Presentation on theme: "B UILDING O RGANISATIONAL C APACITY OF H EALTH P ROFESSIONAL A SSOCIATIONS... TO A SSUME L EADERSHIP FIGO LOGIC Initiative in Maternal and Newborn Health."— Presentation transcript:
B UILDING O RGANISATIONAL C APACITY OF H EALTH P ROFESSIONAL A SSOCIATIONS... TO A SSUME L EADERSHIP FIGO LOGIC Initiative in Maternal and Newborn Health
Individually and collectively, we have responsibilities as members of professional organizations and civil society to advocate for and contribute to progress by collaborative partnerships that will be more effective in improving the health and lives of women and children. Our strengths lie in our professional expertise as health providers, educators, advocates and advisors to policymakers and organizations. Dr. D. Shaw, FIGO (2006) H EALTH P ROFESSIONAL A SSOCIATIONS AS L EADERS
Advocacy Country-Level Support Promotion of Effective Interventions Capacity Building at Country Level Areas where national health professional associations can make a valuable contribution: H EALTH P ROFESSIONAL A SSOCIATIONS AS L EADERS
WHAT IS CAPACITY? The ability of an entity (a person, an organization, a system) to perform planned functions effectively, efficiently and sustainably. SOGC, OCIF (2007) This image represents the process of capacity building. Much of an associations most important work, that of building its organisational capacity, is not visible to the outside world, but is crucial to establishing a solid foundation.
WHAT IS CAPACITY BUILDING? Capacity building is like building blocks… in the sense that capacity is built block by block… and each block consists of a different component which must be addressed/built to make the association strong and viable.
BUILDING ORGANISATIONAL CAPACITY Is possible Requires time, patience and persistence Has no magic recipes Requires resources (human / financial) and leadership Is country / association specific Is association-led Is on-going and incremental
WHAT MAKES AN ASSOCIATION STRONG/SUSTAINABLE? Culture Operational Capacity Performance External Relations and Perception Functions The Five Core Organisational Dimensions
CULTURE Vision / Mission Values / Beliefs Rewards / Incentives The sum total of values, beliefs, customs, traditions and meanings developed over years that make the association unique, governs its character and drives it forward. WHAT MAKES AN ASSOCIATION STRONG/SUSTAINABLE?
OPERATIONAL CAPACITY Governance Leadership / Management Strategy Financial Management Human Resources Management Program / Project Management CommunicationInfrastructure What is needed for the association to operationalise its programs, projects and activities. WHAT MAKES AN ASSOCIATION STRONG/SUSTAINABLE?
PERFORMANCE Effectiveness EfficiencyRelevance Financial Health What is needed for the association to meet its goals and objectives and to become viable. WHAT MAKES AN ASSOCIATION STRONG/SUSTAINABLE?
EXTERNAL RELATIONS AND PERCEPTION Rules and norms Legal and political framework Linkages and networks Ownership and participation The environment (political, social, economic) in which the association functions and how it is perceived by others. WHAT MAKES AN ASSOCIATION STRONG/SUSTAINABLE?
FUNCTIONS Membership services Promotion of quality/standard of care Advancing professional practice Influencing medical practice and health policy WHAT MAKES AN ASSOCIATION STRONG/SUSTAINABLE? The raison dêtre of an association or the reasons for which they exist (registration, continuing professional development, etc.).
Capacity Assessment Data Analysis Improvement plan Implementation and Performance Measurement Pre-cycle3 – 5 year cycle SOGCs ORGANIZATIONAL IMPROVEMENT FRAMEWORK
Focuses on the important organisational dimensions of an association Identifies areas of strengths and weaknesses Facilitates the implementation of a guided process in light of resources available and the reality of the country Can be used to establish a baseline and measure progress WHY ORGANISATIONAL CAPACITY ASSESSMENTS ARE IMPORTANT
1.Complete the assessment 2.Develop improvement plan 3.Have assessment and plan ratified by the Board/Executive Committee 4.Seek necessary technical and other resources to implement 5.Monitor and evaluate HOW TO GET STARTED… Proposed Process for the Organisational Capacity Assessment and Development of an Improvement Plan