Purity Njagi - MSH Kenya

1FANIKISHA Institutional Strengthening Project

Analysis of institutional capacity gaps of local health CSOs in Kenya;

Challenges and Lessons learned

Author: Purity NjagiPresenter: Henry Kilonzo


Back ground

• Goal: Sustained improvement in the health and well-being of all Kenyans

• Aim: to ensure and sustain CSO contribution in the health sector

• Target: 10 national-level CSOs and their affiliates

Expected results; Strengthen leadership, management, and

governance of CSOs Increase access and use of quality data for

evidence-based decision making Improve quality of institutional strengthening

for CSOs


Description of context

• The growth of CSOs in Kenya has been very rapid

• A significant proportion of community health grants have been channeled through international CSOs

• Why international NGOs? • Capacity of the local CSOs remains low • Weak national coordination and regulation

structures for CSOs • Organisational capacity is a key eligibility

criterion for funding to local CSOs.


Approaches adopted


Methodology used;


Click to edit Master title style

Score Level Definition

Score 1: The CSO does not have the relevant tool and/or function in this subcategory

Score 2: The CSO has a tool and/or function but does not meet the desired quality or it is incomplete – whether applied or not

Score 3: The CSO has the desired tool or function, is complete, is of good quality but is not applied at all or consistently to support the CSO institutional processes.

Score 4: The CSO has a tool or function, is complete, is of good quality and is applied consistently to carry out the CSO institutional processes. This is the desired standard for the subcategory

CSO Scoring Matrix


Findings

• The assessment revealed critical capacity gaps that require strengthening

• Institutional strength varied amongst CSOs and across the 10 capacity categories.

• Seven CSOs demonstrated overall satisfactory capacity, while six CSOs demonstrated low capacity.

• Grant management emerged as the weakest; where all CSOs scored 1 or 2.


Challenges and counter-strategies employed

Challenges Counter strategies

CSOs perception on capacity assessments as a selection criteria

Held pre- assessment meeting to manage expectations and clarify objectives of the Assessment

Divergent views between staff and management on capacity status

FANIKISHA technical advisors were present to provide technical guidance on the expected standard

CSOs overrating their capacity Onsite review of documents and systems provided tangible evidence to guide on the actual gaps

Lack of disclosure in presence of key stakeholders.

Assurance to all participants of the need for confidentially on the process and any information disclosed


Evidence of success and achievements

• Accelerated performance by CSOs, as some commenced implementation of the OCA recommendations prior to award

“This is an honest evaluation. We have heard comments in the past from members saying NEPHAK does not have adequate capacity. Now we have the confirmation. We will work to fill the gaps identified and also move this to our constituent community levels.” ---Rahab Mwaniki, Resource Mobilization Manager, NEPHAK

“This is an honest evaluation. We have heard comments in the past from members saying NEPHAK does not have adequate capacity. Now we have the confirmation. We will work to fill the gaps identified and also move this to our constituent community levels.” ---Rahab Mwaniki, Resource Mobilization Manager, NEPHAK

“After we concluded the organizational capacity assessment with FANIKISHA, we immediately developed a resource mobilization strategy, which is one of the key gaps that we identified during the process.”

Philip Waweru, Executive Director, National Organization of Peer Educators (NOPE)

“After we concluded the organizational capacity assessment with FANIKISHA, we immediately developed a resource mobilization strategy, which is one of the key gaps that we identified during the process.”

Philip Waweru, Executive Director, National Organization of Peer Educators (NOPE)

“This process has been a great learning for us. …………………….. ……..which has been very comprehensive all the way from systems assessment and the final discussions on our organization’s capacity. Even if we are not selected to partner with FANIKISHA, we will definitely address the gaps that you have helped us identify.”

-- Wilfred Owuor,CEO of Omega Foundation, Kisumu

“This process has been a great learning for us. …………………….. ……..which has been very comprehensive all the way from systems assessment and the final discussions on our organization’s capacity. Even if we are not selected to partner with FANIKISHA, we will definitely address the gaps that you have helped us identify.”

-- Wilfred Owuor,CEO of Omega Foundation, Kisumu


Lessons learnt

• Engaging and participation of stakeholders ensured objectivity in the assessment

• Leveraged resources as stakeholders were made aware of existing capacity

• The approach stimulated reflection, learning, and dialogue among CSO staff

• The approach ensures gaps and opportunities are examined, and ideas for addressing them generated real time.


Conclusion

• The OCA was a participatory tool designed to assist CSOs to identify their strengths, weaknesses and institutional strengthening needs

• The participatory approach stimulated ownership of the findings by all (staff, management and board)

• The approach has facilitated positive uptake of technical assistance and mentorship to CSOs.


Enabling Kenyan Civil Society Organizations for Lasting Health Impact

Funding was provided by the United States President’s Emergency Plan for AIDS Relief (PEPFAR) and the United States Agency for International Development (USAID) under Cooperative Agreement AID-623-A-11-00029.

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Purity Njagi - MSH Kenya