Abt Associates Inc. In collaboration with:I Aga Khan Foundation I BearingPoint I Bitrán y Asociados I BRAC University I Broad Branch Associates I Forum One Communications I RTI International I Training Resources Group I Tulane University’s School of Public Health
Strengthening the Institutional Capacity of Local Organizations
Graeme Frelick
Maty Ndiaye Sy
June 25-29, 2007
Introductions
Name Institution Position Length of time in position
Getting Started Activity – Round 1
Think about the role your institution plays in strengthening health systems
Identify the utensil that best exemplifies the contribution your institution makes and go stand by it
Introduce yourself to others Share with them the reasons for your choice Have one person ready to summarize your
discussion
Getting Started Activity – Round 2
Think about how you hope to feel by the end of the workshop
Identify the animal that best exemplifies how you would like to feel by the end of workshop and go stand by it
Introduce yourself to others Share your reasons for your choice Have one person ready to summarize the discussion
Workshop Goals
Define the core institutional competencies Identify essential leadership and management skills need to
develop your organization Define the components of a resource mobilization plan Analyze best practices in core management systems Use a systematic process for consulting Identify approaches to improve governance structures Develop strategies for keeping up to date technically Prepare a plan to apply what you learned in this workshop
Workshop Norms
Active and balanced participation Listen for understanding Be open to new perspectives Respect others’ views Ask questions to see clarity Honor time commitments Turn off cell phones
Core Organizational Competencies
Conceptual Framework
ManagementSystems
GovernanceConsulting
and Training
Skills
Resource
Mobilization
Technical Competence
Organizational Development
Core Organizational CompetenciesDefinitions
Organizational Development- strategic and operational planning
- leadership and management- team-building- organizational structure
Management Systems- financial management, procurement, IT, HR, administration
Organizational Competencies (cont.)
Technical Expertise- ability to access tools and methodologies- develop a technically qualified workforce
Resource Mobilization - business planning- capacity to access funding
Consulting and Training Skills
Core Competencies (cont.)
Governance- structure of governance system
- developing effective boards of directors
Organizational Self-Assessment
In your organizational pairs Agree on a rating for each item in the self
assessment instrument in your manuals
Take 20 minutes
Organizational Development
Leading and Managing
GRAEME, ADD SLIDES
Strategic Direction
Definition: Determining the main organizational priorities to guide decision-making
Strategic thinking or strategic direction instead of strategic planning
Strategic Thinking Process
Define the process and the outcomes - why are you doing this - issue that need to be addressed Identify stakeholders or clients that need to be involved – e.g.
donors, staff, board members, partners Clarify the mission and vision - mission (who we are and what we do) - vision (what we want to become) - values (norms that guide us and define our culture
Strategic thinking process (cont.)
Identify strategic issues facing the organization - what are our fundamental challenges? e.g.
mission, services, financing, management, etc) Formulate strategic goals or priorities - our response to the strategic issues Develop implementation plan for each priority
Guidance in Implementation
Minimize time between thinking and action Don’t collect too much data or information Involve others in the organization to build
understanding and commitment Don’t take took long to develop the plan Maintain the agility of a small organization You can start implementation on some items before
whole plan is developed
Key Questions to Guide the Process
What do we want to achieve? What can we do to ensure that the process is not just
an interesting exercise and is actually used to guide decisions
What will the final product look like? Who writes it? How long will the process take? What is the context that frames this process? Do we form an internal task force to guide the
process? What is the role of the board?
Introducing the Case Study
Center for Health Reform Founded and led by Dr. Alioune Ndiaye since 1999 Mission is to improve quality and access to priority
population and health services through reform of the health sector
Works mostly in planning and policy 10 full-time employees Annual revenues of CFA 150,000 90% of funding comes from MOH and WHO
Case Study – Part 1
Individually Read Part 1 individually and think about the
questions at the end (10 minutes)As a group Answer the questions at the end of Part 1 Have one person capture the group’s response and
be prepared to report outYou have 40 minutes as a group