DSD DFID HIVAIDS MSP

1
DSD DFID HIV/AIDS MSP

• Arresting the threat of HIV AIDS

Service Delivery Learning Academy 15 August
2007 Zanele Nxumalo zanelen_at_socdev.gov.za
2
Presentation Outline

• Background
• Strategic Significance
• HCBC Capacity Building Model
• M E plan
• Programme Progress
• Advantages and Critical Challenges

3
1. Background

• Funding and Management Arrangements
• Part of DSD DFID HIV AIDS MSP
• DFID Sole funder
• Partner
• DSD HIV AIDS Chief Directorate

4
1. Background contd

• Capacity building of HCBC Project
• Anecdotal evidence during HIV AIDS Conditional
  Grant Monitoring (2000 2005)
• Commissioned research
• Mapping of HCBC organisations (2004/05)
• Evaluation of Cost Process Indicators (2005/06)
• Audit of Caregivers (2006/07)
• Management capacity Situational Assessment and
  Needs Assessments (2005/06)
• Dramatic and uncoordinated increase of HCBC org
• Provide a variety of HCBC services
• Previous training focused on technical skills
• Lack of management capacity

5
2. Strategic Significance

• Joint Health Social Development MINMEC
  mandated DoH DSD to establish HCBC services
• EPWP massification strategy
• Joint targets by DoH DSD (6 934 in 2008 9 470
  in 2008/09)
• National Strategic Plan (2007)
• HIV AIDS STI National Strategic Plan (2007
  2011)
• Goal 8 Mitigate impact of HIV AIDS and enable
  social environment by expanding HCBC as part of
  EPWP and strengthening the implementation of OVC
  policy and programme
• Interventions
• Recruit and train new CCG
• Increase the proportion of registered CSO
  receiving organisational support and mentoring
• National Strategic Plan (2007) DSD Strategic
  Plan (2007-2010) targets at capacitating 600 HCBC
  organisations
• DSD Strategic Plan (2007/8 2009/10)
• National priority and departmental mandate.

6
3. HCBC Capacity Building Programme Model

• Major elements
• 1. Situation analysis and needs assessment
• 2. Acceleration of training provider
  accreditation
• 3. Capacity building and mentorship
• 4. Monitoring and evaluation

7
3. HCBC Capacity Building Model

• Management Capacity Building Situational Analysis
  and Needs Assessment
• Aim
• Commissioned to inform HCBC Management Capacity
  building programme
• To assess management capacity among HCBC
  organisations in South Africa and to make
  recommendations for the design and content of the
  capacity building programme.
• Design
• Rapid qualitative study
• Convenient sampling 15 HCBC organisations
• Final draft produced

8
3. HCBC Capacity Building Model

• Programme Beneficiaries
• Primary Beneficiaries
• HCBC Organisations
• Secondary Beneficiaries
• Mentoring Organisations
• District Officials

9
3. HCBC Capacity Building Model

• Expected Outcomes
• Programme
• A refined management capacity building and
  mentorship model
• Improved service delivery through increased
  management capacity
• HCBC Organisations
• Improved management capacity of selected HCBC
  organisations
• Mentoring Organisations
• Improved management capacity of the mentoring
  organisations
• Improved mentorship capacity of selected
  mentoring organisations
• District Officials
• Improved HCBC coordination and management systems
  between district and HCBC organisations
• Improved service delivery through increased
  management capacity

10
HCBC Capacity Building Model 1
11
HCBC Capacity Building Model 2
12
3. HCBC Capacity Building Model Core Concepts
13
3. HCBC Capacity Building Model Phases of
Implementation
14
3. HCBC Capacity Building ModelProgramme Sites
15
3. HCBC Capacity Building Model Major Deliverables

• Project Plan and budget
• Progress report
• Capacity Assessment Report
• Capacity Building Plan
• Capacity Building Materials
• Mid terms evaluation report
• End of Programme report

16
4. Monitoring and Evaluation Plan

• Documentation of the Model
• An efficient and useful monitoring system.
• Formative evaluation to provide information for
  managing programme development.
• Summative evaluation to understand the outcomes
  of the programme and the possibilities for
  rolling out at national level.

17
5. Programme Progress
18
6. Advantages Critical Challenges

• Managed by DSD increases sustainability chances
• Benefits various stakeholders - government
  officials particularly district officials, HCBC
  and mentoring organisations
• Comprehensiveness - 8 focus areas
• Complies with SAQA y
• Sustainability plan of outcomes - planned from
  organisational to national level
• Attrition rate - training three five personnel
  per organisations
• NB to facilitate skills transfer within the
  organisations and to minimize interruption and
  ensure continuity of HCBC service delivery.
• Involvement of district officials ensures
  consistent participation and compliance of HCBC
  organisations and improves the relevance of the
  training content

19
6. Critical Challenges

• Selection of appropriate relevant MO
• Retention of critical stakeholders
• Minimising negative effects on HCBC service
  delivery
• Harmonisation of learning programmes by different
  service providers
• Capacitating mentoring organisations and mentors
  to deliver high quality mentorship
• Balancing a practical and sustainable programme,
  speedy delivery and quality
• Harmonisation, alignment standardisation to
  improve project effectiveness
• Lack of resources and infrastructure

20
Addressing Challenges

• Collective M E workshop facilitates
  standardisations
• Phase implementation accommodates provincial
  readiness and integrates early experiences
• Intensive M E informs implementation and
  sustainability plans
• Frequent communications with partners increases
  ownership and strengthens partnership
• Grants for HCBC and MO increases skills
  application
• Role clarification and delineating communication
  channels facilitates project management
• Increasing involvement of mentoring organisations
  alleviates resistance to standardisation
• Selection of beneficiaries and trainee, a
  political exercise was managed effectively