overview
DESCRIPTION
Moving Towards a Strategic Approach to Capacity Building Presented by: Molly Strachan, Strategic Information Liaison, ICAP NY Tesmerelna Atsbeha, Senior Program Officer, ICAP NY Doris Odera, Capacity Building Advisor, ICAP Kenya January 31, 2013. Overview. Background - PowerPoint PPT PresentationTRANSCRIPT
Moving Towards a Strategic Approach to
Capacity Building
Presented by:
Molly Strachan, Strategic Information Liaison, ICAP NY
Tesmerelna Atsbeha, Senior Program Officer, ICAP NY
Doris Odera, Capacity Building Advisor, ICAP Kenya
January 31, 2013
Overview
• Background• Capacity Building Definition and
Framework• NGO Capacity Building• District Capacity Building • Next Steps
Background• Capacity building (CB) is an intrinsic part
of our work • PEPFAR interest in CB is increasing• MCAP follow on grants require ICAP to
demonstrate validated capacity improvements
• Gradual handover of ICAP-supported functions to government at district and/or regional levels
• Capacity building for newly formed NGOs
Why is Capacity Building Important?
• Enabling individuals and organizations to maximize performance and adapt to the changing external environment
• Contributing to national and global development goals (improved health outcomes)
• Promoting sustainability of interventions and reducing dependence on external partners
Areas of Capacity Building
Source: World Health Organization. Everybody’s Business: Strengthening health systems to improve health outcomes—WHO’s Framework for Action. Geneva: WHO, 2007, page 3.
Service Delivery
Health Finance
HMIS/M&E
HRH
Pharmacy
Laboratory
Governance/Leadership
Community
ICAP’s Core DomainsWHO’s Building Blocks
Overview
• Background• Introduction to Frameworks• Capacity Building Definition and
Framework• NGO Capacity Building• District Capacity Building • Process for capacity building• Next Steps
Capacity Defined• Capacity is the ability of individuals,
organizations, and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)
• Capacity building is an on-going evidence driven process of strengthening the abilities of individuals, organizations, and/or systems to perform core functions sustainably, and to continue to improve and develop over time. (PEPFAR, FY2012)
A Strategic Systems Approach
Individuals
Organization HIV Program
Outcomes
Lowest leverage pointleast sustainable
Higher leverage pointmore sustainable
Highest leverage pointmost sustainable
“changes the rules of the game”
System/ Policy
PEPFAR 2011. Capacity Building and Strengthening Framework.
Capacity building conceptual framework
Improved health outcomes
Capacity
PERFORMANCE
Assisted
Independent
Guided
Dependent
Intermediate Result 4:
High-quality, timely, and sustainable monitoring, evaluation and research systems developed and implemented for program improvement and evaluation
Intermediate Result 5: Enhanced management and monitoring systems (financial, administrative, information/knowledge management, grants, physical and human resources)
Intermediate Result 3:
Strengthened clinical, laboratory, and technical knowledge base and capacity among ICAP, MOH, and NGO staff
Intermediate Result 1:
Strengthened ability to develop, communicate and implement strategic plans with strong leadership
Strategic Objective: Enhanced ability among ICAP, MOH, and NGO partners to manage and implement high-quality service delivery and/or technical assistance activities
ICAP Capacity Building Results Framework
Intermediate Result 2:
Strengthened processes and systems in place to implement the project management cycle
Operationalizing Capacity Building
Operationalizing Capacity Building
Operationalizing Capacity Building
Operationalizing Capacity Building
Operationalizing Capacity Building
Overview
• Background• Introduction to Frameworks• Capacity Building Definition and
Framework• NGO Capacity Building• District Capacity Building • Process for capacity building• Next Steps
NGO Capacity Building
• ICAP facilitated the creation of 6 new NGOs as part of the MCAP Transition.
• The NGO Capacity Building Forum was created to provide TA to NGOs including: -Annual Organizational Capacity Assessments-NGO Transition Meeting (January 2012)-Operational Start-up Support -Strategic Planning Support -On-going Technical Mentorship
Organizational Development Assessment
with NGOsFirst Assessment Second Assessment
Mozambique (CCS) August 2011 Sept 2012
Kenya (CHS) October 2011 Planned: February 2013
Tanzania (THPS) June 2012 Planned: Q1 2013
Cote D’Ivoire – (CEV-SI) Planned TBD
• Assessment completed annually depending on progress of implementation of capacity building plan and needs of NGO
• ODAs led by IU staff, in-country focal persons and NGO representatives
• Findings are used for strategic planning, business process improvement and identification of critical needs (particularly on workplanning and data review)
Organizational Development Assessment Tool
• Includes self assessment & external scores which are compared
• Organizational functions are divided into 14 capacity areas and 75 indicators
• Group discussion to encourage analysis and learning
• Action planning to link findings to systematic improvements
Capacity Areas
Governance & Legal Structure
Program Management
Technical Capacity
Grants & Sub-grantee Management
Project Management
Monitoring & Evaluation (M&E)
Financial Management
Human Resources
Office Operations
Information Technology (IT)
Resource Mobilization
Networking
Communications
Community Ownership & Accountability
Capacity Scale1. No or minimal capacity
No chance of sustainability
2. Emerging capacity
Little chance of sustainability
3. Minimal acceptable level of capacity
Some chance of sustainability
4. Good level of capacity
Good chance of sustainability
5. Excellent level of capacity
Excellent chance of sustainability
The organization does not have an annual work plan. It responds to immediate needs with no planning of activities.
The organization seldom (<50% of the time) practices short-term planning, e.g. major events or monthly activities, but is not done systematically or regularly.
The organization occasionally (>50% of the time) practices work planning for programmatic activities,
Not linked to a program budget
Not developed with participation of staff
It is occasionally reviewed.
The organization regularly (<75% of the time) practices work planning for programmatic activities
Is linked to the program budget
Is developed with participation of staff.
Is regularly reviewed.
The organization always (100% of the time) practices a written work plan exercise for programmatic activities
Is linked to the program budget
Is developed with participation of staff
Is reviewed quarterly
Activities are integrated
Experience of Center for Health Solutions (CHS) Organizational
Assessment: Oct 2011• Participatory self assessment conducted with
CHS team (11 participants) led by ICAP KY and NY Program Staff
• External Assessment conducted by ICAP NY program staff
• Joint open discussions CHS/ICAP NY/KY• Action Plan Development with CHS Team• Debrief with CHS Senior Leadership & ICAP
KY CD• Full assessment report completed• On-going support from ICAP KY/NY to follow-
up
CHS ODA Assessment SummaryInternal and External Scores
ODA Tool Score, Baseline and Follow up
Overview
• Background• Introduction to Frameworks• Capacity Building Definition and
Framework• NGO Capacity Building• District Capacity Building • Next Steps
A Guide for Subnational Capacity Building Efforts
Governance & Leadership
Health Finance
HMIS/M&E
HRH
Pharmacy
Laboratory
Service Delivery
Community
}
Example: CB Objectives & Expected Outcomes: M&E
CB Objective CB Expected OutcomeImprove ability of HF staff to consistently use and update paper and electronic M&E systems
Recording and reporting tools are in place, updated daily, and used to produce national monthly summary reports; HCWers are effective data collectors
Increase ability of subnational stakeholders to report timely and accurate monthly/quarterly data
National data systems are used for all HIV services; are updated regularly and data flow follows national guidelines
Increase ability of subnational stakeholders (subnational and facility staff) to properly safeguard and maintain databases
Facility and subnational computers and databases are functioning, with updated virus software
Increased number of data quality assessments (DQA) undertaken by site and facility staff
DQAs are undertaken by subnationals and facilities independently and proactive steps taken to address M&E system weaknesses.
Improve ability of HF and HMT staff to analyze and use data for decision making
Data is shared in routine program meetings and used to inform planning and program management.
District Capacity Illustrative Activities
Level Illustrative ActivitiesIndividual Conduct facility-level spot checks
Support compilation of reports and timely submission to next level
District/Region
Conduct joint data supervision visits with district Collaborate with district to train staff in accurate
use of recording and reporting tools Develop plans and tools to track timely reporting
National Assist in review and revision of indicators, tools, guidelines
District Capacity Areas and Indicators
Governance & Leadership
Quality Improvement
HMIS/M&E
HRH
Pharmacy
Laboratory }Supportive Supervision
• 14 ICAP-required output indicators
• Incorporated into URS
• All countries working at district level must report on these indicators on a quarterly basis
Summary• Capacity building is an important aspect
of ICAP’s work• PEPFAR interest in CB is increasing• Many grants require ICAP to demonstrate
validated capacity improvements• Need to include CB more explicitly in our
workplans• ICAP had developed numerous resources
for NGOs and subnational entities
Next Steps
• Review framework, guide and tools are posted on the Wiki (http://icapsiunitall.wikischolars.columbia.edu/Capacity+Building
• For additional CB support, contact Tesmer Atsbeha, [email protected]
• Share in-country experiences with ICAP NY
• Start reporting the district indicators• Alert SI Unit to additional capacity
building indicators used at country level
Thank You!