Business Development Services (BDS) Forum

Capacity Building, Networking, Public Private Partnership

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• Lessons learnt on Capacity Building of Partner Organizations

• Lessons learnt on Networking

• Lessons learnt on Policy Dialogue

  Lessons learnt on Capacity Building of Partner Organizations  [top]

• Most of the partner organizations already have at their disposal an existing management system consisting of simple planning, documentation, reporting, staff meetings.

• This system, even in an insufficient manner, already presents some basic organizational know-how.

• Sustainability in organizational development will only be achieved if we take up the existing know-how of an organization and try to improve it from inside thus bottom-up, instead of imposing an external system by top-down.

• Project management systems of international cooperation projects will rarely be suited to national, regional or local partner organizations. Organization and management of an international project are characterized by a high input of external know-how and expertise with high financial inputs, which may not be the case in a national local structure.

• With this in mind, we suggest a strategy of capacity building improving step by step the existing structures and management systems through a tailor made medium-size system that ensures at the long run sustainability even after the external project intervention.

  Lessons learnt on Networking  [top]

•  Avoid a heavily formalised network structure: Do not create an over-formalised Network. Structures with President, Secretary, Board of members, Membership fees etc. are not absolutely necessary for networking. Main purpose of networking is experience exchange and coordination. For this, regularly meetings e.g. 3-monthly meetings are sufficient and should not be formalised by rules and regulations.

• Establishing a Network by Self-initiative of its Members: Network should evolve and should not be imposed. Efficient networks usually start with a handful of organizations that are able to develop common purpose and vision and carrying out concrete BDS activities. As the network develops, others who share the vision will join. 

• Existence of common Purpose and Clarity of Vision and Purpose: Networking should be based on a clear definition of common interest or purpose. This is fundamental to a sustainable networking. It is important to clarify the interests and expectations of each member and identify common grounds on which the networking could be based.

• Offering concrete Benefits to Members: A network will not be sustainable if it is not offering concrete benefits to its members. If members do not feel they are benefiting from being a member of a network their commitment will disappear. Therefore the work of the network should focus on what it can do for its members in facilitating their work, building their capacities, lobbying on their behalf or publicizing their work. Networking of BDS partner organizations should be based on concrete BDS activities on enterprises level.

• Sharing of common Resources: The network should be able to use regularly the resources of its members to achieve its goals instead of developing parallel capacities (e.g. avoid boosted network budget for common activities – always the slowest one will decide on the speed) that compete with its members.  

  Lessons learnt on Policy Dialogue  [top]

• Don’t be in politics without the beneficiaries!

• First take contact with concrete BDS implementation on the ground (1). Then participate in networking on meso level together with business associations, Chambers and other SME development institutions (2). Discuss policy issues with enterprises and with network members (3.1). Finally formulate common policy issues (3.2).

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