Fhi360 ugm brownbag 7.19.12

An overview of FHI 360’s

Umbrella Grants Management (UGM) Project

South Africa

Brownbag, July 19, 2012FHI 360

Presenters

Ruth Mufute- Chief of Party Simon Leballo- Deputy Chief of Party Zozo Mamabolo- Sr. M&E Advisor

Barbara Monahan- Moderator

UGM Project Summary

Five-year program: October 2007 – September 2012Funding ceiling: USD $91 million13 partners over life of project (10 South African, 3 international), 8 active partners in Year 5 FHI 360-UGM team has 17 staff members based in Pretoria, South AfricaCore technical areas: grants and finance management; capacity building; and monitoring, evaluation and reporting (MER)

COPRUTH MUFUTE

COP Program Associate

EMILY KEKANA

Senior M&E Advisor

NOKUZOLA MAMABOLO DCOP

SIMON LEBALLO

Senior Finance & Operations Mgr.

FRED SAKALUNDA

Finance ManagerKENWEL NKOSI

Finance Assistant (2)LIMAKATSO SCHUBERT

NATASHIA NAIDOO (Temp)

Operations Associate

NOKULANGA NTE(Temp)

Program Manager (2)

THAMSANQA SONILEVacant

Finance TA Advisor (2)ALFONCE NDANGA(Temp)

HIV/AIDS/TB Advisor

TBD

Capacity Building Advisor

CHRISTINE MBABAZI

CB Program Associate

MMABATHO MOKOENA

M&E ManagerLIPOLELO MOTSOMI

Procurement Officer

SHEILA EDWIN

M&E Program Associate

Vacant

Sustainability Officer

LISA THOMPSON-SMEDDLE

DriverSIMON MOGOME

UGM Staff Plan

UGM Project Objectives

Provide grants to USAID/PEPFAR partners that ensure adequate resource flow to foster scale-up of activities.

Provide ongoing capacity building to support and enhance scale-up of activities and sustainability of activities and partners.

Implement effective monitoring, evaluation and reporting systems to assess and document activities.

UGM Key Strategies

Key strategies employed across programmatic, technical and organizational domains to attain these objectives include:

• Core, Cohort and Customized training • Technical Assistance • Mentoring and Twinning • Educational Training Fund• Follow-up Technical Assistance Activities

UGM CB Domains

The UGM project prioritizes providing capacity building technical assistance in 10 specialized organizational development domains:

1. Governance and Strategic Management

2. Organizational Development and Human Resources

3. Project Planning and Design

4. Financial Planning and Management

5. Grants Management

6. Monitoring, Evaluation and Reporting

7. Technical Capacity (HIV,TB & OVC)

8. Networking and Advocacy

9. Mentoring and Coaching

10. Program Sustainability

Active UGM Partners

1. Anglican AIDS Healthcare Trust (AAHT) – UGM life of project (LOP) funding: $5,202,330

2. Greater Nelspruit Rape Intervention Project (GRIP) – UGM LOP funding: $1,940,160

3. Heartbeat – UGM LOP funding: $1,815,630

4. Nurturing Orphans of AIDS for Humanity (Noah) – UGM LOP funding: $5,512,340

5. Woz'obona Early Childhood Community Service Group (Wozo) – UGM LOP funding: $1,243,530

6. Humana People to People (Humana)–UGM LOP funding: $5,711,010

7. Project Concern International (PCI)– UGM LOP funding: $14,500,552

8. Hands at Work (closed March 2012) – UGM LOP funding: $1,613,400

UGM Project Impact

In the first four years of implementation FHI 360-UGM Implementing Partners have:

• Reached at least 104,184 OVC with essential services (e.g. access to health care, ed support, HIV prevention, psychological care, nutritional support, child protection, and HES)

• Reached 1,440,393 individuals with HIV prevention messages

• Provided HIV counseling and testing to approximately 89,900 individuals

• Provided HIV/AIDS care and support to at least 24,482 individuals

UGM Project Successes (1)

Provided approximately 2,000 hours of customized TA annually

Improved compliance to meet international donor requirement standards

Improved M&E and reporting systems Strong partner financial management

systems and financial reporting

UGM Project Successes(2)

Improved technical CB in the area of OVC eg. facilitated training/accreditation for child care workers in 5 organizations

5 partners have developed strategic plans 5 partners have developed customized

sustainability plans to expand their programs and increase their donor base

UGM Project Successes(3)

HPCA became a prime USAID partner in 2009

3 UGM partners are being considered for an additional extension until August 2013

UGM Challenges Encountered

Partners had difficulty absorbing and managing PEPFAR funding (UGM had no role in determining partner funding levels )

Lack of ‘graduation’ criteria led to confusion about the ultimate goal of the CB partnership and when it was reached

Financial mismanagement by a few partners interrupted program implementation and resulted in projects ending prematurely

Sustainability of activities and funding post-UGM is challenging

CB verses partnerdependency syndrome

UGM Lessons Learned/Recommendation for Future Programs

UGM involvement in selecting partners and determining funding levels

USAID and UGM jointly establish graduation criteria at the start of the project

Program should conduct baseline assessments Establish clarity and agreement on UGM

indicators from inception Increase partner ownership and involvement in

defining CB priorities Establish clear expectations and benchmarks for

the CB partnership from the start

Discussion

Thank You!