Our approach to implementing HICD projects is founded on the following principles:
Focus on sustainability. IBI plans all HICD activities to transfer the ability to implement HICD to local professionals and partner institutions.
Build on the assets available to improve service delivery that are already in place in a counterpart institution.
Use an adaptive model so that our work is always aligned with current and emerging host country priorities.
Implement in a culturally sensitive manner, recognizing the unique characteristics of the host country society and its history.
Intervene without doing harm, ensuring that programming is inclusive, and does not intentionally or unintentionally exacerbate existing socio-political cleavages.
Maintain flexibility by integrating HICD with other Performance Improvement Models in order to provide the best solution package tailored to clients specific situation.
Our HICD Projects
At the end of 2014, IBI began work on the Justice Administration and Management Support (JAMS) project to build the capacity of the Ministry of Justice in Liberia. The project was designed by the Department of State Bureau of International Narcotics and Law Enforcement Affairs and the Government of Liberia with a goal of improving the Ministry’s capacity to carry out administrative tasks to support its operations as well as the work of its many constituent organizations. The approach established a cyclical process of continuous performance improvement through the use of a performance monitoring system.
IBI worked in partnership with USAID/Liberia for the past six years to improve public sector governance and performance. Under the five-year, $50 million USAID Governance and Economic Management Support project (USAID-GEMS), IBI applied USAID's HICD model to public sector capacity building. Previously, IBI incorporated elements of HICD into its implementation of the Governance and Economic Management Assistance Program (GEMAP) in Liberia between 2006-2010. This highly successful, multi-donor program, the majority of which was funded by USAID and implemented by IBI, stabilized public financial management and economic governance in the aftermath of prolonged civil conflict, and is emerging as a model for building economic governance in post-conflict environments.
Kosovo Transformational Leadership Impact and Performance Evaluation (TLIPE)
The Transformational Leadership Project was a comprehensive six-year initiative that consisted of five separate but interrelated components implemented under three awards. The Transformational Leadership Impact and Performance Evaluation Project (TLIPE) was a project implemented by IBI to evaluate the leadership of Kosovar students who have received a scholarship to study in the US, and study the impact of interventions with the University of Pristina.
Nepal Organizational Management Assessment
IBI’s team conducted an Organizational Management Assessment of the USAID/Nepal Mission. The goal of this assessment was to identify opportunities for improving performance and to define a more effective organizational/management structure – including personnel categories, team and staff responsibilities, reporting structures, etc.- to better support implementation of the new USAID/Nepal Country Development Cooperation Strategy.
IBI's team conducted a performance assessment, including detailed process mapping, in order to recommend prioritized changes to the Mission's structure, roles, work processes, gender and social inclusion, and performance management. IBI also facilitated a change management process for Mission staff.
Liberia Administrative and Support Services (LASS)
IBI began work on the Liberia Administrative and Support Service Program during the first half of 2015. This thirty-month, $4 million project was carried out in Liberia through October 2017. The purpose of the USAID Liberia Administrative and Systems strengthening (LASS) program was to work with the Liberian National Elections Commission (NEC) to strengthen key institutional systems, policies, and procedures in areas such as human resources, budgeting and financial management, asset management, strategic planning, and procurement. IBI facilitated an iterative process whereby the NEC defined its reform priorities, decided on solutions that make sense, and established feedback mechanisms to enable continuous improvements. The anticipated result is a more effective and efficient organization capable of fulfilling its mandate without excessive outside support.