Organizational Sustainability through Systematic Capacity Building

1. Organizational Sustainability through
Systematic Capacity Building
By Philip Waweru Mbugua – National
Organization of Peer Educators (NOPE), Kenya

2. About NOPE
 Established in 2000 under
USAID/FHI/IMPACT
project in Kenya
 Growth in revenue and
Staffing
 Areas of intervention
(youth, key populations at
risk, formal and informal
workplaces, community
health strategy) Public-
private partnerships: HERproject, a PPP
improving women’s access to reproductive health
information and services in Flower farms. Supported by
brands such as; Marks and Spencer, Sainsbury and
Tesco through Business Social Responsibility (BSR)
(own slide)

3. Capacity Building Journey
 FHI 360 (2003-2008)  MSH/FANIKISHA
 Setting up of (2012-current)
organizational systems  Supporting Institutional
and structures (e.g. strengthening for more
Board establishment, local Civil Society
financial systems) Organizations(CSO)-
 JSI/TA-NPI (2009-2012) affiliates
 Annual Organizational
Capacity Assessment
 Strengthened
Organizational systems

4. Capacity Building Process
 Focused, consistent and result-oriented technical assistance guided by
organizational and technical capacity assessments (OCA and TCA) – JSI &
FANIKISHA
 Process is demand-driven and interactive
 Self-Scoring
 Interactive process – when new challenges arise, mentoring and coaching
available
 Graduation stages and indicators (FANIKISHA)

5. Results of Capacity Building  Board composition more inclusive;
• Improved Governance greater involvement in decision making;
board policy, succession planning
 Sound Financial and Grant management
as a Prime (e.g. USG/PEPFAR NPI 3-year
• Strengthened Systems US$ 5.6 million grant);
 Successful 3 A-133 Audits and 2 OIG
Audits with Price Waterhouse Coopers
• Improved Delivery of Services  Expanded program areas
 New Funding and expanded
partnerships (EU, FANIKISHA, Uganda)
 Stronger M & E programs,
 NOPE International Institute

6. Challenges
 Slow start-up of activities  Resistance to change at
and low burn-rates different levels (need to
 Resource intense (time prepare staff for change)
and money)
 The complexity of
establishing a NICRA or
equivalent for local
organizations

7. Key Lessons Learned
• Planned and mentored capacity building enhances
sustainability and improvement of program quality
• Strong systems increase trust and credibility
• New partnerships and opportunities are often a
result of increased capacity
• Good capacity building focuses on increased
quality and access of services in communities

8. NOPE ADVISORY BOARD