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Organizational Capacity and Partnerships for Household Economic Strengthening Activities.

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Presentation on theme: "Organizational Capacity and Partnerships for Household Economic Strengthening Activities."— Presentation transcript:

1 Organizational Capacity and Partnerships for Household Economic Strengthening Activities

2 Course Objectives By the end of the training, you will be able to… Explain why HES activities will enhance existing programs for VC Explain how HES activities fit into their organizational mission and goals List the general steps necessary for planning and implementing HES activities Identify core organizational strengths and weaknesses for implementing HES activities Name four key components of partnerships Identify key challenges of forming partnerships and corresponding strategies for mitigating them Develop a plan for working with colleagues to do a deeper assessment of organizational capacity

3 What is Household Economic Strengthening? A portfolio of interventions to reduce the economic vulnerability of households and empower them to provide for the essential needs of the children they care for, rather than relying on external assistance. PEPFAR working definition, 2011

4

5 Why HES Activities?

6 Benefits to target audience Benefits over other types of interventions Benefits to organization (mission fit, strategic objectives, etc.)

7 Health Kits ???????

8 Organizational Capacity

9 Overall OC What do you do? How well do you do it? How strong are your systems? OC to implement HES Activities What are you planning to do? How well can you do it with your current resources? What is your capacity to enhance existing resources in order to do it well?

10 Overall Organizational Capacity Resources for Assessing Organizational Strength Technical and Organizational Capacity Assessment Tool (TOCAT) Organizational Capacity Assessment (OCA) Strengths, Weaknesses, Opportunities and Threats Analysis (SWOT) MCAT – Management Capacity Assessment Tool Finance, administrative, grants management MOST – Management Organizational Strengths Assessment Tool NHOCAT – National Harmonized Organizational Capacity Assessment Tool

11 Technical and Organizational Capacity Assessment Tool (TOCAT) Core Functional AreasPrincipal Capacity Domains A: Institutional & Programmatic Technical Capacity 1. Number, Mix and Capacity Of Technical Staff 2. Technical Quality Standards 3. Technical Supervision 4. Training and Mentoring 5. Client/Beneficiary Communications 6. Community Involvement 7. Service Delivery Organization and Quality Assurance 8. Referral Systems for Continuum of Prevention, Care and Support Services B: Institutional & Programmatic Organizational Capacity 1. Governance and Leadership 2. Management Practices 3. Operational Planning 4. Structure: Roles and Responsibility 5. Structure: Delegation of Authority and Decision-Making 6. Staffing and Human Resource Management 7. Partnering and Networking

12 Core Functional AreasPrincipal Capacity Domains C: Financial Management Systems 1. Financial Planning and Budgeting 2. Cash and Banking 3. Accounting and Record Keeping D: Procurement and Supply Management 1. Procurement E: Monitoring for Management 1. Technical Program Planning and M&E 2. Data Collection Systems 3. Data Use and Culture of Information 4. Stakeholder Communications and Reporting Technical and Organizational Capacity Assessment Tool (TOCAT)

13 SWOT – HES ACTIVITIES STRENGTHS What are we good at? WEAKNESSES What do we do poorly? OPPORTUNITIES What are our best strategies for improvement or growth? Of what or whom can/should we take advantage? THREATS What can get in our way? In what do we have little or no control? Internal Factors External Factors Negative Influences Positive Influences

14 How can we use these tools? COLLABORATION ACTION PLANNING ACCOUNTABILITYWhat else?

15 Capacity to implement HES Activities What are you planning to do? How well can you do it with your current resources? What is your capacity to enhance existing resources in order to do it well? What does it mean to do HES activities well?

16 HES For VC Guidance Key questionWhy is this important? What do people really need? Incorrectly matching HES activities to households can have long-lasting negative consequences in the home and community. How will HES activities affect and be affected by the local economy (the market)? To take advantages of opportunities in the market and avoid negative side-effects of HES activities within the community. Who will be the direct participants or beneficiaries of HES activities? There are pros and cons to targeting particular populations for HES activities. How can we monitor and evaluate these activities? To know if HES activities are having intended (positive) effects and avoiding unintended consequences. Can we implement HES activities alone or should we partner? HES activities are resource intensive and technically challenging; strong internal systems and partnerships are key to delivering effective, efficient programs.

17 HES For VC Guidance Key questionWhy is this important?How do you do it? What do people really need? Incorrectly matching HES activities to households can have long-lasting negative consequences in the home and community. Conduct a household livelihood analysis How will HES activities affect and be affected by the local economy (the market)? To take advantages of opportunities in the market and avoid negative side- effects of HES activities within the community. Conduct a market assessment Who will be the direct participants or beneficiaries of HES activities? There are pros and cons to targeting particular populations for HES activities. Conduct an organizational analysis and assess strengths and weaknesses of potential partners How can we monitor and evaluate these activities? To know if HES activities are having intended (positive) effects and avoiding unintended consequences. Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Can we implement HES activities alone or should we partner? HES activities are resource intensive and technically challenging; strong internal systems and partnerships are key to delivering effective, efficient programs. Create and implement a monitoring and evaluation plan

18 Designing HES Activities Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners An effective HLA will help you… Develop a holistic understanding of household and community livelihoods and well-being, economic conditions, health, food security, political and environmental security, etc. Determine household and community needs and designing interventions to meet them Examine intra-household poverty and how it affects VCs and other household members differently Understand household and community opportunities and capabilities Establish a baseline or reference point from which to identify and measure changes (positive and negative) in the future. This information enables program course correction as required, and to assess overall program outcomes and impact.

19 Designing HES Activities A poor HLA can lead to adoption of HES activities that… Are of little or no value Have a negative impact on households Encourage dependence Disrupt local markets and merchants Fail to take advantage of valuable local opportunities and capabilities Have a positive impact on households but a negative impact on communities Fail to address inequalities in intra- household poverty Fail to result in positive outcomes for vulnerable children Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners

20 Designing HES Activities A good market assessment will tell you about… The local supply and demand of goods, commodities, services and skills The accessibility of inputs, including commodities, capital or services, and How the environment (political, regulatory, etc.) shapes incentives and opportunities for household participation in the market Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners

21 Designing HES Activities The results of a poor market assessment could result in… Lack of necessary supplies Production of goods or skills for which there is no demand or too much competition Negative impacts on local sellers Breaking the law Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners

22 Designing HES Activities Identifying and targeting appropriate direct and indirect beneficiaries… ??? Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners

23 Designing HES Activities Identifying and targeting appropriate direct and indirect beneficiaries… …??? Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners

24 Designing HES Activities Effective M&E will help you by… Providing program planners and implementers with information to select HES activities Knowing what and how households and VC are doing Giving managers insight into whether HES activities are meeting targets Being accountable to stakeholders Providing data for decision-making Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners

25 Designing HES Activities Ineffective M&E… Collects too much or too little information Is poorly accessible Does not feed directly into decision-making processes Does not differentiate between program objectives and household / VC realities Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners

26 Designing HES Activities Conduct a household livelihood analysis Conduct a market assessment Choose a program structure that maximizes positive outcomes for direct and indirect beneficiaries Create and implement a monitoring and evaluation plan Conduct an organizational analysis and assess strengths and weaknesses of potential partners An organization assessment should tell you Your capacity to do all of these things well to select and design HES activities Your capacity to DELIVER selected HES activities well

27 Implementing HES Activity Savings Groups Cash Transfers Asset Transfers IGAs – example?

28 Key Decision Points?

29 Partnerships

30 Discussion Questions Why partner? What are the biggest benefits youve encountered of forming partnerships? What are the biggest problems you have had with forming or operationalizing partnerships? How would you do things differently to avoid them?

31 Four Core Principles for Strong Partnerships Transparency GoalsMotivationsProcesses Shared Goals and Principles Values Program objectives & outcomes Mutual Benefit Meeting individual and collective goals Mutual Respect Value each other beyond financial contributions Shared / equitable decision- making Mutual benefit Shared goals and principles Mutual Respect Transparency Trust is an important part of any relationship and transparenc y of goals, motivations and processes are essential for building trust and maintaining accountabili ty to each other, beneficiarie s, donors and communitie s Partners share the same values and aim to achieve the same objectives as your organizatio n. Even when missions are different, you should be able to agree upon a shared set of program outcomes. Healthy partnership s will design programs to ensure that all organizatio ns meet individual as well as collective goals. Partners should value each other for reasons other than financial contributio ns. Decision- making should be an equitable process. CHAMPION

32 Choosing a Partner Use organizational capacity tools to identify your needs and assess partner capabilities Assess for the four principles Other key questions Do they have a good reputation implementing the HES activity you are interesting in? Do they have reports that show positive results from past HES projects? Do they have a standardized and documented approach to the HES activity? Do they have experience working with VC HHs or do they have the expertise necessary to tailor their approach to make it appropriate? If they dont have sufficient staff expertise currently, do they have the necessary resources to recruit new staff or consultants?

33 How are Partnerships Formed? At the coffee shop / bar family reunion At a training / conference / meeting Via HQ (regional, national, international) Other working groups, government resources, etc. Others?

34 How are Joint Programs / Projects Developed? At the coffee shop / bar family reunion At a training / conference / meeting Via HQ (regional, national, international) Other working groups, government resources, etc. Others?

35 How are Partnerships Formed? Partner 1 Input Partner 2 Input Final Proposal or Plan

36 HES Activities – What Capacities do we Need? Outline the process from A – Z INPUT – PROCESS – OUTPUT – OUTCOME – IMPACT What is A? B? C? Who will do it? Who are potential partners? In this room? Outside?

37 Leverage Universal Basic Education (UBE) National Poverty Eradication Programme (NAPEP) MDG-No 1 goal SMEDAN Social Welfare Primary Health Care Sure-P CPC National Center for Womens Development COOPERATIVE SOCIETIES Grants/Donor Agencies (WASH, UNICEF etc.) NGOs and CBOs MFB CSOs Media Traditional institutions Religious institutions


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