Zimbabwe has been through a decade of political, economic, social and humanitarian crises. As the country 'celebrates' the first annivesary of the Government of National Unity stock is taken of achievements, there is need to also remember that the inclusive government has not been equally inclusive in the benefits it has brought about. The poorest sections of Zimbabwean society may experiencing less politically motivated violence but they remain as bystanders in the enjoyment of the fruits of the 'stability' that has come about. As the country charts a way forward, there is much focus on industry-led recovery. The buzz word and key indicator is capacity utilisation in industry. Unfortunately, such capacity will not deliver benefits to the rural, peri-urban and urban very poor. Recovery for these groups depends on the efforts of intermediary organisations. Thus, an important question is: what is the capacity of intermediary organisations to facilitate rapid recovery for the very poor?
A take on current capacity
In 2009 I was privileged to undertake a study for a funding agency on NGO capacity in Zimbabwe. Our main findings were that:
- Zimbabwean NGOs had developed mechanisms to cope in a hostile environment and had played an important part checking the actions of politicians and curbing abuses of authority and human rights violations;
- NGOs in the Rights, Democracy and Governance sector, and those working on humanitarian issues had received or were receiving considerably more support that those focused on development in general;
- Organisational and leadership development had been adversely affected by brain-drain and the limited investments. In some organisations the situation was characterised as 'having the bodies in place but not the capacities to perform in roles'.
- The scaling back of developmental investments that arose from the strained relations between Zimbabwe and the donor community had adversely affected the investments made in organisational development. Many organisations were cutting costs in this area despite it being an area of great need.
- The anticipated developmental thrust expected at the end of the political crisis would make the capacity gaps more visible and less than desirable levels of impact would be achieved with resources made available.
- There was concern in the sector that owing to lack of opportunities, the sector had become the most attractive employer and was attracting people lacking the right skills, orientation and/or motivation.
In the periods preceding and after the capacity study we had the opportunities to work with a number of organisations - either supporting strategic planning or evaluating projects. During these processes, the weaknesses at organisational level became apparent. Behind every project that did not meet performance expectations were broader organisational weaknesses. We also learnt that strategic planning without thorough organisational analysis (involving both self-assessments and externally-drive processes) was unlikely to suceed . We discovered more and more cases where the basics were not right. These experiences have served to highlight for us the massive and consistent investment needed to strengthen the capacity of community-based organisations and non-governmental organisations. In recognising the scale of investment needed, we have been reminded of the cost of inaction. What is unclear though is, whose responsibility it is to build capacity among NGOs.
Some lessons from the past?
Back in 2004 I had the opportunity to examine an NGO leadership programme supported by CIDA. At the time of the review we critiqued the programme for its choice of method of delivery. The situation today, more than ever, calls for similarly tailored support programmes that can provide organisational development support over a poriod of 2 to 3 years.
What is the way forward?
Our way forward is to put this discussion out for Zimbabwean NGOs and friends of the country to make suggestions. We make no promises on suggestions other than that we will share these at every opportunity.
We are particularly keen to learn from NGOs and CBOs what you think is the way forward. What has worked for your organisations. How can your efforts be complemented?
Let the real talks begin!
Till next time - Salani kuhle. Sarai zvakanaka.
Sifiso
