - (Foreign) technical assistance mainly concerned transferring (modern/western) knowledge and technologies. International Technical Cooperation

4. Phase 2: Aim at shifting from top-down, technocratic and economics-based interventions to greater civil involvement. This pointed to the need for not just ‘technical’ assistance but also for ‘social’ assistance (Röling & De Zeeuw, 1983). - Organizations operating at the meso level (e.g. associations, or service delivery NGOs), acted as intermediaries in reaching the ultimate target groups. The main aim during this period was to assist these organizations in implementing their interventions, rather than focus on capacity building at the organizational level. International Technical Cooperation

5. Phase 3: Two main elements of support to partner organisations: Funding the implementation of development interventions by partners, in order to alleviate poverty, strengthen civil society and support advocacy and lobbying. Technical (TA) assistance to partner organisations aimed at organisational strengthening (OS), institutional development (ID) and human resource development (HRD). Such support focuses on capacity building as a basic requirement for organisations to implement their projects/programmes effectively and efficiently. International Technical Cooperation

6. - “Process of developing and strengthening the skills, instincts, abilities, processes and resources that organizations and communities need to survive, adapt, and thrive in the fast- changing world." Ann Philbin Capacity Building in Social Justice Organizations Ford Foundation, 1996 -Refers to activities that improve an organization’s ability to achieve its mission or a person’s ability to define and realize his/her goals or to do his/her job more effectively. Deborah Linnell Alliance for Nonprofit Management. What is Capacity Building?

7. "actions that improve nonprofit effectiveness" "actions that improve nonprofit effectiveness" Investing in the people and systems to make products and services better. Capacity Building simply speaking is…

8. Capacity Building TRANSFORMATION

9. What does it mean to train and communicate ? Awaken a sense of excellence in a person, through expanding their capacity to learn, think and act.

10. Training and Communicating… An effective process of teaching and communicating is that which involves a two way conversation, that follows a predictable process and results in the improvement of performance, commitment with sustainable excellence and positive relations.

11. Training and communication as a system for Managing learning Managing people Managing cultures Managing knowledge Training and Communicating…

12. Managing People... Team work Quality mindset Accountability Innovation Entrepreneurial spirit Pertinence Results

13. Managing Culture Personal Development Values: DIGNITY, INTEGRITY, LIBERTY Creation of Culture... Through a shared VISION

14. A process... 1.Acceptance: Vision is imposed.Vision is imposed. 2.Readiness: Sympathetically agrees with the vision.Sympathetically agrees with the vision. 3. Commitment: Passionately lives the vision.Passionately lives the vision.

15. Commitment… Is a way of life that has direct impact upon the performance of the individual as part of an organization. It is expressed in: –Being focused. –Desire to work. –Genuine interest in the teams results and achievement. –The VISION is an extension of the individuals personal vision.

16. Human beings tend to commit with excellency in the measure that: We have clarity regarding the base values and the goals of performance. Can have a measure of influence upon what we do. Have the necessary skills to do the work that we are asked to do. We feel recognized and appreciated for what we do. Commitment…

17. TRAINING AND COMMUNICATION = INTERACTION between two people and affects performance in a positive way. a)Short: Interaction or to the point conversation with a clear and immediate intention. b)Extended: Longer conversation with a defined structure, clear and shared goals. Commitment…

18. Training conversations Facilitate self knowledge. Are focused around themes related to performance. Result in positive changes and increase of commitment. Help maintain clear and good work relations. They are two way. Communicate respect.

19. Four Types of Training Conversations… CONSULTANCYCONSULTANCY TUTORINGTUTORING MENTORINGMENTORING CONFRONTATIONCONFRONTATION

20. Types of Conversations CONSULTANCY CONSULTANCY It has to do with the interactions guided to resolve technical aspects, organizational or of other type that block or limit the performance of the person. The result of this is evident in terms of: Functional description of the problems and its causes: Generating commitment with self-sufficiency. Technical and organizational appreciation: Changes in individuals points of view. Feelings get shared: Profound appreciation for the feelings an emotions, affecting behavior.

21. TUTORINGTUTORING It involves interactions geared to support the person in learning new abilities and acquiring new skills. The result is evident in terms of: Improvement of technical competence. Broadening of technical comprehension. Improves the specialized level. Increases the learning rhythm. Generates commitment with continual learning. Types of Conversations

22. MENTORINGMENTORING Involves interactions guided to support the person in acquiring knowledge of the organization and take a hold of their careers/professional development. The result is evident in terms of: Development of abilities: Sensitivity to the key policies of organizational culture. Development of personal networks: Commitment with the organizational goals and values. Types of Conversations

23. CONFRONTATIONCONFRONTATION Involves conversations regarding deficits in performance, as well as, those which challenge the person to take on higher levels of exigency. The results is evident in terms of: Clarity regarding the expectations of performance: Opportunities for improvement can be identified. Acceptance of the most difficult tasks: Strategies are defined for improvement of performance. Commitment with continual improvement is generated. Types of Conversations

24. Benefits of Training Nationals PlanningPlanning –How am I going to get there? DoingDoing –What do I have to do? ActionAction – Am I doing it right? Verification:Verification: –How was my performance? SELFACCOUNTABILITY

25. Results of Training Nationals… SUSTAINABILITY, MULTIPLICATION AND GROWTH. Excellent sustainable long term development. Possibility of self correction. Possibility to overcome difficulties. Self generation of alternatives of solution. Interrelation. Interdependency.

26. Transition... Project approach Programatic approach Benefits of a programmatic approach: - Allows for a participatory problem analysis. - A participatory context and organization analysis. -A results-based and coherent intervention plan. -Tailor-made interventions. -Tailor-made monitoring and evaluation system, focusing on accountability and learning. -Sufficient implementation capacity among member organization‘(s) and partner(s).

27. EMPOWERED COMMUNITTIES TRANSFORMEDCONTEXTSTRANSFORMEDCONTEXTS

28. THANK YOU!