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Lessons in Building Local Capacity

Lessons in Building Local Capacity. Looking Back to Move Forward. Kenneth Sklaw USAID, Office of HIV/AIDS. New Partners Initiative. A PEPFAR I initiative to engage new partners Started Dec ’06 Worked with 54 partners and several hundred sub-partners

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Lessons in Building Local Capacity

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  1. Lessons in Building Local Capacity Looking Back to Move Forward Kenneth Sklaw USAID, Office of HIV/AIDS

  2. New Partners Initiative • A PEPFAR I initiative to engage new partners • Started Dec ’06 • Worked with 54 partners and several hundred sub-partners • Partners directly funded by USG (CDC, HRSA & USAID) • Comprehensive capacity building through separate TA mechanisms • Intensive, customized TA for capacity building

  3. The NuPITA Model

  4. Lessons Learned • Capacity Building can be done with any organization, but must be tailored • Capacity Building vs. Service Delivery is a false dichotomy • Mastering USG rules and regulations is a critical learning experience and provides a foundation for other grant arrangements, i.e. host governments, donors • The burden of both managing and providing capacity building support to new partners is considerable

  5. Guiding our Future Response • Capacity Building Should Be: • Comprehensive • Contextualized, Customized & Evidence-based • Locally-owned • Readiness-based and Timely • Inward and Outward Oriented • Learning-focused

  6. Building organizational Capacity for sustainability By Philip WaweruMbugua National Organization of Peer Educators (NOPE), Kenya IAS Conference, July 22, Washington DC.

  7. Capacity Building Process • NOPE became an NPI partner in 2009 receiving 5.6 Million US Dollars • JSI provided focused, consistent and result-oriented technical assistance guided by organizational and technical capacity assessments (OCA and TCA) • NOPE identified specific areas for assistance. Will focus on governance and leadership. • Process was demand-driven and interactive • Self-Scoring • Interactive process – when new challenges arose, mentoring and coaching available

  8. Key Accomplishments • Improved Governance: • Wider dissemination of Mission and Vision • A more streamlined organizational structure that caters for succession planning at different levels: • Creation of Deputy and Technical Directors • Creation of mid-level management • Registration of the NOPE International Institute as a separate business

  9. Key Accomplishments 2 • An Active Board • Board Composition: members from a range of professional backgrounds; 3 sub-committees • Board policy with clear guidelines on selection, terms of service and performance evaluation • Board elections held based on the TORs • Governance and leadership training for Board Members and Management • Expansion of the Board role from Advisory: fundraising; review and adoption of NOPE policies with annual reviews; approval of the external statutory auditor and audit reports; establishment of sub-committees

  10. Benefits of the CB Process • A Resource Mobilization strategy will help expand the resource base • A strengthened Board committed to NOPE e.g. Chairman • A revised strategic plan provides strategic direction and keeps the organization focused • Attraction of new funding beyond NPI: • Continuation of NPI project sites with funding from APHIAplus partners; successful transitioning of sites to International Medical Corps (IMC) • Successful bid to partner in the USAID Institutional Strengthening Program, FANIKISHA • Joining with other NPI partners to apply for funds: e.g. EU, USAID Uganda with NOPE as the Prime. • NOPE International Institute - sustainability

  11. Mfesane + Technical Assistance = Yes

  12. Mfesane + NPI Technical Assistance = YES • Some Background: • Mfesane – An NGO working in two provinces of South Africa. • Been in existence since 1975 • Staffing of around 25 before New Partners Initiative • Program areas: Home Based Care and Education

  13. Mfesane + NPI Technical Assistance = YES Connecting the Dots............ Increased Capacity and Sustainability Post NPI Mfesane meets targets and standards NPI Grant Technical Assistance Provided Mfesane Struggles to Meet Targets and Budget Spend..... Mfesane before NPI

  14. Before NPI Technical Assistance After NPI Technical Assistance Mfesane + NPI Technical Assistance = YES Home based Care in one province Improved geographical scope of delivery to two provinces Improved range of services: Home Based Care, HCT, OVC, HIV prevention programs Improved approaches to service delivery e.g. Mobilisation of services Improved institutional sustainability

  15. Before NPI Technical Assistance After NPI Technical Assistance Mfesane + NPI Technical Assistance = YES No Staff paid by Government No MOU’s signed with Government 30 Carers salaries paid 11 HCT Counsellors salaries paid 2 Nursing sisters salaries paid 2 Administration workers salaries paid National Aids Council of South Africa fund: 18 Home Based Carers 10 OVC workers 5 MOU’s signed with Government

  16. Before NPI Technical Assistance After NPI Technical Assistance Mfesane + NPI Technical Assistance = YES No Significant material support for HIV HCT Kits ARV’s Training and career-pathing Food Medical supplies Mfesane a funding conduit for Government to other NGO’s

  17. Before Technical Assistance After Technical Assistance Mfesane + NPI Technical Assistance = YES No Significant relationships with Government Close working relationships with clinics. Included at district and provincial DOH planning meetings Improved relationships with the Dept. of Social Development Improved relationships with Dept. of Agriculture

  18. Thanks to USAID

  19. Local organizations in the driver's seat: How self directed capacity building leads to improved service delivery by NGOs Kelvin Storey Regional AIDS Training Network (RATN)/ Nairobi, Kenya

  20. CONTEXT OF RATN WORK • 1997:- RATN started as a project aimed to develop capacity of already existing institutions offering HIV training courses in Eastern and Southern Africa. • 2003 - RATN from a project to international NGO: - Good management systems and good governance has ensured RATN stands out as an example of local capacity development. • 2012:- RATN has now grown as a membership based organization of 34 institutions from 11 countries in Eastern and Southern Africa. • RATN is now among key local partner in capacity building for health and development in Eastern and Southern Africa. • 2013:- RATN scheduled to expand and replicate its capacity building model beyond HIV to health and development.

  21. (#1) RATN RECABASO PROJECT Ensuring recipient-focused Capacity Building Building capacity in Results-based Management for 17 CSOs and community based organizations for implementing programmes towards achieving MDGs 4,5, and 6.

  22. (#2) RATN INSTANT PROJECTEnsuring partners' driven South to South capacity building

  23. INSTANT Projects... INSTANT programme target innovative and scalable impact small projects that can be replicated and expanded.

  24. (#3) REGIONAL CAPACITY PARTNERS FORUMLocal voices contributing to CB agenda in Eastern & Southern Africa

  25. (#3) SYNCHRONIZED E-LEARNING PROJECTRATN network Building on strength of institutions offering short courses in HIV and AIDS in Eastern & Southern Africa

  26. Lessons for moving forward the LCD Agenda? • Empowering local organizations increase local ownership and sustainability >>> so we need to strength our strategies in empowering and growing local organizations. • Partners’ driven and recipient focused local capacity building of NGOs can be effective in improving efficiency and quality of HIV service delivery >>> so we need to involve local organizations in determining CB interventions. • Partnerships ensures efficiency and effective cross-fertilization of best practices>>> so we need to strengthen local organizations working as partners and thus guaranteed to achieve much more than individual standing organizations.

  27. Partnerships turning the tide! • In less than 12 months of collaborating with JSI/Nupita, RATN has improved on quality of its CB programmes through learning and adapting tools and approaches from JSI's global and regional experience! • Collaboration and partnership with USAID/AIDSTAR team in terms of technical and financial support tremendously improved quality and relevance of the regional capacity partners summit! • RATN and partners to expand collaboration and partnerships to ensure the emerging promising LCD agenda achieves the goals and optimal results. • Together let us turn the tide by ensuring effective and sustainable local capacity building!

  28. Thank You Email: storeyk@ratn.org URL: www.ratn.org

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