Abt Associates Inc.  In collaboration with:I Aga Khan Foundation I BearingPoint I Bitrán y Asociados I BRAC University I Broad Branch Associates I Forum One Communications I RTI International I Training Resources Group I Tulane University’s School of Public Health

Strengthening the Institutional Capacity of Local Organizations

Graeme Frelick

Maty Ndiaye Sy

June 25-29, 2007

Introductions

Name Institution Position Length of time in position

Getting Started Activity – Round 1

Think about the role your institution plays in strengthening health systems

Identify the utensil that best exemplifies the contribution your institution makes and go stand by it

Introduce yourself to others Share with them the reasons for your choice Have one person ready to summarize your

discussion

Getting Started Activity – Round 2

Think about how you hope to feel by the end of the workshop

Identify the animal that best exemplifies how you would like to feel by the end of workshop and go stand by it

Introduce yourself to others Share your reasons for your choice Have one person ready to summarize the discussion

Workshop Goals

Define the core institutional competencies Identify essential leadership and management skills need to

develop your organization Define the components of a resource mobilization plan Analyze best practices in core management systems Use a systematic process for consulting Identify approaches to improve governance structures Develop strategies for keeping up to date technically Prepare a plan to apply what you learned in this workshop

Workshop Norms

Active and balanced participation Listen for understanding Be open to new perspectives Respect others’ views Ask questions to see clarity Honor time commitments Turn off cell phones

Core Organizational Competencies

Conceptual Framework

ManagementSystems

GovernanceConsulting

and Training

Skills

Resource

Mobilization

Technical Competence

Organizational Development

Core Organizational CompetenciesDefinitions

Organizational Development- strategic and operational planning

- leadership and management- team-building- organizational structure

Management Systems- financial management, procurement, IT, HR, administration

Organizational Competencies (cont.)

Technical Expertise- ability to access tools and methodologies- develop a technically qualified workforce

Resource Mobilization - business planning- capacity to access funding

Consulting and Training Skills

Core Competencies (cont.)

Governance- structure of governance system

- developing effective boards of directors

Organizational Self-Assessment

In your organizational pairs Agree on a rating for each item in the self

assessment instrument in your manuals

Take 20 minutes

Organizational Development

Leading and Managing

GRAEME, ADD SLIDES

Strategic Direction

Definition: Determining the main organizational priorities to guide decision-making

Strategic thinking or strategic direction instead of strategic planning

Strategic Thinking Process

Define the process and the outcomes - why are you doing this - issue that need to be addressed Identify stakeholders or clients that need to be involved – e.g.

donors, staff, board members, partners Clarify the mission and vision - mission (who we are and what we do) - vision (what we want to become) - values (norms that guide us and define our culture

Strategic thinking process (cont.)

Identify strategic issues facing the organization - what are our fundamental challenges? e.g.

mission, services, financing, management, etc) Formulate strategic goals or priorities - our response to the strategic issues Develop implementation plan for each priority

Guidance in Implementation

Minimize time between thinking and action Don’t collect too much data or information Involve others in the organization to build

understanding and commitment Don’t take took long to develop the plan Maintain the agility of a small organization You can start implementation on some items before

whole plan is developed

Key Questions to Guide the Process

What do we want to achieve? What can we do to ensure that the process is not just

an interesting exercise and is actually used to guide decisions

What will the final product look like? Who writes it? How long will the process take? What is the context that frames this process? Do we form an internal task force to guide the

process? What is the role of the board?

Introducing the Case Study

Center for Health Reform Founded and led by Dr. Alioune Ndiaye since 1999 Mission is to improve quality and access to priority

population and health services through reform of the health sector

Works mostly in planning and policy 10 full-time employees Annual revenues of CFA 150,000 90% of funding comes from MOH and WHO

Case Study – Part 1

Individually Read Part 1 individually and think about the

questions at the end (10 minutes)As a group Answer the questions at the end of Part 1 Have one person capture the group’s response and

be prepared to report outYou have 40 minutes as a group