Organizational Capacity and Partnerships for Household Economic Strengthening Activities

1. Organizational Capacity and Partnerships for Household Economic Strengthening Activities

2. 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 capacity

3. 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, 2011

5. Why HES Activities?

6. Why HES Activities? Benefits to target audience Benefits over other types of interventions Benefits to organization (mission fit, strategic objectives, etc.)

7. Health Kits ??????? ???????

8. Organizational Capacity

9. Organizational Capacity 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? Overall OC What do you do? How well do you do it? How strong are your ‘systems’?

10. 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 Tool

11. Technical and Organizational Capacity Assessment Tool (TOCAT)

12. Technical and Organizational Capacity Assessment Tool (TOCAT)

13. SWOT – HES ACTIVITIES Internal Factors Positive Influences Negative Influences External Factors

14. How can we use these tools?

15. 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”?

16. HES For VC Guidance

17. HES For VC Guidance

18. Designing HES Activities • 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.

19. Designing HES Activities • A poor HLA can lead to adoption of HES activities that… • Are of little or no value • Have 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

20. 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

21. 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

22. Designing HES Activities • Identifying and targeting appropriate direct and indirect beneficiaries… • ???

23. Designing HES Activities • Identifying and targeting appropriate direct and indirect beneficiaries… • …???

24. 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’

25. 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

26. Designing HES Activities • 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 well

27. Implementing HES Activity Savings Groups Cash Transfers Asset Transfers IGAs – example?

28. Key Decision Points?

29. Partnerships

30. Discussion Questions

31. Four Core Principles for Strong Partnerships CHAMPION

32. Choosing a Partner • 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? 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?

33. 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?

34. 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?

35. How are Partnerships Formed? Final Proposal or Plan Partner 1 Input Partner 2 Input Vs. Final Proposal or Plan Partner 2 Input Partner 1 Input

36. 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?

37. 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