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Cindi PMER Workshop 12 March 2007 (Please note photographs have been removed for emailing purposes)

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Presentation on theme: "Cindi PMER Workshop 12 March 2007 (Please note photographs have been removed for emailing purposes)"— Presentation transcript:

1 Cindi PMER Workshop 12 March 2007 (Please note photographs have been removed for ing purposes)

2 Situational Analysis The scale of the epidemic:  By mid-2007 the number of maternal orphans is estimated to have increased to over 1.7 million  As a result of the ongoing increase in the number of deaths, maternal orphan numbers are forecasted to reach 2.1 million by 2010  Approximately 450 children are orphaned each day Our required response:  Remain flexible in order to adapt to the changing environment for example e.g. take training in-house or develop materials  To work with organisations that are struggling and where the need is prominent e.g. work in Xariep area (grant-maker with geographic scope and depth of services)  Strong focus on money management and accountability  Starfish needs to raise vast quantities of funding to reach the vast quantities of children – raised from individuals, Corporates, Agencies and Trusts

3 Starfish is a premier grant-maker who acts as a vital link between funders and grassroots projects, enabling donors throughout the world and communities across South Africa to achieve far more than they ever could by themselves. The reputable and emotive Starfish brand is building a global community of individuals and institutions sensitised to the needs of orphaned and vulnerable children in South Africa. Our Value Proposition

4 Project Strategy Key Programmes Mentoring and Training Programme:  Building capacity of emerging community-based organisations Grant-Making Programme (Holistic Care):  Funding CBOs and NGOs directly to care for orphaned and vulnerable children

5 Monitoring, Evaluation and Reporting The Child is at the core of Starfish’s Monitoring, Evaluation and Reporting Strategy:  Starfish will be reporting on the number of children that are serviced by our M&T Programme as well as our grant-making partners  We encourage our partners to make available a minimum of three services to the children that they care for and are on their registers  Service package or the combination of services typically include nutrition, education and psycho-social support. NGOs/CBOs contracted under grant-making programme reports six monthly: financial, data and narrative. MER

6 Mentoring and Training: Selection of CBOs We will confirm that these CBOs satisfy some additional criteria e.g. Have demonstrated a commitment to working with children; Are not already recipients of other substantial funding; Are not operating in communities already funded by Starfish (or its donors)  24mths  18mths Starfish involvement CBO timeline Mentor involvement

7 Mentoring and Training Programme Service Provider: Organisational Capacity Building Service Provider: Organisational Capacity Building Starfish CBO R R R MentoringTraining More Community Based Organisations (CBOs) are enabled to serve more children, more effectively, by Starfish providing: - direct funding; - mentoring to build organisational capacity; - training on how to care for Orphaned and Vulnerable Children (OVC). Services Service Provider: Orphan Care Training Service Provider: Orphan Care Training OVC

8 Service Providers: Org. Cap. Dev. Selection of Organisational Capacity Developer: A critical success factor of our Mentoring and Training Programme is effective mentoring – we therefore look to partner with local organisations that understand and have relationships in the communities e.g. EC: Barnabas Trust NW: Ragoga, Seboka LIM: Choice FS: T&P Gauteng: Unsung Heroes Etc. Services: Usually 2 year programme of mentoring including the following: Vision, Mission, Planning; Organisational Structures – management, trustees; Basic Bookkeeping; Teamwork, conflict management; Proposal writing MER Capacity building Etc.

9 CBOs: Expected Outcomes  CBOs retain their identity – not “Starfish projects”, but “projects supported by Starfish”;  CBOs expected to absorb OVC in their community – not expected to become national NGOs!  CBOs are “semi-sustainable” after 18 mth programme – will require ongoing “trickle” funding, but Starfish should not be the sole funder!

10 In the context of the HIV/AIDS epidemic in SA, Starfish’s focus is on providing a “basic safety net of care” i.e. addressing holistic needs, in a basic, rather than comprehensive way. CBOs are capacitated to deliver a range of basic services to OVCs which are:  Selected by the community based on priority needs, and  Do not require significant ongoing funding - so the community can sustain delivery of the selected services. Focus on Basic Safety Net of Services

11 CBO Reporting Starfish Mentoring Organisation Mentoring Organisation CBO 2 CBO 1 Monthly Reports: 10 th : Financial Report (Budget vs Actuals) 10 th : Statistics Report Quarterly Reports: 10 th Mar, 10 th Jun, 10 th Sep, 10 th Dec: Narrative Report Monthly Reports: 15 th : All CBO Financial Reports 15 th : All CBO Statistics Reports Quarterly Reports: 15 th Sep, 15 th Dec, 15 th Mar, 15 th Jun : All CBO Narrative Reports

12 Essence of the Reporting Households OVC Services and Caregivers

13 Monitoring, evaluation and reporting  Deepening our understanding of the services that are offered by our partners, and where Starfish funding is utilised or leveraged, via. Contracting with partners Monthly data and quarterly narrative project reporting Detailed Financial reporting  The Monitoring and Evaluation strategy will extend to the care workers and mentoring service providers in the Mentoring and Training Programme: Care worker - ratio to children, training participation Service providers – monitoring of service delivery MER

14 Salient points on M&E for Programmes  Monitoring and Evaluation (M&E) is integral to the project and part of the process (starts in planning phase already) – not an add-on  M&E should be driven by the project and not the donor. Donor may guide requirements but project should be aware of their information needs  Beneficiary participation in M&E is very important – some processes should allow for beneficiary input  Relationship between Donor and NGO or CBO is very important to continuously align expectations  Capacity Building within CBO to be able to perform M&E is very important  Budget and Plan for learning activities – example after pilot ensure there is enough time to re-plan activities if necessary.

15 What does it mean for Starfish?  Education and raising awareness in terms of the information that can be useful for the CBO – Mentor workshops  Programme managers to spend time on their own information requirements and the CBO information requirements  Keep error/issue logs on the reports received from projects. Document the learning and SHARE  Make sure that reporting cycles are documented on the implementation plans  Creating learning forums – especially with mentors quarterly meetings to allow for the recognition and definition of what was learned.  Investigate what resources we can use to analyse our information against?

16 “No problem can be solved from the same consciousness that created it. We must learn to see the world anew.” -- Einstein A New World View

17 Discussion Session


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