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Lessons learned from Spotlight Initiative, United Nations Trust Fund (UNTF) as well as other relevant organisations found that having a dedicated capacity development manager to oversee a capacity building strategy across programmes was key to championing and driving capacity building efforts forward. This can involve establishing a dedicated team to work closely with programme participants to develop strong relationships, identify capacity gaps, facilitate reciprocal learning, and channel resources to further strengthen their capacity. Without adequate resources and leadership, programmes may…

Effective capacity building efforts require commitment from the onset across the programme vision, operational plans and resource investments. This can be achieved by funders including capacity building as a core deliverable with specific resource allocation in requests for proposals. This then allows programme managers to develop a capacity building strategy for all levels of the programme including of the programme team, implementing partners, other partners, field staff, local champions and community facilitators.

An innovative way to increase the effectiveness of partner selection is to invite CSOs and WROs as participants or observers in review panels. Spotlight Initiative recommends inviting Civil Society Reference Group (CRSG) members to review panels to improve the panel’s understanding of the challenges of addressing VAWG and the contextual realities that partners have to deal with. When including civil society members, it is important to establish a clear code of conduct to mitigate potential conflicts of interest. Another interesting example is the Women’s Peace and Humanitarian Fund’s regular…

Some countries have government policies or laws which restrict the implementing partners that can be contracted and the ways in which they can work. For example, there may be rules on international funding of national NGOs for advocacy work, NGO registration requirements, and restrictions on certain activities. When choosing partners, it is important to check and understand the national regulations and, if necessary, seek legal advice to ensure compliance.

When selecting consortiums, be mindful of situations where multiple layers of implementing partners are involved, such as when an INGO or private contractor engages a national NGO, which then involves smaller community-based or women’s rights organisations in project delivery. While this approach may address fiduciary requirements, it can lead to top-down, extractive approaches where smaller partners have limited opportunities to shape programme design.  

Look for consortiums that share common values, such as collaboration, accountability, respectful exchange, and feminist leadership. Other…

Consider partners who actively involve community members in their projects. Organisations that engage with communities are often more effective in understanding local power dynamics, addressing specific needs and building trust. Select partners who have a good understanding of the local cultural, social, and political context. Ensure that partners are familiar with the specific challenges and dynamics related to gender-based violence in the target area.

When selecting implementing partner(s), look for organisations that have an established record of working with women and girls, have institutional capacity to deliver and ideally have a significant local presence. While experience in violence prevention is useful, the reality is that the field is still young in many contexts, and it is not unusual for local organisations to lack expertise in areas like primary prevention. In such cases, consider selecting partners who bring a strong record in VAWG response and can work together with an organisation that can provide technical support on…

A key consideration when selecting implementing partners is whether their values and mission align with the programme's goals and are guided by feminist values. This alignment not only contributes to the effectiveness and shared vision of the programme but also reduces the risk of partners that may inadvertently perpetuate harmful gender norms or lack a gender-transformative approach. It is also essential to avoid selecting implementing partners who could compromise programme goals around inclusion, for example by discriminating against diverse women and girls. Practical suggestions here can…

Too often, programmes struggle to move beyond the usual suspects to reach a wider pool of implementing partners. Smaller grassroots organisations often face barriers in applying to VAWG programmes due to limited resources, capacity constraints, language barriers, and competition with larger entities. They often struggle with complex application processes, limited access to information, and difficulties in meeting stringent compliance requirements. Exploring a small grants model, like the one used in several Spotlight Initiative countries for smaller CSOs, can help address potential barriers…

When selecting implementing partners, it is important to ensure that interested organisations have enough time and support to develop quality proposals. Spotlight Initiative recommended allowing a minimum submission time of 4-8 weeks for proposals. Offering capacity-building support through the application process can be particularly helpful for smaller organisations that may be less familiar with donor processes and expectations for ‘Calls for Proposals’ and ‘Expressions of Interest’.