The Challenge Initiative (TCI) in East Africa OUR COMPANY A - - PowerPoint PPT Presentation

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August 15, 2017| Washington, USA

The Challenge Initiative (TCI) in East Africa

A Government - Owned, Business Unusual Approach To Scale Up

Nelson A Keyonzo – East Africa Hub Project Director

• Taking proven Tupange

innovations to more geographies in East Africa in a participatory way, emphasizing country- leadership for sustainability

• Using a systematic and

phased approach to scale up

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Stage 1: Marketing &

advocacy to introduce the TCI concept and garner interest

• Initial Marketing Meeting to 27

Counties

• Expression of interest and letters of

commitment

• One on one visits and joint meetings

with county health managers

• County health & TCI team meetings

to plan for landscaping and proposal development

• Communicating to counties not

prioritized in year 1 and keeping them “warm” for future implementation

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• Review of Tupange interventions
• Landscaping at the geography level to identify FP

gaps/needs within counties:

• Landscaping analysis and validation of information
• Gap identification
• Setting of FP priorities
• Pre-award assessment
• Initiation of discussion on county engagement mechanisms

Stage 2: Landscaping and proposal

development

TCI Landscaping: Discussing the approach with community health workers

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• Discuss and agree on

implementation mechanisms

• Memorandum of understanding

(MoU)

• Fixed amount award

mechanisms for funding flows

• Technical assistance/coaching

plans

• Initiate implementation plan
• Impact of elections and

electoral change

Stage 3: Implementation

TCI East Africa Hub team shifts from a proactive to a facilitative mentoring/coaching role Counties actively leading and owning implementation Continuously reexamining the resource team

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Change in mindsets required at two levels:

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• How to deal with government

bureaucracies in financial accountability and transparency that will have an impact on financial reporting

• Multiple administrative structures

in a devolved system

• Shifting to a more demand

driven, mentoring and facilitative approach takes time

Challenges

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• Participatory process key to securing

government ownership

• Due to weak county capacity, high level of

mentoring/coaching in proposal-writing and implementation are needed

• Reaching consensus on guiding principles

and implementation mechanisms at the

• utset is essential

Key learnings about moving towards sustainable scale up

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• The concept of self-selection can be “ risky“and

requires a balanced approach

• It is not easy to scale up rapidly in new localities

with a lean and mean team, with less resources and the business unusual approach

• Having continuity in the team to guide scale up is

critical; however, they must shift their mindsets to the new scale up-focused approach

Key learnings (continued)

Conclusion:

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Rapid scale up might not be as rapid as we would like it to be, but government

• wnership will have been established,

which is key to sustainable scale up

Government ownership

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“This is different from the

• past. What we do will not

belong to the donor. Now we are together, creating

• pportunities for the

community to have access, not just now but in the future.”

~ Dr. Betty Langat, County Director of Health, Kericho County, during landscaping opening meeting