Partnership between BMGF and GOI to scale and sustain programs- a comprehensive sustainability approach 1. Aligned policies: NACO continues focus on scaled prevention with MARPs as key prevention strategy 2. Aligned approaches, scaled programs and strengthened organizational systems within government: NACO scales up coverage and quality of its own prevention programs with MARPs 3. Transferring fiduciary and management responsibility of Avahan interventions to government in a phased manner Focus of today’s discussion 1 Sharing of Avahan lessons with GOI to enable rapid scale up of MARPs program Avahan lessons 2 …incorporated by NACO Approach to MARPs programming • Microplanning tools • Community strengthening • Intensive peer led outreach • Robust MIS and feedback loop Approach to MARPs programming incorporated into drafting NACO operational guidelines and training modules Supervision and capacity building approach • ‘Mother NGOs’ with role to strengthen programs through on-site mentoring • Intensive field presence of project officers to mentor NGOs • Ratio of 1:6 project officers: NGOs Supervision and capacity building approach similar – through robust Technical Support Units, many with experience in donor programming Ratio of 1:10 project officers: NGOs © 2009 Bill & Melinda Gates Foundation | 2 GOI lessons incorporated by Avahan NACO lessons 3 …incorporated by Avahan Approach to MARPs programming • Focus on HIV testing Avahan incorporated HIV testing 2009 onwards Cost savings • ‘programs’ can be managed at slightly lower costs Avahan reduced program costs by 20% to be aligned with government costing structures © 2009 Bill & Melinda Gates Foundation | 3 Program management: Strategic in-sourcing for quality assurance Inputs into guideline development Issuing guidelines, policy and planning Funds release, administration, implementation Developing appropriate monitoring tools Managing insourced units Supportive supervision and ‘feel on the street’ quality assurance Usually, the government tries to do it all! NACP III recognised that it would benefit from taking advantage of technical capacity available with institutions with appropriate skills, flexibility & capacity. Inputs into guideline development Issuing guidelines, policy and planning Funds release, administration, implementation Developing appropriate monitoring tools Government Programme delivered Managing insourced units Supportive supervision and ‘feel on the street’ quality assurance In-sourced support 4 Technical Support Units: Alignment with government structures 5 National level Level 1: Policy setting, management and funding NACO NTSU, TSGs BMGF State level Level 2: Management and implementation Techno-managerial implementation support, rigorous and regular reviews and financial oversight SLPs SACS TSUs Level 3: Implementation Service delivery District level NGOs CBOs Avahan Transfer NGOs CBOs Government © 2009 Bill & Melinda Gates Foundation | 5 Role of government division Role of support structure Issuing guidelines/policies Technical inputs into guideline and module development Administration Developing appropriate tools and MIS to monitor program Reviews and ensuring support structures deliver against mandate Feet on the street supportive supervision Funds flows Oversight of implementing partners (NGOs/CBOs) Handling public inquiries Strategic planning and ‘problem solving’ of emerging issues 6 Quality assurance Implementation The role of quality assurance and supportive supervision units/mechanisms © 2009 Bill & Melinda Gates Foundation | 6 Technical and management support in NACP III 7 Source of support Support structure National National TSU Truckers TSG Condom TSG BMGF and USG BMGF BMGF and USAID State State TSU State Training and Resource Center All donors Government/World Bank, USAID, DfID District AIDS Units Government/World Bank CDC District TSU = technical support unit, TSG = technical support group © 2009 Bill & Melinda Gates Foundation | 7 Partnership between BMGF and GOI to scale and sustain programs- a comprehensive sustainability approach 1. Aligned policies: NACO continues focus on scaled prevention with MARPsas key prevention strategy 2. Aligned approaches, scaled programs and strengthened organizational systems within government: NACO scales up coverage and quality of its own prevention programs with MARPs 3. Transferring fiduciary and management responsibility of Avahan interventions to government in a phased manner 8 9 Planned and phased handover through a Memorandum of Understanding between donor and government Avahan Phase II 2009 High-risk group interventions Truckers interventions Condom social marketing interventions 2010 10% 20% 75% 2011 2012 20% 70% 2013 80% 25% © 2009 Bill & Melinda Gates Foundation | 9 Tight coordination with government at all levels to add pos role State Level Private Pubic Partnership SACS (public) TSU (private) Project Director Team Leader Joint Director, Targeted Interventions Team Leader, Targeted Interventions Additional project director + Joint Directors Team Leader, Capacity Building Project Director and Additional project Director Team Leader, Strategic planning NGOs/CBOs Field level Program Officer 10 National Level NACO, State Nodal Officer NTSU, Team Leader and Program Officers 11 Technical support group for condoms resulted in disruptive growth in socially marketed condoms Commercial Social Total Millions of condoms Growth – 17-20% 1,566 1,470 Growth – inflationary at 7-10% 1,023 1,711 825 1,078 835 844 884 545 639 639 339 384 439 2005-06 2006-07 2007-08 635 2008-09 722 2009-10 886 2010-11 Condom Technical Unit initiated under NACP III 11