DSD DFID HIV/AIDS MSPArresting the threat of HIV &

AIDS

Service Delivery Learning Academy 15 August 2007

Zanele Nxumalozanelen@socdev.gov.za

Presentation Outline1. Background2. Strategic Significance3. HCBC Capacity Building Model4. M & E plan5. Programme Progress6. Advantages and Critical Challenges

1. Background Funding and Management Arrangements• Part of DSD DFID HIV & AIDS MSP• DFID: Sole funder• Partner

– DSD HIV & AIDS Chief Directorate

1. Background –cont’d 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

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.

3. HCBC Capacity Building Programme Model

Major elements1. Situation analysis and needs assessment 2. Acceleration of training provider

accreditation 3. Capacity building and mentorship4. Monitoring and evaluation

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

3. HCBC Capacity Building Model

Programme BeneficiariesPrimary Beneficiaries• HCBC OrganisationsSecondary Beneficiaries• Mentoring Organisations• District Officials

3. HCBC Capacity Building Model

Expected OutcomesProgramme• A refined management capacity building and mentorship model• Improved service delivery through increased management capacity HCBC Organisations• Improved management capacity of selected HCBC organisationsMentoring Organisations• Improved management capacity of the mentoring organisations• Improved mentorship capacity of selected mentoring organisationsDistrict Officials • Improved HCBC coordination and management systems between

district and HCBC organisations• Improved service delivery through increased management capacity

HCBC Capacity Building Model 1

HCBC Capacity Building Model 2

3. HCBC Capacity Building Model Core Concepts

3. HCBC Capacity Building Model Phases of Implementation

3. HCBC Capacity Building ModelProgramme Sites

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

4. Monitoring and Evaluation Plan

Documentation of the ModelAn 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.

5. Programme Progress

Province District # (HCBCs) Phase

NC Francis BaardPrixley KaSeema

30 Phase 1

LP VhembeWaterberg

25

EC O. R. ThamboCacadu

25

KZN DurbanMidlandsUlundi Pietermaritsburg

50 Phase 2Early

Phase 2 Advanced

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

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

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