organizational capacity building framework...organizational capacity building framework: a...
TRANSCRIPT
OrganizatiOnal CapaCity Building FramewOrk: A Foundation for Stronger, More Sustainable HIV/AIDS Programs, Organizations & Networks
INTRODUCTION
Governments, donors, and NGOs have made significant investments in capacity building, but the term is often vaguely defined and operational-ized, and impact is difficult to measure. The mechanisms for planning, implementing and evaluating organizational capacity building can also be dramatically different in practice. Meanwhile, the chorus of capac-ity building enthusiasts continues to grow. In 2009, the World Bank put out a new and significant publication—Capacity development results Framework1—that stresses a strategic and results-oriented approach to nurturing the building and rational utilization of capacity at national and sub-national levels. There is also recognition that sound capacity building approaches and practices are essential to achieving PEPFAR targets and the Millennium Development Goals, as well as the PEPFAR and Global Health Initiative goals of health systems strengthening, country ownership, and sustainability. These approaches and strategies are also aligned with the commitments from the Paris Declaration on Aid Effectiveness, 2005. 2
1. “the Capacity development results Framework – a strategic and results oriented approach to learning for capacity development”, the world Bank, June 2009
2. http://www.oecd.org/dac/effectiveness/parisdeclaration/members
aidS Support and technical assistance resources
Contributing to stronger, more sustainable, countr y-led HIV/AIDS programs
TechnicalBRIEF No.2• JanUaRY 2011
Contributing to stronger, more sustainable, country-led HIV/AIDS programs
intrOduCtiOn & aCrOnymS n i i
The nature and needs of health service organi-zations, both public sector institutions and civil society organizations, are changing dramatically. This is especially true for hiV/aiDS implementing orga-nizations. Many of these entities are being asked to take over programs, integrate programs or assume new organizational mandates, scale up existing services, manage larger budgets and employ larger workforces. These organizations face expectations for greater accountability and transparency as well as improved organizational results. as such, these organizations and donors must pay attention to needed improvements in leadership and gover-nance, financial management, human resource management, planning and logistics, monitoring and
evaluation, grants management and other internal systems and processes, team work, partnership and alliance building, and resource generation. Many organizations would benefit from more effective communication and decision-making processes. capacity building in these areas can contribute greatly to the efficiency and effective-ness of any organization.
The framework in this Technical Brief offers a simplified and systematic approach to organi-zational capacity building that most local imple-menters, especially those that provide hiV/aiDS services, can draw from to better fulfill or expand their mandates. n
acROnYMS
aidStar aidS Support and technical assistance resources
CBO Community Based Organization
COtr Contract Office technical representative
CSO Civil Society Organization
it information technology
m&e monitoring and evaluation
ngO non-governmental Organization
pepFar president’s emergency program for aidS relief
uSaid united States agency for international development
taBle OF COntentS n i i i
TaBle Of cOnTenTS
intrOduCtiOn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
aCrOnymS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i i
aCknOwledgementS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i v
i . the purpOSe OF the OrganizatiOnal CapaCity Building FramewOrk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
i i . deFinitiOn OF termS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
i i i . guiding prinCipleS FOr OrganizatiOnal CapaCity Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
iV. COmpOnentS OF the OrganizatiOnal CapaCity Building FramewOrk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
V. the OrganizatiOnal CapaCity Building FramewOrk . . . . . . . . . . 5
Vi . mOnitOring and eValuatiOn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
COnCluSiOn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
appendiX a. glOSSary OF key termS . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
appendiX B. BiBliOgraphy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
aCknOwledgementS n i v
acknOwleDgeMenTS
This Technical Brief was produced by the aiDSTaR-Two Project in collaboration with the US agency for international Development (USaiD) Office of hiV/aiDS, washington, Dc. funded by USaiD, the project’s overall objective is to contribute to stronger and more sustainable, country-led hiV/aiDS programs, organizations, and networks. The aiDSTaR-Two consortium, led by Management Sciences for health (MSh), includes: international hiV/aiDS alliance; cardno emerging Markets, USa, ltd. (cardno); health & Develop-ment africa, ltd.; initiatives, inc.; Save the children federation; and Religions for Peace.
This document would not have been possible without the sustained efforts and advisory support of a number of people. former aiDSTaR-Two capacity Building advisor Sarah ford initially developed a useful outline that was reformulated and expanded upon by Ummuro adano, the current capacity Building advisor. Sarah Johnson, aiDSTaR-Two Project Director, and Judy Seltzer, Director of Technical Strategy and Quality assur-ance at Management Sciences for health, gave guidance as well as substantive ongoing suggestions and comments. ken Sklaw, Organizational Devel-opment Specialist at USaiD Office of hiV/aiDS provided regular and useful feedback and helped particularly with focusing the framework on the needs of local implementing organizations, espe-cially civil society organizations. william Sambisa
and katie Reichert helped with the indicators section. Philippe heckly worked on the framework diagram and elizabeth walsh edited the docu-ment. we thank emily hughes, the aiDSTaR-Two USaiD cOTR, for her constant encouragement and support.
we appreciate the support of the US President’s emergency Plan for aiDS Relief (PePfaR) and the USaiD for providing the funding for the develop-ment of this document. Their continuing invest-ment in capacity building tools and approaches demonstrates their firm commitment to orga-nizational capacity building as a critical factor in improving the quality and effectiveness of hiV/aiDS programs and organizations and strengthen-ing health systems in general, and, in the process, enhancing country ownership to sustain these local programs and organizations.
we hope the conceptual framework presented in this technical brief assists local implementing part-ners, including civil society organizations, ngOs and public sector institutions, as well as donors to improve on their organizational capacity build-ing processes and approaches. The good practices and indicators used in this document should be considered based on the type and current capac-ity of the organization. while there are minimum standards for the organizational practices, not all will be applicable to every organization. n
the purpOSe OF the FramewOrk & deFinitiOnS n 1
The organizational capacity building frame-work presented here was developed by
the aiDSTaR-Two Project, in collaboration with USaiD. funded by USaiD, aiDSTaR-Two’s overall objective is to contribute to stronger and more sustainable, country-led hiV/aiDS programs, orga-nizations, and networks. like other frameworks, this one serves to hold together a set of ideas or practices that comprise a broad approach or course of action. it provides an operational understand-ing of organizational capacity building, particularly in the context of local civil society organizations although it has applicability to a wide range of organizations, including government institutions at local, regional and national levels.
Specifically, the framework serves to:
� assist local implementing institutions and organizations, capacity building providers and donors to understand and utilize the prin-ciples, concepts and practices of organizational capacity building.
� Describe the process of designing, implement-ing, measuring and documenting capacity building interventions capable of improving an organization’s performance, or the skills and competencies of its staff.
� encourage the capacity building community to use a more systematic approach to improve the efficacy of organizational capacity building.
i. The PURPOSe Of The ORganiZaTiOnal caPaciTY BUilDing fRaMewORk
The definitions of certain common “capacity building” terms frequently used in this docu-
ment provide a basis for discussions and forging a common understanding. a glossary of other terms is provided on page 21.
� Capacity: the ability or power of an organi-zation to apply its skills, assets and resources to achieve its goals.
� Capacity building: an on-going evidence-driven process to improve the ability of an individual, team, organization, network, sector or community to create measurable and sustainable results.
� Organizational capacity building: the strengthening of internal organizational structures, systems and processes, manage-ment, leadership, governance and overall staff capacity to enhance organizational, team and individual performance.
ii. DefiniTiOn Of TeRMS
guiding prinCipleS n 2
iii. gUiDing PRinciPleS fOR ORganiZaTiOnal caPaciTY BUilDing
If done well, organizational capacity building can contribute to sustainability, ownership, improved
organizational services and products, and a sense of common purpose. it can also enhance institu-tional flexibility in responding to change, problem solving and learning.
incorporating certain principles in the design, implementation and monitoring of organizational capacity building initiatives and programs is criti-cal to successful capacity building processes and sustainable results. These principles include:
� Ownership and Leadership: for orga-nizational capacity building to be useful and effective, the organization that is the subject of the capacity building assistance must own the process. This means capacity building assess-ments and planned improvements are defined and carried forward by the implementing organization, with the guidance and assistance of any external partners as needed. Senior management must commit to the process, providing ongoing leadership, management and technical support.
� Demand-driven Technical Support: The need for external local, regional and/or international partners, in providing technical assistance and support for capacity building efforts of local organizations will vary based on the organization requesting the support. The way in which capacity building technical assistance is offered and facilitated is key to the effectiveness and sustainability of interven-tions. Organizations need to work collabora-tively with any external organization providing the technical assistance to identify, participate in and potentially endorse the key concepts of any external technical assistance. as organi-zations change and grow there may be new or additional opportunity to seek external support or technical assistance.
� Participation: capacity building ideally involves the organization at all levels including other relevant stakeholders as appropriate in order to ensure buy-in and commitment, build real local capacity and enhance sustainability. Participation also involves commitment of time and other resources on the part of the organization.
� Context-specific: The selection of capacity building approaches, tools, and methodologiesis based on the context in which the orga-nization, team, or individual operates and its current level of capacity. context, for example, can reflect resource-constrained or post-conflict environments, or can be driven by donor expectations or national policies.
� Evidence-based capacity building practices: capacity building approaches, tools, and methodologies are designed or selected based on proven evidence of impact and appropriateness for the type of organization, setting and needs.
� Results-oriented capacity building: implementing organizations should develop and use indicators to measure progress toward achieving capacity building results. To help monitor and improve organizational performance, organizations should set perfor-mance targets and measurable results, analyze impact, correct course if necessary, identify lessons learned, and determine if the organiza-tional capacity building practices were effective.
� Learning and knowledge exchange: all those involved in capacity building need to prioritize the documentation, dissemination, and application of lessons learned and promis-ing practices in this area and share this infor-mation. Strengthening the capacity building evidence base should be a high priority for all.
COmpOnentS OF the FramewOrk n 3
Effective organizational capacity building consists of evidence-based approaches to meet a hier-
archy of needs over time. capacity building must occur with the full support of the organization’s leadership, if investments in capacity building are to pay off.
additionally, organizational capacity building is complicated by a multiplicity of environmental factors including culture, politics and even geog-raphy. Organizations also operate within broad, sometimes overlapping and often complex contexts with laws, regulations, ordinances, poli-cies and other government, community and donor priorities.
This framework is an attempt to provide some consistency and simplicity, especially for civil society organizations implementing hiV/aiDS programs, but can serve as a model for non-health related organizations as well.
The organizational capacity building framework presented here is organized around four compo-nents: organizational functions, organizational practices, standards and indicators.
1. Organizational functions: These are the set of core organizational features that need to be present and functioning together effectively in a sustainable institution. This framework defines five primary functions of an organiza-tion or a network (see Diagram 1 below):
� mission, vision, and strategy: the organization’s purpose and approaches that define and underline programs and activities, and inform the planning process.
� Structure: programs, projects, offices, departments/units, lines of authority and accountability, decision making and communication mechanisms to accomplish the mission and goals of the organization.
� management systems: integrated internal systems that enhance utilization of all resources and assets to advance the organization’s mission. examples of these systems include human resource management, financial management, health information, drugs and supply, and monitoring and evaluation.
� partnerships, external relations and networking: mechanisms and approaches for building and nurturing effective alliances and networks in order to leverage support and extend the scope and effectiveness of services and overall mandate of the organization.
� leadership and governance: stewardship, defining values and promoting standards of ethical practice, mobilizing resources,
iV. cOMPOnenTS Of The ORganiZaTiOnal caPaciTY BUilDing fRaMewORk
Leadership&
Governance
Mission,Vision
& Strategy
Management Systems
Partnerships, External
Relations & Networking
Structure
ENVIRONMENT
DIAGRAM 1.
Organizational Functions
COmpOnentS OF the FramewOrk n 4
effective trusteeship in setting strategic direction, detecting and correcting undesirable trends or distortions.
By conceptualizing organizational life in this manner, local organizations, governments, donors and capacity building providers can determine with some precision where to target their interventions. all these components are important, but leader-ship and governance appear in the middle of the diagram, since they are especially critical and often serve as the glue that binds and promotes the effectiveness of all the other functions.
The primary functions constitute the core elements that are normally the focus of organizational assessment and capacity building interventions. additionally, understanding who the beneficiaries or clients of these interventions are guides the next step, which is to determine which functions need improving. The subject or client of an intervention could be an individual, team, department, an entire organization, network or community.
2. Organizational Practices: These are the essential processes and activities that organiza-tions require to demonstrate capacity in any one of the core functions. for these practices to be sound, they must be supported by and encouraged through policies, structures, systems and actions. To increase an organiza-tion’s efficiency and effectiveness, all of the practices described in this framework are essential. capacity building interventions
must take them into account, while bearing in mind the absorptive capacity of the organiza-tion receiving the assistance. without a deep understanding of these practices and how they interact, effectiveness and sustainability of capacity building programs can be at risk.
3. Standards: These are the established inter-nal norms or requirements of an organiza-tion, which can be used as measures to gauge development and identify capacity building needs. Just as there are standards for clini-cal medicine and public health, so are there standards for organizational functions and practices. however, some level of customiza-tion may be necessary for different contexts and levels of organizational maturity. Organi-zations work toward the achievement of these standards over time.
4. Indicators: These are the metrics used to monitor and measure progress in meeting the standards for each essential organizational practice. Measuring intermediate progress and longer term results requires a systematic approach with metrics that assess efficiency, effectiveness and impact.
The framework on the following pages provides a comprehensive picture, with examples, of organi-zational functions, practices, standards and indica-tors. when understood and applied together, the components of the capacity building framework bolster the functionality of a program or organization. n
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
5
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
V.
Th
e O
Rg
an
iZa
TiO
na
l c
aPa
ciT
Y B
Uil
Din
g f
Ra
Mew
OR
k
Capa
city
Build
ing
inte
rven
tions
are
iden
tified
and
impl
emen
ted
to
help
an
orga
niza
tion
impr
ove
its p
ract
ices
so th
at it
can
ach
ieve
the
es
tabl
ished
sta
ndar
ds.
Indi
cato
rs a
re a
mea
ns o
f gau
ging
the
su
cces
s of
the
chos
en c
apac
ity b
uild
ing
inte
rven
tion
on a
chie
ving
th
e de
sired
sta
ndar
d.
This
fram
ewor
k pr
esen
ts th
e co
re o
rgan
izat
iona
l fun
ctio
ns,
esse
ntia
l org
aniz
atio
nal p
ract
ices
unde
r ea
ch fu
nctio
n an
d th
e st
anda
rds
by w
hich
org
aniz
atio
ns c
an g
auge
thei
r cu
rren
t dev
el-
opm
ent a
nd id
entif
y ca
pacit
y bu
ildin
g ne
eds.
The
func
tions
and
th
e st
anda
rds
defin
e w
hat c
apac
ity n
eeds
to b
e bu
ilt o
r re
in-
forc
ed. T
he fr
amew
ork
also
incl
udes
indi
cato
rs a
nd g
ives
exam
-pl
es o
f how
to m
easu
re p
rogr
ess
agai
nst t
he s
tand
ards
.
Mission
, Visio
n &
Stra
tegy
Cre
atin
g an
or
gani
zatio
nal m
issio
nTh
e m
issio
n st
atem
ent e
xist
s in
writ
ing,
is w
idel
y kn
own
and
regu
larly
revie
wed
to
assu
re th
at it
refle
cts t
he c
urre
nt o
rgan
iza-
tiona
l pur
pose
.
�a
cle
ar m
issio
n ex
ists a
nd is
kno
wn
by
over
X%
of t
he st
aff.
�fr
eque
ncy
of m
easu
re: a
nnua
lly
�D
iscus
s the
miss
ion
in a
staf
f mee
ting
and
ask
staf
f to
stat
e th
e m
issio
n st
atem
ent
�ke
y Q
uest
ions
: (1
) can
staf
f exp
lain
the
miss
ion
st
atem
ent?
(2
) is t
he m
issio
n st
atem
ent u
sed
in
ever
yday
wor
k, in
org
aniza
tiona
l mat
erial
s, in
mee
tings
and
in fu
ndin
g pr
opos
als?
(3) i
s the
miss
ion
stat
emen
t use
d to
gu
ide
stra
tegy
?
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
6
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Mission
, Visio
n &
Stra
tegy
(co
ntin
ued)
dev
elop
ing
a
stra
tegic
plan
mon
itorin
g th
e pl
an
perio
dica
lly
The
orga
niza
tion
has a
writ
ten
strat
egic
plan
th
at re
flect
s its
miss
ion,
cont
ains s
trat
egic
ob
ject
ives a
nd is
bas
ed o
n a
revie
w o
f str
engt
hs a
nd w
eakn
esse
s, th
e ex
tern
al en
viron
men
t and
clie
nt n
eeds
; it a
lso st
ates
pr
iorit
y ar
eas a
nd m
easu
rabl
e ob
ject
ives,
is re
ferr
ed to
for m
anag
emen
t dec
ision
s an
d op
erat
iona
l plan
ning
and
is re
view
ed
regu
larly.
�a
stra
tegic
plan
, alig
ned
with
the
natio
nal
hiV
/aiD
S st
rate
gy a
nd th
e do
cum
ente
d ne
eds o
f the
com
mun
ity, is
dev
elop
ed
with
boa
rd m
embe
rs a
nd st
aff r
epre
sent
-in
g di
ffere
nt le
vels
of th
e or
gani
zatio
n.
�fr
eque
ncy
of m
easu
re: e
very
3–4
yea
rs
�is
the
plan
alig
ned
with
the
natio
nal h
iV/
aiD
S st
rate
gy?
�a
re th
e st
rate
gic o
bjec
tives
in th
e st
rate
-gic
plan
con
siste
nt w
ith th
e or
gani
zatio
n’s
miss
ion?
�D
oes t
he p
lan sh
ow a
clea
r pat
hway
from
th
e cu
rren
t situ
atio
n to
the
state
d str
ateg
ic ob
jectiv
es th
roug
h w
ell d
evelo
ped
strat
egies
?
�D
oes t
he st
rate
gic p
lan ta
ke in
to a
ccou
nt
the
docu
men
ted
need
s of c
lient
s and
po
tent
ial c
lient
s?
�n
umbe
r of s
taff
and
boar
d m
embe
rs
invo
lved
in d
evel
opm
ent o
f the
stra
tegic
pl
an; d
etail
gen
der, p
ositi
on in
the
orga
niza
-tio
n, ra
nk.
�Q
uest
ions
for k
ey st
aff:
(1) c
an st
aff e
xplai
n th
e st
rate
gic p
lan?
(2) i
s the
stra
tegic
plan
use
d re
gular
ly, in
or
gani
zatio
nal m
ater
ials,
in m
eetin
gs a
nd in
fu
ndin
g pr
opos
als?
dev
elop
ing
an a
nnua
l w
ork
plan
The
orga
niza
tion
has a
n an
nual
wor
k pl
an
or o
pera
tiona
l plan
with
mea
sura
ble
resu
lts,
activ
ities
, tim
elin
es, r
espo
nsib
ilitie
s and
indi
ca-
tors
, and
is lin
ked
to th
e pr
ogra
m b
udge
t and
de
velo
ped
with
par
ticip
atio
n of
staf
f.
�a
nnua
l wor
k pl
an is
impl
emen
ted.
�fr
eque
ncy
of m
easu
re: a
nnua
lly
�a
nnua
l ope
ratio
nal p
lan e
xist
s with
m
easu
rabl
e re
sults
and
act
ions
des
igned
to
mov
e fo
rwar
d th
e st
rate
gic p
lan st
rate
gies,
obje
ctive
s, an
d de
liver
able
s. Pe
ople
resp
on-
sible
and
due
dat
es a
re c
lear
ly no
ted.
�Pe
rcen
t of r
esul
ts a
nd k
ey a
ctio
ns th
at a
re
com
plet
ed.
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
7
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Mission
, Visio
n &
Stra
tegy
(co
ntin
ued)
dev
elop
ing
an a
nnua
l w
ork
plan
(con
tinue
d) �
a m
onito
ring
and
evalu
atio
n pl
an w
ith
clear
targ
ets a
nd in
dica
tors
that
mat
ch th
e or
gani
zatio
n’s st
rate
gic a
nd o
pera
tiona
l pl
ans a
nd is
con
siste
nt w
ith th
e na
tiona
l h
i V/a
iDS
strat
egy,
dono
r req
uire
men
ts
for M
&e a
nd re
port
ing
is im
plem
ente
d.
�fr
eque
ncy
of m
easu
re:
Qua
rter
ly
�M
& e
plan
exi
sts a
nd p
erio
dic
revie
w
sche
dule
is fo
llow
ed w
ith p
eopl
e re
spon
sible
and
due
dat
es.
dev
elop
ing
busin
ess
plan
s for
new
pr
oduc
ts, s
ervic
es
or m
arke
ts
The
orga
niza
tion
has a
staf
f cap
able
of
deve
lopi
ng so
und
busin
ess p
lans t
o se
cure
fu
ndin
g fo
r the
des
ign a
nd la
unch
of n
ew
prod
ucts
or s
ervic
es, o
r exi
stin
g se
rvice
s and
pr
oduc
ts e
ntry
into
new
mar
kets
(reg
ions
, ta
rget
pop
ulat
ions
, etc
) and
a so
und
busin
ess
plan
exi
sts.
�Bu
sines
s plan
impl
emen
ted.
�a
mou
nt a
nd ty
pe o
f fun
ding
leng
th a
nd
sour
ce re
ceive
d as
a re
sult
of p
rese
ntin
g th
eir b
usin
ess p
lan
�n
umbe
r of n
ew p
rodu
cts o
r ser
vices
lau
nche
d or
exi
stin
g se
rvice
s/pro
duct
s ex
tend
ed to
new
regio
ns o
r pop
ulat
ions
as
a re
sult
of im
plem
entin
g th
eir
busin
ess p
lan
�a
det
ailed
wor
k pl
an e
xist
s to
supp
ort
the
impl
emen
tatio
n of
bus
ines
s plan
�Re
sour
ces (
budg
et li
ne/st
aff)
alloc
ated
to
prom
ote
plan
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
8
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Stru
ctur
ed
evel
opin
g an
or
gani
zatio
nal c
hart
th
at d
efine
s lin
es o
f au
thor
ity a
nd
acco
unta
bilit
y
The
orga
niza
tion
has a
stru
ctur
e w
hich
is
wel
l-des
igned
and
rele
vant
to th
e m
issio
n; vis
ion
and
key
func
tions
of t
he o
rgan
izatio
n ar
e cle
arly
defin
ed a
nd a
ppro
priat
e.
The
orga
niza
tion
has a
n or
gani
zatio
nal c
hart
or
org
anog
ram
that
defi
nes l
ines
of a
utho
r-ity
, sup
ervis
ion
and
acco
unta
bilit
y. Thi
s is a
lso
inclu
ded
in th
e or
gani
zatio
n’s m
anua
l of
polic
ies a
nd p
roce
dure
s.
�a
n or
gani
zatio
nal c
hart
that
is re
gular
ly up
date
d an
d co
nsist
ently
use
d
�fr
eque
ncy
of m
easu
re: a
nnua
lly
�O
rgan
izatio
nal c
hart
exi
sts t
hat s
how
s re
port
ing
lines
and
supe
rviso
ry re
latio
n-sh
ips,
and
it ha
s bee
n di
ssem
inat
ed to
staf
f
�c
hart
upd
ated
to sh
ow n
ew st
ruct
ure
�c
hart
use
d to
reso
lve is
sues
per
tain
ing
to
line
s of a
utho
rity
and
acco
unta
bilit
y
esta
blish
ing
form
al
inte
rnal
com
mun
icatio
n m
echa
nism
s to
shar
e ne
cess
ary
info
rmat
ion
The
orga
niza
tion
has c
lear
com
mun
icatio
n m
echa
nism
s, un
ders
tood
by
all st
aff, t
o sh
are
info
rmat
ion
inclu
ding
cha
nges
in p
roce
dure
s or
regu
latio
ns a
nd o
ther
impo
rtan
t mat
ters
ac
ross
org
aniza
tiona
l uni
ts a
nd a
mon
g st
aff
at d
iffer
ent l
evel
s.
�c
omm
unica
tion
chan
nels—
mem
os,
lette
rs, e
s, co
nfer
ence
call
s, bu
lletin
s, ne
wsle
tters
—ex
ist a
nd a
re u
sed
cons
is-te
ntly
to sh
are
info
rmat
ion
inte
rnall
y.
�Ty
pe, q
ualit
y an
d qu
antit
y of
co
mm
unica
tion
chan
nels
�fu
nds a
re a
lloca
ted
to su
ppor
t co
mm
unica
tion
chan
nels
�n
umbe
r of s
taff
who
exp
ress
satis
fact
ion
with
com
mun
icatio
n ch
anne
ls
e sta
blish
ing
clear
st
aff r
oles
and
re
spon
sibilit
ies
Role
s and
resp
onsib
ilitie
s are
defi
ned
in th
e po
licy
and
proc
edur
es m
anua
l and
use
d as
th
e ba
sis fo
r ass
ignin
g w
ork.
�Ro
les a
nd re
spon
sibilit
ies a
re d
efine
d in
th
e m
anua
l, and
are
upd
ated
in th
e lig
ht
of n
ew in
itiat
ives.
�U
pdat
ed m
anua
l on
role
s and
re
spon
sibilit
ies
�St
aff a
ssign
men
ts se
rve
orga
niza
tiona
l st
rate
gies
esta
blish
ing
clear
de
cisio
n m
akin
g
prot
ocol
s
The
orga
niza
tion
has a
cle
ar a
nd in
clusiv
e pr
oces
s for
mak
ing
all si
gnifi
cant
dec
ision
s an
d ca
rryin
g ou
t tho
se d
ecisi
ons.
�Se
nior
man
ager
s and
lead
ers l
isten
to
and
cons
ider
the
view
s of s
taff
befo
re
mak
ing
signi
fican
t dec
ision
s.
�St
aff a
re e
ncou
rage
d to
mak
e sig
nific
ant
decis
ions
rega
rdin
g th
eir o
wn
wor
k.
�%
of s
taff
who
repo
rt th
ey w
ere
co
nsul
ted
befo
re si
gnifi
cant
dec
ision
s w
ere
mad
e
�M
eetin
g re
port
s
�n
umbe
r of c
onsu
ltativ
e m
eetin
gs b
efor
e sig
nific
ant d
ecisi
ons a
re m
ade
and
ca
rrie
d ou
t
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
9
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Lead
ersh
ip a
nd
Gov
erna
nce
Com
plyin
g w
ith lo
cal
regis
trat
ion
and
tax
stat
us re
quire
men
ts
Org
aniza
tion
is le
gally
regis
tere
d, is
awar
e of
tax
stat
us a
nd is
fully
com
plian
t with
tax
oblig
atio
ns a
nd la
bor l
aws.
�Va
lid re
gistr
atio
n ce
rtifi
cate
exi
sts.
�Ta
x w
aiver
cer
tifica
te e
xist
s.
�Ta
x pi
n nu
mbe
r exi
sts.
�le
gal r
egist
ratio
n do
cum
ents
�li
nk to
labo
r law
exp
ert o
r tax
adv
isory
se
rvice
s
dev
elop
ing
stan
dard
s of
eth
ical p
ract
ice
that
pre
serv
e an
d st
reng
then
pub
lic’s
confi
denc
e
Org
aniza
tiona
l valu
es a
nd e
thica
l prin
ciple
s ar
e w
ritte
n do
wn,
wid
ely
know
n, an
d bo
ard
and
staf
f are
hel
d ac
coun
tabl
e fo
r adh
erin
g to
them
.
�O
rgan
izatio
nal v
alues
stat
emen
t exi
sts.
�c
ode
of e
thics
exi
sts.
�n
umbe
r of s
taff
and
boar
d w
ho c
an
expl
ain th
e or
gani
zatio
n’s v
alues
stat
emen
t
�n
umbe
r of s
taff
and
Boar
d m
embe
rs w
ho
have
read
and
sign
ed c
ode
of e
thics
prom
otin
g tr
ansp
aren
cy a
nd
acco
unta
bilit
y
The
orga
niza
tion
proc
ures
goo
ds a
nd
serv
ices a
nd is
sues
gra
nts i
n a
fair
and
tr
ansp
aren
t way
; fina
ncial
info
rmat
ion
re
gard
ing
the
orga
niza
tion
is m
ade
avail
able
to
mem
bers
, ben
eficia
ries,
and
dono
rs.
�a
nnua
l and
qua
rter
ly re
port
s con
tain
fin
ancia
l inf
orm
atio
n an
d ar
e di
ssem
i-na
ted
to m
embe
rs, b
enefi
ciarie
s and
do
nors
.
�Re
gular
inte
rnal
and
exte
rnal
audi
t m
echa
nism
exi
sts.
�St
anda
rdize
d fin
ancia
l dat
a co
llect
ion
m
etho
ds a
nd in
frast
ruct
ures
exi
sts.
�St
anda
rdize
d fin
ancia
l inf
orm
atio
n is
read
ily
acce
ssib
le a
nd ro
utin
ely
diss
emin
ated
to
stak
ehol
ders
.
�U
nifo
rm p
ract
ices f
or q
uant
itativ
e an
alysis
of
fina
ncial
per
form
ance
exi
sts.
�n
umbe
r of s
uita
bly
cred
entia
led
finan
cial
man
agem
ent w
orkf
orce
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
10
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Lead
ersh
ip a
nd
Gov
erna
nce
(con
tinue
d)
esta
blish
ing
and
main
tain
ing
a fu
nctio
nal b
oard
of
dire
ctor
s
The
orga
niza
tion
has a
boa
rd o
f dire
ctor
s w
ith c
lear
term
s of e
ngag
emen
t, a
code
of
ethi
cs a
nd re
gular
ly fu
nctio
ning
boa
rd c
om-
mitt
ees f
or sp
ecifi
c ar
eas,
such
as r
even
ue
gene
ratio
n, co
mpe
nsat
ion,
finan
cial m
anag
e-m
ent,
risk
man
agem
ent,
and
publ
ic re
latio
ns,
prog
ram
s and
serv
ices.
Boar
d m
embe
rshi
p is
draw
n fro
m a
bro
ad
spec
trum
acc
ordi
ng to
boa
rd p
roce
dure
s; all
m
embe
rs h
ave
rele
vant
exp
erie
nce.
Boar
d di
splay
s a h
igh w
illing
ness
and
pro
ven
trac
k re
cord
of i
nves
ting
in le
arni
ng a
bout
the
orga
niza
tion
and
addr
essin
g its
issu
es.
�Th
e bo
ard
of d
irect
ors m
eets
on
a m
onth
ly or
qua
rter
ly ba
sis.
�M
eetin
gs a
re w
ell p
lanne
d, do
cum
ente
d an
d oc
cur a
t reg
ular
inte
rvals
with
exc
el-
lent
atte
ndan
ce.
�Bo
ard
of d
irect
ors r
evie
ws fi
nanc
ial
info
rmat
ion
of th
e or
gani
zatio
n, st
rate
gic
and
oper
atio
nal p
lan a
nd b
udge
t, do
nor
requ
irem
ents
, et
c. an
d pa
rtici
pate
s in
fund
raisi
ng.
�Bo
ard
has c
lear
Term
s of R
efer
ence
and
a
good
und
erst
andi
ng o
f its
key
func
tions
an
d th
ose
key
func
tions
are
all
cons
is-te
ntly
carr
ied
out.
�Bo
ard
term
lim
its a
re d
efine
d. O
ffice
rs
are
elec
ted/
appo
inte
d ac
cord
ing
to
boar
d pr
oced
ures
.
�Bo
ard
of d
irect
ors e
ngag
es in
lead
ersh
ip
deve
lopm
ent t
rain
ing
or c
apac
ity b
uild
ing
activ
ities
on
an a
nnua
l bas
is.
�M
eetin
g m
inut
es a
re ta
ken
and
diss
emi-
nate
d to
all
boar
d m
embe
rs a
nd if
ap
prop
riate
key
stak
ehol
ders
and
staf
f.
�a
gend
a fo
r boa
rd m
eetin
gs d
emon
stra
tes
varie
ty o
f key
role
s and
func
tions
.
�Bo
ard
Term
s of R
efer
ence
on
file
and
re
gular
ly up
date
d.
�n
umbe
r of m
eetin
gs a
ttend
ed b
y all
boa
rd
mem
bers
�Bo
ard
elec
tion
notic
es a
nd re
port
s
�n
umbe
r of b
oard
dev
elop
men
t act
ivitie
s
mob
ilizin
g re
sour
ces
The
orga
niza
tion
follo
ws a
med
ium
and
lo
ng-te
rm re
venu
e-ge
nera
ting
stra
tegy
, ba
lancin
g di
vers
e so
urce
s of r
even
ue to
m
eet c
urre
nt a
nd fu
ture
nee
ds.
�Th
e or
gani
zatio
n ob
tain
s and
use
s di
vers
ified
fund
ing
sour
ces t
o su
ppor
t its
pr
ogra
ms a
nd se
rvice
s.
�Pe
rcen
t of a
nnua
l rev
enue
s gen
erat
ed fr
om
dive
rse
sour
ces
�Pe
rcen
t of a
nnua
l ope
ratin
g bu
dget
that
is
cove
red
by in
com
e ge
nera
ted
thro
ugh
serv
ice d
elive
ry
�O
rgan
izatio
n ha
d su
bmitt
ed a
t lea
st o
ne
prop
osal
for e
xter
nal f
undi
ng w
ithin
the
las
t 12
mon
ths.
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
11
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Lead
ersh
ip a
nd
Gov
erna
nce
(con
tinue
d)
defi
ning
valu
es
dev
elop
ing
and
form
ally
adop
ting
writ
ten
code
of e
thics
Org
aniza
tiona
l valu
es a
nd e
thica
l prin
ciple
s ar
e w
ritte
n do
wn,
wid
ely
know
n, an
d bo
ard
and
staf
f are
hel
d ac
coun
tabl
e fo
r adh
erin
g to
them
.
�ke
y va
lues
stat
emen
ts a
re d
ocum
ente
d an
d ac
cess
ible
to st
aff.
�St
aff r
ecei
ve tr
ainin
g an
d or
ient
atio
n on
valu
es a
nd e
thica
l prin
ciple
s of t
he
orga
niza
tion.
�fr
eque
ncy
of m
easu
re:
ever
y 3–
5 ye
ars
�c
ondu
ct a
surv
ey a
skin
g st
aff t
o st
ate
the
valu
es o
f the
org
aniza
tion.
�ke
y Q
uest
ions
: (1
) can
staf
f exp
lain
the
key
valu
es o
f the
or
gani
zatio
n?
(2) a
re th
e ke
y va
lues
con
sider
ed/u
sed
in
prop
osal
deve
lopm
ent?
(3
) are
the
key
valu
es c
onsid
ered
/use
d to
de
velo
p st
rate
gy?
(4) a
re th
e ke
y va
lues
tied
to st
aff
perfo
rman
ce a
nd re
view
pro
cess
?
Part
ners
hips
, Ex
tern
al R
elat
ions
an
d Net
wor
king
Form
ulat
ing
an
advo
cacy
pol
icyTh
e or
gani
zatio
n ha
s a c
lear
ly de
fined
stra
t-eg
y an
d an
nual
oper
atio
nal p
lan fo
r pol
icy
enga
gem
ent a
nd a
dvoc
acy
with
rele
vant
st
akeh
olde
rs, b
ased
on
the
natio
nal p
olicy
co
ntex
t and
the
need
s of c
ivil s
ocie
ty.
�a
dvoc
acy
plan
impl
emen
ted
�Re
gular
and
recu
rrin
g jo
int m
eetin
gs o
f ag
ency
lead
ers
�Bu
dget
ary
com
mitm
ent t
o co
oper
ative
pa
rtne
rshi
p ef
fort
s
�Re
sour
ce, a
sset
, or i
nfor
mat
ion
shar
ing
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
12
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Part
ners
hips
, Ex
tern
al R
elat
ions
an
d Net
wor
king
(con
tinue
d)
inve
stin
g in
a w
ide
rang
e of
net
wor
king
an
d pa
rtne
ring
activ
ities
(inc
ludi
ng
com
mun
ity
mob
ilizat
ion
effo
rts)
The
orga
niza
tion
has s
trat
egic
links
with
ex
tern
al or
gani
zatio
ns a
nd h
as a
n in
tern
al pr
oces
s to
shar
e te
chni
cal e
xper
tise
and
expe
rienc
es, h
as a
pplie
d be
st p
ract
ices t
o its
pr
ogra
m a
nd sh
ared
this
info
rmat
ion
with
st
akeh
olde
rs a
nd a
ppro
priat
e st
aff.
The
orga
niza
tion
has s
trat
egic
and
oper
a-tio
nal l
inks
to k
ey st
akeh
olde
rs in
cludi
ng th
e co
mm
unity
and
mob
ilizes
them
to e
ngag
e w
ith th
e na
tiona
l and
loca
l res
pons
e to
hiV
.
The
orga
niza
tion
has a
cle
ar re
ferr
al pr
oces
s an
d st
rong
link
ages
with
gov
ernm
ent,
priva
te
or n
gO
hea
lth o
r soc
ial se
rvice
pro
vid-
ers t
o en
sure
that
clie
nts r
equi
ring
hiV
and
a
iDS
treat
men
t or h
ealth
serv
ices h
ave
acce
ss to
them
and
are
follo
wed
. clie
nts a
re
cons
isten
tly re
ferr
ed to
the
right
loca
tions
w
hen
need
ed a
nd d
o no
t enc
ount
er p
rob-
lem
s at r
efer
ral s
ites.
The
orga
niza
tion
has p
artic
ipat
ory
plan
ning
an
d de
cisio
n m
akin
g pr
oces
ses t
hat i
nvol
ve
stak
ehol
ders
(inc
ludi
ng re
pres
enta
tion
from
pr
ojec
t ben
eficia
ry g
roup
s and
com
mun
i-tie
s). T
heir
view
s are
con
siste
ntly
inte
grat
ed
into
pro
gram
des
ign to
impr
ove
the
con-
tinuu
m o
f car
e. c
omm
unity
is m
obiliz
ed to
be
act
ive in
pro
gram
act
ivitie
s.
�a
nnua
l joi
nt st
rate
gic a
nd o
pera
tiona
l pl
ans i
mpl
emen
ted
�M
echa
nism
s tha
t pro
mot
e m
ulti-
sect
oral
coor
dina
tion
and
colla
bora
tion
exist
�Pa
rtne
rs h
old
each
oth
er a
ccou
ntab
le fo
r pr
ogre
ss
�c
omm
unity
mob
ilizat
ion
stra
tegie
s im
plem
ente
d
�c
omm
unity
eng
agem
ent p
lan
impl
emen
ted
�n
etw
orke
d re
ferr
al sy
stem
mee
ts th
e ne
eds o
f pat
ient
s
�St
akeh
olde
r mob
ilizat
ion
plan
im
plem
ente
d
�a
nnua
l joi
nt re
view
eve
nts/s
umm
its
�n
umbe
r of m
emor
anda
of u
nder
stan
ding
or
par
tner
ship
agr
eem
ents
�n
umbe
r of s
taff
train
ed in
par
tner
ship
po
licie
s and
pra
ctice
s
�n
umbe
r of a
gree
d jo
int t
arge
ts m
et
over
the
last X
mon
ths
�Re
gular
and
recu
rrin
g m
eetin
gs w
ith
com
mun
ity le
ader
s and
repr
esen
tativ
es
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
13
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Man
agem
ent
Syst
ems
esta
blish
ing
a
finan
cial m
anag
emen
tsy
stem
The
orga
niza
tion
has c
ompl
ete
and
appr
o-pr
iatel
y do
cum
ente
d fin
ancia
l man
agem
ent
syst
ems,
whi
ch a
re k
now
n an
d un
ders
tood
by
staf
f and
whi
ch a
re c
onsis
tent
ly ad
here
d to
, rev
iew
ed a
nd u
pdat
ed.
The
orga
niza
tion
has c
ompl
ete
and
appr
o-pr
iatel
y do
cum
ente
d fin
ancia
l con
trol p
roce
-du
res,
whi
ch a
re k
now
n an
d un
ders
tood
by
staf
f and
whi
ch a
re c
onsis
tent
ly ad
here
d to
, re
view
ed a
nd u
pdat
ed.
The
orga
niza
tion
has c
ompl
ete
and
appr
o-pr
iatel
y do
cum
ente
d fin
ancia
l rep
ortin
g
proc
edur
es, w
hich
are
kno
wn
and
unde
r-st
ood
by st
aff a
nd w
hich
are
con
siste
ntly
adhe
red
to, r
evie
wed
and
upd
ated
.
The
orga
niza
tion
has c
ompl
ete
and
ap
prop
riate
doc
umen
ted
audi
t sys
tem
s.
Org
aniza
tiona
l sys
tem
s are
in p
lace
and
have
th
e ac
com
pany
ing
docu
men
tatio
n an
d st
aff
capa
ble
of u
sing
and
upda
ting
the
syst
ems.
�fin
ancia
l man
agem
ent s
yste
m b
ased
on
soun
d bu
sines
s prin
ciple
s im
plem
ente
d
�Pr
ogra
m m
anag
ers w
ork
with
fina
ncial
st
aff t
o de
velo
p an
d m
onito
r bud
gets
th
at su
ppor
t the
ann
ual o
pera
tiona
l plan
an
d ot
her p
rogr
amm
atic
initi
ative
s/ de
cisio
ns.
�Th
e fin
ance
syst
em p
rese
nts a
n ac
cura
te,
com
plet
e pi
ctur
e of
exp
endi
ture
s and
ca
sh fl
ow in
relat
ion
to p
rogr
am o
utpu
ts
and
serv
ices.
�Th
e ac
coun
ting
syst
em g
ener
ates
regu
lar
repo
rts t
rack
ing
expe
nditu
res a
gain
st th
e bu
dget
and
not
ing
varia
nces
.
�Th
e bu
dget
is li
nked
to th
e an
nual
op
erat
iona
l plan
for t
he c
urre
nt y
ear.
�Th
e sy
stem
pro
duce
s acc
urat
e, tim
ely
in
form
atio
n on
exp
endi
ture
s.
�in
form
atio
n ge
nera
ted
by th
e sy
stem
is
used
to m
ake
man
agem
ent d
ecisi
ons
(i.e.
analy
ze c
osts
, use
d to
allo
cate
re
sour
ces f
or p
lanne
d ac
tiviti
es).
�Pe
rcen
t of u
nits
/pro
gram
s/dep
artm
ents
/w
ork
grou
ps w
ithin
the
orga
niza
tion
that
ar
e us
ing
plan
ning
and
bud
getin
g pr
oce-
dure
s to
stre
ngth
en se
rvice
del
ivery
pe
rform
ance
.
�Th
e nu
mbe
r of q
ualifi
ed a
ccou
ntan
ts a
nd
book
keep
ers
�a
ppro
priat
e so
ftwar
e pa
ckag
e to
aut
omat
e fin
ancia
l man
agem
ent
�ev
iden
ce o
f act
ivitie
s in
year
ly ac
coun
ting
cycle
:
–D
esign
ing
a bu
dget
–M
anag
ing
cash
flow
–fin
ancia
l con
trols;
fina
ncial
aud
its
–fin
ancia
l ana
lysis
and
finan
cial r
epor
ting
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
14
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Man
agem
ent
Syst
ems
(con
tinue
d)
dev
elop
ing
a h
uman
res
ourc
e m
anag
emen
t (h
rm)
syst
em
The
orga
niza
tion
has c
ompl
ete
and
ap
prop
riate
ly do
cum
ente
d h
R po
licie
s and
pr
oced
ures
, kno
wn
and
unde
rsto
od b
y st
aff
and
cons
isten
tly a
dher
ed to
, rev
iew
ed a
nd
upda
ted.
cle
ar re
crui
tmen
t and
dep
loym
ent g
uide
-lin
es e
xist
, the
pro
cess
is tr
ansp
aren
t, an
d th
e gu
idel
ines
are
con
siste
ntly
appl
ied.
hR
staf
f are
train
ed to
app
ly th
e gu
idel
ines
. The
or
gani
zatio
n ha
s str
ateg
ies f
or re
tain
ing
staf
f th
at a
re re
view
ed a
nd m
odifi
ed to
ens
ure
effe
ctive
ness
. exi
t int
ervie
ws a
re c
ondu
cted
an
d in
form
atio
n on
dep
artin
g em
ploy
ees i
s st
ored
. Opp
ortu
nitie
s for
car
eer a
dvan
ce-
men
t are
ava
ilabl
e.
a c
lear
supe
rvisi
on p
lan e
xist
s whi
ch d
etail
s su
perv
isory
resp
onsib
ilitie
s. Su
perv
isors
ar
e tr
ained
and
und
erst
and
the
proc
ess f
or
asse
ssin
g st
aff p
erfo
rman
ce. a
sses
smen
t is
cond
ucte
d fo
r all
staf
f at a
min
imum
of o
nce
a ye
ar. c
hang
es in
staf
f wor
k st
atus
, sala
ry
and
bene
fits a
re c
onsis
tent
ly fil
ed, u
p to
dat
e an
d av
ailab
le to
staf
f.
Stan
dard
s and
pro
cedu
res e
xist
for r
egul
ar
repo
rts;
findi
ngs a
re u
sed
to re
view
hR
trend
s, im
prov
e m
anag
emen
t and
per
for-
man
ce a
nd a
chie
ve o
utco
mes
; sta
ff w
ho
subm
it re
port
s con
siste
ntly
get p
rom
pt
feed
back
.
�h
RM p
olici
es a
nd p
ract
ices a
re d
ocu-
men
ted,
dist
ribut
ed a
nd a
dher
ed to
th
roug
hout
the
orga
niza
tion.
�a
n h
R un
it w
ith q
ualifi
ed st
aff e
xist
s and
ov
erse
es th
e im
plem
enta
tion
of h
R po
li-cie
s and
pra
ctice
s.
�a
pro
fess
iona
l hR
stru
ctur
e ex
ists,
with
de
fined
role
s and
resp
onsib
ilitie
s.
�lo
gical
job
desc
riptio
ns a
re c
reat
ed a
nd
avail
able
.
�Jo
b ex
pect
atio
ns a
re d
issem
inat
ed to
pr
ovid
ers.
�Sy
stem
s or p
olici
es a
re in
plac
e an
d
used
as r
emin
der/s
uper
visio
n fo
r job
ex
pect
atio
ns.
�Sy
stem
s exi
st w
here
by jo
b ex
pect
atio
ns
are
used
for p
erfo
rman
ce a
ppra
isal.
�Th
ere
is a
defin
ed st
ruct
ure
or p
athw
ay
for c
aree
r adv
ance
men
t.
� T
here
is e
viden
ce o
f a c
ultu
re o
r sys
tem
of
em
ploy
ee re
cogn
ition
and
rew
ards
; a
mer
it-ba
sed
prom
otio
n sy
stem
is in
pl
ace.
�Pl
anne
rs a
nd p
rogr
am m
anag
ers r
egul
arly
rece
ive a
nd u
se h
R da
ta to
mak
e
plan
ning
and
man
agem
ent d
ecisi
ons.
�Re
gular
repo
rts w
ith h
R da
ta n
eces
sary
fo
r plan
ning
, pol
icy m
akin
g or
hea
lth
prog
ram
dec
ision
mak
ing
�Th
e or
gani
zatio
n co
nduc
ts at
leas
t one
an
nual
empl
oyee
job
satis
fact
ion
surv
ey.
�St
aff a
nd su
perv
isors
hav
e re
ady
acce
ss to
jo
b de
scrip
tions
. �
Job
desc
riptio
ns a
re u
pdat
ed e
ach
time
a re
plac
emen
t hire
is re
crui
ted.
�Q
uart
erly
supe
rviso
r-sup
ervis
ee m
eetin
gs �
a p
lan e
xists
that
out
lines
hum
an re
sour
ce
prio
ritie
s for
the
curr
ent y
ear.
�a
det
ailed
wor
k pl
an e
xists
to su
ppor
t the
im
plem
enta
tion
of th
e hu
man
reso
urce
s pr
iorit
ies.
�Th
e re
sour
ces t
o im
plem
ent t
he p
lan a
re
alloc
ated
. �
an
orga
niza
tiona
l cha
rt e
xists
and
has
bee
n di
ssem
inat
ed to
staf
f. �
a p
erso
nnel
pol
icy m
anua
l exi
sts a
nd is
ac
cess
ible
to st
aff.
�a
n em
ploy
ee d
ata
syste
m e
xists
and
is
regu
larly
mon
itore
d. �
a p
erfo
rman
ce m
anag
emen
t sys
tem
exi
sts
and
inclu
des a
ccur
ate
job
desc
riptio
ns,
clear
lines
of s
uper
visio
n, fe
edba
ck, a
nd g
oals
for t
he fu
ture
. �
Perc
enta
ge o
f per
form
ance
revie
ws t
hat
have
bee
n co
mpl
eted
and
subm
itted
to th
e h
R of
fice
in th
e las
t yea
r
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
15
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Man
agem
ent
Syst
ems
(con
tinue
d)
dev
elop
ing
a h
uman
res
ourc
e m
anag
emen
t (h
rm)
syst
em(c
ontin
ued)
The
orga
niza
tion
has a
doc
umen
ted
proc
ess,
supp
orte
d by
regu
lar tr
ainin
g an
d co
achi
ng
for s
taff,
to e
ncou
rage
regu
lar su
ppor
tive
supe
rvisi
on.
The
orga
niza
tion
has p
erfo
rman
ce p
lan-
ning
, mon
itorin
g an
d ev
aluat
ion
polic
y th
at
inclu
des s
taff
ince
ntive
s, su
ch a
s bon
uses
, pr
omot
ions
, or o
ppor
tuni
ties f
or c
ontin
uing
ca
pacit
y bu
ildin
g an
d fo
rmal
train
ing.
The
orga
niza
tion
orga
nize
s its
wor
k ar
ound
w
ork
grou
ps o
r tea
ms;
the
team
is h
eld
ac
coun
tabl
e fo
r res
ults
.
�Pl
anne
d pr
ogra
m o
f sup
port
ive su
perv
i-sio
n, a
prog
ram
that
ack
now
ledg
es st
aff
for e
xem
plar
y fu
nctio
n w
ith re
war
ds a
nd/
or in
cent
ives;
solic
itatio
n of
em
ploy
ee
opin
ion
abou
t job
satis
fact
ion
�Te
ams a
re im
plem
entin
g ke
y pe
rfor-
man
ce g
oals.
�Th
e nu
mbe
r of s
uper
visor
y tr
ainin
g or
or
ient
atio
n co
urse
s con
duct
ed fo
r su
perv
isors
�a
nnua
l em
ploy
ee re
cogn
ition
eve
nts/
awar
ds �
num
ber o
f spe
cial t
eam
ass
ignm
ents
or
wor
k pr
ojec
ts th
at a
re d
elive
red
on ti
me
and
with
in b
udge
t �
num
ber o
f tea
ms t
hat k
eep
mee
tings
fo
cuse
d on
resu
lts �
num
ber o
f wor
k gr
oups
team
s tha
t id
entif
y an
d ac
t on
oppo
rtun
ities
esta
blish
ing
a kn
owle
dge
man
agem
ent a
nd
lear
ning
stra
tegy
The
orga
niza
tion
has a
cle
ar p
roce
ss fo
r ga
ther
ing,
docu
men
ting,
and
pack
agin
g qu
ality
info
rmat
ion,
best
pra
ctice
s and
le
sson
s lea
rned
for b
road
dist
ribut
ion
and
use
thro
ugho
ut th
e or
gani
zatio
n an
d w
ith
exte
rnal
clien
ts.
�kn
owle
dge
man
agem
ent s
trat
egy
impl
e-m
ente
d �
num
ber o
f too
ls an
d pu
blica
tions
�D
escr
iptio
ns o
f use
of t
ools
and
best
pr
actic
es, g
athe
red
from
kno
wle
dge
of
staf
f, fee
dbac
k fro
m c
lient
s, or
gani
zatio
n w
ebsit
e
i nve
stin
g in
lead
ersh
ip
and
man
agem
ent
deve
lopm
ent
for
staf
f
The
orga
niza
tion
prom
otes
impr
ovem
ents
in
lead
ersh
ip a
nd m
anag
emen
t pra
ctice
s to
stre
ngth
en se
rvice
del
ivery
out
com
es.
�Th
e or
gani
zatio
n im
plem
ents
effe
ctive
le
ader
ship
and
man
agem
ent d
evel
op-
men
t act
ivitie
s for
staf
f tha
t foc
us o
n se
rvice
resu
lts li
nked
to h
ealth
out
com
es.
�c
ondu
ct w
ork
clim
ate
asse
ssm
ents
fo
r sta
ff �
% in
crea
se in
serv
ice u
tiliza
tion
rate
s tha
t ca
n be
link
ed to
spec
ific
impr
ovem
ents
in
lead
ersh
ip a
nd m
anag
emen
t pra
ctice
s �
num
ber o
f tea
ms t
hat i
dent
ify sp
ecifi
c se
rvice
del
ivery
targ
ets a
nd a
chie
ve th
em �
Man
agem
ent a
nd le
ader
ship
dev
elop
men
t pr
ogra
m
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
16
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Man
agem
ent
Syst
ems
(con
tinue
d)
dev
elop
ing
and
supp
ortin
g te
ams t
hat
man
age
chan
ge e
ffort
s in
the
orga
niza
tion
The
orga
niza
tion
has a
n en
viron
men
t tha
t fo
ster
s effe
ctive
cha
nge
and
activ
ely
sup-
port
s int
erna
l cha
nge
agen
ts a
nd p
rogr
ams.
�Th
e or
gani
zatio
n im
plem
ents
rout
ine
and
non-
rout
ine
chan
ges w
ith m
inim
um
disr
uptio
ns.
�n
umbe
r of r
outin
e ch
ange
s suc
h as
or
gani
zatio
nal t
urno
ver a
nd st
affin
g
repl
acem
ents
, or c
hang
es in
hum
an
reso
urce
pol
icies
that
are
impl
emen
ted
with
in sp
ecifi
ed ti
me
fram
e �
num
ber o
f non
-rou
tine
chan
ges s
uch
as
new
pro
duct
s or s
ervic
es, r
estr
uctu
ring,
scale
up
or d
own
sizin
g th
at a
re im
ple-
men
ted
with
in sp
ecifi
ed ti
me
fram
e
inst
allin
g an
in
form
atio
n te
chno
logy
func
tion
info
rmat
ion
tech
nolo
gy (i
T) p
roce
dure
s are
in
plac
e an
d co
mm
unica
ted
to st
aff.
�fu
nctio
nal i
T pl
an �
% o
f sta
ff ex
pres
sing
satis
fact
ion
with
: –iT
serv
ices,
prod
ucts
and
relia
bilit
y
–ef
fect
ivene
ss o
f com
mun
icatio
n ch
anne
ls be
twee
n iT
and
its u
sers
–M
ean
time
for v
endo
rs to
resp
ond
to
serv
ice c
alls
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
17
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Man
agem
ent
Syst
ems
(con
tinue
d)
inst
itutin
g an
or
gani
zatio
nal
mon
itorin
g an
d ev
aluat
ion
proc
ess
inclu
ding
pro
ject
pe
rform
ance
m
anag
emen
t
The
orga
niza
tion
has a
goo
d M
&e p
lan.
Dat
a on
pro
gram
act
ivitie
s are
ava
ilabl
e, up
to
dat
e an
d re
gular
ly us
ed fo
r fol
low
-up
mon
itorin
g, pr
ogra
m a
djus
tmen
ts, p
lanni
ng
and
dete
rmin
ing
prog
ress
tow
ards
stat
ed
targ
ets.
Dat
a ar
e sh
ared
with
rele
vant
st
akeh
olde
rs.
The
orga
niza
tion
has p
erfo
rman
ce e
xpec
-ta
tions
and
a sy
stem
that
ass
esse
s per
for-
man
ce a
gain
st st
anda
rds,
take
s clie
nt
satis
fact
ion
into
con
sider
atio
n, in
clude
s an
analy
sis o
f gap
s or w
eakn
esse
s and
has
a
proc
ess t
o ad
dres
s the
m.
Stan
dard
s and
pro
cedu
res e
xist
for r
egul
ar
repo
rts;
findi
ngs a
re u
sed
to re
view
tren
ds,
impr
ove
man
agem
ent a
nd p
erfo
rman
ce
and
achi
eve
outc
omes
; sta
ff m
embe
rs w
ho
subm
it re
port
s get
pro
mpt
feed
back
.
The
orga
niza
tion
appr
oves
wor
k pl
ans,
revie
ws d
ata,
prog
ress
repo
rts,
prov
ides
gu
idan
ce a
s nec
essa
ry a
nd m
akes
at l
east
se
mian
nual
supe
rvisi
on v
isits
and
resu
lts
are
disc
usse
d w
ith m
anag
emen
t and
te
chni
cal s
taff.
�Ba
selin
e da
ta is
col
lect
ed a
nd u
sed
to
com
pare
per
iodi
c m
onito
ring.
�a
ll re
quire
d re
port
s are
com
plet
ed,
subm
itted
on
time
and
diss
emin
ated
.
�O
rgan
izatio
nal u
nits
syst
emat
ically
use
in
form
atio
n to
plan
and
mon
itor
perfo
rman
ce.
�fr
eque
ncy
of m
easu
re: B
asel
ine
&
quar
terly
�Th
e or
gani
zatio
n ha
s use
d da
ta a
nd
info
rmat
ion
to c
ompa
re p
erfo
rman
ce o
r se
rvice
del
ivery
targ
ets i
n th
e m
ost r
ecen
t op
erat
iona
l and
/or s
trat
egic
plan
s. �
The
orga
niza
tion’s
repo
rts i
nclu
de ta
bles
, gr
aphs
and
/or c
hart
s to
illust
rate
tren
d/tim
e an
alysis
of i
nfor
mat
ion
and
inclu
de
writ
ten
analy
sis n
ext t
o th
e ta
bles
.
Or
ga
niz
at
iOn
al
Ca
paC
ity
Bu
ild
ing
Fr
am
ew
Or
k
n
18
Organiz
ation
al
Functio
nsEx
ample
s of E
ssential
Organiz
ation
al Practices
Stand
ards
Indica
tors
How
can
we m
easure
this?
Man
agem
ent
Syst
ems
(con
tinue
d)
esta
blish
ing
and
main
tain
ing
a Q
ualit
y a
ssur
ance
(Qa
) sy
stem
The
orga
niza
tion
has e
stab
lishe
d an
ong
oing
ev
iden
ce-d
riven
syst
em fo
r ass
essin
g an
d im
prov
ing
the
quali
ty o
f ser
vices
.
wel
l tr a
ined
team
s reg
ular
ly us
e th
e Q
a
syst
em.
�g
uide
lines
, clin
ical p
roto
cols,
stan
dard
op
erat
ing
proc
edur
es a
nd p
erfo
rman
ce
stan
dard
s exi
st, a
nd a
re re
gular
ly up
date
d to
impr
ove
thes
e co
re d
imen
sions
of
quali
ty:
–Te
chni
cal c
ompe
tenc
e of
staf
f –a
cces
s to
serv
ice –ef
fect
ivene
ss a
nd e
fficie
ncy
of se
rvice
–c
ontin
uity
of c
are
–Sa
fety
(bot
h fo
r clie
nts a
nd p
rovid
ers)
–a
men
ities
�a
writ
ten
Qa
plan
exi
sts.
�%
of r
elev
ant s
taff
train
ed in
the
use
of
guid
elin
es a
nd p
roto
cols
�%
of s
taff
who
rout
inel
y ap
ply
serv
ice
quali
ty st
anda
rds i
n th
eir p
ract
ice �
% o
f bud
get a
lloca
tion
devo
ted
to Q
a �
con
duct
per
iodi
c su
rvey
to e
stab
lish
% o
f cli
ents
satis
fied
with
qua
lity
of se
rvice
s �
Revie
w c
urre
nt su
perv
isory
syst
em to
de
term
ine
type
of Q
a in
plac
e �
con
duct
ass
essm
ent t
o es
tabl
ish a
dequ
acy
of fa
ciliti
es, lo
gistic
s and
equ
ipm
ent
esta
blish
ing
and
main
tain
ing
in
form
atio
n m
anag
emen
t sys
tem
The
orga
niza
tion
has a
cle
ar sy
stem
for c
ol-
lect
ing
serv
ice a
nd fi
nanc
ial d
ata;
the
plan
is
used
to in
form
plan
ning
and
man
agem
ent
decis
ions
.
�Ro
utin
e se
rvice
and
fina
ncial
dat
a
colle
ctio
n sy
stem
in p
lace
�n
umbe
r of a
ccur
ate
repo
rts s
ubm
itted
on
sche
dule
�%
of m
anag
ers w
ho u
se d
ata
and
utiliz
e fin
ding
s to
analy
ze tr
ends
to im
prov
e th
e qu
ality
of s
ervic
es
dev
elop
ing
and
main
tain
ing
supp
ly m
anag
emen
t sys
tem
The
orga
niza
tion
has a
tran
spar
ent,
cost
-ef
fect
ive a
nd e
fficie
nt su
pply
syst
em th
at is
us
ed to
fore
cast
and
pro
cure
supp
lies (
drug
s, eq
uipm
ent,
offic
e su
pplie
s and
con
sum
able
s)
in re
latio
n to
thei
r dem
and
and
use.
�a
supp
ly sy
stem
with
pro
cedu
res a
nd
guid
elin
es e
xist
s. �
num
ber o
f rel
evan
t sta
ff tr
ained
to
cons
isten
tly u
se th
e su
pply
syst
em �
Supp
ly sy
stem
nor
ms,
proc
edur
es a
nd
guid
elin
es �
Redu
ctio
n in
num
ber o
f sto
ck-o
uts
repo
rted
mOnitOring & eValuatiOn n 1 9
Monitoring and evaluation are an integral part of all successful development activities
including capacity building. Organizational capacity building interventions must be monitored, evalu-ated, and documented. Such a process offers data on the results of capacity building interventions and provides the evidence for corrective actions and the use of more effective practices and tools if approaches are not successful. indicators are used to track progress and provide a basis for effective monitoring and evaluation.
when local implementing organizations and capac-ity building providers have determined the level and focus of organizational capacity building and have assessed current capacity of organizational practices against standards, they can design, deliver
and measure tailored interventions that respond to the assessed needs, by addressing weaknesses in specific practices, and using clear standards and indicators to measure progress.
The indicators in the framework are based on the organizational functions to be strengthened. it is important to select the appropriate indicators for improvements based on the results to be achieved and to monitor progress against these to deter-mine the results and impact of capacity building. n
Vi. MOniTORing anD eValUaTiOn
COnCluSiOn n 2 0
Underlying the rationale of organizational capacity building—and its popularity—is the
notion that it will lead to local implementing orga-nizations that are better able to address the health needs of their communities in both the short- and long-term.
Providing quality services along the hiV/aiDS prevention-care-treatment continuum requires managers who can lead their teams to results as well as committed, competent and supported staff at all levels. Together, these teams can develop and sustain high-performing organizations that possess a clear mission, a shared vision and viable strate-gies; and structures and systems that support the mission, vision and strategy. Other essential ingre-dients include good governance and leadership practices that translate into a productive work environment; the management capacity necessary to model and inspire a work ethic that is disci-plined, results oriented, and reward based; and, finally, strategic partnerships that allow an organiza-tion or network to expand its core services and reach more clients.
This framework defines the elements that must be present for a systematic approach to organizational capacity building in order to meet these needs. Taking into full account the essential elements of organizational capacity building described here can enhance understanding and practice in different contexts, and improve comparability across differ-ent capacity building programs and organizations. it is important to note that the practices and indica-
tors within this framework should be considered a guideline. while there are minimum standards for the organizational practices, not all of these will be applicable to every organization, especially as capacity building is a process that takes place over time.
in addition, the framework can be used to guide the development of a monitoring and evalua-tion strategy to measure success of the orga-nizational capacity building efforts and possibly evidence of its impact on the ultimate goal: improved and expanded service delivery. Just as the fields of public health and clinical medi-cine are informed and advanced by continuous and detailed research-based scrutiny, the field of capacity building must be subject to similar stan-dards and organizational practices. This conceptual framework provides an opportunity for donors, practitioners and implementing organizations to adopt a systematic evidence-based approach to capacity building at all times, and to insist on the use of common standards, essential organizational practices and indicators to monitor and measure impact. as an organization engages in a systematic capacity building process, it acquires new knowl-edge about organizational results and outcomes; what it is doing well and in which areas it needs to improve. Ultimately, this contributes to stronger and more sustainable hiV/aiDS programs and health services that are able to prevent infections; treat the sick as well as improve the lives of people living with hiV/aiDS. n
cOnclUSiOn
appendix a: glossar y of terms n 2 1
Evidence: evidence is a fact or concrete obser-vation that supports the identified stage of devel-opment. convincing evidence answers the ques-tion, what can we see or hear, or what do we know, that tells us that something is true?
Mission: an organization’s mission is its purpose, the reason it exists. it provides guidance, consis-tency, and meaning to decisions and activities at all levels. it answers the question, why do we do what we do?
Strategy: an organization’s strategies are the broad approaches used to define the programs and activities that will fulfill the organization’s missions and goals. The strategies answer the question, how will we get where we want to go?
Structure: Structure refers to the programs, projects, and offices that make up an organization. Structure answers the question, are we organized in a way that facilitates what we want to do and where we want to go?
Systems: Systems are independent functions that allow an organization to do its work. Organi-zational systems answer the question, what helps us carry out our activities?
Values: an organization’s values are the beliefs and ethical principles that underlie its mission. They give meaning to the organization’s work and form the basis for staff commitment. They answer the question, what are the core beliefs and principles that we all share and that give meaning to our work?
aPPenDiX a. glOSSaRY Of keY TeRMS
appendix B: B ib l iography n 2 2
asian development Bank. Integrating Capacity Develop-ment into Country Programs and Operations: Medium Term Framework and Action Plan. manila: asian development Bank. 2007. http://www.adb.org/Documents/Poli-cies/Integrating-Capacity-Development/Integrating-Capacity-Development-2007.pdf.
Connolly, paul and york, peter. “evaluating Capacity-Building efforts for nonprofit Organizations.” Od practitioner. 2002. http://aetcnec.ucsf.edu/evalua-tion/Connolly_CapacityBuilding_02.pdf
daft, richard l. Organization Theory and Design. South-western College publishing. 2008.
ebrahi, alnoor. “rethinking capacity building.” Capacity. august, 2007. http://www.capacity.org/en/journal/guest_column/rethinking_capacity_building
hornby p, and p. Forte. “human resource indicators and health Service performance.” Human Resource Development Journal 1 (2): 103 – 118 1997.
horsch, karen. Indicators: Definition and Use in a Results-Based Accountability System. harvard Family research project, 1997. http://www.hfrp.org/publications-resources/browse-our-publications/indicators-defini-tion-and-use-in-a-results-based-accountability-system
international hiV/aidS alliance. NGO Capacity Analysis Toolkit. London: 2004. http://www.aidsalliance.org/in-cludes/Publication/cat0704_Capacity_analysis_tool-kit_eng.pdf.
intraC. Building Analytical and Adaptive Capacities for Organisational Effectiveness (praxis paper 7). Oxford, uk: intraC. 2005. http://www.capacity.org/en/resource_corners/learning/publications/praxis_pa-per_7_building_analytical_and_adaptive_capacities_for_organisational_effectiveness.
intraC. Rising to the Challenges: Assessing the Impacts of Organisational Capacity Building (praxis paper 2). Oxford, uk: intraC. 2005. http://www.intrac.org/data/files/resources/341/Praxis-Paper-2-Rising-to-the-Challenges.pdf
management Sciences for health. “human resources for health Framework.” the emanager (Boston) number 1, 2009. http://erc.msh.org/NEWSITE/toolkitfiles/file/eManager%20Management%20Strategies%20for%20Improving%20Health%20Ser-vices%281%29.pdf
management Sciences for health. MOST—Management and Organizational Sustainability Tool: A Guide for Users and Facilitators. 2nd ed. Boston: management Sciences for health, 2004. http://www.msh.org/resource-cen-ter/most-management-and-organizational-sustainabil-ity-tool.cfm
paCt. A New Vision for a New Decade, Effective HIV and AIDS Capacity Building: Critical Components to Advance the Field. washington, dC: paCt. 2009. http://pactworld.org/galleries/default-file/A%20New%20Vision%20for%20a%20New%20Decade%2029%20Dec%2009%20Final.pdf
ramalingam, Ben. “Organisational learning for aid, and learning aid organisations.” Capacity. april, 2008. http://www.capacity.org/en/journal/feature/organ-isational_learning_for_aid_and_learning_aid_organ-isations
united nations economic Commission for af-rica. Capacity Building Framework. UNESCO-IICBA. addis ababa: 2006. http://unesdoc.unesco.org/images/0015/001511/151179eo.pdf
Venture philanthropy partners. Effective Capacity Build-ing in Nonprofit Organizations. 2001. www.vppartners.org/learning/reports/capacity/full_rpt.pdf
aPPenDiX B. BiBliOgRaPhY
This document is made possible by the generous support of the US President’s emergency Plan for aiDS Relief (PePfaR) and the US agency for international Development (USaiD) under contract no. ghh-i-00-0700068-00. The contents are the responsibility of the aiDSTaR-Two Project and do not necessarily reflect the views of USaiD or the US government.
For more information, contact AIDSTAR-Two:
Project Director Sarah Johnson
Management Sciences for Health
4301 North Fairfax Drive, Suite 400
Arlington, VA 22203
Telephone: 703.524.6575
Fax: 703.524.7898
Email: [email protected]
www.aidstar-two.org