1 / 31

Overview

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

read
Download Presentation

Overview

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Moving Towards a Strategic Approach to Capacity BuildingPresented by:Molly Strachan, Strategic Information Liaison, ICAP NYTesmerelna Atsbeha, Senior Program Officer, ICAP NYDoris Odera, Capacity Building Advisor, ICAP KenyaJanuary 31, 2013

  2. Overview • Background • Capacity Building Definition and Framework • NGO Capacity Building • District Capacity Building • Next Steps

  3. 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

  4. 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 Why is Capacity Building Important?

  5. HRH Areas of Capacity Building WHO’s Building Blocks ICAP’s Core Domains Service Delivery Health Finance HMIS/M&E Laboratory Pharmacy Governance/Leadership Community Source: World Health Organization. Everybody’s Business: Strengthening health systems to improve health outcomes—WHO’s Framework for Action. Geneva: WHO, 2007, page 3.

  6. Overview • Background • Introduction to Frameworks • Capacity Building Definition and Framework • NGO Capacity Building • District Capacity Building • Process for capacity building • Next Steps

  7. 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) Capacity Defined

  8. A Strategic Systems Approach Highest leverage point most sustainable “changes the rules of the game” System/ Policy HIV Program Outcomes Organization Higher leverage point more sustainable Individuals Lowest leverage point least sustainable PEPFAR 2011. Capacity Building and Strengthening Framework.

  9. Capacity building conceptual framework Improved health outcomes PERFORMANCE Capac i t y Independent Assisted Guided Dependent

  10. ICAP Capacity Building Results Framework Strategic Objective: Enhanced ability among ICAP, MOH, and NGO partners to manage and implement high-quality service delivery and/or technical assistance activities Intermediate Result 4: High-quality, timely, and sustainable monitoring, evaluation and research systems developed and implemented for program improvement and evaluation Intermediate Result 3: Strengthened clinical, laboratory, and technical knowledge base and capacityamong ICAP, MOH, and NGO staff Intermediate Result 2: Strengthened processes and systems in place to implement the project management cycle Intermediate Result 1: Strengthened ability to develop, communicate and implement strategic plans with strong leadership Intermediate Result 5: Enhanced management and monitoring systems (financial, administrative, information/knowledge management, grants, physical and human resources)

  11. Operationalizing Capacity Building

  12. Operationalizing Capacity Building

  13. Operationalizing Capacity Building

  14. Operationalizing Capacity Building

  15. Operationalizing Capacity Building

  16. Overview • Background • Introduction to Frameworks • Capacity Building Definition and Framework • NGO Capacity Building • District Capacity Building • Process for capacity building • Next Steps

  17. 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

  18. Organizational Development Assessment with NGOs 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)

  19. 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

  20. Capacity Scale

  21. 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

  22. CHS ODA Assessment SummaryInternal and External Scores

  23. ODA Tool Score, Baseline and Follow up

  24. Overview • Background • Introduction to Frameworks • Capacity Building Definition and Framework • NGO Capacity Building • District Capacity Building • Next Steps

  25. A Guide for Subnational Capacity Building Efforts } Governance & Leadership Health Finance HMIS/M&E HRH Pharmacy Laboratory Service Delivery Community

  26. Example: CB Objectives & Expected Outcomes: M&E

  27. District Capacity Illustrative Activities

  28. District Capacity Areas and Indicators HMIS/M&E HRH } Quality Improvement • 14 ICAP-required output indicators • Incorporated into URS • All countries working at district level must report on these indicators on a quarterly basis Pharmacy Laboratory Governance & Leadership Supportive Supervision

  29. 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

  30. Next Steps • Review framework, guide and tools are posted on the Wiki (http://icapsiunitall.wikischolars.columbia.edu/Capacity+Building • For additional CB support, contact TesmerAtsbeha, ta2286@columbia.edu • Share in-country experiences with ICAP NY • Start reporting the district indicators • Alert SI Unit to additional capacity building indicators used at country level

  31. Thank You!

More Related