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Capacity building u nder pepfar ii final cobranded template final 9 20 (2)

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Capacity building u nder pepfar ii final cobranded template final 9 20 (2)

  1. 1. Getting Started – Developing a Capacity Building Program <ul><li>At your tables </li></ul><ul><li>You are asked to design a program to support the building of the capacity of a district health team. Your main partner in the planning and development is the MOH. </li></ul><ul><li>As you design the program think about what interventions would make this an optimal program (list 4 or 5). </li></ul>
  2. 2. Some Interventions <ul><li>Country Context </li></ul><ul><ul><li>Building leadership capacity of District health team </li></ul></ul><ul><ul><li>Building capacity of partners to support district response </li></ul></ul><ul><ul><li>Ensure program is in line with national priorities </li></ul></ul><ul><ul><li>CB tailored to the needs of each district </li></ul></ul><ul><li>Sustainability </li></ul><ul><ul><li>Sequence of interventions should consider absorptive capacity </li></ul></ul><ul><ul><li>Program should be sufficiently long to allow capacity building to happen </li></ul></ul><ul><ul><li>Should be focused on ongoing ability to function not just to implement our programs </li></ul></ul><ul><ul><li>Coordinating with national level to ensure appropriate government funding in future </li></ul></ul><ul><ul><li>Resource mobilization is critical to sustain programs and should not wait until the last minute </li></ul></ul><ul><ul><li>Ensuring CSOs are recognized for supporting government response </li></ul></ul><ul><ul><li>Advocating for and mobilizing material, logistic and financial support from the private sector </li></ul></ul><ul><li>Monitoring and Evaluation </li></ul><ul><ul><li>A strong monitoring and evaluation component is essential to ensure a quality program and build evidence base </li></ul></ul>
  3. 3. Out With the Old Capacity Building Under PEPFAR II what have we been doing wrong all these years?
  4. 4. Just Kidding
  5. 5. Not a Wholesale Redefinition But a Paradigm Shift NEW CAPACITY BUILDING OLD CAPACITY BUILDING
  6. 6. Capacity Building Under PEPFAR II Building on a Strong Foundation Kenneth Sklaw USAID Office of HIV/AIDS Fred Rosensweig HS2020
  7. 7. Agenda <ul><li>Why the sudden increased interest in capacity building? </li></ul><ul><li>How are we responding? </li></ul><ul><li>What is the PEPFAR Capacity Building Framework? </li></ul><ul><li>What have we learned to build upon? </li></ul><ul><li>What are some of the challenges that remain? </li></ul><ul><li>What is the way forward? </li></ul>
  8. 8. Why Have Things Changed <ul><li>Country ownership delineated in Paris Declaration and Accra Agenda </li></ul><ul><li>Country ownership highlighted in 3-Ones has facilitated </li></ul><ul><li>Prioritization of country ownership leading to National HIV/AIDS Strategies </li></ul><ul><li>PEPFAR II’s has greater emphasis on country ownership and sustainability </li></ul><ul><li>Our experience has brought about us to a new understanding </li></ul>
  9. 9. PEPFAR’s Response <ul><li>Development of a capacity building framework to: </li></ul><ul><ul><li>Provide guidance to country teams and TWGs on what we mean by CB and how we can respond </li></ul></ul><ul><ul><li>Promote a more strategic, systematic and measurable approach to capacity building </li></ul></ul><ul><ul><li>Encourage a more strategic use of USG resources </li></ul></ul>
  10. 10. Defining Capacity Building Under PEPFAR <ul><li>An evidence-driven process of strengthening the abilities of individuals, organizations, and systems to perform core functions sustainably , and to continue to improve and develop over time. </li></ul>
  11. 11. PEPFAR Capacity Building Framework
  12. 12. Descriptions of Areas for Building Capacity Individual/Workforce Organizational System/Policy Potential Effect of Capacity Building by Component to improve performance of staff according to specific, defined competencies and job requirements to improve performance of internal organizational systems and processes based on assessed needs to improve the external environment in which organizations and individuals function, including supporting structures and policies and standards
  13. 13. Examples of Capacity Building Activities Individual/Workforce Organizational System/Policy Illustrative Examples of Areas for Capacity Building Governance/Management Leadership/Strategic thinking Management skills Professional networking Access to information resources Financial management skills Governance Strategic planning Organizational management Human resource management Financial management Change management Organizational tools and systems Project management Governance and Stewardship Policies, laws, and regulations Health and social systems Resource generation & allocation Guidelines and systems Management and accountability Coordination Infrastructure Technical Clinical and non-clinical skills Program strategic information (M&E) skills Epidemiology and surveillance Evaluation and research skills Training skills Advocacy and mobilization skills Technical leadership Program approach Technical guidelines Standard operating procedures Results monitoring and reporting Technical infrastructure/equipment Training National technical leadership Health and social systems components Technical guidelines Policies and standards Infrastructure Training programs
  14. 14. Anticipated Changes Due to CB Framework – CSO CB Under PEPFAR I Under PEPFAR II Beyond <ul><li>Umbrella grants project </li></ul><ul><li>Project designed to address CB </li></ul><ul><li>Little coordination with other stakeholders </li></ul><ul><li>CB provided by international TA provider </li></ul><ul><li>Direct grants from USAID to local orgs </li></ul><ul><li>Strong coordination w/DACs and DCs </li></ul><ul><li>CB provided by international TA provider w/local partner </li></ul><ul><li>International TA provider mentors local provider </li></ul><ul><li>Strong M&E component from outset </li></ul><ul><li>Part of a larger CB strategy </li></ul><ul><li>Local funding to local orgs </li></ul><ul><li>CB provided by local TA providers </li></ul><ul><li>Government coordination of local orgs </li></ul>
  15. 15. Anticipated Changes Due to CB Framework - Treatment Under PEPFAR I Under PEPFAR II Beyond <ul><li>Training of clinical staff at individual clinic level </li></ul><ul><li>External trainers </li></ul><ul><li>Project provides some supplies and drugs </li></ul><ul><li>Not coordinated with communities and CBOs </li></ul><ul><li>Training coordinated at district or national level </li></ul><ul><li>Local trainers </li></ul><ul><li>Strengthened supply chain providing drugs and supplies </li></ul><ul><li>Government coordination of district services (clinical and community) </li></ul><ul><li>National gov’t managing policy decisions </li></ul><ul><li>Government leading treatment programs </li></ul><ul><li>Funding coordinated by government </li></ul><ul><li>Functional supply chain managed by government </li></ul>
  16. 16. Some of the Successes We Can Build Upon <ul><li>Development of national strategic plans </li></ul><ul><li>Government surveillance and monitoring systems </li></ul><ul><li>Capacity of NGOs to support HIV/AIDS responses </li></ul><ul><li>Strengthened district HIV/AIDS offices to coordinate the response </li></ul><ul><li>Strengthening/mobilizing CSOs/communities </li></ul><ul><li>Strengthening local research institutions </li></ul>
  17. 17. Whose capacity needs to be strengthened? Category Players Central government organizations MOH, NAC, NACP, Political leaders Local government District Health Office, District AIDS Control Program Civil Society Advocacy groups, NGOs, FBOs, private sector Research and training institutions Research institutions, Training institutions, Capacity building organizations Community Structures Traditional leaders, Religious leaders, community groups
  18. 18. Capacities Needing Strengthening for the New Paradigm <ul><li>Leadership and management </li></ul><ul><li>Strategic planning and monitoring </li></ul><ul><li>Coordination and harmonization through effective program management </li></ul><ul><li>Engagement at all levels and across all sectors (government, civil society, private sector, volunteer orgs., etc.) </li></ul><ul><li>Human resources planning and management </li></ul><ul><li>Financial management (accountability) </li></ul><ul><li>Resource mobilization </li></ul><ul><li>Evaluation and data use in decision-making </li></ul>
  19. 19. Considerations in Moving Forward <ul><li>Comprehensive and based on an overall strategy </li></ul><ul><li>Change in roles, especially the donor/host country paradigm </li></ul><ul><li>Absorptive capacity </li></ul><ul><li>Realistic timeframes </li></ul>
  20. 20. Considerations in Moving Forward (2) <ul><li>Intentional strategy to transition responsibility for programs to countries </li></ul><ul><li>Planned within available resources </li></ul><ul><li>M&E at the planning stage </li></ul>
  21. 21. Persistent Capacity Building Challenges <ul><li>Sustaining capacity building gains over time </li></ul><ul><li>Building meaningful capacity of government staff and structures </li></ul><ul><li>Implementing a comprehensive approach across the levels </li></ul><ul><li>Measuring capacity building results </li></ul><ul><li>Building capacity with volunteer organizations (not trained employees) </li></ul><ul><li>Building sustainable human resources </li></ul>
  22. 22. Way Forward <ul><li>Design capacity-building strategies that address all three levels of capacity-building </li></ul><ul><li>Continue to build a body of knowledge about what works and what doesn’t </li></ul><ul><li>Develop regional and country platforms to develop country level capacity </li></ul><ul><li>Gain experience with the revised capacity-building indicators and provide feedback </li></ul>

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