Npi brownbag final with pictures


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Npi brownbag final with pictures

  1. 1. Lessons Learned from the New Partners Initiative Technical Assistance Program The NPI Team July 11, 2012, Greeley Hall
  2. 2. Presenters (in order of speaking) Folami Harris Katherine Holmsen Amita Mehrotra
  3. 3. The New Partners Initiative• The New Partners Initiative (NPI), a $200 million inter-agency initiative designed to identify and strengthen new USG prime partners under the President’s Emergency Plan for AIDS Relief (PEPFAR), was launched in 2006.• Fifty-six Cooperative Agreements in total awarded by USAID, CDC and HRSA over three Rounds (43 by USAID)• Initial awards ranged from $600,000 to $9,000,000 to strengthen and scale up Prevention, OVC and Care and Support activities in 14 PEPFAR Countries.• Most awards centrally managed• Three Technical Assistance Providers: - CAP-NPI TA / FHI 360 - NuPita / JSI - TA NPI / JSI
  4. 4. FHI 360 Program Overview FHI 360 Core FHI 360 New Partners Organizational Development Initiative supports 29 Focus Areas grantees in 13 countries:• Governance Botswana Rwanda• Program Management Cote d’Ivoire South• Monitoring and Evaluation Ethiopia Africa Haiti Tanzania• Human Resources Kenya Uganda• Financial Management Mozambique Vietnam• External Relations Namibia Zambia• Technical Awards INGOs: 14 Partners Local NGOs: 15 Partners Sub-partners: 0-29 Three year grants but 22 Partners received cost or no-cost extensions
  5. 5. FHI 360 Field Liaisons (in Africa, Haiti, and Vietnam) and Regional Experts (based in FHI 360 Kenya and South Africa Regional Offices) address grantees’ capacity development needs through training, provision of materials, south-to-south transfers, and customized technical or organizational assistance.
  6. 6. FHI 360 Model ofParticipatory Capacity Development • NPI grantees began with a participatory organizational capacity assessment to review their capacity in our “core” organizational development domains • A technical assistance (TA) plan was developed to address self-identified areas of need
  7. 7. Lessons Learned: Our Approach• Group training followed by tailored technical assistance• Partners start out on different levels of capacity-progress at varying rates• TA needs to be customized and flexible• Our model is more of a “coaching,” “encouraging” approach- Trust is key• Providers need technical/personal skills• Partners don’t know what they don’t know
  8. 8. Lessons Learned: BuildingRelationships with Grantees• TA Provider not a grants manager – Not holding the purse-strings has allowed for a more honest relationship – Trust and transparency• Cannot impose TA/Partner must buy in• Partners are busy!• But …perceived as a level of supervision• Little leverage to push partners
  9. 9. Lessons Learned:Empowering Grantees• Direct Funding from USAID – Raised Partners’ status in field and with government – Learned to negotiate with donors (i.e., USG) • FHI 360 helped navigate their relationship, which allows for different perspectives• TA is not mandated• But…Letting partners “fail”/mistakes• Partners choose to push back
  10. 10. Lessons Learned: South-to-SouthCollaboration• Built peer networks/communities of practice – Networks expose Partners to diverse program models – Encourages collaboration • Example: GRS supporting TLF in building their M&E database• Hands-on experience through site visits – Example: BORNUS nurses wanted to expand their OVC expertise. They worked with their Mission to support a site visit to TLF (South Africa) for optimal learning• Peer Leadership (Modeling and Pressure)
  11. 11. Lessons Learned:Planning vs. Flexibility• Soft skills create hard impacts – Soft skills such as leadership and internal organizational communication can affect the outcome of programs and TA being implemented throughout organization• Some organization able to run with TA – Example: Strategic Planning with WHI• Partners resonated more strongly with tailored TA, adapting to needs as they would arise• Flexible planning skills to adapt to changing funding landscape
  12. 12. Challenges• Mission/USAID DC — communication• Direct Funding – Large amount of funding initially required grantees to scale up rapidly (low burn rates)• Changing funding landscape- sustainability needs to start from the beginning• High level of staff turnover in Partners-• High level of Finance TA• Partners with weak leadership- Boards• How to measure Capacity Building
  13. 13. NPI Results
  14. 14. PARAMETERS & LIMITATIONS• This exercise was limited by the tools used at baseline and end line; while common measures are compared, different tools were used to assess status at start and finish• Organizational capacity assessments under NPI were facilitated self assessments, therefore heavily influenced by grantee perceptions of themselves• Staffing changes within grantee organizations over the life of the program influenced perceptions of change
  15. 15. Overall Capacity Patterns at Baseline• The majority of grantees assessed monitoring and evaluation as the domain in which they had the least capacity –most of their scores fell within “beginning” (<70%)• The majority of grantees scored themselves as having solid capacities in External Relations and Governance –most of their scores fell just above “developing” (80%)• Half of the grantees scored their functioning in human resources at the “beginning” phase
  16. 16. Self-Assessed Level of Organizational Functioning from OCA to CLOCA N=27Level of Functioning at OCA Level of Functional at CLOCA
  17. 17. Change in Institutional Capacity by DomainN=27
  18. 18. When using the same assessmenttool…
  19. 19. Selected Indicator Data Patterns at OCA Patterns at CLOCA• 48% of grantees had and used • 87% of grantees have and use a a strategic plan to guide strategic plan to guide operations operations • 91% have and use an Admin.• 35% had guidelines for travel, Manual to guide travel, procurement, and inventory procurement, and inventory• 21% conducted staff performance assessments • 87% conducted staff performance routinely assessments at least annually• 48% had guidelines for financial • 96% have and use a Finance management Manual to guide financial management Collectively, Grantees showed a 2% to 14% improvement across domains
  20. 20. Achievements in SecuringAdditional Funding Grantees reported submitting applications for funding to different funding agencies between Sept 2009 to Feb 2012. Among the respondents: • at least $22,425,638 in additional funding has been disclosed to date • 16 of 21 grantees have reported receiving additional funding to continue program work • Awards ranged from $694 to $4 million
  21. 21. FHI 360’s Approach to CapacityStrengthening & Country Ownership: Food for Thought
  22. 22. OUR CONTEXT• Organizations (including governments) in low-resourced communities with rigid social hierarchies and dependence on external donors• Many of these communities, in addition have experienced years of disenfranchisement, disempowerment and cultural alienation• In today’s global village, all of these communities experience – severe brain drain – complex socioeconomic challenges – effective, well financed social marketing that promotes lifestyles and attitudes that cannot be attained by the majority
  23. 23. OUR GOALTo create the conditions necessary for sustaining the effort wehave supported technically:•Building local the capacity to: – institute management practices that ensure effectiveness, efficiency and accountability to the funders involved (… but not necessarily to the intended beneficiaries) – financially or materially carry on with desired activities•Yet experience teaches us that the sustainability of institutionsor interventions occur only when the desire and capacity tomaintain a particular effort outlives external support --ownership
  25. 25. FOOD FOR THOUGHT• …[capacity building] has to prepare people to play a dynamic and constructive part in the development of a society …in which progress is measured in terms of human well being, not prestige buildings, cars or other such things – Julius Nyerere (1992-1999)
  26. 26. RESOURCES AND TOOLSRESOURCES CURRENTLY AVAILABLE• NPI Resource Guide• NPI-Connect eNewsletters• Implementation Tips for USAID Partners• Organizational Development Toolkit• Financial Management Training Series – TimesheetsUPCOMING RESOURCES• The Role of Partnerships in Program Success – Case Study• Financial Management Training Series – Completing the SF-425• Sustainability Modules
  27. 27.
  28. 28. – About NPI
  29. 29. – Events & Trainings
  30. 30. – Resources & Tools
  31. 31. Financial Management Training Series
  32. 32. Organizational Development Toolkit
  33. 33. – Document Library
  34. 34. Discussion
  35. 35. Q&A•Questions & Answers
  36. 36. Thank You!