A phased and long-term capacity development approach is effective. Gradual progression from foundational concepts to practice and institutionalisation strengthened policy dialogue competencies over time. The consortium project adopted a sequenced capacity-building process moving from foundational to advanced policy dialogue skills, which enabled partner CSOs to professionalise and institutionalise policy dialogue within their organisations. For instance, most partner CSOs evolved from project-based advocacy to structured organisation-wide policy dialogue integrated into strategies, planning, and governance.

Capacity development is most impactful when theory is paired with real-world application. The use of Small Action Funds enabled organisations to translate training into concrete policy dialogue processes and outcomes. The combination of theoretical training with practical application via Small Action Funds was key to success, allowing CSOs to apply learned concepts in real policy dialogue interventions. For example, through SAFs, SOS CV Uganda and CARE Uganda supported grassroots groups to engage effectively on issues like child marriage and GBV, leading to concrete policy improvements such as bylaws and local action plans.

Cascading approaches extend policy dialogue capacity beyond lead CSOs. Partner organisations acted as hubs, transferring skills to local CSOs, community actors, and activists - broadening coalitions and deepening local ownership. Partner CSOs like SOS CV Uganda, CARE Uganda, and GROOTS Kenya cascaded policy dialogue skills to local organisations and community activists through training and mentoring, which led to increased community engagement. This multiplier effect enhanced collaboration among CSOs, communities, and governments.

Institutionalisation requires leadership commitment and organisational integration. Policy dialogue was sustained where it was embedded into strategies, plans, job roles, and governance structures, and supported by senior management and boards. Several CSOs developed policy dialogue strategies, designated focal persons, and established coordination mechanisms with strong senior management and board engagement. For example, SOS CV Uganda developed a policy dialogue strategy integrated into annual planning and budgeting, while CARE Uganda linked policy dialogue to a core working group with representation across programmes.

Aligning policy dialogue with existing national policy frameworks increases relevance and uptake. When policy dialogue is linked to recognised national priorities and legal frameworks, it gains legitimacy, strengthens government ownership, and improves prospects for implementation. Linkages to national frameworks, such as Uganda’s National Action Plans on Women, Peace and Security and Kenya’s county-level climate policies, helped frame local priorities as contributions to national commitments. This approach facilitated political buy-in and important policy results, including new bylaws and county acts.

10_lessons_learnt_policy_dialogue.pdf

• Tailormade Training on policy dialogue and policy engagement
• Small Action Funds for Implementing PD Activities

• Community of Practice for learning, exchange and growths (CoP charter)
• Networking and exchange with actors on multiple levels
• Mobilisation and securing of resources for organisations