capacity

Project designers and managers should always be alive to what is ultimately achievable – and limit scope and ambition accordingly. The scope of the project was very broad, with many activities and actors to cover, and challenging to manage. The UNDEF partner admits they were “carried away by the enthusiasm” of the first constitutional reform process, following the social protests of 2019. The project did not necessarily suffer as a consequence, but it placed strain on delivery.

In-person training conducted through a series of shorter sessions over a period of several months, rather than one training condensed into a short period of time, can improve learning and support the building of connections and networks between participants, which is important to recognize and leverage.

It is incorrect to just assume that what people learn from training will then be applied in practice. There is another step in supporting them to feel confident to start believing and acting on what they now know and this needs to be better captured in project designs, such as through sub-granted small projects, to ensure that outputs contribute to the achievement of outcomes.

Associations supported by paying members, more so than local NGOs, can benefit from projects that expand their areas of operations by adding members and thus improving their financial sustainability.

The project was conceived as a comprehensive capacity development project with an approach involving participants into the development of replication strategies and the development of common actions and strategies in traditional and non-traditional communication spaces. However, during its implementation, the project has mainly been an academic endeavour, with a rather classic approach to capacity development methodologies and systems. In this project, as designed, the components of socialisation by the students as well as the engagement with public authorities should have remained a priority, and practical, on-the-job training approaches should have been privileged as originally foreseen. If these practical aspects are not considered a priority, a more standardized approach to capacity development should be followed at the project design stage.

Mentoring as a model for capacity building has worked. It was found during the interviews that most of the trainees had learned techniques and applied new skills in reporting and engaging with audiences. After the trainings, the Mentors therefore continued to guide and teach the participants on subjects not covered during the trainings like techniques of editing and content packaging, self-censorship and other technical and editorial skills.

As digital technologies take hold, two ways media-community audience engagement will only become richer and more complex. New technology can upset the methodology and content of any capacity-building programme approved and designed by the grantee. Therefore, there is a need to remain alert about new technology and devise innovative forms of audience research online and offline.

Both mentors and participants demonstrated that knowledge sharing works vertically and horizontally in- and outside the media organisations, mainly in four ways.
• One, most of the participants shared their knowledge and experience by training the co-workers;
• Two, they shared their knowledge with other media professionals through a variety of interactive as well as informal forums;
• Three, participants took opportunities to share their knowledge with students in media training institutes;
• Four, participants also shared their knowledge and experiences through a variety of media, most commonly by writing blogs, articles for professional journals.

Survivors of gender-based violence need integrated support services throughout the process to seek justice. This often involves land titles, housing, childcare, income generation, and psychosocial support services. Established relationships with organizations that can offer these services will help women to access integrated support that they need.