Transition Capacity Building and Monitoring Tools: The OCVAT Process at CIDRZ, Zambia

1. Transition Capacity Building and Monitoring Tools: The OCVAT Process at CIDRZ, Zambia August 11, 2010 Track 1 Meeting, Maputo Geoffrey Silwizya M.Sc.(D.I.C.) CIDRZ Chief Operating Officer

2. EGPAF/CIDRZ Collaboration • Collaboration under Project HEART/Zambia • Care and treatment services since 2004 in Lusaka, Southern, Eastern and Western provinces • PMTCT services since 2002 in Lusaka, Eastern and Western provinces • As of March 31, 2010:  • 309 PMTCT sites • 65 care and treatment sites

3. Organizational Capacity & Viability Assessment Tool (OCVAT) • OCVAT is used to assess organizational capacity of EGPAF’s NGO transition partners. • Results used to:  • Inform development of Capacity Building Plans (CBP) • Demonstrate progress in building NGO transition partners’ capacity • Contribute to transition decisions about transfer of programmatic responsibility and funding to transition partners • Originally developed by ICF Macro; revised by cross-departmental EGPAF working group.

4. OCVAT Capacity Areas Links to Dimensions of Organizational Management Leading / Directing Organizing for Implementation Learning Resources Management Viability

5. OCVAT Scoring • Five stages of capacity listed for each indicator (2 points per stage). • 1=No or minimal capacity; Not ready for transition; No chance of sustainability • 10= Excellent level of capacity; Ready for full organizational independence; Excellent chance of sustainability • Scoring • Assessors select score(1-10) that best describes current capacity of organization. • Median indicator scores used to determine Capacity Area score

6. Internal (CIDRZ) Score Two Scoring Perspectives External (EGPAF) Score External “monitoring” purpose “Word-pictures” Close reference to validation documentation Informs EGPAF transition planning Internal, facilitated self-assessment “Word-pictures” Adjusted qualitatively in team review and discussion Informs facilitator feedback and organizational development planning

7. General Observations on Outcomes • CIDRZ is a strong organization (programs and operations) and feels very confident about its capacity: “Moving from good to better to best” • Has partial or full autonomy from UAB on all functions • Areas identified for capacity improvement: • Program Management • Communications • Areas identified for transition from UAB to more autonomy: • Grants Management • Financial Management • Governance

8. Capacity Building Plans • Development of Capacity Building Plans: • Group participation to identify capacity building activities • Small groups developed plans by capacity area • Separate plans by capacity area integrated into one overall CIDRZ Capacity Building Plan.

9. Capacity Building Plan Example -ICT & Communications

10. CIDRZ Perspective • This was the first self-assessment undertaken of CIDRZ at the organizational level and below are the general sentiments from participants during the OCVAT: • There was strong participatory focus and a high level of discourse from both sides; CIDRZ & EGPAF • It was a great platform for Operations & Program staff to better understand how they interact with each other in their daily operations • It brought the “silos” together fostering a sense of cross functional/departmental cooperation i.e. Organisational development rarely affects single departments ! • Reached beyond transition to overall organizational development.

11. CIDRZ Perspective • Highlights of the self-assessment and validation workshop are given below: • Of the 13 capacity areas, only 3 areas showed significant divergence in Internal & External scores (Grants & Financial Management and Communications) • These areas were then considered in the context of the larger domains (capacity groups) in which they fit and which link to dimensions of Organizational Management • These dimensions are a) Leadership b) Management of Resources c) Organizing for Implementation & d) Learning.

12. CIDRZ Perspective • Findings from the External assessment in relation to scores that were significantly divergent were then tabulated and used as a basis for formulating priority actions for Capacity Building interventions using small groups of participants to work on specific capacity areas • “First Orientation for Action” items were then mapped against the findings of the External assessment to inform the development of the Capacity Building Plan • A CBP was drafted by EGPAF DC in early July and by 2 August 2010 CIDRZ had reviewed the plan and amended it as necessary. CIDRZ is now ready for implementation

13. Conclusion • Broadly, CIDRZ has identified the following areas for immediate improvement/capacity building: • Compliance with USG regulations especially in relation to Grants & Contracts management and Procurement procedures by developing internal capacity • Improve PR, media and Government relations • Continue strengthening resource mobilization infrastructure & Program Management capacity within the organization to reduce (PEPFAR) concentration risk • Develop robust & integrated Management Information Systems that will produce timely and useful management reports (….at the click of a button).

14. Thank You