Analysis of institutional capacity gaps of
local health CSOs in Kenya;
Challenges and Lessons learned
Author: Purity Njagi
Presenter: Henry Kilonzo
FANIKISHA Institutional Strengthening Project
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Back ground
Goal: Sustained improvement in the health and well-being
of all Kenyans
• Aim: to ensure and sustain CSO contribution in the
health sector
• Target: 10 national-level CSOs and their affiliates
 Expected results;
 Strengthen leadership, management, and governance of
CSOs
 Increase access and use of quality data for evidencebased decision making
 Improve quality of institutional strengthening for CSOs
•
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Description of context
• The growth of CSOs in Kenya has been very rapid
• A significant proportion of community health grants
have been channeled through international CSOs
• Why international NGOs?
• Capacity of the local CSOs remains low
•
•
Weak national coordination and regulation structures
for CSOs
Organisational capacity is a key eligibility criterion for
funding to local CSOs.
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Approaches adopted
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Methodology used;
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Click
to edit
CSO
Scoring
Matrix
title style
Master
Score Level Definition
Score 1:
The CSO does not have the relevant tool and/or function in
this subcategory
Score 2:
The CSO has a tool and/or function but does not meet the
desired quality or it is incomplete – whether applied or not
Score 3:
The CSO has the desired tool or function, is complete, is of
good quality but is not applied at all or consistently to support
the CSO institutional processes.
Score 4:
The CSO has a tool or function, is complete, is of good quality
and is applied consistently to carry out the CSO institutional
processes. This is the desired standard for the subcategory
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Findings
• The assessment revealed critical capacity gaps
that require strengthening
• Institutional strength varied amongst CSOs
and across the 10 capacity categories.
• Seven CSOs demonstrated overall
satisfactory capacity, while six CSOs
demonstrated low capacity.
• Grant management emerged as the weakest;
where all CSOs scored 1 or 2.
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Challenges and counter-strategies
employed
Challenges
Counter strategies
CSOs perception on capacity
assessments as a selection
criteria
Held pre- assessment meeting to manage
expectations and clarify objectives of the
Assessment
Divergent views between staff
and management on capacity
status
FANIKISHA technical advisors were present
to provide technical guidance on the
expected standard
CSOs overrating their capacity
Onsite review of documents and systems
provided tangible evidence to guide on the
actual gaps
Lack of disclosure in presence of Assurance to all participants of the need
key stakeholders.
for confidentially on the process and any
information disclosed
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Evidence of success and
achievements
• Accelerated performance
by
CSOs,
as
some
commenced
implementation
of
the
OCA
recommendations
prior to award
“This process has been a great learning for
us. …………………….. ……..which has been very
comprehensive all the way from systems
assessment and the final discussions on our
organization’s capacity. Even if we are not
selected to partner with FANIKISHA, we will
definitely address the gaps that you have
helped us identify.”
-- Wilfred Owuor,
CEO of Omega Foundation, Kisumu
FANIKISHA Institutional Strengthening Project
“This is an honest evaluation. We have heard comments in
the past from members saying NEPHAK does not have
adequate capacity. Now we have the confirmation. We will
work to fill the gaps identified and also move this to our
constituent community levels.”
---Rahab Mwaniki, Resource Mobilization Manager,
NEPHAK
“After we concluded the organizational capacity
assessment with FANIKISHA, we immediately
developed a resource mobilization strategy, which is
one of the key gaps that we identified during the
process.”
Philip Waweru, Executive Director,
National Organization of Peer Educators
(NOPE)
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Lessons learnt
• Engaging and participation of stakeholders
ensured objectivity in the assessment
• Leveraged resources as stakeholders were
made aware of existing capacity
• The approach stimulated reflection, learning,
and dialogue among CSO staff
• The approach ensures gaps and opportunities
are examined, and ideas for addressing them
generated real time.
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Conclusion
• The OCA was a participatory tool designed
to assist CSOs to identify their strengths,
weaknesses and institutional strengthening
needs
• The participatory approach stimulated
ownership of the findings by all (staff,
management and board)
• The approach has facilitated positive uptake
of technical assistance and mentorship to
CSOs.
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Enabling Kenyan Civil
Society Organizations for
Lasting Health Impact
Funding was provided by the United States President’s Emergency Plan for AIDS Relief
(PEPFAR) and the United States Agency for International Development (USAID) under
Cooperative Agreement AID-623-A-11-00029.
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