Moving Towards a Strategic Approach to Capacity Building
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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

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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


Overview
Overview

  • Background

  • Capacity Building Definition and Framework

  • NGO Capacity Building

  • District Capacity Building

  • Next Steps


Background
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


Why is capacity building important

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?


Areas of capacity building

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.


Overview1
Overview

  • Background

  • Introduction to Frameworks

  • Capacity Building Definition and Framework

  • NGO Capacity Building

  • District Capacity Building

  • Process for capacity building

  • Next Steps


Capacity defined

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


A strategic systems approach
A Strategic Systems Approach and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)

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.


Capacity building conceptual framework
Capacity building conceptual framework and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)

Improved health outcomes

PERFORMANCE

Capac

i

t

y

Independent

Assisted

Guided

Dependent


ICAP Capacity Building Results Framework and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)

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)


Operationalizing capacity building
Operationalizing Capacity Building and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)


Operationalizing capacity building1
Operationalizing Capacity Building and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)


Operationalizing capacity building2
Operationalizing Capacity Building and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)


Operationalizing capacity building3
Operationalizing Capacity Building and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)


Operationalizing capacity building4
Operationalizing Capacity Building and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)


Overview2
Overview and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)

  • Background

  • Introduction to Frameworks

  • Capacity Building Definition and Framework

  • NGO Capacity Building

  • District Capacity Building

  • Process for capacity building

  • Next Steps


Ngo capacity building
NGO Capacity Building and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)

  • 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


Organizational development assessment with ngos
Organizational Development Assessment with NGOs and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)

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)


Organizational development assessment tool
Organizational Development Assessment Tool and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)

  • 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


Capacity scale
Capacity Scale and/or systems to perform appropriate functions effectively, efficiently, and sustainably. (UNDP)


Experience of center for health solutions chs organizational assessment oct 2011
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


Chs oda assessment summary internal and external scores
CHS ODA Assessment Summary Organizational Assessment: Oct 2011Internal and External Scores


Oda tool score baseline and follow up
ODA Tool Score, Baseline and Follow up Organizational Assessment: Oct 2011


Overview3
Overview Organizational Assessment: Oct 2011

  • Background

  • Introduction to Frameworks

  • Capacity Building Definition and Framework

  • NGO Capacity Building

  • District Capacity Building

  • Next Steps


A guide for subnational capacity building efforts
A Guide for Subnational Organizational Assessment: Oct 2011Capacity Building Efforts

}

Governance & Leadership

Health Finance

HMIS/M&E

HRH

Pharmacy

Laboratory

Service Delivery

Community


Example cb objectives expected outcomes m e
Example: CB Objectives & Expected Outcomes: Organizational Assessment: Oct 2011M&E


District capacity illustrative activities
District Capacity Illustrative Activities Organizational Assessment: Oct 2011


District capacity areas and indicators
District Capacity Areas and Indicators Organizational Assessment: Oct 2011

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


Summary
Summary Organizational Assessment: Oct 2011

  • 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


Next steps
Next Steps Organizational Assessment: Oct 2011

  • Review framework, guide and tools are posted on the Wiki (http://icapsiunitall.wikischolars.columbia.edu/Capacity+Building

  • For additional CB support, contact TesmerAtsbeha, [email protected]

  • Share in-country experiences with ICAP NY

  • Start reporting the district indicators

  • Alert SI Unit to additional capacity building indicators used at country level


Thank you
Thank You! Organizational Assessment: Oct 2011


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