stronger health systems. greater health impact. proximal, distal and everything in between:...

Stronger health systems. Greater health impact.

Proximal, Distal and Everything In Between:

Measuring Organizational CapacityPresenter: Stephanie Calves, Dr. Reshma TrasiDate: March 7, 2014

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Agenda

• Guiding principles and frameworks • Standardized organizational capacity assessment• Benchmarking • 5 steps for measuring organizational capacity

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Is Capacity Building = the 500lb elephant with the blind men?

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First, some guiding principles…

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Principles for Measuring Capacity Development: The 7 Cs

Centrality

Complexity

Contextuality

Compre-hensiveness

Collaboration

Causality

Continuum

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Multiple frameworks exist!

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PEPFAR Framework

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World Bank Framework

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The Capabilities Framework

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The Human and Institutional Capacity Development Framework

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Capacity Development Cycle: Cyclical Process for Building Strong and Sustainable Organizations

ENGAGE

ASSESS

FORMULATEIMPLEMENT

EVALUATE

ENGAGE

ASSESS

FORMULATEIMPLEMENT

EVALUATE

ENGAGE

ASSESS

FORMIILATEIMPLEMENT

EVALUATE

Organizational CapacityWeak Strong

Org

aniz

atio

nal

Mat

uri

ty

Partner Lead, with External mentorshipExternally Lead and Supported

Sustainable Organization

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The Seed-to-Tree Growth Model

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…So, does this mean we need a standardized instrument

to measure capacity change over time?

…we’re glad you asked!

14Management Sciences for Health

Agenda

• Guiding principles and frameworks • Standardized organizational capacity assessment• Benchmarking• 5 steps for measuring organizational capacity

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MSH’s Standard Organizational Capacity Domains1. Governance and Leadership2. Resource Mobilization3. Financial Management and Operations4. Human Resource Management5. Grants and sub-grants Management6. Project/Program Management7. M&E, Communications, and Knowledge Management

Government 8. Coordination and Collaboration9. Service deliveryCSOs 10. Advocacy, Networking, and Alliance Building11. Service Delivery and Quality Assurance

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Standard application and delivery

Facilitation Pre-assessment: Alignment Meeting and

Stakeholder Engagement Pre-assessment: Orientation of Internal and

External Facilitators Assessment and Consensus Building Reporting Development of a capacity development plan Coaching and mentoring Repeat organizational capacity assessment

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Agenda

• Guiding principles and frameworks • Standardized organizational capacity assessment• Benchmarking• 5 steps for measuring organizational capacity

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What are Capacity Benchmarks?

Benchmark Definition: A standard or point of reference against which things may be compared or assessed.

Outcomes and/or outputs which reflect capacity, leadership, management, and accountability for functions within the organization.

Benchmarks should be linked to the M&E Plan.

Capacity Development Plan activities should aim to achieve the benchmarks. Not necessarily a 1-1 relationship

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Benchmarking Logic Model - Example

OWNERSHIP BENCHMARKS

TRANSITION OUTCOME

BENCHMARK

INDICATOR

INDICATOR

INDICATOR

BENCHMARK

INDICATOR

INDICATOR

INDICATOR

INDICATORSTransition

Outcome

ACTIVITIES

ACTIVITIES

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Benchmarking Logic Model

OwnershipBenchmarks

CHMT manages an effective QI

program through direct

oversight of clinical sites

All QI trainings in district are led by

CHMT Trainers

% of CHMTs with qualified QI trainers

% of QI trainings led by CHMT Trainers

% of QI officers completing QI recertification after 2 years

CHMTs conduct DQAs on QI Data

in Districts

% of CHMTs QI staff trained in DQAs

% of Districts where CHMT conducted DQA during the year

% of districts with 3 consecutive years of annual DQAs conducted by CHMT

Indicators

1. TOT on QI for CHMT Trainers

2. Mentor and evaluate trainers

1. Develop DQA process2. Train CHMT point

persons on process3. Mentorship during

DQA implementation

Transition

Outcome

Activities

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Agenda

• Guiding principles and frameworks • Standardizing organizational capacity

assessment: experience from 5 countries• Benchmarking: experience from Afghanistan• 5 steps for measuring organizational capacity

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5 Steps to developing an M&E plan

1. What change do you want to measure? Logic Model Input, process, output, outcome measures

­ Skills, behaviors, competencies­ Application of skills, behaviors, competencies­ Organizational performance ­ Service delivery improvements

Benchmarks/milestones Centrality of the organization’s desired outcomes

2. How do you want to measure change? Standard instrument, applied uniformly Mixed methods

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5 Steps to developing an M&E plan

3. How often? For how long? Sustainable performance

4. How will the data be analyzed and used? Automation for immediate sharing and use

5. Review. Refine. Revise. Standardize.

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Examples of Automation: Instant Results and Analysis

Governance

Planning & Resource Mobilisation

Financial Planning & Management

Grants Management

Human Resource Management

Communication

Project Management

Monitoring & Evaluation

4

3

4

4

3

3

3

3

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Agenda

Guiding principles and frameworks Standardizing organizational capacity assessment:

experience from 5 countriesBenchmarking: experience from Afghanistan5 steps for measuring organizational capacity

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Stronger health systems. Greater health impact.

The Closing Session will begin at4pm in the Grand Ballroom.

Closing remarks will be followed bya 30-minute social gathering

(refreshments will be served). Comemeet new people and discuss the

highlights of the day!

Please fill out an evaluation by going

to this session’s page on your mobile app OR by filling out a paper evaluation in the back of the

room.

Thank you!