Post on 17-Oct-2019
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