Household Economic Strengthening Activities 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 ID: 606428
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Slide1
Organizational Capacity and Partnerships for
Household Economic Strengthening ActivitiesSlide2
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 capacitySlide3
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, 2011Slide4Slide5
Why HES Activities?Slide6
Why HES Activities?
Benefits to target audience
Benefits over other types of interventions
Benefits to organization (mission fit, strategic objectives, etc.)Slide7
Health Kits
???????
???????Slide8
Organizational CapacitySlide9
Organizational Capacity
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?Slide10
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
ToolSlide11
Technical and Organizational Capacity Assessment Tool (TOCAT
)
Core Functional Areas
Principal 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 NetworkingSlide12
Core Functional Areas
Principal 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
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
)Slide13
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 InfluencesSlide14
How can we use these tools?Slide15
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”?Slide16
HES For VC Guidance
Key question
Why 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.Slide17
HES For VC Guidance
Key question
Why 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 planSlide18
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
.Slide19
Designing HES Activities
A poor HLA can lead to adoption of HES activities that…
Are of little or no value
H
ave 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 Slide20
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 Slide21
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 Slide22
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 Slide23
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 Slide24
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 Slide25
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 Slide26
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 wellSlide27
Implementing HES Activity
Savings Groups
Cash Transfers
Asset Transfers
IGAs – example? Slide28
Key Decision Points?Slide29
PartnershipsSlide30
Discussion QuestionsSlide31
Four Core Principles for Strong Partnerships
CHAMPIONSlide32
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 don’t have sufficient staff expertise currently, do they have the necessary resources to recruit new staff or consultants?Slide33
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?Slide34
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?Slide35
How are Partnerships Formed?
Partner 1 Input
Partner 1 Input
Partner 2 Input
Partner 2 Input
Final Proposal or Plan
Final Proposal or Plan
Vs.Slide36
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?Slide37
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 Women’s Development
COOPERATIVE SOCIETIES
Grants/Donor Agencies (WASH, UNICEF etc.)
NGOs and CBOs
MFB
CSOs
Media
Traditional institutions
Religious institutions