UWCA staff be clear about the purpose, definition, and goals for capacity building. Ensure consistent and clear communication among staff and other interested parties.
It is recommended that UWCA adopt a broader definition than simply capacity building for organizational effectiveness but instead inclusive of community capacity building concepts. As UWCA engages in both types of capacity-building activities, a report needs to be in place that supports both streams. The definition provided earlier in the United Nations Development Program document combines organizational and community capacity-building concepts.
UWCA has been a supporter of capacity building within the human services sector; they further recommend working funders interested in capacity building to build a facilitating dialogue in the area. This will support greater coordination across the area regarding capacity-building efforts. Again, as other funders support both organizational and community capacity building, adopting a definition that includes both concepts will allow greater coordination traction.
JLBC Cadets Recommendation #2: Adopt a model for capacity building
While the literature has pointed out that the development of capacity-building models is in its initial stages, there are still preliminary models. Utilizing a capacity-building model will detract from “piece‐meal” investments and support strategic thinking in this area. JLBC Cadets Ultimately, capacity building is a means to an end, and UWCA needs to ask itself: what is the end goal? Utilizing a model of capacity building will support understanding of what capacity-building grants are intended to achieve.
Based on the current literature review in this area, it is recommended that UWCA adopt the capacity-building model proposed by Connolly & York. The proposed four areas of organizational capacity (i.e., adaptive, leadership, management, and technical) have been further validated by research conducted by the TCC Group. They have broken down each area into its sub‐components, and definitions for each have been provided.
As UWCA is a leader in capacity building, it is further recommended that they engage with other supporters of capacity building in the adoption of this model. Again, these efforts will enhance coordination with other funders in the sector.
Recommendation #3: Invest inappropriate support
While UWCA has generally supported investment practices that provide organizations with the time and flexibility needed to engage in capacity-building activities, the landscape of resources available to organizations is somewhat less appropriate.