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

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

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

4. 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

5. NACOSA STRATEGIC APPROACH

6. 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

7. 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

8. SOUTH AFRICA GF PRINCIPAL RECIPIENTS
AIDS Foundation of South Africa
Department of Health
Beyond Zero
Networking HIV & AIDS Community of Southern Africa

9. 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
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 Page 10. Online at

10. 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

11. 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

12. 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.

13. 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.

14. 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

15. 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

16. 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

17. 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

18. We’re stronger, together.