Resources search

Learning from capacity building practice : adapting the 'Most Significant Change' (MSC) approach to evaluate capacity building provision by CABUNGO in Malawi

WRIGLEY, Rebecca
December 2006

Expand view

This paper presents the findings of an evaluation initiative of the capacity building services provided by CABUNGO, a local capacity building support provider in Malawi. Using the Most Significant Change approach - a story-based, qualitative and participatory methodology - this pilot exercise attempted to capture the changes resulting from capacity building and to enhance the learning and performance of CABUNGO. Organisational capacity development activities facilitated shifts in knowledge and practices but also in relationships and power dynamics. The paper also highlights advantages and constraints of the MSC approach

Learning leadership development from African cultures : a personal perspective

MALUNGA, Chiku
September 2006

Expand view

This PraxisNote supports the notion that effective leadership development strategies in Africa should be rooted in the rich cultural heritage and indigenous social practices. Crucially, the paper adopts an 'ubuntu' perspective, a world-view built around five interrelated principles: sharing and collective ownership of opportunities, responsibilities and challenges; the importance of people and relationships over things; participatory decision making and leadership; patriotism; and reconciliation as a goal of conflict management. The Note looks in some detail at the implications for leadership development of these principles and briefly discusses lessons learned

Building capacity to mainstream HIV/AIDS internally : reflecting on CABUNGO's experience with NGOs in Malawi

CABUNGO
JAMES, Rick
July 2005

Expand view

Many community service organisations (CSOs) in Malawi turn a blind eye to the impact of HIV and AIDS in their own organisation. This is partly because, although individual staff are highly aware of HIV and AIDS issues, the internal impact on their own organisation is not very visible yet, and costs are unknown. Most CSOs do not yet fully appreciate the extent of what mainstreaming HIV and AIDS in their organisation means. This brief paper contends that if the programming side of an organisation is going to be effective, it is critical for an organisation to put its own house in order and mainstream HIV and AIDS internally. It presents its case study and describes challenges encountered by 23 participating organisations. Lessons for donors, and for CSOs are elaborated

E-bulletin