Turning the tide on HIV/AIDS and TB 25 JUNE 2019 STRONGER TOGETHER Turning the tide on HIV/AIDS and TB 25 JUNE 2019

“NACOSA takes forward the voices of the people on the ground.”

A bridge between people and services… WHO ARE WE? A bridge between people and services…

NETWORKING HIV/AIDS COMMUNITY OF SOUTH AFRICA - NACOSA Civil society network Health and wellness: HIV, AIDS & TB Strengthening the community response: Dialogue Capacity building Channelling resources Networking (linking & sharing) Focus: key & vulnerable populations All levels: international  sub-district NACOSA Training Institute: accredited training & mentoring

NACOSA STRATEGIC APPROACH

WHAT WE OFFER RESOURCES NETWORK CAPACITY DIALOGUE Communications Advocacy & Lobbying Community Mobilisation Links and Referrals Needs Assessment Skills & Training Mentoring & Coaching Technical Assistance Consultative Forums Planning & Coordination Community Dialogue Systems Strengthening Grant Management Funding for Services Economic Strengthening M & E Reporting

CIVIL SOCIETY ROLE IN HIV RESPONSE CHALLENGES Deliver services on the ground Fill gaps not covered by government & hold them to account Manage community care workers Reach into rural, marginalised and isolated areas Access vulnerable groups Understand issues & constraints of their communities Shortage of skills & experience in governance and leadership Poor access to information & networks Lack of capacity, skills and systems in financial management Reliant on single source of funding or unreliable funding Limited infrastructure

SOUTH AFRICA GF PRINCIPAL RECIPIENTS AIDS Foundation of South Africa www.aids.org.za Department of Health www.health.gov.za Beyond Zero www.beyondzero.org.za Networking HIV & AIDS Community of Southern Africa www.nacosa.org.za

GF STRATEGIC THRUSTS Increasing district-level saturation of programs to levels that will result in HIV and TB epidemic control Improving quality of care by augmenting and layering packages along the full case cascade Maximizing alignment and additionally to government and partner investments. Increasing district-level saturation of programs to levels that will result in epidemic control. This includes 80% coverage of sex workers and transgender people, 70% coverage of PWID and highly vulnerable MSM, 40% coverage of facilities for finding the missing TB patients, and 12% coverage of AGYW. Targets for reaching, screening and testing for each population are aligned to achieving the Fast-Track and End TB targets, including 90-90-90.   Improving quality of care by augmenting and layering packages along the full cascade. Based on lessons learned about the need to reach a cohort of key populations with a package of services that goes along the full cascade, this funding request expands and augments the layers and referral components, which are added to the core package on a needs basis. While this means that the cost of the package per-person-reached will go up, the uptake of services, quality of care, and ultimate impact is also expected to increase. In addition, while overall reach targets are lower than the current grant in some cases, this strategic thrust means that intervention-specific targets which go further along the full cascade have increased. Maximizing alignment and additionality to government and partner investments. As much as possible, Global Fund programs will not operate in any districts where PEPFAR is supporting key populations and comprehensive AGYW programming. This is based on lessons learned (recall Section 1.3). In a few instances, Global Fund and PEPFAR will be in the same district but operating in distinct sub-districts. Global Fund programs will move out of many major cities to achieve this deconfliction. In doing so, the program must spread to more districts in order to reach targets. This approach is also aligned to the move from the initial 27 focus districts to the implementation of a Focus for Impact approach in each province, as described in the NSP. The approach will improve access to health services for previously under-served groups, and will expand national coverage, but may require innovative thinking around efficiencies. This request also complements existing government investments in public health facilities, community health workers, school health programs, safe hubs, economic strengthening programs, campus clinics, among others. Where possible, the Global Fund program leverages these existing services rather than setting up parallel and less sustainable delivery structures. See Annex 3 for a detailed mapping of PEPFAR and government key populations services. SANAC (2017). Let our Actions Count: South Africa’s National Strategic Plan for HIV, TB and STIs 2017-2022. Page 10. Online at http://sanac.org.za/wp-content/uploads/2017/05/NSP_FullDocument_FINAL.pdf

SR SELECTION PROCESS TORs for RFP developed by PR and submitted to GF CCM Management Committee for approval GF CCM Management Committee approves TORs for RFP PR appoints SR Selection Panel (SSP) RFP published widely List of applications received by closing deadline published on PR website All applications screened for compliance with pre-qualification criteria Qualifying applications screened for administrative requirements Qualifiying submissions evaluated for technical merit SSP decides if it should undertake field assessments SSP produce consolidated evaluation scores based on apportioned weights SSP recommdends qualifying applicants for appointment as SRs by PR PR seeks GF CCM ratification of recommended SRs GF CCM ratifies or objects to list of proposed SRs PR conducts capacity assessments of shortlisted SRs PR appoints SRs ratified by GF CCM SRs involved in grant negotiations

SR SELECTION Guided by the SR Selection manual Approved by the CCM Management Committee Monitored by the Oversight Committee Underpinned by thorough community engagement Selection committee consists of representative from: Provincial AIDS Council Relevant Government Departments Civil Society Sector Leader Expert/Specialist in the particular Programme Principal Recipient

Role of Sub Recipient (SR) SRs have a contractual relationship with, and are accountable to the PR. They are the direct implementers of programmes financed by GF but can sometimes work through sub sub-recipients (SSRs). The responsibilities of SRs include the following: Sign grant agreements with the PR and contract with SSRs, where necessary, under the guidance of PR. Implement grants under the oversight of the PR and GF CCM, and manage SSRs and take responsibility for their performance where applicable. Propose changes to the PR on work plans and budgets when necessary. Participate in performance review meetings to improve grant performance and impact. Report on programme progress and challenges to the PR through regular reports. Identify key issues and implementation bottlenecks and escalate to the PR for guidance. Provide information to the PR, GF CT, and GF CCM and its structures when requested to do so.

ORGANISATIONAL REQUIREMENTS FOR SRs Effective leadership and governance structures Legal status such as trust, non-profit company (NPC) etc. Have a properly constituted board that provides oversight over organisational matters Adequate skilled and experienced staff to manage implementation of the programme areas Knowledge and ability to communicate and network with relevant district stakeholders and structures Appropriate internal control systems, including policies and procedures Financial management system Accounting system that can correctly record all transactions and balances by source of funds with clear references to budgets and work plans Ability to monitor actual spending in comparison to budgets and work plans. Ability to manage disbursement of funds to SSRs and suppliers in a timely, transparent and accountable manner Ability to produce timely and accurate financial reports.

CONSIDERATION FOR SELECTION Monitoring and evaluation Monitoring and Evaluation (M&E) system for routine monitoring of activities/interventions. Mechanisms and tools to collect and analyse data, and report on programme performance. Ability to produce timely and accurate programmatic reports Administrative requirements Proof of legal entity (NPC, Trust, Voluntary Association, Close Corporation, Pty (Ltd)). NPO registration status. List of board members and management, their current job titles and certified copies of IDs. Valid SARS tax clearance certificate together with tax compliance status pin. Valid BBBEE certificate level 2 or sworn affidavit deposed by a director/board member of the applicant confirming BBBEE level

TIMELINES FOR SR SELECTION Call for Proposals – Briefing meeting in each province Proposal writing workshop for emerging organisations in each province Deadline for submitting proposals due – Evaluation period during which additional details may be requested Selection Process Onsite assessments and final confirmation of selection Feedback to applicants AGYW package will be offered through 5 tailored and targeted service delivery modalities: Modality 1: Comprehensive Biomedical Services Modality 2: School Based Interventions (targeting girls and boys) Modality 3: Out Of School and After School Behavioural (Psychosocial) Programmes Modality 4: Communities based Interventions (targeting norm change among men, boys, parents and caregivers) Modality 5: Services to Higher Education Institutions (targeting youth) Modality 1 and 5 will be combined under 1 SR

Successes Positive response and participation of various stakeholders in the SR Selection Committee Organisations led by women, youth, people living with HIV (PLHIV), key populations and people with disabilities were selected Only organisations based/with a presence in the districts of implementation were selected There was a balance between new emerging local orgnisations and old SRs (from the previous grant) All the PRs specialise in grant management and not implementation Selected SR are offered capacity strengthening support to ensure the quality of programme implementation and compliance with grant conditions

Lessons The SR Selection manual is extremely important in guiding the PRs on selection processes – provides uniformity among PRs TORs go through the CCM Management Committee before publication Community consultation/buy-in bring about community ownership and willingness to participate Proposal writing workshop for emerging organisations served as measure to advance transformation - CBOs given opportunity to access the grant Participation of various stakeholders in the selection committee ensures fair and transparent processes Oversight by the CCM is important for validation and compliance

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