Presentation on theme: "EGPAF GLOBAL: An Update on Transition Strategies & Implementation."— Presentation transcript:
EGPAF GLOBAL: An Update on Transition Strategies & Implementation
EGPAF’S GLOBAL TRANSITION STRATEGY 1.Ensure the continuation and expand the number of people receiving high-quality HIV prevention, care and treatment services 2.Build the capacity of Project HEART transition partner organizations to plan, manage, finance, implement and monitor quality service delivery. These local partners include MOH structures, existing local organizations, and created local EGPAF affiliates, for example. Independent, EGPAF affiliates: Cote d’Ivoire, Mozambique, Tanzania Decentralized Health Authorities: Cote d’Ivoire (District), Mozambique (District and Province), South Africa (Provincial), Tanzania (District), Zambia (Province) A local organization: Zambia (Centre for Infectious Disease Research in Zambia)
GLOBAL COORDINATION, CAPACITY BUILDING & THE DEVELOPMENT OF THE AFFILIATION MODEL Transition leadership group Composed of members of the global transition team and senior leadership of the Foundation Highly engaged in defining the model affiliation between the newly created NGOs and the Foundation Engagement of the EGPAF Board of Directors Engagement of the Corporate Services Unit of the Foundation: HR, International Accounting, Financial Planning and Analysis, IT and Awards and Compliance
EARLY PROMISING PRACTICES IN TRANSITION 1.Strong affiliation between the local partner and the international partner is key to providing ongoing capacity building, to set high standards for performance, and to promote accountability at all levels. 2.Capacity assessment tools, such as the OCVAT, are highly beneficial in determining the current capacity of EGPAF offices and sites, and in implementing capacity- building work plans. 3.In some Project Heart countries, Provinces and Districts have taken on increased ownership in the transition planning process, and decentralized capacity has increased.
CHALLENGES 1.Identifying strong Transition Officers to lead and provide support for transition activities in country has been a significant challenge 2.Effectively managing communication around transition process and approaches 3.Creating a stronger culture of accountability and transparency for systems strengthening of government partners has been a challenge 4.Timeframe to complete transition activities
LESSONS LEARNED FROM TRANSITION 1.Establishing a new, local affiliate is a lengthy process, which includes several legal processes, such as NGO registration, and should be planned well in advance. 2.The continuous implementation of prevention, care and treatment services while building capacity for transition results in competing priorities and a significantly increased workload for country staff. 3.In some countries, national governments have not fully engaged in transition, making transition planning and implementation more challenging and uncertain. 4.Building the capacity of local affiliates to apply for and win USG awards, and successfully implement these programs, is essential to the sustainability of the affiliate organizations.
EXPERIENCES FROM PROJECT HEART PARTNERS The National Perspective: Cote d’Ivoire Mr. Kone Idrissa (Chief of Management Unit, Ministry of Health) The District Perspective: Tanzania Dr. Criston Nkya (District Medical Officer, Rombo District) The Partner Perspective: Zambia Mr. Geoffrey Silwizya (Chief Operating Officer, CIDRZ)
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