CAPACITY DEVELOPMENT ANNUAL REPORT Global Fund Round 8 Phase 1

Transcription

1 CAPACITY DEVELOPMENT ANNUAL REPORT Global Fund Round 8 Phase 1 Revised on 10 July 2012 The goal of the Capacity Building Plan is to improve the performance of all sub-recipients in implementing their programmes through developing their capacities, thus leading to the better performance of the Global Fund Grants. 1. EXECUTIVE SUMMARY This report summarizes the key achievements and challenges from the implementation of the Capacity Development Plan supporting the Global Fund Round 8 grants in Phase I. Following the appointment of UNDP as the Principal Recipient, the PR committed to implementing a plan to build the capacity for each of the Sub-Recipients aiming to address any weaknesses in financial management, program management and monitoring and evaluation. A plan for developing these capacities was developed in collaboration with the SRs from January-March Following review by the CCM Sub-Committees, it was endorsed by the CCM and the Global Fund by the 22nd July, with a total approved budget of $1,648, The Capacity Development Program was launched with the participation of the SRs from October The program focused on individual skill building and awareness-raising, mainly through the provision of workshops covering particular thematic or functional areas. Summary of activities: Total of 794 people were trained in M&E. Total of 141 people were trained in Finance. Total of 796 people were trained in other subjects, ranging from Program Management, Strategic Planning, and Managing Sub Sub-Recipients to improving computer skills. 20 new staff members were recruited. 57 PCs/Laptops were purchased. Tools/documents have been developed. Budget: The total spend for the four quarters was 88% of budget. Numbers of SR personnel trained: Phase I Training Targets versus Actual Target No of People to be Trained No of Days Planned Actual Numbers Trained Actual No of Days Variance People Variance Days M&E Training Sub-Total Finance Training Sub-Total Other Training Sub-Total

2 Challenges identified in Phase I and Lessons Learnt for Phase II: 1. There is a need for increased coordination of Capacity Development activities. In Phase II this is aimed to be addressed though Capacity Development Reviews within the SR Quarterly Meetings and support from the Ministry of Health Global Fund Grants Coordinator recruited at the beginning of Phase II. 2. The time scale for implementation was very short in Phase I in reality activities were implemented from October 2010 to September The Phase II plan is a longer term plan over three years, enabling a more comprehensive view of capacity development and time to manage change. 3. The Phase I plan was difficult to measure in terms of impact. Phase II includes overall objectives and indicators which aim to show the impact of the Capacity Development program as a whole. 4. Implementation took time to start; as a result set up activities for Phase II aim to ensure that start-up is as planned, and there is no loss in implementation time. 5. Capacity Development Plans need to be reviewed and where necessary re-planned regularly to take account of the changing needs and the external environment (both financial and programmatic). Table of Contents 1. EXECUTIVE SUMMARY BACKGROUND IMPLEMENTATION SET UP IMPLEMENTATION PROCESS BUDGET IMPLEMENTATION: SUMMARY OF ACTIVITIES EVALUATION LESSONS LEARNT & NEXT STEPS ANNEX 1 ACTUAL SPEND CAPACITY DEVELOPMENT PLAN PHASE I ANNEX 2 CAPACITY DEVELOPMENT PLAN PHASE I ACTIVITIES

3 2. BACKGROUND The Global Fund to Fight AIDS Tuberculosis and Malaria (GF) granted Zimbabwe Round 8 HIV, TB and Malaria grants totalling over $483 million over five years with an amount of $179.9 million to be implemented during the first two years starting in January The United Nations Development Program (UNDP) is the Principal Recipient (PR) for all three diseases in addition to the cross-cutting Health Systems Strengthening (HSS) component. As agreed during the negotiations of the Round 8 grants, the Principal Recipient committed to implementing a plan to build the capacity for each of the Sub-Recipients aiming to address any weaknesses in financial management, program management and monitoring and evaluation. Targeted Organizations The targeted organizations under the plan all serve as Sub Recipients implementing the GF Round 8 grants, namely: o o o o o o o The Ministry of Health and Child Welfare HIV Program The Ministry of Health and Child Welfare National Tuberculosis Program (NTP) The Ministry of Health and Child Welfare National Malaria Control Program (NMCP) The National AIDS Council (NAC) The Zimbabwe AIDS Network (ZAN) The Health Services Board (HSB) The Storage and Distribution Agent: NatPharm CD Plan Development The plan was developed from January-March 2010, through a consultative process with all seven organisations. During consultation meetings there were detailed discussions on the organizations performance, Global Fund program implementation requirements and implementation dynamics; leading to agreement on the most suitable interventions that would meet the capacity needs. Other stakeholders who were working with the Sub Recipients were also consulted, including a range of national and international organizations. The plan was also based on needs identified within previous assessments conducted by the Local Fund Agent (LFA) and the Office of Inspector General s (OIG s) Country Audit Report. These assessments were thorough and detailed in some technical areas, while some other areas needed further information on capacity. These areas were mapped and some additional assessments were conducted to formulate a comprehensive picture of the capacity needs. Following review by the CCM Sub-Committees, the plan was submitted to the Global Fund on the 26 th April 2010, and after the SR prioritisation of the plan into year one and year two due to lack of funding for the complete plan, it was endorsed by the CCM and the GF by the 22 nd July. 3. IMPLEMENTATION SET UP The Capacity Development Program was launched with the participation of the SRs in Quarter There was a focus in the set up phase (Quarter 3-4) on developing clear processes for SRs to support implementation and an emphasis on monitoring the quality of the capacity development activities. Priority activities were reviewed with all Sub-Recipients for relevance and consistency of planned activities, and the processes and templates for the monitoring and reporting of capacity 3

4 development activities for use by the SRs were developed, along with Capacity Development Implementation Guidelines for use by the SRs. Coordination of CD Activities To support the implementation and coordination of the Capacity Development Plan, a Capacity Development Advisor started in November 2010 and a Capacity Development Specialist had been recruited to start in January However the candidate became unable to take up the position and as a result the consultant who supported the start-up phase of the program returned to support activities from the middle of March The Capacity Development Team worked closely with the PR Program Officers, Finance Team and M&E Team as CD is a cross cutting program. 4. IMPLEMENTATION PROCESS The implementation of the capacity development plan was two pronged. Activities that were peculiar to one SR were implemented with the respective SR taking the lead and with the PR offering technical support and review of relevant curricula or other documentation or processes. Certain activities within the Capacity Development Plan were common to a majority or all SRs and these activities were coordinated and implemented by the PR directly, to ensure the best possible use of resources, and that these activities focused on all SRs rather than selected SRs. Where the SRs took the lead in implementation, the activity was closely monitored by the PR to ensure the quality of the capacity development. This was done through an agreed process detailed in the above mentioned SR Capacity Development Implementation Guidelines. This process included support and guidance from the PR in the development of course materials, and reviewing any Terms of Reference for consultants. During the implementation of the activities the PR supported and monitored the activities in the following ways to ensure the full impact of all capacity development activities. 1. Workshops: Following the identification of trainers for workshops, the trainers worked closely with the PR and the SR on the development of objectives, agendas and tools for the workshops. The PR also worked with SRs to aim to implement pre and post-tests during the trainings to gauge the increase in knowledge and capacity of the participants from the training. Trainers were required to ensure that during the workshop participants complete both daily and full workshop evaluations. 2. Recruitment of Consultants & Staff: The PR and SRs worked together to develop TORs and job descriptions along with a proposed timeline for the recruitment. All consultants were requested to complete a report which was then shared with the PR following mission s completion. 3. Procurement: In line with the procedures of UNDP, all procurement was carried out by the PR. SRs were requested to submit specifications of the items that they required to be purchased. 5. BUDGET The total approved budget in July 2010 was $1,686, ($1,449,914 for the 6 SRs excluding Nat Pharm). Following two sets of budget amendments in Quarter 4 and Quarter 6 (both agreed with the CCM and the GF) the total approved budget for Phase I was $1,648, The following Table 1 shows the approved budgets for each Sub Recipient. 4

5 As no financial provision was made under the HSS Grant for Capacity Development activities, the CD activities for the Health Services Board were covered by the TB Grant. SUB-RECIPIENTS Grant Supporting Activities MOH HIV Programme HIV 235, National AIDS Council HIV 165, Zimbabwe AIDS Network HIV 153, MOH National TB Control Programme TB 371, Health Services Board TB 177, MOH - National Malaria Control Programme Malaria 208, In addition funds to NatPharm Malaria 269, cover NatPharm Organization Development Specialist All 30, capacity GFATM National Coordinator at MOHCW All 36, development TOTAL 1,648, activities were from the approved budget line for storage & distribution (Global Fund approval on 3 November 2011). US$ The final spend for the whole four quarters was 88% of budget. Areas that remained under-spent were salary lines. This was due to the length of time that recruitment took within all partners (both Sub Recipients and technical support partners). In particular, the Ministry of Health decided to re-start the recruitment of the GF Grant Coordinator position, meaning this position was not in place until Phase II; and the three Technical Support Positions were not filled until the end of Quarter 6 five months after the planned start date of January More detail on the spend throughout the year can be seen at the end of this report in Annex 1 6. IMPLEMENTATION: SUMMARY OF ACTIVITIES Summary Total of 794 people were trained in M&E. Total of 141 people were trained in Finance. Total of 796 people were trained in other subjects, ranging from Program Management, Strategic Planning, and Managing Sub Sub-Recipients to improving computer skills. 20 new staff members were recruited. 57 PCs/Laptops were purchased. 5 Tools/documents have been developed. 6.1 Key Achievements Phase 1 of the Round 8 Capacity Development Plan focused on individual skill building and awareness raising, mainly through the provision of workshops covering particular thematic or functional areas. 5

6 Training of Key SR Personnel The training included a strong focus on improving Monitoring and Evaluation skills in individuals; refreshing financial skills with an emphasis on GF requirements and systems; and improving individuals capacity to use relevant software to improve processes and systems within the Global Fund Grant, such as Pastel for financial management, and Microsoft Navision to support the management of supply and distribution of essential drugs. Where possible a Training of Trainers format was used to ensure the sustainability of all capacity development. External Training National Monitoring and Evaluation officers from four Sub Recipients attended an external training workshop on Monitoring and Evaluation. This was organized by the Graduate School of Public and Development Management, University of the Witwatersrand, Johannesburg, South Africa; in partnership with the World Bank. The course took place from 15th November - 4th December Additionally one manager from each SR was identified to attend a Management Development Program organised by the The Management Development Institute (MDI). The course focuses solely on Health Care Organizations and is an intensive program designed to enhance the leadership and management skills of program managers and leaders of sub-saharan African organizations, (both governmental and non-governmental) that are devoted to delivering health care services to underserved populations. The major goal of the MDI is to provide participants with the requisite management and leadership capacity to implement their stated national health priorities. The program was designed by the management faculty from the UCLA Anderson School of Management at the University of California at Los Angeles (UCLA) and by leaders of the African Medical and Research Foundation (AMREF). The MDI is delivered by instructors from UCLA, AMREF and by outstanding faculty from other African universities, including the Ghana Institute of Management and Public Administration (GIMPA), and the Graduate School of Business at the University of Cape Town (UCT). Stanbic Bank Financial Management Training Program As part of the pro-bono agreement between the Global Fund and the Stanbic Bank, the Stanbic Bank within Zimbabwe agreed to facilitate a package of financial management workshops. The aim of the overall agreement with the Global Fund is to strengthen capacity of GF fund recipients to allow them to perform their functions in a more effective and sustainable manner. As a result of this agreement, a comprehensive package of Financial Management Training was developed for all partners working under the Round 8 grants. The aim was to refresh existing financial management skills and to discuss new or additional GF financial management requirements with all SRs and SSRs. This was implemented from November 2010 to February The program consisted of the following activities: 1. Basic Financial Management training for all Sub Sub-recipients and Finance Officers from Sub Recipients. 2. Advanced Financial Management training for all Finance Managers from Sub Recipients. 3. Finance for Non Finance Officers training for all Sub Recipients to support programmatic personnel in the interpretation and use of budgets and financial monitoring, with a focus on the link between funds and programmatic results i.e.: Performance Based Funding. Stanbic Bank worked closely with the Financial Team within the PR to develop the curricula for the training and this team supported all the workshops. PR Capacity Development of SRs The PR designed and implemented three key workshops to ensure that these were accessible to all SRs working in the Round 8 grants. 6

7 A training workshop was held for program managers on Managing a Global Fund Grant. The training was facilitated by the Heads of Unit and supporting Officers from within the PR. The curriculum covered the roles and responsibilities of different groups within the GF; program planning and management; M&E; financial planning and management; asset verification; auditing; and data quality. The participant evaluations indicated that... All sessions were relevant to the work of the participants. After attending the workshop participants will be able to do their work better than before. Content of the training was aimed at the right level of the understanding of the participants. A training workshop was held on Managing SSRs or managing implementation and staff at the province and district level. The aim of the workshop was to enhance knowledge and skills of participants in selecting, assessing, managing and building the capacity of Sub Sub-Recipients. The participant evaluations indicated that... The workshop was very informative and interactive. It allowed participants to learn from each other s experiences. Participants are now better placed to deal with SSRs than before. The final workshop focused on Strategic Planning from May. The workshop was targeted at decision makers and key staff from sub-recipient organizations. The curriculum covered: o The Strategic Plan Development Process o Developing Vision, Mission and Core Values o Situational Audits o Goal Setting o Strategic Plan Implementation Framework The participant evaluations indicated that... Participants are able to take part in formulation of strategy and guide strategy implementation. The workshop was highly participative. Mentoring Program To ensure additional one-on-one support to individuals, the Capacity Development Plan included a program of mentoring for each of the three diseases. This was implemented by the three technical support positions embedded within the plan. The aim was to provide individual guidance and support to key individuals on agreed areas, to better enable them to do their job and as a result to improve the performance of the Global Fund grants. The three mentors worked with the three Ministry of Health disease programs and identified: 1. Key personnel to focus the mentoring on. 2. The methodologies through which the mentoring would be implemented (one-on-one meetings; phone calls; internet etc. 3. The means by which the success of the mentoring program would be measured. The measurement of the mentoring has been achieved by setting up the following: 1. The Mentor and each Mentee shared documents such as 2011 workplans, personal job descriptions and the GF Annual workplan format as part of the Mentoring Needs Analysis. 2. Mentor and Mentee together prepared a Mentee Development Plan detailing activities that hinder the achievement of planned targets on priority work areas, how these will be supported and the measures by which this will have seen to been achieved. 3. Mentor and Mentees signed a Mentoring Agreement which outlined how often the two will meet, the overall objectives of the mentoring and an agreed time when these will have been achieved. 7

8 4. Contact Logs and Mentee assessments were completed monthly to track progress. Challenges There was some initial resistance to mentorship. Some mentees were not ready to work with the mentor on the notion that they knew everything they needed to know and this was an unnecessary encroachment to their work styles. There was a need to work with mentees and the program manager to explain to mentees the purposes of mentorship. Staff were not always available in their offices for mentoring meeting due to field duties. Even when staff were in their office there were often workshops to be attended. To get time for mentoring, the mentor needs to be flexible enough to be able to take advantage of periods of time often at short notice. The fact that the mentor is external to the MoH Unit did assist in bringing a new perspective to organizational culture and development but this can also pose a challenge. The mentor may have little leverage or influence over the use of time by the mentee. Although the MoH unit s top management created an environment conducive enough to develop, nurture and maintain the mentoring program, the absence of some management positions in the MoH can limit the reinforcement of mentoring messages. In some areas the lack of clear job descriptions at national level made it difficult for mentees to stick to their roles and responsibilities with no accountability of tasks assigned. Weak delegation of duties to staff at the national level leads to staff having incomplete targets. Some provincial coordinators (mentees) face challenges of integration into the provincial team; they need regular onsite support visits to build an enabling working environment with the relevant issues on the provincial agenda. There was no allocation of resources to enable mentors to carry out on-site, participatory support to mentees during their support and supervision. There was no allocation of resources to hold peer meetings for mentees to share experiences and learn. Successes The development of strong self-awareness among many mentees. Having spent some time assessing their own strengths and weaknesses the program enabled many mentees to concentrate on their development areas and to focus on improvement. This also led to the development of more personal confidence. The mentoring program helped some staff to develop systems thinking skills. The example of the HIV M&E team showed that their ability to see where their roles fit into the AIDS &TB unit increased. They gained knowledge of the AIDS &TB unit as a whole and how programs are related and operate. The mentoring process helped some mentees to establish a clearer career focus. There are now strong relationships between mentees and mentors which allows mentees to call the mentor any time and ask for assistance. The introduction of continuous learning processes, and a realisation of the need to learn by mentees, who had not previously realised continuous learning was necessary. Improved focus by some mentees: Through mentor-mentee interactions and reference with their managers it became clear what the mentees roles were and what extra assistance they needed to perform their duties well. Lessons Leant from the Mentoring Program: It is vital to work with mentees in the preparation of individual workplans with clearly defined objectives, detailed activities indicators, baselines and targets and use the plan as a prime monitoring tool to track progress on resolution of issues. Flexibility is important to adapt the mentoring process to suit the program of each officer. The Mentor /Mentee relationship has to be renegotiated occasionally in order to accommodate new issues and address needs as they arise. Meeting contact logs should be used to capture clear and concise records of dates of meetings. Ensure periodic feedback and discussions to ensure continued development and support for the mentee. 8

9 Recommendations for Phase II Mentoring: Develop a formal and structured program to guide the implementation and to ensure clear standards and monitoring of the program. Prepare mentoring guidelines and tools drawing and adapting relevant material from National Clinical Mentoring Tools publications where available. Ensure there is adequate sensitisation of mentees at the beginning of the process in order to ensure the mentorship process is taken up much faster. Roll the program out to provinces and districts as the need is greater in these areas than at national level thus build capacity at Provincial and District levels and groom them to be Workplace Mentors. Use mentorship to facilitate and complement all capacity development activities within Phase II. Training is not always enough because the trainee does not retain or apply everything he has learned from a workshop. Mentor should visit Mentees at least twice a year at their own workplace to be able to observe the practical application of skills. Ensure that all positions have clear job descriptions, roles and responsibilities according to their TORs and use these as the basis for performance based evaluation of mentees achievements. Allocate a budget for mentoring activities; especially for site visitation to provincial/district mentees, and supporting activities requiring one-on-one mentorship. Source additional colleagues where necessary to cover any one-off gaps which the mentor may not have specialist skills in, for example media briefs and entomology. Global Fund Implementation Manual There was a need identified by the majority of SRs to have an operational manual to support Global Fund grant implementation. As this benefitted all SRs, the PR led on this activity and developed an Implementation Manual for Global Fund Grant Sub Recipients. The manual covers the following areas: Chapter 1: Overview of the Global Fund Chapter 2: Selecting and Supporting Partners - Sub-Recipients and Sub-Sub Recipients Chapter 3: Asset Management Chapter 4: Financial Management Chapter 5: Program Management Additional Safeguard Policy This manual was disseminated to all SRs in the various training workshops implemented. Recruitment The recruitment included within the Capacity Development Plan aimed to fill some essential gaps in staff supporting the grant implementation, focusing on the key areas of M&E, finance and support to activities being implemented at the provincial level. Although capacity development is not about employing more personnel, in these scenarios the additional positions were considered essential to increasing the capacity of the SRs to enable them to implement the GF grants. These positions have now been transferred to the main grant workplans. Procurement Procurement included the following: all IT equipment for Zimbabwe AIDS Network s provincial offices to support the Program Assistants and the M&E Officer recruited under the CD plan; IT equipment for the Health Services Board for the national and sub-national level who were previously sharing equipment; IT equipment for the previously underequipped NAC offices at the provincial level; IT equipment for the new M&E Assistant at NMCP and the new National Finance 9

10 Assistant at MoHCW HIV. All items were distributed to the SRs under the new Asset Management Program (see below for more detail). Pastel evolution software was procured for four SRs who had not yet got this software. To support the SRs use of this software the PR held training on the software for all SRs and their key finance officers. Again although capacity development is not about procuring IT equipment, the personnel were currently unable to carry out their activities relevant to the GF grant without these supporting items, and so this was considered essential to increasing the capacity of the SRs to enable them to implement the GF grants. Asset Management As there has been considerable procurement under the Round 8 GF grants, there was a need to increase the capacity of SRs to manage and verify these assets. The Capacity Development Plan included support for developing SR capacity to manage assets and to implement asset verification during Phase I. The following activities were successfully implemented: 1. Training on Asset Management Included within both the Financial Management Training Program and the Program Management Training. 2. The development of guidance on how to manage assets (included in the Implementation Manual for Global Fund Grant Sub Recipients. 3. The development of Asset Management Tools, such as Asset Verification forms and Asset Handover forms. 4. The development and implementation of plans to verify assets by the SRs in collaboration with the PR. 6.2 Challenges Challenges that impacted upon the implementation of the Capacity Development Plan are as follows: 1. Capacity development is rarely a short term activity. Implementing capacity development in only one year was a challenge for all partners, especially given the heavy demands already in place to implement the full GF programs. This was exacerbated by the two challenges below. 2. There were delays on the recruitment of positions designed to support the implementation of capacity development activities within all SRs, by providing facilitation and curriculum development. As a result some key SR training workshops as well as the mentoring programs were delayed by over six months. As the implementation timeline was only twelve months, this further delay impacted heavily. 3. The PR did not receive agreement from the Global Fund on some budget amendments submitted in May until after the end of Quarter 6. This meant that many activities were on hold during this quarter and were unable to be completed until Quarter 7 thus meaning the necessary extension of activities after the planned end date of the Capacity Development Plan. 4. There was a challenge in coordinating the capacity development plan both between Ministry of Health SRs (where M&E training could have been directed at the same individual working in the district level for all three disease programs) as well as with other technical support activities being implemented by other donors. 5. Unit costs within budgets had changed, in some cases significantly from the point of development (January 2010) to the time of implementation. As Phase II will be implemented over three years it is anticipated that these challenges will not reoccur. The establishment of a cross organisational working group including focal points from all SRs aims to eliminate the possible duplication of activities, to coordinate activities more efficiently and to review and re-plan where appropriate. 10

11 7. EVALUATION The CD plan included standard output indicators to track the progress in the implementation of activities, supporting the regular monitoring of the implementation process. This served in tracking funds, identifying and resolving any bottlenecks and improving the interventions during the implementation. It was noted at the beginning of implementation that the implementation plan did not lead to any overall objectives with supporting outcome indicators to measure these. This is mainly due to the fact that the plan was focusing on a very short time span. However it also should be noted that the original plan developed in January 2010 did show comprehensive capacity areas to be improved, which would have enabled outcome indicators. However as the budget for the plan stood at over $4 million and the available budget was $1.5 million (excluding Nat Pharm), the plan was reduced in scope following a review by the SRs. This did not leave sufficient groupings of activities to enable the clear relation to, and measurement of, outcome indicators. Despite this the measures that were put in place during the start up phase of the plan served to address the issue of evaluating the effectiveness of the activities, if not of the overall, plan. There are plans to further assess the impact of these during Phase II through follow on activities. Quality and Impact of Trainings Participant evaluation forms were developed for all training activities and these were filled in by participants both daily to assess the quality of each session and stage of the curriculum, by reflecting on the content of the session; but also served to give some feedback on the facilitation methodologies used presentations; group work etc. Additionally, participants were asked to evaluate the workshop as a whole to assess the impact they felt it would make on their daily work, and to evaluate the overall success of the training. Outputs As the table below shows the actual number of people trained exceeded the planned targets. This was due in part to some SRs contributing additional funds to the CD budget allocated in order to be able to train a whole department or team. However the number of days proposed for each workshop in many cases had to be reduced, although reviews of curriculum were held to ensure that the quality and impact of the training did not suffer as a result of this. The reduction in days was due to the increased costs in holding workshops after the budget had been developed. Table 2: Phase I Training Targets Target No of People to be Trained No of Days Planned Actual Numbers Trained Actual No of Days Variance People Variance Days M&E Training Sub-Total Finance Training Sub-Total Other Training Sub-Total

12 8. LESSONS LEARNT & NEXT STEPS During Phase I (May to August 2011) the PR worked with all seven Sub-Recipients through an agreed process to decide upon activities to support Phase II of the Round 8 grants. While Phase 1 of the Round 8 Capacity Development Plan focused on individual skill building and awareness raising, this second phase of the Capacity Development Plan builds upon this work to address institutional systems, in the areas of coordination, management, accountability, reporting, and knowledge-sharing. The Capacity Development Plan for Phase II has been derived from existing national and SR strategies, plans, assessments, reviews, and reports, as well as consultations with SR management and staff, partners and stakeholders. The plan therefore does not necessarily identify new challenges to be addressed or new solutions to apply, but focuses on an integrated change agenda that develops SR organisational capacities through delivery of results, greater organisational effectiveness, improved performance, growing job satisfaction, and continuous learning. Rather than focusing on individual capacities, the plan attempts to balance organisational improvements in functional areas (policies, procedures, guidelines, technologies, etc.) and political/cultural areas (incentives, job satisfaction, leadership, organisational dynamics, etc.). Phase II addresses the issues raised in this report through the following: 1. Increased coordination though SR Quarterly Review Meetings and support from the Ministry of Health Global Fund Grants Coordinator recently recruited. 2. The plan is a longer term plan over three years, enabling a more comprehensive view of capacity development and time to manage change. 3. The plan includes overall objectives and indicators which aim to show the impact of the Capacity Development program as a whole. 4. The plan will be reviewed annually and where necessary re-planned to take account of the changing needs and the external environment (both financial and programmatic). 12

13 ANNEX 1 ACTUAL SPEND CAPACITY DEVELOPMENT PLAN PHASE I Implementing Entity Budget After Q6 Amendment Total Variance Analysis 1 MoH HIV 105, , , MoH NTP 222, , , Savings due to coordination with other donors leading to cost savings 3 NAC 140, , , HSB 103, , , Savings due to late recruitment 5 MoH NMCP 114, , , Savings due to late recruitment 6 ZAN 138, , UNAIDS 53, , , Savings due to late recruitment 8 WHO 152, , , Overspend due to lack of budget for field trips 9 GF Coordinator (cross MoH programmes) 36, , , Savings due to late recruitment 10 UNDP 309, , , Savings due to UNDP implementing for all SRs 11 Nat Pharm 269, , , Overspend due to Navision extension TOTAL 1,648, ,452, , Spend Rate 88% 12% 13

14 Grant Budget After Q6 Amendment 1 HIV 553, , , TB (including HSS and GF Coordinator) 615, , , Total Variance Analysis See above 3 Malaria 208, , , Nat Pharm 269, , , TOTAL 1,648, ,452, ,

15 ANNEX 2 CAPACITY DEVELOPMENT PLAN PHASE I ACTIVITIES Training of Key SR Personnel: Training of MoH HIV district level M&E Officers in eleven districts. Facility level training on data collection, reporting, recording and defaulter tracing for MoH HIV staff. Training of NAC Provincial AIDS Coordinators (PACs) and District AIDS Coordinators (DACs) on the principles of HIV thematic areas. Training on M&E and the CRIS Database for NAC Provincial AIDS Coordinators. Training on Data Analysis for National Coordinators at NAC. Training of finance for non finance staff at NAC. A refresher training workshop for the NAC finance and audit units on the financial management of GF grants, including resource tracking. A monitoring and evaluation training workshop for ZAN Provincial Level Coordinators and Programme Assistants. 'Training of trainers' workshop for NTP Provincial level staff to implement M&E training at the District level. Training of NMCP district level monitoring and evaluation staff on monitoring and evaluation in eleven districts. Training workshops on data collection/ information processing for NMCP facility /community level staff. Training on elimination strategies for NMCP. Refresher training workshop on Results Based Management for the MoH HIV. Training on Paediatric ART for the MoH HIV. Training for HSB on HR in the Health Sector. Training Nat Pharm key staff on the Navision system, both in workshop setting and with one-onone follow up. Customer care training for Nat Pharm staff. National monitoring and evaluation officers from 4 SRs attended an external training workshop on monitoring and evaluation (University of Witwatersrand, Johannesburg). Leadership Development Training for one Program Manager from each SR. Training on the use of Microsoft Access for HSB staff. Induction on the GF for HSB staff. A training workshop for finance officers from all SRs and SSRs on basic financial management. A training workshop on advanced financial management for finance managers and supervisors from all SRs. A training workshop on the use of the Pastel Evolution software for finance officers from all SRs. A training workshop on finance for non-finance managers for all SRs. A workshop on Strategic Planning for all SRs. A workshop on managing SSRs or districts for all SRs. A workshop on Program Management of GF grants for all SRs. Recruitment Ten Programme Assistants for ZAN, based at the ten provincial offices across the country. An Assistant Monitoring and Evaluation Officer based at the ZAN head office. A National Finance Assistant for the MoH HIV. National Technical Support Officers to support the three grants, based at UNAIDS and WHO. Five HSB Auditors to carry out the periodic verification of staff attendance under the Health retention Scheme in the HSS grant. 15

16 Procurement Item Quantity PC 27 Lap-top 30 Scanners 1 Multi-Functional Printer 2 Pastel Software 4 Tools Development Development of the Implementation Manual for Global Fund Sub Recipients. Review of NAC Financial Policies and Procedures Review and further development of NTP SSR reporting tools. Development of Resource Mobilisation Strategies for NAC and ZAN. Development of a Human Resources Development Operational plan for NTP. Asset Management Training on Asset Management. The development of guidance on how to manage assets. The development of Asset Management Tools. The development and implementation of plans to verify assets. 16