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ANOPA+ capacity assessment report Flipbook PDF
ANOPA+ capacity assessment report
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Network of Networks of HIV Positives in Ethiopia (NEP+)
Institutional and Technical Capacity Assessment Report Conducted in ANOPA+
March 2019 Addis Ababa
I.
Background
The Community HIV Care and Treatment (CHCT) Activity is a five-year cooperative agreement awarded to NEP by Project HOPE (USAID project) to work in partnership with International nonGovernmental organizations (Management Sciences for Health (MSH), DIMAGI and Population Services (PSI)) and the Ministry of Health (MOH) to accelerate and sustain HIV and AIDS epidemic control in Ethiopia through delivery of high impact community based HIV services. The objectives and interventions are designed to impact UNAIDS 90-90-90 goals. There are three major objectives of the activity:
Objective 1: Community health and support systems for service delivery strengthened Objective 2: Organizational and technical capacity of community structures strengthened Objective 3: Data collection and use for learning and program improvement strengthened
To achieve the objectives stated above, CHCT takes a systems approach to meeting the needs of target beneficiaries that rests on major pillars stated below: O Providing quality targeted HIV testing services to priority populations with integrated
referral linkages O Strengthening community based HIV/AIDS case management with individualized action
plans O Improving adherence to treatment including tracking and reengaging those lost to follow up O Building the capacity of local organizations and systems to provide high impact HIV/AIDS
prevention, care and treatment services at the community level O Increasing data availability with improved use for decision making by community health
services NEP+ has been implementing this activity in all regions in a selected high case load woredas by employing community volunteers (CRPS) in PLHIV associations. The grass root LHIVs associations play an important role in implementing and periodic reporting of the activity. CRPS work in conjunction with community engagement facilitators (CEF) to screen &identify index cases and link them to HTC. Moreover, CRPs are engaged in providing adherence counseling, nutritional assessment and economic strengthening and other activities in their locality.
This capacity assessment activity took place in ANOPA+ to identify the organizational and technical gaps so as to take remedial action; and as a pre-requisite prior to signing project agreement for the next year.
II.
Objectives
To help the regional network identify the available capacity within their structures.
To assesses the capacity and ability to mobilize resources and respond to the demands of the target beneficiaries
To assess the existing ability in planning and implementing activities, managing members, establishing and maintaining relations stakeholders, ensure sustainability of the program and provide quality services
III.
Methodology
During this capacity assessment, a team comprising two delegates from NEP+ was employed in interviewing and reviewing of documents in the networks offices. Management members of the regional networks participated in the interviewing process. To give the correct rate for each question in the domain, participatory discussions followed by consensus was adopted.
IV.
Data collection
Throughout filling out the questionnaire in this capacity assessment, interviewing, document reviewing and observations methods were adopted.
V.
Analysis and summary of the findings
Addis Ababa Network of Positive Associations (ANOPA+) was established in April 11, 2007 and currently contains a total of 15 PLHIV associations having 19,075 (m=5,723, f=13,982) members under the network. The network has been licensed by the Federal Charity & Society Agency. The network has a structure having clear duties and responsibilities in the hierarchy. The general assembly is the highest governing body followed by the executive board. The general assembly is given the highest and ultimate power for formulating policy with which the office is guided. The executive board on its part is responsible to provide guidance to the office. The secretariat office with its manpower is responsible to carry out the day to day activities in the region.
The network has been implementing different short and long term projects that were mainly granted through NEP+. The target beneficiaries of the projects are mainly PLHIV population and OVCs and families of PLHIVS. The network has been implementing projects solicited from different partners and has managed to implement both community and facility based interventions. a. Community based intervention: the network has been providing services to ins beneficiaries in the community including psychosocial support, adherence education & follow up, condom promotion, FP, referral linkages, economic strengthening and other similar activities b. Facility based intervention: adherence counseling, tracing of lost to follow up, facilitating referral linkages, screening of index cases, promotion of disclosure, PMTCT, etc c. Capacity building: the network has been working to build the capacities of its member PLHIV associations through providing financial, material and technical assistances. d. Advocacy: the network has been representing PLHIVs in the city administration in any platforms to promote PLHIVs right to treatment. The network has been also working as a mouthpiece of PLHIVs by influencing policy and decision makers in the way of insuring GIPA VI.
Gaps observed
Whilst performing the above mentioned strengths and achievements, the network has many gaps and weaknesses that need improvements as per the domains of the capacity assessment tool. The following are areas that need improvement by the network: Knowledge about gender equality, GBV and gender mainstreaming into their plan. The organization’s readiness for succession plan There is no method in place to inform the public about its intervention; Absence of structure and personnel for resource mobilization; and has no manual/guideline this purpose the organization has no mechanism to diversify its resource
base so as to ensure
sustainability of its program and the support to its beneficiaries there is no mechanism put in place to insure long term financial sustainability
VII.
Capacity Strengthening Plan
To address to the above gaps and weaknesses, the regional network has planned depending on how much the area helps the organization to boost the organization’s performance and programmatic sustainability. Based on this, the planning was basically made to strengthen the organization’s capacity in four major areas.
a. Leadership and governance b. Community participation and engagement c. Resource mobilization d. Local ownership and sustainability
VIII.
Concluding Remarks
When exercising to fill out the capacity assessment by using this tool, the regional network has clearly observed its strengths that are believed to keep up; and weaknesses that need further work to fill the gaps. Among the gaps, like absence of structure for resource mobilization is addressed by revising the overall structure by responsible body. Moreover, some limitations can be addressed by allocating optimum budget and giving attention through prioritization.
IX.
Appendices
Annex 1: Capacity Strengthening Plan Capacity
Domain
Leadership and Governance
Gaps
Proposed
Deliverable/
Identified
Priority Action
Output
Gender mainstreaming
Lack of promoting Community its engagement to participation and the public through engagement media
Resource mobilisation
Resources required
Lack of resource mobilization structure in the organogram; and absence of guideline
Develop gender sensitive plan into their program
Internal
Gender will be mainstreamed into their next strategic plan -
Inform the public about its intervention through the use of different A number of media broadcasting events
-
Responsible
Time
Person
Line
External
-
Program
2019
50,000
Program
One year
120,000
ED
One year
-
RM
One year
Recruiting/or Revise the existing assigning personnel organogram; for RM; Develop RM guideline
The guideline will be developed -
Devise mechanism Gathering resource Local ownership and Unable to diversify to diversify resource from different sustainability its resource base base sources
-
Annex 2: List of Assessment Team Members/Facilitators
S.N
Responsibility/ Name
2
I.
FedhesaTadese
NEP+
Function Project Coordinator
Date 20/03/2019
List of participants S.N
1
II.
Organization
Name of participants
Sex
Responsibility
Ato Edilam G/Sillasie
M
ED
2
Ato Getachew Olijira
M
PM
3
Fitsum Kassahun
M
Project officer
4
Beniam Bayu
M
Project Officer
5
Bethelihem Yiberta
F
Finance
Remark
List of documents (source documents) S.N
Name of the document reviewed
Date printed/produced
1
License
Feb 2016
2
Periodic reports
2019
3
Organization’s bylaw
April 3009
4
Annual plan and report
January 2019
5
Audit report
January 2019
6
Financial documents
2019
7
Service directory document
2013
Remark
Signature