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!
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