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
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
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
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.
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
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
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