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Title : LVCT Timisha Capacity Building Model in Kenya: The success story of B etter Poverty Eradication Organization Authors: Catherine theuri 1 , M. Ndungu 2 , J. Nganga 1 & P. Jeckonia 1 . LVCT 1, BPEO 2 2. Background information: :.

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  1. Title: LVCT Timisha Capacity Building Model in Kenya: The success story of Better Poverty Eradication OrganizationAuthors: Catherine theuri1, M. Ndungu 2, J. Nganga1 & P. Jeckonia1. LVCT1, BPEO22

  2. Background information:: Project : Capacity building of local implementing partners Target population: Local implementing Partners Capacity Building organisation: LVCT, a Kenyan organization that has built the capacity of over 65 organizations in Kenya, Uganda and Botswana using this same model. Funding: CDC Model used: TIMISHA Model – focuses on the managerial, financial and technical capacity based on the six pillars of the WHO HSS. Case Study: Better Poverty Eradication Organisation

  3. About BPEO: : • BPEOis a local NGO that aims to raise the living standards of farming communities in Kiambu County, Kenya. • What does BPEO do: Since 2008, BPEO has provided HIV prevention interventions and income generating activities as a poverty reduction measure. • Key Capacity Gap: Haphazard programming due to lack of managerial, financial and technical expertise and financing. • Key strength of the organisation: Strong connection and influence in the community and a passion to make a difference.

  4. Geographical location: Geographical coverage: Kiambu County, Kenya – A farming community. HIV prevalence of 4.8%, with a large number of migrant workers engaging in concurrent sexual partnerships. Key problem: Reduced productivity due to number of people infected and affected by HIV– OVCs, ill health raising the poverty rate in the area to 27.2%.

  5. Capacity Building Approach: The LVCT Timisha Model

  6. Description/methods/approaches It employs an integrated approachbased on the 6 pillars of WHO Health System Strengthening. • Shadowing – Being a local organisation, LVCT has learnt many lessons and allows the mentee organisations learn from her successes and failures. • Mentoring & Coaching – based on the tailored capacity building plan. • On-job-training & cascading – to avoid interrupting services. • Clustering/ Twinning likeminded organisations • Convening – when the capacity gap is common to many of the sub-grantees. • Exchange programmes– for each to pick strengths from the other

  7. Unique Qualities of BPEO Harnessed • Ability to link HIV prevention (behavioural interventions) to IGAs – linking HIV prevention to poverty eradication. • Already working with several grass root groups. • A good working relationship with Ministry of Health, Education and Agriculture. • Strong IGA acumen – in agriculture.

  8. Evidence of success and achievements : • Managerial: • No strategic plan • No permanent staff - unskilled volunteers • No policies – HRM, Financial, Procurement • Members of management same as the board of directors. • Technical: • No skills for HIV prevention • No written records of work done • No ability to check quality of HIV interventions • Financial: • No budgets or funding • Non-adherence to statutory requirements – tax. PREVIOUSLY…

  9. Evidence of success and achievements : • Mangerial: • Clear strategic plan with M&E framework. • Clear annual work plans, aligned to strategic plan. • 27 skilled staff . • Operational HRM, Financial, and Procurement policies • Functional Board of Directors that meets quarterly. • Technical: • Staff trained in EBIs. • Updated database - 20,445 people reached through EBIs • 16 operational IGA groups, with a membership of 403 people. • Staff trained in quality management. • Financial: • US$ 345,085 from 2 funding partners; 100% burn rates. • Compliance to taxes. CURRENTLY…

  10. LESSONS LEARNT • Every organisation has some strong points. Identify and harness them in the capacity building process. • All organisations are unique – tailor the capacity building plan to suit the individual organisation. • A participatory approach where the mentee organisation is involved, builds ownership and therefore is sustainable. • Helping organisations align to National systems and structures enables them operate better even beyond the funding period. • Organisations respond well to real life examples in the process of capacity building.

  11. What makes The Timisha Model replicable? : • Done by competent, experienced people who carry out similar roles - therefore high quality as it is. • Responds to the specific needs of an organization as identified in the comprehensive assessments. • Comprehensive - addressing the different facets of the organization i.e. organisational as well as technical. • It encourages partnerships and networking with government agencies, health facilities and other CSOs, boosting the national response. • Encourages reporting through the national M&E frameworks, thus - contributing to the country response.

  12. Conclusion: • HIV still remains the highest contributor to Kenya’s mortality and the biggest challenge to sexual and reproductive health care. • With the new devolved system of government in Kenya, there will be need to have strong local implementing partners in all 47 counties to ensure gains made in the HIV arena are not lost. • The Timisha model has been used successfully in different African contexts including Kenya, Uganda and Botswana, and can be replicated to strengthen the country’s HIV response.

  13. Thank You! Acknowledgements: The Ministry of Health, CDC , LVCT management, capacity development team & committee. Contacts: Website: www.lvct.org Email: enquiries@lvct.org or ctheuri@lvct.org. Building Partnerships, transforming lives

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