CAPRICORN DISTRICT MUNICIPALITY

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CAPRICORN DISTRICT MUNICIPALITY

• DISTRICT-WIDE HIV AND AIDS RESPONSE PROGRAM
• 02 DECEMBER 2005

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Who is Capricorn

• The District is made up of five Local
  Municipalities, namely
• Aganang
• Blouberg
• Lepelle-Nkumpi
• Molemole
• Polokwane

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Socio Economic Analysis TOTAL POPULATION (1
154 692)
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SOCIO-ECONOMIC ANALYSIS
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SOCIO-ECONOMIC ANALYSIS
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The Constitutional Mandate ofLocal Government

• Provide democratic and accountable local
  government
• Ensure provision of services to communities
• Promote safe and healthy environment
• Encourage involvement of communities

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The IDP Rationale

• Tool for developmental local government
• Helps overcome apartheid legacy of
  underdevelopment
• Strengthens democracy and institutional
  transformation
• Assists in
• Promoting inter-governmental and sectoral
  co-ordination
• Speeding up service delivery

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Strategic Thrusts as per IDP

• Quality of life perspective with emphasis on
  basic services
• 5 broad strategic areas

Service Delivery (Infrastructure)
Economic dev Job creation
Social Development
Financial sustainability
Institutional Dev capacity
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District Planning Framework
PROVINCIAL , NATIONAL GOVERNMENT, OTHER SECTORS
SECTORAL ALIGNMENT CO-ORDINATION ADVOCACY FACILITA
TION MONITORING
IGR
STAKEHOLDER FORA
DISTRICT CO-ORDINATION
FORA
LOCAL MUNICIPALITIES
PEOPLE, STRUCTURES,PEOPLE BETTER LIFE
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DISTRICT PLANNING FRAMEWORK

• CLUSTER APPROACH
• BASIC SERVICES
• ECONOMIC
• SOCIAL
• INSTITUTIONAL TRANSFORMATION

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STAKEHOLDER PARTICIPATION MODEL
Business Community (10 000)
Academic Institutions (5)
Traditional Leaders (29)
Media (12)
NGOs, CBOs Cultural Organisations (100)
Employees Councillors (172)
Communities (1 154 692)
Sector departments Parstatals (12)
Local Municipalities (5)
CDM
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HIV AIDS BACKGROUND

• In 2002/3, District AIDS Council established.
• May 2003, DAC convenes first its workshop.
• Recommendations adopted Basis for future work.
• 2002 Annual Antenatal Survey HIV Prevalence
  13.89 and in 2003 at 20.

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HIV AIDS BACKGROUND

• 2003/4, Developed a district-wide response
  strategy that rest on the following pillars
• Partnerships
• Prevention
• Care, Treatment and Support
• Human Legal Rights
• Research and Development
• M E

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HIV AIDS BACKGROUND

• 2003/4, Developed a district workplace policy
  resting on the following pillars
• Recruitment and Selection
• HIV Testing and Confidentiality
• Grievance Handling
• Leave
• Handling, Care Support for Infected/affected
  employees
• Both Response Strategy and Workplace Policy
  adopted by Council in early 2004/5

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GOVERNANCE STRUCTURES

• District AIDS Council (Including locals).
• Municipal Council (Mayoral Management)
• HIV and AIDS Steering Committee, chaired by the
  Program Manager
• HCBC Forum (District Locals)
• District Health Council

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COMMUNITY RESPONSE FOCUS

• PHC Facilities not coping.
• Therefore, Community Based solutions
• Informed by legislative mandate coordination
  and support.
• Following investigation, deliberate focus on Home
  Community Based Care.

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Home Community Based Care

• Over 110 HCBC Organizations.
• Over 700 Care Givers with varying capacity
  profiles.
• Funded and non-funded HCBCs.
• Non-regulated environment, therefore increasing
  organizations.
• Established Carers Forum at district and local
  levels.
• Convene monthly coordination and reporting
  meetings.

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Home Community Based Care Model

• Care group/centre that provides services to
  patients and families/households.
• Community/village focus
• Linked to a clinic/hospital for referral
  purposes.
• Strong partnership with DoHSD, other sector
  Departments, LMs and Traditional leaders.
• Provision of support both financial and skills.

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Workplace Focus

• Newly established.
• Emphasis on employee wellness, largely outsourced
  service.
• September 2005, district-wide HIV KAP prevalence
  profiling.
• Results about to be released.
• Outcome to inform overall workplace interventions
  in addition to primary expectations like VCT,
  leadership Management training, etc.

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Monitoring and Evaluation

• Program Manager has an annual performance plan.
• Line Managers have related specific performance
  indicators.
• Monthly Reporting (overall stakeholder inputs)
  quarterly/annual performance report.
• Reports serve before the governance structures
  (District Health Council).

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CHALLENGES

• Increasing demand for services.
• High poverty levels.
• Limited resources/allocations.
• Information management.
• Impact on quality of life.
• Integrated planning, funding and implementation.
• High levels of ignorance

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I Thank You!