Organizational development and systems strengthening of community based organizations through targeted capacity building to enhance the HIV and AIDS response in Eastern Kenya

1. ORGANIZATIONAL & SYSTEM STRENTHENING OF
CSOS THROUGH TARGETTED CAPACITY BUILDING;
A CASE OF EASTER KENYA
N
DURING
THE SECOND HIV CAPACITY BUILDING PARTNERS
SUMMIT.
MAR 19TH – 21ST 2013
CH
at
BIRCHWOOD CONFERENCE CENTRE,
A PRESENTATION
BY
FAITH MACHAR IA
PROGRAMME OFFICER CAPACITY BUILDING, NACC
KENYA.
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NATIONAL AIDS CONTROL COUNCIL

2. Background
 Eastern province is vast and unique and
comprises of ;Upper Eastern, the Mountain region
and the lower Eastern region. It is the second
largest province in Kenya, with an area of
159,891 km². The terrain is richly varied, spanning
diverse climates of the desert, mountain, lake, and
savannah.
 This province comprises of 36 constituencies, with
a population of 5,668,123 inhabitants- according
to the 2009 population census. Its provincial
administrative capital is Embu.
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3. ctd
 The HIV prevalence rate in Eastern province is 4.7
% (KAIS 2008).
 Though substantially lower than the national
average of 7.1%, this rate masks the scale of the
epidemic in densely populated urban areas where
infections are well over10%.
 About two thirds of the adult population of this
province, as it is country wide, are yet to test for
HIV.
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4. ctd
 Civil Society organizations are significant
actors in prevention, care and support in the
area of HIV and AIDS program
implementation in this province.
 Research indicates a worsening scenario in
sexual behaviour among the sexually active,
(most of whom do not know their HIV
status), citing less than half had ever used a
condom and less than 20 % used a condom
the last time they had sex.
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5. ctd
 The drivers of the HIV epidemic contrast
sharply by region within the Province.
 In the upper part of the Province, for
instance, HIV is largely driven by cultural
practices associated with nomadic lifestyles
while in the mountain region, the epidemic
is fanned by migratory activities linked to
agriculture based trades; Miraa, flowers and
bananas, horticultural produce, tea and
coffee. 5
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6. ctd
 Farm workers oscillate between farms in
search of casual work, while the middle-
link traders- both men and women- shuttle
between towns both within and without the
province. The lower region of eastern
province- largely inhabited by the Kamba
community- is chiefly a savannah climatic
zone, characterized by drought.
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7. ctd
 Famine overshadows otherwise important
intervention activities and the ensuing
struggle for survival seems to subtly
enhance the ‘food for sex’ practice.
 Challenges of ARV adherence are as real as
they can get.
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8. Key Interventions
 The methodology applied was an assessment
through the administration of a quantitative
questionnaire using the Amref Maanisha OCAT
tool through face to face interviews.
 The NACC/MIS system was then utilized for on-
line data entry. The CSOs were sampled
purposively.
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9. Key Gaps;
 Strategies to track treatment drop out; to
manage stigma, or address TB/HIV co-
infection are deficient. National guidelines
are yet to reach the grassroots. Far too few
networks of People Living with AIDS and
Most at Risk Populations (MARPs) come
forward for funding or capacity building to
support Income Generating Activities.
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10. ctd
 These and other gaps including the limited
knowledge of the relationships between
HIV infection and Cultural practices or the
gender dimensions to HIV infection, defeat
the very precious advantage that CSOs
have; “… home grown solutions, which
provides a tremendous platform to
challenge societal norms and practices.
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11. Approaches adopted;
 Training and mentorship of the CSOs in
technical issues and practices using the
ODSS model to ensure and safeguard the
achievement of the KNASP III objectives,
specifically, to reduce: the number of new
HIV infections; AIDS-related (mortality)
deaths; HIV related illnesses and negative
socio economic impact of HIV at household
level, ultimately edging towards an AIDS
competent society. 11
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12. The ODSS steps to organizational
development ;
 As organizations grow, strengthen, and mature, they
evolve through several stages of development. Four
growth stages can be easily identified:
 Stage 1: Start up / nascent / emergent stage
 Stage 2: Development / emerging / growth stage
 Stage 3: Expanding / Consolidation stage
 Stage 4: Mature Stage
 Organizations pass through these stages at different rates
but tend to remain at the initial stage until they have
developed a clear mission, good management structures
and systems, management skills, volunteers, and staff who
use these.
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13. ODSS Indicators were;
Collective performance by Capacity area
60
56
54.48
50.97
50 48.44 48.55
45.75
40.65
40 38.84
33.5
Score (%)
30
20
10
0
Leadership Fin. Mgmnt Admin & HR Project Design M&E Tech. Capacity Netwkng & Sustainability HIV & AIDS KM
& Mgmnt Advocacy
Capacity area
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14.  Based on the outcomes the CBOs
underwent ODSS training and
mentorship/coaching where the capacity
gaps were a priority .Upon re-assessment
using the ODSS OCAT tool some of the
results were; Financial Management; 66 %,
Leadership; 58%, Networking and
Advocacy; 55 %, and Technical Capacity;
50%.
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15. Conclusion.
 Targetedtraining and mentoring resulted in
improved organization system
strengthening in targeted areas assessed.
This process is ongoing in the entire
country and has resulted in an improved
response in the management of the HIV and
AIDS response at community level
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16. Thank you!
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