Quality at Implementation Report for Tingim Laip (Managed by · TL field staff based on earlier Capacity Needs Assessment. Two rounds of site mentoring visits have taken place in

Date printed: 18 October 2010 Quality at Implementation Report – current for 2010-2011 Page 1 of 23

Reporting Template – Civil Society Partners

Quality at Implementation Report for

Tingim Laip (Managed by Cardno EMG) ** This report should be completed and submitted on the dates specified above.Please refer to guidelines on how to complete this template.

Report drafted by Jennifer Miller/Lou McCallum/ Kristen Collins Date 30/05/2011

Start date 1/12/2010 End date 30/05/2011

Criteria Explanation

(no more than 400 words*)

Rating (1‐6)

Actions to Improve (no more than 400 words*)

1. Key results Escalation of site activity: Detailed quarterly site planning cycle developed and rolled out to all sites. Two planning cycles have been undertaken and there has been steady increase in grant disbursement and site activities at all sites.

Financial accountability systems rolled out: Finance and Admin staff have been recruited at national and regional level and new systems for funds allocation and financial accountability are in place. New bank accounts which separate operational and grant funds at Project Officer level established. All team members and 50% of sites received comprehensive financial systems induction.

Social mapping: Social Mapping proposal submitted to NACS Research Advisory Committee. TL is responding to RAC feedback and anticipate approval of plans by mid‐June. Consultant has been identified and will be engaged immediately following RAC approval.

Capacity Development:Learning and development plan developed for TL field staff based on earlier Capacity Needs Assessment. Two rounds of site mentoring visits have taken place in February and May. Two capacity development trainings have been delivered for Regional Coordinators in Facilitation Skills, Change Management and Prevention approaches.

Novated position recruitment and Induction: All novated positions advertised and recruitment held in February. 20 of 22 positions were filled during this process. Three‐day induction for all new staff was conducted in April.

Development of Prevention and Gender Strategies: Prevention and Gender strategies drafted and in final stages of development and revision. Strategies will guide the broader ‘combination‐prevention’ approach to HIV prevention and care for PLHIV that TL is promoting in sites.

Development of M&E Framework and tools: M&E Framework drafted and in final stages of development and revision. M&E Plan now in early stages of development. M&E data collection tools developed and rolled out at site level and monthly reports have started to come back sites.

STA: Pool of STAs identified and approved and ToRs for initial inputs have been developed around: Volunteer management, mentoring visits, prevention and gender intervention materials.

Communication with existing TL staff and volunteers: Weekly news sheets circulated to keep field staff up to date with the transition to new management. Site visits conducted to several Project Officers and sites.

Establishment of agreements with key organisations at site level: Scan of all existing and potential institutional agreements under way, including NBPOL, ADB Enclaves, NACS and Military.

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Rating (1‐6)


2. Objectives Summary

TL seeks to build on the experience gained through Tingim Laip to date, to strengthen the capacity of project staff, site committees and volunteers to understand and respond to the drivers of the HIV epidemic in their setting, to broaden the range and increase the quality of the interventions they provide and to expand the model into other settings of higher HIV risk and impact. Specific objectives:

‐ To strengthen the capcaity of site committees to plan, deliver and monitor appropriate prevention activities

‐ To design and deliver effective prevention responses at sites

‐ To facilitate advocacy for the delivery of the five pillars near sites

‐ To generate and use research to guide improvements in the quality of TL responses

‐ To deliver a well managed project guided by M&E consistent with the national M&E framewwork and donor requirements

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3. Implementation Progress

Project activities are well underway. Annual plan submitted to and approved by AusAID and quarterly workplans developed with all national staff and site committees through regular quarterly, monthly and weekly meetings. Novated recruitment process in February saw 20 of 22 positions filled and officers now in place. The entire team received a detailed induction in April which marked a new beginning for the project and start of significant progress.

Systems are in place to increase the accountable use of funds and ensure uninterrupted flow of grant funds.

Two rounds of site level activity grants administered through new site planning cycle.

Progress has also been made in:

Partnership with NACS – NACS representative on selection panels for novated position recruitment process, regular briefings held with NACS Director and appointed officer, NAC Chair – Sir Peter Barter, NCD team relocated with NACS into new office

Development of guidance documents for staff and field committees ‐ Introduction Booklet, Operations Manual

Communications Strategy developed to guide all project internal and external communications; promote one TL brand and consistent messages about TL. Graphic design artists engaged to produce relevant materials

TL Annual Activity Plan 2011 submitted and approved by AusAID. Plan reviewed by NAC Chair – Sir Peter Barter and presented for endorsement to NAC.

Establishing a clear quarterly planning and reporting cycle for sites and field staff – cycle ensures timely review and development of staff and TL site activity plans and includes opportunities for capacity development and coaching at regional, provincial and site levels. (Annex 1) The project has undergone two full quarterly planning cycles.

Subsites identified as first priority for expansion. Established new office space in Mt. Hagen to support expansion of Highlands Region activities. TL works with several sites that come under the same national management including Defence Forces, NACS and Palm Oil enterprises. TL met with Palm Oil and NACS with the purpose of strengthening working relationship and exploring opportunities for collaboration and exapnsion.

Learning and Development strategy developed, based on TL Capacity Needs Assessment, to guide project capacity building initiatives for staff and volunteers.

M&E Framework developed in alignment with NHS and with inputs from AusAID and NACS. Will form the basis of M&E plan. Site level data collection tools developed and rolled out.

Prevention and Gender Strategies: Drafted and in final stages of review. Guide expanded ‘combination‐prevention’ approach to prevention and care promoted by TL.

4 Implementation of Learning and Development Plan to commence in third quarter with appointment of Training Coordinator.

Continue with site finance induction (Momase and Morobe)

Commence STA Mentoring visits to increase capacity building opportunities and support at Regional and Provincial levels.

Conduct Management Training for all TL staff in management roles

Establishment of Steering Committee in June 2011 to establish their role as strategic adviser to TL and seek endorsement of 2011 Annual Plan.

Commence Social Mapping to improve understanding of sites and tailor site activities to specific needs arising in each location.

Commence development of communication materials and products to support site committees to implement wider range of prevention activities.

Develop volunteer management strategy to increase support to and sustainability of volunteers.

Research into Community Conversations and how this model can be incorporated into TL prevention approach.




Rating (1‐6)


4. Achievement of Objectives

To strengthen the capacity of site committees to plan, deliver and monitor appropriate prevention activities

Two quarterly planning cycles have been completed

Site Assessment and Planning tool developed and all staff and site committees received mentoring in how to use this tool

Learning and development strategy developed and guiding roll out of training activities for staff and volunteers

RCs (2 female: 2 male) attended three formal training sessions:

o Facilitation Skills

o Prevention Approaches

o Change Management

TL Staff Performance Management System developed, including:

o Performance Cycle

o Performance Assessment, Key Performance Indicators, universally expected behaviours

Two rounds of mentoring visits to support site committee planning conducted by senior team members to each project location

Site level quantitative monitoring tools developed to capture site committee activties and rolled out in February 2011. Annex 2 presents a summary of reports received to date.

To design and deliver effective prevention responses at sites

Two rounds of mentoring visits included a comprehensive site assessment tool as part of the planning exercises. The findings have increased understanding of site context and specific risks to HIV in those locations.

Prevention Strategy drafted and includes broader approach to HIV prevention and care addressing individual, cultural, social, economic, political risks to HIV. The Strategy will include a menu of suitable interventions to create more supportive environments to individuals, families and communities. The Strategy is structured to promote quality assurance and layered implementation of interventions.

Gender Strategy has been drafted and includes both operational and intervention components to ensure Tingim Laip is delivered in a gendered approach.

To facilitate advocacy for the delivery of the five pillars near sites (condoms, STI treatment, VCT, care and support, and treatment.)

Tingim Laip activities are still largely centred around HIV awareness activities, promotion of condom use and distribution of condoms.

Referral to VCT and STI services happens in many sites, but hard data on TL’s contribution to this is not readily available. Tingim Laip has drafted a referral card mechanism and a survey has been conducted with project staff, volunteers and service delivery providers – feedback will guide finalisation and rollout of the referral system in the next quarter.

TL promotes the importance of each of the five pillars to prevent HIV infection and care for PLHIV amongst staff and volunteers. TL prevention strategy has clearly outlined that TL does not provide any of these services (apart from condom distribution), but works with service providers and communities to increase accessibility and availability of these services.

To generate and use research to guide improvements in the quality of TL responses

Social Mapping proposal submitted to NACS Research Advisory Committee. TL is responding to RAC feedback and expect approval of plans by mid‐June. Consultant has been identified and will be engaged immediately following RAC approval. This will update information on the key drivers of HIV risk, vulnerability and impact at each location.

To deliver a well managed project guided by M&E consistent with the national M&E framewwork and donor requirements

Communications Strategy – as above

Grants – Steady increase in distribution of grants funds for site activities since November: 2011 Q1 Grants distribution: K23,499.62; 2011 Q2 Grants distribution: K91,926

Induction – as above

4 Key improvement areas:

Support to site committees to redo the mapping of their environment to ensure that their interventions are linked to the key drivers of the epidemic in the environment

An increase in the breadth of interventions offered – including stronger linkages with VCT and STI services, increased attention to strategies that assist people to manage alcohol intake, increased engagement of women and women’s groups, specific attention to HIV care and support and HIV treatment support




Rating (1‐6)


5. Monitoring and Evaluation

The M&E Framework has been drafted and internal discussions are currently underway to ensure the Framework accurately reflects prevention, gender and management strategies that are also being developed.

A preliminary draft of the Framework was presented to NACS and AusAID for their input and feedback and this has been taken into consideration in further development. The M&E Framework is aligned with NHS and consultation with NACS and AusAID have clarified expectations of Tingim Laip in this regard.

Following the finalisation of the M&E Framework, the M&E Implementation Plan will be developed and used to guide all M&E activities.

Quantitative data collection tools have been developed for site level (volunteer) activities. (Attached in Annexes 3, 4, 5) The tool has been introduced to all sites and Project Officers report that these are being submitted on a regular basis. Project Officers are experiencing difficulties in collating the data and submitting their reports to the national office in a timely manner. This is due to the large turnover of staff as part of the novated recruitment process. The matter is being addressed at the June team meeting.

DP M&E has conducted a review of M&E reporting systems and tools used by other volunteer‐based HIV prevention projects in PNG (Poro Sapot, Youth Outreach Project) to assist in developing appropriate data collection and management tools and processes.

M&E Coordinator has developed report tracking databased as well as activity tracking databases that are currently being piloted within the national office.


M&E Framework and corresponding plain language explanation training materials in development

Greater support to POs and RCs to strengthen reporting and documentation processes

6. Sustainability TL will address sustainability in stages:

In this reporting period, focus has been on the establishment of strong internal systems, processes and values. This has included: o Development of strong internal systems of governance within the

project team: estalishment of clear decision‐making pathways and lines of authority; documentation of processes and decisions at all levels.

o Establishment of performance management system that holds staff accountable and encourages learning and development. Includes: KPI development; performance appraisal guidelines; learning and development plans for each team member

o Robust financial accounting and monitoring systems at all levels including financial induction for Highlands and and Southern Region site committees

TL has commenced meetings with key stakeholders to strengthen relationships, improve understanding of TL and explore opportunities for collaboration and partnership. Meetings have been held with: New Britain Palm Oil, Oil Palm Independent Landholders Corporation, FHI, PSI, Save the Children, Military at select project locations, ADB Enclaves project, VSO.

TL continues to maintain regular communication with NACS to ensure activities and plans are in line with NHS and integrated into provincial responses.

Commenced negotiations with Save the Children to pilot sub‐contracting model of TL delivery. Learnings from this initiative will guide promotion of TL as packaged HIV prevention model that can be taken up by other interested and capable NGOs and CBOs


Development of strong governance systems within TL site commitees

Volunteer management and incentive system to be developed to guide strengthening of technical and operational capacity of site volunteers

Working more closely with local level service providers and partners to promote ownership of TL, strengthen implementation and reduce barriers for most at risk populations in each location

Strengthening technical and operational capacity of field team members




Rating (1‐6)


7. Risk Management

Key risks:

The shift to more rigorous mapping and site identification and a more comprehenisve set of interventions at site level may be met with some resistance in some sites, where these practices have remained unchallenged for some time – this can be overcome by steady capacity development that respects the work that has been done to date but that guides site committees and staff to a greater understanding of the need to link mapping information with intervention design

The shift to more rigorous financial monitoring and controls at site level may be met with some resistance and resentment in some sites, where poor financial practices have been unchallenged. This can be overcome by steady capacity development that guides committee members and staff to better understanding of the need for financial transparency and accountability.

Losing key staff may lead to a loss of project history and continuity. This will be overcome by engaging some key ex‐staff through STA for particular tasks that require a greater sense of project history – eg negotiation of long‐term MOUs with entities

The ability for sites to absorb more grant funds will depend on our success in increasing their capacity to expand the scope of their work. There is a risk that this capacity development will take considerable time. We will manage this by focussing on at‐site training and mentoring and intensive on‐the‐job capacity development.

The novated recruitment process has in effect extended the transition period of the project. Extended gaps in activity with communities and stakeholders is starting to cause tension and resentment and to strain key relationships. This can be overcome by more regular circulation of messages to communities and stakeholders, meeting with key stakeholders and recruitment of new DP Communications and Media.

Significant delays in decision making and communication of decisions on the part of external stakeholders have made it difficult for TL to progress as planned. This has caused repeated adjustment of planned activities at all levels. We will manage this by continuing regular meetings with relevant partners with timely follow up and attention to agreed action items.

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8. Current Issues Novated recruitment process was successful and suitable candidates were identified for 20 of 22 positions – 17 of the candidates were new to the project. With almost all current TL officers new to the project, there has been a settling in period during which Field Officers are establishing themselves in their roles as well as developing relationships with communities and local stakeholders. While the process has been smooth overall, it has created a general slow down to delivery of project activities.

High number of new staff has required a lot of logistics support and there have been some delays in distribution of grants funds, which some sites have been disappointed by. With bank accounts and signatories now in place it is expected that this situation has been resolved and that the same delays will not be experienced in the next quarter. In the past 6 months TL has had three members of senior team resign for personal reasons: DP Communications and Media; DP Monitoring and Evaluation; DP Finance and Administration. Time and resources have been required to support departing staff and conduct recruitment and to fill gaps. Recruitment for these positions is currently under way and it is expected that the positions will be filled in late June and early July. Volunteers underpin the on‐the‐ground implementation of TL, however, TL has never had a policy or set of guiding principles for volunteer support and management. This is a key activity for sustainability and quality of implementation. Some site committees have had weak or little communication from TL staff for several months now as a result of staff turnover at field and national levels. This is a source of confusion, frustration and resentment for some site committees and stakeholders. Recruitment of new field staff and pending recruitment of new DP for Communications and Media will help to overcome this issue and strengthen relationships with communities and stakeholders.

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* This template requires you to observe word limit.



Annex 2

Summary of Reports Received

Location Site Reports Received Comments

February March April

Highlands Region

Mt. Hagen Kerowil 1 RC turnover end of March, PO position vacant til mid‐April

Minj Market 1 RC turnover end of March, PO position vacant til mid‐April

Waghi Valley 1 RC turnover end of March, PO position vacant til mid‐April

Kaiwe 1 RC turnover end of March, PO position vacant til mid‐April

Waipa Zone 1 RC turnover end of March, PO position vacant til mid‐April

Kiunga Kiunga Waterfront 1 PO position vacant til end of May (New RC in mid‐April)

Tabubil Tabubil/ Wangbin 1 PO position vacant til end of May (New RC in mid‐April)

Momase Region

Madang RD Tuna Cannery Expected but have not received any reports

RD Fishing Village Expected but have not received any reports

Redscar Expected but have not received any reports

Manus HMPNGS Tarangau PO position vacant til April. Data collxn forms introduced to site end of May

Wewak Moem Barracks 1 1 April report included data for March ‐ April

Avisat Takua 1 1 1

Vanimio Wutung PO turnover end of March. Data collxn forms introduced to site end of May

Border Detachment PO turnover end of March. Data collxn forms introduced to site end of May

Morobe Region

Lae Igam Barracks PO position vacant til mid‐April (New RC in Feb)

Lae Ports PO position vacant til mid‐April (New RC in Feb)

Lutheran Shipping PO position vacant til mid‐April (New RC in Feb)

Markham Umi Market 1 PO turnover end of March

Watarais PO turnover end of March

Yang Creek PO turnover end of March

Ramu Ramu 1 1

Southern Region

Milne Bay Hagita Estate PO turnover end of March; no reports expected

NCD Murray Barracks PO position vacant til end of May

Joyce Bay 1 PO position vacant til end of May

Tatana PO has expressed confusion on process

Hagwa PO has expressed confusion on process

Laurabada PO has expressed confusion on process

Central Porebada 1 PO has expressed confusion on process


Oro Higaturu Oil Palm 1 1 1 1

Higaturu Oil Palm 2 1 1 1

Opic 1: Isivini 1 1 1

Opic 2: Igora 1 1 1

Total Reports per month 17 5 7

Total Rec'd 29


Site Activities

Sites ID SC target group Large Group Discussions

Small Group Discussion

One‐on‐One Talks

Community Meeting

Lay Counselling

Condom Demonstrations

Tabubil/ Wangbin General community 3 0 0 0 0 0

Kiunga waterfront General community 0 0 0 1 0 0

Hagwa Youths 0 1 0 0 0 0

Porebada General community 1 0 0 0 0 0

Porebada Youths 0 2 0 0 0 0

Moem barracks Youths 1 2 0 0 0 0

Moem barracks Women 3 1 0 0 0 0

Moem barracks Soldiers & soldiers wives 1 0 0 0 0 0

Avisat Takua Sex workers 0 1 0 0 0 0

Avisat Takua General community 2 7 1 2 0 0

Avisat Takua Youths 1 4 1 0 0 0

Avisat Takua Community leaders 0 1 0 0 0 0

Avisat Takua Women 1 0 0 0 0 0

Avisat Takua Men 0 0 0 0 0 1

Avisat Takua Truck‐PMV drivers 0 0 0 0 0 1

Avisat Takua Family Units 0 3 0 0 0 0

Umi market General community 0 0 0 0 0 0

Kerowil Youths 1 0 0 0 0 0

Minj market Sex workers 0 1 0 0 0 0

Minj market Youths 0 2 0 0 0 0

Waghi valley Youths 0 1 0 0 0 0

Kaiwe General community 0 1 0 0 0 0

Waipa zone Sex workers 0 1 0 0 0 0

Waipa zone Youths 0 1 0 0 0 0

Higaturu Oil Palm 1 General community 0 0 0 3 1 0

Higaturu Oil Palm 1 Youths 2 0 0 0 0 0

Higaturu Oil Palm 1 Men 1 0 0 0 0 0

Higaturu Oil Palm 1 Company employees / dependents 0 2 0 0 0 0


Higaturu Oil Palm 2 General community 1 1 0 0 0 0

Higaturu Oil Palm 2 Youths 2 3 0 0 0 0

Higaturu Oil Palm 2 Men 0 0 0 0 0 0

Higaturu Oil Palm 2 Company employees / dependents 6 1 0 0 0 0

Higaturu Oil Palm 2 Party Goers 1 0 0 0 0 0

Opic 1‐Igora General community 1 1 0 1 0 0

Opic 1‐Igora Youths 1 0 0 0 0 0

Opic 2‐Isivini General community 1 1 0 0 1 0

Opic 2‐Isivini Women 0 0 1 0 0 0

Opic 2‐Isivini Men 0 0 1 0 0 0

Opic 2‐Isivini Women 0 0 1 0 0 0

Joyce Bay General community 0 0 0 3 0 0

Total of each type of activity 30 38 5 10 2 2


Items Distributed

Sites ID Month Male condoms Female condoms Lubricant Poster pamphlets/brochures

Tabubil/ Wangbin Feb 50

Kiunga waterfront Feb 1008 84 59

Kerowil Feb 2000 500

Minj market Feb 2806 160 532

Kaiwe Feb 6912 1000

Waipa zone Feb 637 247 800

Hagwa Feb 150 40

Joyce Bay Feb 52 25 70

Moem barracks Feb 478 3 4 10 15

Avisat Takua Feb 85

Avisat Takua March 3852 250

Avisat Takua April 3710

Umi market Feb 180

Higaturu Oil Palm 1 Feb 14 1 45

Higaturu Oil Palm 1 March 55132 117 11844 10 130

Higaturu Oil Palm 1 April 1692 122 453 12 28

Higaturu Oil Palm 2 Feb 7776 41 6912

Higaturu Oil Palm 2 March 1222 2 1106

Higaturu Oil Palm 2 April 1186 4 984

Opic 1‐Igora Feb 24

Opic 1‐Igora March 612 72

Opic 1‐Igora April 69 69

Opic 2‐Isivini Feb 68

Opic 2‐Isivini March 150 45 75

Opic 2‐Isivini April 576 576

TOTALS 90,391 2,688 23,400 57 352


Annex 3





Annex 4

Volunteer Name: Male Female (Tick box)

Site/Sub‐Site Name:

Month/Year:

Condom distributed: In the table below, write the number of condoms taken from each dispenser, as well as the number of male and female condoms distributed by you personally.

Please total the number of condoms going out from each dispenser. This will help you to monitor what is happening around the dispensers.

Date Dispenser 1 Dispenser 2 Dispenser 3 Dispenser

4 Dispenser 5 Dispenser 6 Dispenser 7 Dispenser 8 Dispenser 9 Dispenser 10 Volunteer

Day 1

Day 2

Day 3

Day 4

Day 5

Day 6

Day 7

Day 8

Day 9

Day 10

Day 11

Day 12

Day 13

Day 14

Day 15

Day 16

Day 17

Day 18

Day 19

Day 20


Day 21

Day 22

Day 23

Day 24

Day 25

Day 26

Day 27

Day 28

Day 29

Day 30

Day 31

Total


In the table below, please describe the IEC materials you distributed and please indicate how many were distributed too.

Date Description of Item Message/Topic How many distributed? Did not have

male c

female co

lub

po

pamphlet

other (d


Please write your comments about this form and any suggestions for improvement. Thank you.

Instructions

This form is to be completed by volunteers who have been trained formally/informally by the Project Officer, and who distribute either condoms and/or IEC materials.

Volunteer name: Name of the volunteer completing this form.

Male/female: Tick the appropriate box, whether you are a male or female.

Site/Sub‐site name: Write the name of your site and sub‐site. Use only official names registered by the TL project.

Month/Year: Write the name of the month and the year the volunteer talleysheet was officially completed by you.

Part 1: Tally of condoms distributed

Condom dispensers: The number of condoms should be registered before distribution and then placed in the dispensers for users to access.

At the end of each day, the dispensers should be checked to record the number of condoms that have been distributed.

The totals of condoms distributed for each day should be recorded under each day/date of the month mentioned above.

The numbers 1 ‐ 10 extending horizontally at the top of the table indicate a specific dispenser.

Volunteer: Volunteers can also personally distribute condoms. The number of condoms distributed personally by the volunteer are to be written in this column.

Date: The days of each month are labelled vertically starting from the top and extending downwards.


Total Male Condoms: Add together the total number of male condoms distributed from the different dispensers and the volunteer.

Female condoms: Write the total number of female condoms distributed

Part 2: IEC material distribution

Date: Write the date the IEC materials were distributed

Type of Item: Describe the type of item being distributed: posters, flyers, etc.

Message/Topic: briefly describe the the main message of the item.

How many were distributed: Write in how many of the item was distributed

Note: different types of materials should be captured on different rows.

Part 3: Insufficient stock of materials

There are tick boxes that correspond to materials namely male condoms, female condoms, lubricant, posters, pamphlets/brochures and others.

If you are out of supply of any of the materials mentioned above, please tick the box that corresponds to the relevant material.

Comments/Feedback

We would like to improve this form for you, therefore we seek your comments/suggestions. Any comments provided will be treated confidential and used

purposely for form improvements.




Documents

Quality at Implementation Report for Tingim Laip (Managed by · TL field staff based on earlier Capacity Needs Assessment. Two rounds of site mentoring visits have taken place in