A Scalable New Model forBuilding Capacity of HIV/AIDSImplementing OrganizationsDeloitte’s CYPRESS methodologyAuthors:Molly...
Overview of the Strengthening Integrated Delivery ofHIV/AIDS Services (SIDHAS) Project                             SIDHAS ...
Deloitte’s CYPRESS methodology is the foundation forthe capacity building approach in SIDHAS (ContinuousProcess Improvemen...
CYPRESS is operationalized to shift the focus fromcapacity to performance         Counterparts set targets, shifting the p...
Implementing the CYPRESS methodology in Nigeria                Oriented SIDHAS project staff to the CYPRESS methodology  P...
Initial Results: output and emerging outcomes           Outputs demonstrate methodology can be taken to scale    • Initiat...
In counterparts’ own words                      There is duplication in what we and other                                 ...
CYPRESS is relevant across a wide range of settings, sectors, andorganization types                                       ...
Challenges and Lessons Learned: Nigeria and GloballyCYPRESS can be implemented at scale with a wide range of counterparts ...
Challenges and Lessons Learned (continued)Multiple perspectives provide a richer view • Output and outcome level changes s...
About DeloitteThis publication contains general information only and is based on the experiences and research of Deloitte ...
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Loomis Molly - Deloitte Consulting, USA

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A scalable new model for building capacity for HIV/AIDS implementing organizations

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Loomis Molly - Deloitte Consulting, USA

  1. 1. A Scalable New Model forBuilding Capacity of HIV/AIDSImplementing OrganizationsDeloitte’s CYPRESS methodologyAuthors:Molly Loomis, Kimberly Switlick, Kate Donovan,Lohnan Singlah, Kingsley FrimpongDeloitte Consulting, LLPMarch 2013
  2. 2. Overview of the Strengthening Integrated Delivery ofHIV/AIDS Services (SIDHAS) Project SIDHAS Project’s 3 Key Results 1. Increased access and improved coverage of high quality comprehensive HIV/AIDS treatment, care and related services through improved efficiencies in service delivery. 2. Improved quality and integration of HIV/AIDS services. 3. Improved stewardship by Nigerian institutions for the provision of high quality comprehensive HIV/AIDS services. Deloitte’s Scope of Work Build capacity of Nigerian counterparts… …in specific areas • State Ministry of Health and other • Leadership and stewardship agencies • Coordination and communication • Hospitals • Change management • Community-based Organizations • Human capital and workforce (CBOs) development • Local Government Authorities (LGAs) • financial management and analysis1
  3. 3. Deloitte’s CYPRESS methodology is the foundation forthe capacity building approach in SIDHAS (ContinuousProcess Improvement) CYPRESS is grounded in theory and strategic concepts: • Goal theory • Agency theory • Informational asymmetry • Change management • Performance management © copyright Deloitte 2013
  4. 4. CYPRESS is operationalized to shift the focus fromcapacity to performance Counterparts set targets, shifting the power dynamic and aligning interests and goals Analysis helps address information asymmetry between TA provider and counterpart regarding counterpart’s current and potential performance Design phase helps promote alignment between activities and expected changes in performance Counterparts begin to institutionalize change and performance management to catalyze greater action, motivation, accountability, and sustainability Performance management helps maintain focus on what matters and facilitate evidence-based decisions and better return on investments
  5. 5. Implementing the CYPRESS methodology in Nigeria Oriented SIDHAS project staff to the CYPRESS methodology Preparation and tools. Tailored CYPRESS process and tools for each counterpart group and vetted them with the counterparts. Helped counterparts set new or review existing performance targets, and define benchmarks towards those targets. Helped counterparts benchmark their current capacity and performance using the tailored maturity model and benchmarking tool. Helped counterparts create capacity development and performance improvement workplans. Currently helping counterparts implement capacity building events to address prioritized capacity gaps and performance drivers.
  6. 6. Initial Results: output and emerging outcomes Outputs demonstrate methodology can be taken to scale • Initiated methodology for 160 counterparts entities in 18 states (85 state agencies, 15 CBOs, 60 LGAs) • Assisted 160 partners to develop their capacity building plans • Conducted workshop in 9 states to build counterparts’ workplanning skills and finalize performance targets, current state reports, and capacity building plans and current state reports Emerging outcome-level themes suggest a paradigm shift • New attention to performance targets • More defined vision of leading stage of maturity and how to get there • Strong sense of ownership over the process • More empowered to advocate, take control, and hold themselves accountable5
  7. 7. In counterparts’ own words There is duplication in what we and other organizations are doing. We need to bring all implementing partners together so we This is a wake-up call to take on our can coordinate better. responsibility to ensure that our systems State HIV/AIDS and STI Control and processes are strong and sustainable. Program representative National AIDS/STI Control Program representative [Before CYPRESS] it was like we were in a vehicle that was going to an unknown We’re not used to looking at performance destination. Our eyes were closed. But in this way. I am going to go back and now we know exactly where we need to make sure we have performance targets. go…we see what we can do for ourselves, We can even use those targets to even without waiting for the [state] advocate for more resources. government. State Health Commissioner Local Government Authority This [M&E piece of the methodology] is We will use this methodology with others not just numbers, but actually evaluating in the state. the change that has really happened, and knowing that it happened as a result of Bauchi State Ministry of Women capacity building. Affairs and Child Development CBO representative6 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  8. 8. CYPRESS is relevant across a wide range of settings, sectors, andorganization types Ukraine Cyprus Armenia Local Capacity Economic Growth Tax Reform Development Summit Partnerships Government Afghanistan Health Economics Kyrgyzstan Ministry of Health CYPRESS Economic Policyby the Numbers Central Level Bangladesh 12 countries Clean Energy 14 projects Government 6 sectors Thailand>200 counterparts Regional 8 types of Development counterparts Mission Asia South Sudan Government & Nigeria NGOs Ghana HIV/AIDS Neglected Tropical State & Local Gov South Sudan Disease Eastern Africa Hospitals, NGOs Ministry of Health Kenya Grain Council Mozambique Kenya Eastern Africa Regional Health Systems Grain Council Organization Medical Strengthening Supply Chain Regional Ministry of Health & Organization Parastatal 7 Social Welfare Copyright © 2012 Deloitte Development LLC. All rights reserved.
  9. 9. Challenges and Lessons Learned: Nigeria and GloballyCYPRESS can be implemented at scale with a wide range of counterparts • The methodology is flexible and can be tailored to diverse contextsDeep change takes time • Counterpart learning increases are often incremental and counterparts can reach a stage of change saturationCounterpart leadership matters • A high level of leadership commitment appears to be one of the pivotal factors for effective changeTechnical Assistance providers’ perspective matters • The capacity to performance paradigm shift should occur in both project staff and counterparts8
  10. 10. Challenges and Lessons Learned (continued)Multiple perspectives provide a richer view • Output and outcome level changes should be measured from an internal (subjective) and external (objective) perspectiveInterventions can yield rapid results • Even a short project (e.g. 1 yr.) can lead to outcome level changes in capacity and performanceCYPRESS develops cultures of performance • formal and informal feedback indicate increases in counterparts’ stewardship in terms of commitment, engagement, and action.9
  11. 11. About DeloitteThis publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte isnot, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publicationis not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affectyour business. Before making any decision or taking any action that may affect your business, you should consult a qualifiedprofessional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person whorelies on this publication.As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please seewww.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services maynot be available to attest clients under the rules and regulations of public accounting.Copyright © 2013 Deloitte Development LLC, All rights reserved.

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