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Interaction with donors Experience of OHI

Interaction with donors Experience of OHI. Background. Open Health Institute (OHI) is the successor of the Public Health Program, implemented in Russia by the OSI since 1998.

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Interaction with donors Experience of OHI

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  1. Interaction with donorsExperience of OHI

  2. Background • Open Health Institute (OHI) is the successor of the Public Health Program, implemented in Russia by the OSI since 1998. • It is a grant-giving and operational non-profit organization specializing in promoting ideas and activities to improve public health

  3. Funding and milestones • 2003 • $ 3.5mln (DFID, OSI) • Formation of NGO Consortium and application to GFATM • In November– loss of the office and start of the “adult” life • 2004 • $ 6mln (DFID, GFATM, OSI) • Comprehensive assessment byPWC and launch of GLOBUS • 2005 • $ 17mln (GFATM, OSI) • Start of ARV treatment program • 2006 • $ 28.5mln (GFATM, WB, Federal Health Service, OSI) • Governmental contract for HIV prevention among IDUs

  4. Increased expectations of donors (results, accountability) Increased expectations of beneficiaries (results, transparency) Increased unfriendly attention of the opponents that all lead to: Increased responsibility for meeting targets and deadlines Increased work load Increase in staff Increased requirements to professionalism Increased accent on formalized procedures What happens to an organization when its budget is quadrupled?

  5. What helped OHI work with donors? 1. Legacy of OSI • Transparent grantmaking procedures • Clear reporting system • Track record in project implementation 2. Support of OSI • Technical (scaling up financial system, GMS, HAART) • Financial (spin-off funding, starting new office, covering expert costs) • Political and moral (start of GLOBUS, pressure on pharma industry)

  6. What helped OHI work with donors? 3. Active professional business-like approach • Thorough initial planning (mission, values, vision, strategy) • Staff policy (properselection/motivation of personnel, delegation of responsibilities, raising leaders, keeping good psychological climate) • Professional project management • Active introduction of technology (GMS, SIMONA, DMIS) • Active exploration of opportunities • Willingness to take risks

  7. Think systemically Recruit proper personnel Delegate, trust, and control Focus on results and accountability Meet deadlines Build and keep professional reputation …..then your staff, your partners, and your donors will trust you and respect your decisions ! Lessons learned

  8. To survive in the tough world an NGO should be fit !

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