Analysis of institutional capacity gaps of local health CSOs in Kenya;

1. Analysis of institutional capacity gaps of local health CSOs in Kenya; Challenges and Lessons learned Author: Purity Njagi Presenter: Henry Kilonzo

2. Back ground • Goal: Sustained improvement in the health and well-being of all Kenyans • Aim: to ensure and sustain CSO contribution in the health sector • Target: 10 national-level CSOs and their affiliates • Expected results; • Strengthen leadership, management, and governance of CSOs • Increase access and use of quality data for evidence-based decision making • Improve quality of institutional strengthening for CSOs

3. Description of context • The growth of CSOs in Kenya has been very rapid • A significant proportion of community health grants have been channeled through international CSOs • Why international NGOs? • Capacity of the local CSOs remains low • Weak national coordination and regulation structures for CSOs • Organisational capacity is a key eligibility criterion for funding to local CSOs.

4. Approaches adopted

5. Methodology used;

6. CSO Scoring Matrix

7. Findings • The assessment revealed critical capacity gaps that require strengthening • Institutional strength varied amongst CSOs and across the 10 capacity categories. • Seven CSOs demonstrated overall satisfactory capacity, while six CSOs demonstrated low capacity. • Grant management emerged as the weakest; where all CSOs scored 1 or 2.

8. Challenges and counter-strategies employed

9. Evidence of success and achievements “This is an honest evaluation. We have heard comments in the past from members saying NEPHAK does not have adequate capacity. Now we have the confirmation. We will work to fill the gaps identified and also move this to our constituent community levels.” ---RahabMwaniki, Resource Mobilization Manager, NEPHAK “This process has been a great learning for us. …………………….. ……..which has been very comprehensive all the way from systems assessment and the final discussions on our organization’s capacity. Even if we are not selected to partner with FANIKISHA, we will definitely address the gaps that you have helped us identify.” -- Wilfred Owuor, CEO of Omega Foundation, Kisumu “After we concluded the organizational capacity assessment with FANIKISHA, we immediately developed a resource mobilization strategy, which is one of the key gaps that we identified during the process.” Philip Waweru, Executive Director, National Organization of Peer Educators (NOPE) • Accelerated performance by CSOs, as some commenced implementation of the OCA recommendations prior to award

10. Lessons learnt • Engaging and participation of stakeholders ensured objectivity in the assessment • Leveraged resources as stakeholders were made aware of existing capacity • The approach stimulated reflection, learning, and dialogue among CSO staff • The approach ensures gaps and opportunities are examined, and ideas for addressing them generated real time.

11. Conclusion • The OCA was a participatory tool designed to assist CSOs to identify their strengths, weaknesses and institutional strengthening needs • The participatory approach stimulated ownership of the findings by all (staff, management and board) • The approach has facilitated positive uptake of technical assistance and mentorship to CSOs.