M&E Transition/Capacity-Building

1. M&E Transition/Capacity-Building Finalization of Capacity-Building Framework (Molly) Development of HSS/CB Materials for Country Programs (Tesmer) Updates on ODA processes (Tesmer & updates from West and East) District Assessment Tool adaptation updates (Molly)

2. ICAP-CHS Capacity-Building Forum Building Learning Organizations Together October 24th-28th 2011 Nairobi, Kenya

3. Capacity-Building Forum ICAP Approach to NGO Capacity-Building based upon the principles of Health Systems Strengthening utilizing an organizational development practice

4. ICAP Global Capacity-Building Approach Capacity-Building Conceptual Framework Capacity-Building Action Plan ODA tool DAT tool Implement Intervention Re- assessment Expectation Setting Identify priority needs Participatory Framework-based Align resources & Interventions to needs Based upon assessment findings ODA tool DAT tool Execute plan On-going monitoring

5. Articulating a capacity building framework Improved health outcomes PERFORMANCE LEVELS Capac i t y Level s Independent Assisted Guided Dependent

6. Organizational Development Approach Change achieved through behavior change “The facilitation of an organization’s capacity to self-reflect, self-regulate, and take control of its own processes of improvement and learning.” • Characteristics of OD: • Collective awareness of need for change, • Application of survey research methods in organizations, • Participatory Action Research • Experiential learning, • Process orientation, • Innovations in feedback, • Group dynamics • Team functioning

7. ODA Capacity Areas Links to Dimensions of Organizational Management Leading / Directing Organizing Implementation Learning Resources Management Viability

8. CHS Organizational Assessment: Oct. 24th-28th 2011 Monday, Oct. 24th: Preparation/Facilitators Training: • Review of Tool with Facilitators • Prepare Handouts for Workshop • Distribution of Tool to participants, • Begin External Review (Document Review) Tuesday, Oct. 25th: External Review/Self-Assessment Scores • External Review Continues-Interviews with DAF & CEO

9. CHS Organizational Assessment: Oct. 24th-28th2011 cont. • Wednesday, Oct. 26thWorkshop Day 1: • Participatory Self-Assessment with CHS team & Facilitators of 14 programmatic and operational areas • Thursday, Oct. 27th Workshop Day 2: • Presentation of Assessment Scores (Internal vs. External) (High & Low) • Discussion of Scores-Brainstorming strategies • Action Planning • Friday, Oct. 28th: Wrap-up & Debrief • Finalization of plan for follow-up • Debrief with CHS Senior Leadership • Debrief with ICAP KY CD

10. Lessons Learned: Utilization of Tool/Process • Engagement of CHS Team & Leadership • -Participation • -Facilitation • -Action Planning (follow-up) • ICAP TA Role in NGO Capacity-Building • -ICAP KY Capacity Advisor • -ICAP NY Taskforce members • -ICAP NY Program Team • Knowledge Platform for Tools & Documents • -Use of Dropbox • -Communications • -Feedback/Evaluation

11. Lessons Learned: Utilization of Tool/Process cont. • Need for structured facilitation training • Organize scoring sessions in small groups to encourage openness regarding staff vs. management perspectives • On-going Capacity-Building Support at Central Level (tools, support)

12. Analysis • Review of Summary Scores • Review of Internal vs. External Scores • In-Depth Review: HR, Technical Capacity, Communications, Networking • Key Questions • Capacity Area Groups

13. Summary of Internal Scores-Low to High

14. Internal vs. External Scores

15. In-Depth Review: Human Resources

16. Next Steps: Action Planning

17. Summary: Areas Identified for ICAP Global Support • M&E Systems Development: Aggregate database, development of analysis capabilities • Resource Mobilization Systems: Strategy development, Networking tools, Toolkit development, grantwriting support, copyediting support • Research Capacity: On-going connection to CU resources including faculty advisory, Access to Academic Journals, training in research methodologies, mentorship

18. Summary: Areas Identified for Internal Strengthening • Knowledge Management Systems/Platforms: Creation of a shared drive/intranet where proposals, workplans and budgets (or portions that can be made public) are posted for easy access by staff who need access to these documents for implementation purposes.SOPs for information sharing • Employee engagement/Communication Systems: the use of an annual organizational climate survey , Monthly, CEO update emails, a newsletter (with contributions from field offices), creation of employee advocacy groups (wellness committee, community engagement committee, social planning committee, etc.) which can serve the role of addressing the needs of the staff through organizing activities to benefit staff inside and outside of the workplace. • Professional Development/Performance management: broadening of individual portfolios, access professional development resources, creation of professional development affinity groups • Technical Capacity Transfer: Program Management Guide/Manual, Skills Matrix • Networking Systems Development

19. Opportunities for Collaboration • Research:field research partnerships (since CHS supports facilities directly) where CHS could provide unique experience in managing field teams, data collection, and community engagement. • Training: as CHS could provide a critical practicum element of a curriculum based in the facility. • Community activities:Community-level activities linked with facilities is a significant area for development of partnership for ICAP and CHS.