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About NOPE

O rganizational Sustainability through Systematic Capacity Building By Philip Waweru Mbugua – National Organization of Peer Educators (NOPE), Kenya. About NOPE. Established in 2000 under USAID/FHI/IMPACT project in Kenya Growth in revenue and Staffing

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About NOPE

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  1. OrganizationalSustainability through Systematic Capacity BuildingBy Philip WaweruMbugua – National Organization of Peer Educators (NOPE), Kenya

  2. About NOPE • Established in 2000 under USAID/FHI/IMPACT project in Kenya • Growth in revenue and Staffing • Areas of intervention (youth, key populations at risk, formal and informal workplaces, community health strategy) Public-private partnerships: HERproject, a PPP improving women’s access to reproductive health information and services in Flower farms. Supported by brands such as; Marks and Spencer, Sainsbury and Tesco through Business Social Responsibility (BSR) (own slide)

  3. Capacity Building Journey • FHI 360 (2003-2008) • Setting up of organizational systems and structures (e.g. Board establishment, financial systems) • JSI/TA-NPI (2009-2012) • Annual Organizational Capacity Assessment • Strengthened Organizational systems • MSH/FANIKISHA (2012-current) • Supporting Institutional strengthening for more local Civil Society Organizations(CSO)- affiliates

  4. Capacity Building Process • Focused, consistent and result-oriented technical assistance guided by organizational and technical capacity assessments (OCA and TCA) – JSI & FANIKISHA • Process is demand-driven and interactive • Self-Scoring • Interactive process – when new challenges arise, mentoring and coaching available • Graduation stages and indicators (FANIKISHA)

  5. Results of Capacity Building • Improved Governance • Strengthened Systems • Improved Delivery of Services • Board composition more inclusive; greater involvement in decision making; board policy, succession planning • Sound Financial and Grant management as a Prime (e.g. USG/PEPFAR NPI 3-year US$ 5.6 million grant); • Successful 3 A-133 Audits and 2 OIG Audits with Price Waterhouse Coopers • Expanded program areas • New Funding and expanded partnerships (EU, FANIKISHA, Uganda) • Stronger M & E programs, • NOPE International Institute

  6. Challenges • Slow start-up of activities and low burn-rates • Resource intense (time and money) • The complexity of establishing a NICRA or equivalent for local organizations • Resistance to change at different levels (need to prepare staff for change)

  7. Key Lessons Learned • Planned and mentored capacity building enhances sustainability and improvement of program quality • Strong systems increase trust and credibility • New partnerships and opportunities are often a result of increased capacity • Good capacity building focuses on increased quality and access of services in communities

  8. NOPE ADVISORY BOARD

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