Pacific Regional HIV/AIDS Project Project Monitoring and Evaluation Report Final November 2003 – June 2005 Table of Contents ACRONYMS..................................................................................................................3 1 EXECUTIVE SUMMARY: FINDINGS AND LESSONS LEARNED ..............4 2 MONITORING AND EVALUATION FRAMEWORK ................................... 10 3 REPORTING AGAINST PURPOSE AND OUTPUT INDICATORS.............11 Component 1: Regional Strategy...............................................................................11 Output 1.1: Regional Strategy has been endorsed................................................... 12 Output 1.2: Regional Strategy has been implemented in a coordinated manner... 13 Output 1.3: Appropriate HIV/AIDS BCC methods used and materials available..... 13 Output 1.4: Strengthening HIV/AIDS and STI Surveillance ................................. 14 Output 1.5: Regional Strategy has been monitored and evaluated......................... 15 Component 2: Strengthened Capacity to Implement National Strategies ................. 16 Output 2.1: National HIV/AIDS/STI strategic plans reflecting current needs developed by each PIC ................................................................................................22 Output 2.2: National level capacity building plans for NACs, government departments and civil society organisations developed and implemented………….24 Output 2.3: Projects designed and implemented to support the achievement of National HIV/AIDS/STI strategic plans through a well coordinated Grants Scheme. …………………………………………………………………………………………....24 Output 2.4: National Strategies have been monitored and evaluated.....................28 Component 3 Effective and efficient project coordination and management........28 Output 3.1: Effective and efficient project management and coordination will have been achieved...............................................................................................................28 PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 1 of 32 List Annexes Annex 1 Project Activity Monitoring Matrix Annex 2 Project Indicator Task Schedule for 2005 Annex 3 Project Indicator Task Schedule for 2004 Annex 4 Master Indicator Matrix Annex 5 PI- 2: Evidence of increased multi-sectoral and Pacific Islander participation in the development of the 2nd Regional Strategy compared to the 1st. Annex 6 OI-4: BCC materials consistent with BCC-development checklist developed by BCCS Annex 7 OI-5 Reporting of HIV/AIDS & STI surveillance data Annex 8 PI-4 Assessment of NAC functioning in each country Annex 9 Table 8.1 Assessment of baseline CDO functioning in each country – June 2005 Table 8.2 CDO contribution to technical capacity development Table 8.3 CDO contribution to coordination of national HIV response Table 8.4 Summary CDO contribution to coordination of national HIV response Annex 10 Project management and design training – participant analysis Annex 11 Project management and design training – pre- and post-training analysis Annex 12 Competitive Grants Activities Annex 13 Capacity Development Organisations’ Activities PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 2 of 32 ACRONYMS AIDS Acquired Immune Deficiency Syndrome AMC Australian Management Contractor ARV Anti-retroviral AusAID Australian Agency for International Development BCC Behaviour Change Communication BCCS Behaviour Change Communication Specialist CB Coordinating body CBOs Church Based Organisations CCM Country Coordinating Mechanism CDO Capacity Development Organisation CRGA Committee of Representatives of Governments and Associations FSM Federated States of Micronesia GFATM Global Fund for AIDS, Tuberculosis and Malaria GYVGS gender, youth, vulnerable groups strategy HIV Human Immunodeficiency Virus IDSS International Development Support Services IEC Information, Education, Communication IGAP Independent Grant Assessment Panel KHATBTF Kiribati HIV/AIDS & TB Task Force M & E Monitoring and Evaluation MEF Monitoring and Evaluation Framework MERG Monitoring and Evaluation Reference Group MoH Ministry of Health NAC National AIDS Council / Committee NCM National Coordination Mechanism NGO Non-government organisation NSP National Strategic Plan PAMM Project Activity Monitoring Matrix PCC Project Coordinating Committee PIC Pacific Island Country PICTS Pacific Island Countries and Territories PLWHA Person living with HIV/AIDS PMER Project Monitoring and Evaluation Report PNG Papua New Guinea PPHSN Pacific Public Health Surveillance Network PRHP Pacific Regional HIV/AIDS Project RSIP Regional Strategy Implementation Plan SPC Secretariat of the Pacific Community STI Sexually transmissible infection TB Tuberculosis UNFPA United Nations Population Fund UNICEF United Nations Children’s Fund VCCT Voluntary and confidential testing and counselling WHO World Health Organisation PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 3 of 32 Pacific Regional HIV/AIDS Project 1 EXECUTIVE SUMMARY: FINDINGS AND LESSONS LEARNED Strategic Approach The Pacific Regional HIV/AIDS Project (PRHP) is actively working on the most effective ways in which sustainable and comprehensive response to HIV and AIDS can be managed and supported in the Pacific given the geographically dispersed and small populations and unique contexts of the Pacific Island countries (PIC). The project is taking a strategic approach that is consistent with the current discussions on the analytical papers on Human Immunodeficiency Virus Acquired Immune Deficiency Syndrome (HIV/AIDS) in the Asia Pacific Region1 and on Pacific Island Countries2. Major challenges faced by the project include: • addressing the vulnerability of small islands states to the threat of HIV and developing responses in a way that is context specific; • challenges to socio-cultural and religious norms and their impact on the threat of HIV; • issues of governance accountability of leaders to the welfare and wellbeing of their populations; • engaging government, religious and traditional leadership to acknowledge the threat of HIV and respond appropriately; • building of appropriate sustainable national coordination mechanisms to ensure harmonization and coordination of responses to HIV and AIDS that is lead by local authorities; • addressing cultural and gender issues that underlie the risks and vulnerability of people to the HIV epidemic in the Pacific; • providing access to treatment and ensuring appropriate care and support to those already affected by HIV and AIDS; and • ensuring harmonization and collaborative approaches with other bilateral and multi- lateral agencies in the region. Situational Assessment There have been significant changes in the Pacific region’s awareness, understanding and response to HIV since the project commenced in November 2003. In the past 18 months, there has been an increased sense of urgency observed about the need to respond to HIV amongst many of the PICs. This sense of urgency may be driven by an overall increased awareness of the epidemic partially as a result of increases in the recording of the incidence and prevalence of HIV and AIDS in the region. However, though the number of reported HIV infections in PICs, excluding Papua New Guinea (PNG), increased from 58 in 2003 to 1 Draft HIV/AIDS in Asia Pacific Region, Analytic Report for the White Paper on Australia’s AID Program, prepared by Annmaree O’Keeffe, John Godwin and Dr. Rob Moodie, October 2005 2 Draft Pacific Island Countries, Analytical Report for the White Paper on Australia’s AID Program Prepared by Professor Ron Duncan and James Gilling, October 2005 PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 4 of 32 Pacific Regional HIV/AIDS Project 71 in 20043, the greater focus on HIV cannot be attributed to these increases alone. The main factors affecting the level of concern about HIV and the response by many countries include: • the rapidly expanding epidemic in PNG which has clearly demonstrated to leaders that the epidemic is no longer a distant prospect and that the Pacific is vulnerable; • the increased reality of the epidemic through the reporting of more HIV positive cases amongst Pacific Islanders; • the endorsement of the Regional Strategy by Pacific leaders which identifies HIV as an issue of serious concern in the region and has provided a mandate that it be given a higher priority and increased allocation of resources; and • the resources being made available by a range of development agencies including Australian Agency for International Development (AusAID) and other multi laterals to support projects and development of country-level strategies and HIV responses. As a result of the above the HIV agenda is increasingly finding its way into the public arena. The project had increased its profile over the 2 years of implementation and has gained the respect and confidence of all the partners in the region. Significant engagement across a broad range of government and non-government stakeholders in the consultation process indicates increased political commitment, ownership and participation in a regional response to HIV and AIDS and a growing recognition of the need to respond as a matter of priority at country levels. HIV is now recognised for the first time in national budgets as a separate line item in Fiji, Solomon Islands, Tuvalu and Kiribati. It is clear that the Project is operating in a dynamic changing environment and needs to remain flexible and responsive to new and emerging needs This changing context will influence the implementation of the project in coming years so it is essential to continue to monitor the context as well as the project in order to ensure that key issues of strategic importance are adequately addressed. The outcomes of this Monitoring and Evaluation process will be key inputs into the development of subsequent annual plans. Development of a Regional Strategy and improved coordination The 2nd Regional HIV/AIDS strategy has been developed and approved by the Pacific Islands Forum Leaders and the Secretariat of the Pacific Community’s Committee of Representatives of Governments and Administrations (CRGA), illustrating leadership support at the regional level. A Pacific Regional Strategy Implementation Plan Coordinating body made up of all the key stakeholders has been developed to oversee the implementation of the regional strategy. The Regional Strategy is increasingly regarded as the central mechanism for cooperation and coordination in the HIV/AIDS response. All development partners participated in finalising the Regional Strategy Implementation Plan (RSIP) in September 2005. For the first time, the RSIP brings together the plans of all regional partners, identifies gaps and overlaps in the response and areas of collaboration between agencies. The implementation plan has also identified the gaps in resources required which will form the basis for resource mobilisation. 3 Personal Communication: Tim Sladden, HIV/STI Surveillance Specialist, SPC PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 5 of 32 Pacific Regional HIV/AIDS Project The PRHP has emphasized the 3 one’s approach and is committed to supporting in-country structures that are consistent with this philosophy: a single strong national coordination mechanism; a single national strategy; and a single monitoring and evaluation framework. Monitoring and Evaluation A key aspect of improved monitoring of the HIV/AIDS situation across the region is the presence of a robust surveillance system. In June 2004, members of the Coordinating Body of the Pacific Public Health Surveillance Network (PPHSN) agreed that HIV/AIDS is a major public health problem and included HIV/AIDS on the list of priority communicable diseases for active surveillance. Until recently, reporting of HIV and AIDS by Pacific Island Countries and Territories (PICTs) to Secretariat of the Pacific Community (SPC) has been irregular. To date there has been little available data on HIV-related behaviours or assessment of vulnerability in the region. With increased support for surveillance from PRHP, the Global Fund for AIDS, Tuberculosis and Malaria Global Fund Project (GFATM), and the World Health Organisation (WHO), the situation has improved markedly. In 2004, all Pacific Island Countries and Territories (PICTs) reported on HIV and AIDS cases to SPC. However, only 30% of countries reported STI data. STI data is an important proxy for measuring risk and vulnerability in low HIV prevalent situations. Six countries have now completed HIV, STI and behaviour surveys in different population groups and surveys are currently underway in a further three countries. Low capacity in many countries to conduct HIV and STI surveillance surveys has highlighted the need for further technical support. PRHP and SPC will collaborate with partners to undertake surveys and build capacity to strengthen country level surveillance systems. With further support it is expected that by the end of 2006, the majority of PICTs will have completed HIV, STI and behaviour surveys. The Behaviour Change Communication Specialist (BCCS) is supporting PICTs in planning and implementing behaviour change initiatives. The training provided, by the BCCS, in many PICs over the past year has helped shift the focus from HIV education and awareness toward activities aimed at changing unsafe sexual behaviours. There is still reluctance in sections of the community in some countries for open and frank discussion about a range of strategies for preventing sexual transmission of HIV, including the use of condoms. Capacity development efforts need to focus on supporting partners to use effective best practice processes which are culturally sensitive and cognisant of present cultural barriers which can constrain the production of informative and appropriate materials particularly for youth. There is also a need to introduce and adopt and adapt different behaviour change strategies in PICs that have worked elsewhere, such as the Stepping Stones approach. In 2006, PRHP will collaborate closely with the Global Fund Project, the new ADB Project, UNICEF and the UNFPA-funded Adolescent Reproductive Health Project to introduce the Stepping Stones approach in the Pacific. Country-level capacity to coordinate, manage and monitor HIV/AIDS responses Thirteen of fourteen PICs included in Component 2 of PRHP have established a National AIDS Council / Committee (NAC) or equivalent to manage the national HIV response. In smaller PICs, such as Nauru, HIV-related activities are managed by the Health Promotion Council which has a broader mandate than just HIV and AIDS. The NACs are currently at a fledgling stage of developing their mandate and capacity as the key coordinating agency. The Solomon Islands’ NAC is functioning well and provides a useful model for other countries. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 6 of 32 Pacific Regional HIV/AIDS Project The key issues affecting NACs’ capacity to take up this mandate of coordinating activities and resources effectively are the presence of skilled individuals or drivers and access to and control over necessary resources. These issues are directly linked to both individual skills and knowledge, the political context and enabling institutional arrangements. Coordination is required to ensure actors engage cooperatively at country level to support one coordination mechanism for planning and implementation of HIV and AIDS initiatives. Supporting and strengthening the country’s national coordination mechanism is important for a comprehensive sustainable response in each country. PRHP is assisting NACs to achieve the active engagement of country partners’ and development organisations’ involvement in these processes, but this is not without its challenges. A key issue is the Country Coordinating Mechanisms (CCMs) established by the GFATM which potentially duplicate the NACs. This has been addressed in some PICs, but it is critical that there is regional commitment to support one mechanism at country levels to avoid diluting a country’s focus and resources. Country planning and review mechanisms such as the updating of National Strategic Plans (NSP), development of annual action plans, and ongoing situational analyses are important mechanisms to improve country level responses. PRHP actively engages in these activities as a part of the Project’s capacity building approach for strengthening national coordinating mechanisms. A key indicator for successful planning and implementation is the degree to which a multi-sectoral response is achieved with the active engagement of different stakeholders. PRHP has assisted in ensuring that broad sectoral engagement has been achieved in the NSP reviews completed to date. That more sectors are currently involved in planning and review than in implementation, reflects both the current level of implementation of NSPs and the capacity and resources of the different sectors that should ideally be involved. Annual action plans will hopefully facilitate more tangible implementation of NSPs and greater sectoral and multi-sector involvement. Resources from PRHP and other donors/organisations can support this involvement through coordinated and targeted programs. The Capacity Development Organisation (CDO) model is emerging as a key catalyst for improved NAC coordination and management in its ability to provide critical support to stakeholders at national and community levels. This is both through its involvement in national level planning, monitoring and review as well as its support to expand the HIV response by involving smaller, non-traditional organisations. The organisations established as CDOs initially had low levels of organisational and project management skills. However, after a year of support and training, we are now seeing evidence of change in three important ways: 1) CDOs being increasingly active in their role, 2) the development of skills and capacity through project training and support, and 3) evidence that CDOs are transferring skills through their own training and capacity building activities. In 2006, PRHP will review CDO performance and assess and develop capacity development strategies. The review will consider the sustainability and replicability of the CDO concept to countries where it has not taken off as anticipated. Capacity building will also continue jointly with NACs, including training such as in Monitoring and Evaluation (M&E), mentoring and country exchanges. The grants programs are proving to be an important means to provide resources to meet country level priorities. NAC Grants are assisting NACs to resource NSP implementation, improving coordination between NAC and CDOs through the joint management PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 7 of 32 Pacific Regional HIV/AIDS Project arrangements, and facilitating the increased capacity and involvement of a broader range of organisations in the HIV response. The competitive grants program has attracted a significant number of proposals. However, while it is important that organisations can apply to undertake projects in areas in which they have experience and capacity, the need for fresh ideas and approaches has also been identified. As such, limited knowledge and capacity in HIV/AIDS programs in most countries has constrained the degree of innovation in the proposals received. In response, PRHP proposes to expand the Rapid Response Grants guidelines to enable specific pilot initiatives to be trialled that have proven success in other regions, such as in Africa. PRHP will work with selected local organisations best placed to implement these pilot initiatives as part of its capacity building approach. The Rapid Response pilot initiatives also provide and opportunity to address sensitive issues such as sex work and the vulnerability of men who have sex with men. Key issues for 2006 A number of key issues have emerged and will be addressed in the 2006 annual plan. These include: CDO Model for Capacity Building In the partner countries where the CDO program is operating, the role of the CDO, in providing critical support to other stakeholders at national and community levels, indicates that the CDO model is appropriate. However, a performance review of CDOs will be conducted in 2006 to identify any weaknesses in individual CDOs and strategies for addressing these as well as reviewing the CDO Model itself with a view to developing strategies for its wider application or alternative models which may be more appropriate for use in specific Pacific Island Countries. Broader Sectoral Participation in Implementation Involvement in planning does not guarantee involvement in implementation. The Project aims to enable a broader range of sectors to become more actively engaged in the national HIV responses. This is to be addresses through creating an increased level of awareness and an improved understanding about appropriate sector responses for HIV and through the provision of Project assistance with the development of multi sector and sector specific responses within the country strategy. Extending joint training with regional partners across priority management and technical areas will be pursued to promote a coordinated approach, maximise resources, and avoid duplication of effort. National Strategic Plans The Review of National Coordinating Mechanisms to be completed by the end of 2005 will inform strategies to improve NSP development. Country-specific strategies will be developed to ensure responses are appropriate to individual contexts. Processes and tools for support planning processes will be refined, along with capacity development strategies to assist NAC’s achieve their mandates. Capacity Development Model Stronger collaboration between the NAC and CDO in the Solomon Islands has resulted in better awareness of capacity development needs in the country. The Solomon Islands’ model plan will be made available as a template for use by other countries. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 8 of 32 Pacific Regional HIV/AIDS Project Addressing the Needs of Vulnerable Groups For the second round of the Competitive Grants Program submissions, organisations have been specifically asked to address the needs of vulnerable groups as a priority for funding. Innovative Interventions The Rapid Response Grants Program was initially developed to respond to projects with an immediate need for funding. In 2006 the Rapid Response guidelines will be revised to allow PRHP to support innovative pilot projects and to be able to respond to these needs in a timely and flexible manner. Proposed innovative interventions include ‘Stepping Stones Approach’; continuum of treatment, care and support models; and Anti-retroviral (ARV) treatment regimes. Improved reporting New reporting requirements were discussed and agreed at a meeting with AusAID Post in September. This included the introduction of SMT reporting and streamlining current reports to ensure timely provision of analytical information to AusAID and to avoid duplication of information. The M&E framework has been revised to include the collection of more outcome level data. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 9 of 32 Pacific Regional HIV/AIDS Project MONITORING AND EVALUATION FRAMEWORK Bi-annual monitoring and evaluation reporting for PRHP was introduced in February 2005. This is the first Project Monitoring and Evaluation Report (PMER) and will cover the period from project commencement in November 2003 to June 2005. The PMER is based on the PRHP Monitoring & Evaluation Framework (MEF). The MEF facilitates monitoring and evaluating the project’s progress towards achievement of outputs, objectives and targets. It is designed to meet the needs of a variety of project stakeholders and to promote accountability, quality improvement and Monitoring and Evaluation (M&E) capacity development. M&E will inform planning and design processes, learning and improvement during implementation, and important management decisions at regional, national and project levels. Importantly the MEF assists with evaluation of the project’s effectiveness, documents the outcomes, and supports the assessment of sustainability. Verifiable indicators have been defined at the Logframe purpose and output levels to help assess project achievements in strengthening capacity of NACs and civil society organisations, promoting multi-sectoral HIV/AIDS responses, and improving HIV/AIDS surveillance in the region. There are eight Purpose Indicators (PI); numbered PI-1 to PI-8 and twenty two Output Indicators; numbered OI-1 to OI-22. The initial Project Activity Monitoring Matrix (PAMM) (see Annex 1) was submitted as part of the M&E Framework. It describes outcomes units (eg number workshops or surveys) for each Project Logframe activity and indicates the target number and indicative timing for achievement of each. The PAMM is supported by a Project Indicator Related Task Schedule. The Schedule for the 2005 Project Annual Plan is at Annex 2 and Schedule for the 2004 Project Annual Plan is at Annex 3. The PMER provides details against all Purpose Indicators and Outcome Indicators. Subsequent reports may take an exception based approach. A summary of project-to-date status is provided in the Master Indicator Matrix at Annex 4. The narrative report addresses each Indicator by Component and Output Level. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 10 of 32 Pacific Regional HIV/AIDS Project 2 REPORTING AGAINST PURPOSE AND OUTPUT INDICATORS Component 1: Regional Strategy The objective of Component 1 is to develop and monitor the implementation of a Regional Strategy on HIV/AIDS in all twenty two Pacific Island Countries and Territories (PICTs). Through AusAID funding, PRHP supports the development of the Regional Strategy and interventions in 14 of the 22 PICTs covered by the Secretariat of the Pacific Community (SPC). The focus of Component 1 is on development of the second Regional Strategy, public health surveillance and behaviour change communication. PI-1: HIV/AIDS included on Pacific Public Health Surveillance Network’s list of priority communicable diseases for active surveillance by 2008 Progress against indicator This indicator has been fully achieved. Refer to OI-5 for ongoing monitoring. Improvement of surveillance is an essential part of an effective regional and national response to HIV/AIDS. Among other benefits, good surveillance is important for evidence- based planning and service delivery. Until recently, information about the HIV infections and AIDS cases in Pacific Island Countries (PICs) has relied on varying levels of passive surveillance and screening. Reporting of HIV/AIDS cases to WHO and SPC was irregular and there was little available data on HIV-related behaviours or groups vulnerable to HIV infection in the region. At the 10th meeting of the coordinating body (CB) of the Pacific Public Health Surveillance Network (PPHSN) held in Noumea, New Caledonia from 2-4 June 2004, the CB members agreed that HIV/AIDS is a major public health problem and that it should be incorporated into PPHSN activities. HIV/AIDS is now included on the PPHSN’s list of priority communicable diseases for active surveillance. Reporting of HIV and AIDS cases to SPC and WHO has improved markedly in the past year. In 2004, all PICTs reported HIV and AIDS cases to SPC. It should be noted however, only 30% of countries provided reports on STIs infections (Refer to OI-5). PI-2: Evidence of increased multi-sectoral and Pacific Islander participation in the development of the 2nd Regional Strategy compared to the 1st Regional Strategy Progress against indicator This indicator has been fully achieved. The central involvement of Pacific Islanders in the development of a Regional HIV/AIDS Strategy and its endorsement by the regions’ leaders is regarded as crucial to an effective regional HIV/AIDS response. Emphasis on involvement of Pacific islanders ensures ownership of the strategy by the PICTs. There has been an increase in the range of sectors and number of sectoral agencies and number of Pacific Islanders involved in the development of the 2nd Regional Strategy, compared to the 1st Regional Strategy (1997-2000). An increase of 25 sectoral agencies, PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 11 of 32 Pacific Regional HIV/AIDS Project including NGOs, faith-based organisations and bilateral and multilateral agencies, were involved in consultations and development of the 2nd Regional Strategy with 76% (n=163) of participants being Pacific Islanders as compared to only 39% for the 1st Regional Strategy (see Annex 5). Pacific Island participants included representatives across five government departments, 24 NGOs and 10 multi-lateral agencies. Representatives from three educational institutions and four media organisations were also involved. Lessons learned In the past, for most PICs, the Ministries of Health and NGOs have been the primary organisations responding to HIV. The development of the 2nd Regional Strategy has provided an opportunity to engage Pacific Islanders from all sectors of the community in discussions about the HIV and AIDS situation in the region and the role they can play in participating in an effective national and regional response. PI-3: Evidence of improvement in quality of M&E Framework in the 2nd Regional Strategy compared to the 1st Regional Strategy Progress against indicator This indicator has been fully achieved. There was no specific M&E framework for the first Regional Strategy. The development of the second strategy has enabled the key stakeholders to have an active input into the development of a Regional M&E Framework. The development of the Framework has been coordinated through the M&E Reference Group (MERG). Output 1.1: Regional Strategy has been endorsed OI-1: Pacific Island Leaders Forum endorses 2004 – 2008 Regional Strategy Progress against indicator This indicator has been fully achieved. The Regional Strategy has set the basis for regional cooperation in a coordinated manner. As suggested in a recent paper, “development partners and funding institutions should now be aligning their support for the fight against HIV/AIDS in the Pacific with the Regional HIV/AIDS Strategy”. The challenge remains for all partners to work together in supporting its implementation. Lesson learned Recent developments in the HIV response in the region indicate that the Regional Strategy is beginning to be regarded as the central instrument for cooperation and coordination in the response to HIV and AIDS. Its value is illustrated by the recent submission from PICs to Round 5 of the Global Fund for AIDS, Tuberculosis and Malaria (GFATM). This submission included a careful analysis of the Regional Strategy Implementation Plan which identified programmatic and funding requirements and current gaps in resources. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 12 of 32 Pacific Regional HIV/AIDS Project Output 1.2: Regional Strategy has been implemented in a coordinated manner OI-2: At least 70% of activities in the annual plan for the Regional Strategy are implemented The Regional Strategy Implementation Plan was finalised in October 2005. Reporting against this indicator will commence in 2006. OI-3: By the end of the 2004 Regional Strategy’s lifetime, at least 70% of the regional-strategy activities have been implemented This indicator will be reported at the end of the Regional Strategy lifetime in 2008. Output 1.3: Appropriate HIV/AIDS BCC methods used and materials available OI-4: At least 70% of BCC materials developed with PRHP assistance assessed as consistent with BCC-development checklist developed by BCCS. Progress against indicator The quality of BCC materials produced with PRHP assistance will be used as a measure of success in strengthening capacity in behaviour change communication in the region. Support involves a 2-step process of training and then assistance at country levels in developing BCC materials. Standard checklists have been developed to assess both the content of materials as well as the process undertaken in their production. Two quality standards are used to assess BCC materials: Standard 1: BCC materials should focus on well-characterised, specific target audiences; and Standard 2: BCC materials and messages are designed to motivate and appeal to the needs, beliefs, concerns and readiness of the specific target audience. Two BCC materials developed with assistance of PRHP to date are a poster and brochure for the Fiji military and youth. The materials are both 100% compliant against Standard 1 and 96% & 80% compliant respectively for Standard 2 (See Annex 6). Lesson learned Although capacity development was undertaken with the material producers, and ongoing support provided, it is important to acknowledge that there are some constraints in achieving 100% compliance against quality standards. These constraints include: willingness of local organisations to follow through with recommended approaches; time frames for material production imposed by governments or donors, and; the cultural barriers which constrain the production of material (particularly for youth) which is sufficiently open and frank. Future action The assessment of the materials produced against the checklist will be analysed to identify areas for improvement and replication of the methodology in other countries and vulnerable groups. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 13 of 32 Pacific Regional HIV/AIDS Project Other evidence of change The Most Significant Change story below was submitted by the CDO in Solomon Islands and describes the impact of the BCC training on the ability of the writer, a peer education trainer, to speak openly about sex. “Most Significant Change” Story Title of story: Breaking down barriers Person documenting story: Florrie Alalo, RRRT/UNDP, Honiara Date of documentation: 13 July 2005 What do you think is the most significant change that has happened to you/organisation as a result of capacity building provided by the CDO or PRHP? I am a paralegal trainer and have trained peer educators on human rights issues but there is nothing more difficult than talking about sex in a society full of cultural and religious taboos. I attended the Behaviour Change Communication training organised by Oxfam [CDO in Solomon Islands] in May 2005. Prior to this training I was very uncomfortable when I had to talk about HIV & AIDS issues and would use words such as “sleeping” for sex and “thing” for penis/vagina. The training has showed me that even though our culture does not allow us to express these words, we have to in order to address HIV/AIDS. It has showed me that straight talking is best in order for people to get the message loud & clear in order for us to curtail HIV/AIDS & reduce poverty. As a trainer I have since talked to my peer educators and stressed to them that HIV & AIDS has no barriers and we should not use culture and religion as an excuse. Why do you think this is a significant change? I believe firmly now that in addressing sexual issues I must talk about all issues involved even if it means that I’m going to be criticised for it. What I mean is that, now in my Human Rights training I also talk about how diseases can also lead us into poverty & less quality of life. This is a new change in my trainings. Output 1.4: Strengthening HIV/AIDS and STI Surveillance OI-5: At least 70% of PICTs not covered by GFATM funded surveillance activities collect and report at least annual routine HIV/AIDS & STI surveillance data to PPHSN Focal Point (SPC Public Health Surveillance and Communicable Disease Control Section) Progress against indicator This indicator was partially achieved in 2005. Surveillance activity refers to two sets of data (HIV/AIDS and STIs) that should be collated and reported annually. In 2004, 100% of the 22 PICTs reported HIV and AIDS passive surveillance data to the PPHSN Focal Point. Reports were made by the PICTs based on the number of cases of HIV and AIDS detected and those who were known to be living with HIV in each of the countries. However, only 30% (6) reported STI surveillance data which is PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 14 of 32 Pacific Regional HIV/AIDS Project of concern given STIs are an important proxy for measuring risk and vulnerability in low HIV prevalence situations. (See Annex 7). There has been other significant progress in strengthening HIV surveillance to which the Surveillance Specialist has contributed. With funding from the Global Fund project, six PICs: Fiji, Kiribati, Samoa, Solomon Islands, Tonga and Vanuatu, have undertaken the first round of second generation HIV surveillance surveys. The surveys include reporting of HIV infection, STIs and behaviours in different population groups including ante-natal clinic attendants and STI patients, uniformed service personnel and seafarers. Information collected will be important baseline data for national programs. The SPC HIV/AIDS surveillance specialist will collate and interpret the data for use in the national programs and for use at the regional level to inform implementation of the 2004 – 2008 Regional Strategy. Lessons learned Differentiated data is required to ensure that routine surveillance for both HIV/AIDS and STIs is undertaken. There is a need to emphasise the importance of more regular reporting of STIs to the SPC/PPHSN in future. The challenges for PICTs are to incorporate the reporting of HIV/AIDS and STIs into national surveillance systems, to provide quality information for national responses, and to provide regular reports for M&E of the Regional Strategy. The delay in completing HIV and STI surveys in PICs is mainly due to a lack of technical capacity in PICs to undertake the activities (surveys). Although there was training provided on the conduct of surveys prior to the commencement of HIV and STI surveys, the low capacity in some countries has meant that there was a need to provide further in-country support. As the only resource person in the region available for providing technical advice on the conduct of surveys, the Surveillance Specialist is severely over stretched and unable to support all the countries that require his advice. It is therefore important to plan for additional in-country technical support. Future Action The project will assist in: • strengthening country level surveillance systems; and • improving reporting systems to enable NACs to accurately report and conduct meaningful reviews of national strategies. During 2006, to ensure that all partner countries are able to access technical assistance for surveillance when required, PRHP will identify and provide additional technical assistance to work with the Surveillance Specialist to assist PICs conduct surveys and the capacity building of local counterparts. Output 1.5: Regional Strategy has been monitored and evaluated OI-6: Evidence that mid-term and end-of-term evaluations of the Regional Strategy have been completed This indicator is the subject of future reporting. OI-7: Evidence that the Regional Strategy has been monitored This indicator is the subject of future reporting. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 15 of 32 Pacific Regional HIV/AIDS Project Component 2: Strengthened Capacity to Implement National Strategies The objective of Component 2 is to increase the capacity of PIC governments and non- government organisations in 14 countries to develop and implement effective HIV/AIDS/STI prevention and control activities. Support is provided to PICs to strengthen their capacity to implement national HIV/AIDS strategies at two levels. Firstly through support to National AIDS Council/Committees (NACs) or an equivalent organisation, and secondly through support to Capacity Development Organisations (CDOs) and NGOs in strengthening the HIV responses at the community level and for vulnerable groups. Through supporting the development of national strategies; capacity building of stakeholders including NACs, government and civil society organisations; and the provision of grant funding, PRHP is able to ensure an integrated approach to strengthening the capacity of PICs to respond effectively and appropriately to the emerging HIV/AIDS situation. PI-4: At least 70% of 14 NACs involved in Component 2 assessed as demonstrating improved functioning between baseline and end of project A NAC or equivalent body has been established in thirteen of the fourteen PICs, though in smaller states these may not have a sole HIV/AIDS mandate. The project has identified the following five criteria for assessing improved functioning of NACs: i. Degree of knowledge of current national HIV response. ii. Degree and quality of documentation of current HIV response. iii. System of annual review of the implementation of the national HIV strategy. iv. Quality of reporting on annual process of review and planning. v. Quality of annual national HIV/AIDS work plans. Progress against indicator A baseline assessment of the functionality of NACs (or equivalent) in 14 partner PICs is shown in Annex 8. The results indicate that the majority of NACs are not yet functioning effectively. Out of a maximum score of 70 for the five sub-indicators above, the total scores attained ranged from zero to 40. Solomon Island’s NAC had the highest capacity (n=40), demonstrating a high level of functioning in three of the sub-indicators (degree of knowledge of the current HIV response, degree and quality of documentation, and system of annual review) and medium functioning with regard to the quality of reporting on annual planning and review processes and national HIV/AIDS work plans. Fiji, Kiribati, Palau and Tuvalu demonstrated effective functioning in terms of knowledge of current HIV/AIDS responses and having fair to good supporting documentation. The presence of systems for review, planning and reporting remains weak. In general, while most countries have current NSPs, they scored poorly on system of annual review of the responses, reporting on the reviews and development of annual action plans. Key issues include staff capacity, access to resources, and the presence of an enabling policy environment and systems. In the Solomon Islands and, to a less extent, Fiji, the NAC has increased capacity primarily because HIV/AIDS is recognised by government as a PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 16 of 32 Pacific Regional HIV/AIDS Project development priority. Thus, for Solomon Islands and Fiji, the NACs are appropriately staffed, resourced and have a clear policy focus. In Kiribati, Tuvalu and Palau, the capacity of the NAC to influence government and effectively coordinate responses is increasing. In the remaining 9 countries, NACs are struggling to function in an environment where HIV/AIDS is not seen as a key health issue and countries do not currently acknowledge HIV/AIDS as a concern for broader development assistance. This is demonstrated by the results showing the NACs in these PICs having limited influence, staff capacity and a lack of dedicated resources. Lessons learned The process of developing NSPs and Action Plans has improved capacity to undertake situation analyses and coordinate with country and development partners. For example, significant changes in stakeholder engagement were observed in the Marshall Islands through recent preparation of its NSP. Funding for HIV response is also now recognised for the first time in national budgets as a separate line item in Fiji, Solomon Islands, Tuvalu and Kiribati. At the regional level coordination still remains a key issue. Of particular concern, the Global Fund’s establishment of Country Coordination Mechanisms (CCMs) have in some countries duplicated the NACs, potentially limiting their effectiveness. While this situation has been rectified in some countries where the NAC is synonymous with the CCM, regional agreement is needed to support one mechanism at country level in all PICS to ensure consistency with the three one’s principle. Future action In 2006, PRHP is prioritising its support to NACs to review their strategies or prepare new NSPs for those that expire in 2005. The preparation of targeted and achievable annual action plans will include a process for annual review and planning to further improve NAC functioning over time. PI-5: At least 70% of CDOs assessed as demonstrating improved functioning between baseline and post-training survey CDOs are an important cornerstone of the PRHP strategy to strengthen PIC’s capacity to respond to HIV. They are intended to enable PRHP to extend the capacity building and financial support necessary to expand the HIV response in partner PICs far beyond what would be possible with only a small team based in Suva. The major focus of the work of the CDOs is to act as a catalyst for other organisations to respond to HIV and to provide technical and project management support. CDOs assist in mobilising other groups to start or expand their work on HIV and AIDS at a national level, in line with NSPs, providing them with the necessary support to do so through training, coaching and assistance in accessing PRHP grant resources. Progress towards achievement of the indicator CDOs are now functioning in eight of the 14 countries. Initially, many of the organisations selected as CDOs had relatively low levels of organisational and project management skills. The knowledge and experience of the majority of CDO coordinators about HIV programming was also limited. Following engagement and training, we are now seeing PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 17 of 32 Pacific Regional HIV/AIDS Project evidence of change in three key areas with 1) an increase in activity; 2) increase in skills through capacity building; and 3) evidence of transfer of these skills from the CDO to other stakeholders. After one year of operation, a baseline assessment of CDO functioning has been completed. The assessment has been informed by a range of research methods including semi-structured interviews with key informants and documentary analysis of applicable key documents. The assessment is designed to include a comparison of at least five areas of CDO functioning: 1. Project development and support where the CDO, in collaboration with the NAC, coordinates PRHP activities in-country. 2. Capacity building where the CDO provides support: to other organisations to access the grants and services of PRHP; and direct capacity development support through training, coaching and mentoring of partner organisations. 3. M&E where CDOs monitor and evaluate all project activities funded through the NAC grants program. 4. Financial management and reporting where the CDO is responsible for financial management and reporting of its CDO grant and all NAC grant funds. 5. Coordination and monitoring and evaluation of the national response through CDOs’ contribution to supporting the NSP’s organisational and M&E functions. The rating of the eight CDOs with respect to the first four sub-indicators above are summarised in Table 8.1 (Annex 9). Functioning of CDOs is variable. Vanuatu CDO has the highest level of functioning overall, as indicated by the management of the NAC Grant program, the number of capacity building initiatives organised and financial reporting to PRHP. Solomon Islands, Vanuatu and Fiji CDOs have initiated capacity building activities in addition to the project design and management training and behaviour change workshops initiated and facilitated by PRHP. Overall, Solomon Islands CDO demonstrates the highest functioning in the area of capacity building, having independently initiated two training activities. CDOs are also supporting the development of HIV technical capacity (see Table 8.1 (Annex 9) mainly through organising training events (such as PDM and BCC workshops) and through on-the-job coaching and technical advice (e.g. providing feedback to applicants on how to improve their grant proposals). Some CDOs showed surprising initiative. Tuvalu CDO, for example, developed a proposal writing kit for NAC Grant applicants and implemented a three-day proposal writing workshop as in-country follow-up to PRHP’s PDM workshop. NAC Grants Programs have commenced in six out eight countries. There are different reasons for the delay in establishing the NAC Grants Program in the other 2 countries. In Kiribati there was a delay in the establishment of Kiribati HIV/AIDS & TB Task Force (KHATF) as NGO and the consequent delay in recruitment of a Coordinator. The delay in Tonga has been due to a number of personnel changes in the CDO. Despite these limitations, interviews with key informants indicate that CDOs have become an important part of the HIV response in their respective countries and are making PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 18 of 32 Pacific Regional HIV/AIDS Project substantial and appreciated contributions to the coordination, implementation, and M&E of the national response (see Table 8.3 (Annex 9)) , including: 1. The functioning of the NAC; 2. Global Fund’s CCMs; 3. National HIV policy or strategy development; 4. Communication with, and mobilisation of, NGOs in the national response; and 5. Other contributions to national coordination. Based on CDO information4 presented in Table 8.4 (Annex 9), it appears that: • Four of eight CDOs (50%) provided administrative support to the NAC (Samoa, Solomon Islands, Tuvalu and Vanuatu). • Four of eight CDOs (50%) played an active role in increasing the participation of civil society institutions (especially NGOs) in the planning, implementation and monitoring of the national response (Vanuatu, Tuvalu, Solomon Islands and Fiji). • Three of the eight CDOs (38%) contributed to the development of national HIV policy or strategy. In two cases (Kiribati and Samoa), the CDO provided administrative support. In one case, the CDO provided substantive policy input (Solomon Islands). • Three of the eight CDOs (38%) assisted the GFATM’s CCM: - To avoid duplicating existing services in the GFATM submission by providing information on PRHP activities (Tonga); - By consulting, networking and encouraging multi-sectoral input into the GFATM proposal (Solomon Islands); and - By acting as the coordinating secretariat for the (combined) NAC/CCM (Samoa). • One CDO supported Leuleumafana to re-establish itself as the umbrella AIDS organisation for NGOs in Tonga. According to CDO self-reports [and NAC corroboration where available (for five of eight CDOs)] all CDOs have been networking effectively with other NGOs. Only two CDOs did not cite any government departments as agencies with which they were working (Cook Islands and Fiji). According to key informant sources, six of the eight CDOs worked with the Ministry of Health (MoH), while three CDOs worked with the education ministries (Tonga, Tuvalu and Vanuatu). Some sources did not specify which government departments 4 As far as possible (five out of eight countries), a representative of the NAC and CDO were interviewed to corroborate CDO-led evidence. In four out of five of these instances, the CDO representative nominated an additional function compared to the NAC representative. This is not surprising as CDO functions are higher in the minds of CDO informants than of NAC informants. It is normal for service providers to have a more detailed recall of their own service than their clients. Significantly, in no cases, was the divergence more than one function (see Table 3.4 Annex 3). Unfortunately, the self-reports of CDOs in Cook Islands, Samoa and Tonga are uncorroborated by a NAC representative due the latter’s unavailability during the field research period. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 19 of 32 Pacific Regional HIV/AIDS Project or Non-government organisation (NGOs) the CDOs worked with, but said merely ‘across the board – government and NGO’ (see Table 8.2). Lessons learned In the partner countries where the CDO program is operating, the role of the CDO, in providing critical support to other stakeholders at national and community levels, indicates that the CDO model is appropriate. A critical factor for success is the effectiveness of the CDO Coordinator. ‘M&E’ does not emerge as a key priority, strength or service provided by CDOs. Case Study: CDO contribution to the organisation and implementation of the national response in the Solomon Islands The CDO is playing a complementary and supplementary role to the NAC. They have been playing a leading role in getting NGOs to the stakeholders meetings and making meaningful contributions. Before, there used to be a demarcation between Government and NGOs, but now with the presence of the CDO, NGOs are active participants in meetings, in decisions being made regarding the organisation, implementation and monitoring of the NSP. This is important in terms that the Government does not have to keep being on the NGOs back to come to the meetings. The CDO has created an NGO environment in their participation in the Solomon Islands’ NAC. This is also an important lesson that we are learning and would like to use for other Public Health programs, eg Tuberculosis (TB). ‘ I have found them really helpful as they do not wait for Government but are taking lead role and spearheading in getting NGOs and communities organized of meetings and workshops. The Government is always stretched in terms of people to organize these, and the NGO is now filling in this gap. They also spearhead planning, organizing and implementing capacity building programs for NGOs and Government like BCC, M&E, MSC, and the PDM workshop. They have a strong role in getting activities done to meet the objectives of the National Policy and multi-sectorial HIV NSP The CDO is playing an important role in being a partner of the health sector in driving the response and acting like the secretariat. They are helping make up for the absence of people within Government and are being a partner in that regard. That is what I was looking for, so that the work and coordinating the response does not fall only on MOH’s hands all the time. The CDO has now been selected to chair the Information, Education, Communication (IEC) committee on the NAC and this shows the growing partnership. Its role is to do a needs-assessment, organize and implement IEC oriented activities that are in the NSP. Transcript of interview with Dr George Malefoasi, Under-Secretary of Health, Ministry of Health, Solomon Islands Future action A Review of CDOs will be conducted in 2006. The review will assess key performance factors, review the level of alignment of activities with NSP priorities, and assess current and potential future capacity development strategies. Training in M&E has already been identified as a priority to address the current lack of capacity in this area. Other capacity building initiatives for 2006 will include a program of mentoring and exchanges between PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 20 of 32 Pacific Regional HIV/AIDS Project CDOs & NACs and the continued involvement of CDOs in supporting NACs’ annual planning and reviews. PI-6: Evidence of at least 4 sectors active and involved in planning or implementing HIV national strategy in 70% of PICs by end of project (2008) Multi-sectoral involvement is important in two key areas: 1) national strategic planning and review processes and 2) implementation of national HIV/AIDS responses. For the purpose of this analysis sectors are defined to include policy/program type sectors, e.g. health, youth and education or in terms of actors such as government, civil society, church, traditional leaders and private sector. The range of sectors engaged differs between different countries. Progress against indicator PRHP has supported three PICs to develop NSPs which achieved multi-sectoral engagement well exceeding the proposed indicator target. In each country, five government sectors were involved in the planning process. Local government, Members of Parliament, traditional leaders, youth groups, women’s groups, and police also participated in workshops. Table 2: Numbers of sectors involved in NSP development Country When NSP Developed Number of sectors involved Solomon Islands October 2004 11 Kiribati March 2005 9 Marshall Islands April 2005 7 However, a much smaller range of sectors are currently involved in implementation. There are a number of contributing factors including the current progress of implementation of NSPs and the lack of capacity and resources of some sectors that ideally need to be more involved. Lessons learned Involvement in planning does not guarantee involvement in implementation. The lack of action by some sectors may reflect the lack of availability of resources for implementation. To enable a broader range of sectors to become more engaged in the national HIV responses there is a need to increase awareness and improve understanding about appropriate sector responses for HIV and provide assistance with the development of country specific sectoral responses. Future action Resources being made available through PRHP and other donors/development organisations should support broader sector involvement in the implementation of NSPs. Similarly, the development of Action plans should support implementation of targeted and tangible activities which better identify opportunities for involvement by a broader range and diversity of sectors. In consultation with NACs and CDOs, PRHP will undertake training in mainstreaming HIV responses for non-health sectors to better enable them to become more meaningfully engaged in national HIV responses. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 21 of 32 Pacific Regional HIV/AIDS Project PI-7: At least 70% of PRHP’s gender, youth, vulnerable groups strategy (GYVGs) intended activities implemented and/or targets met Progress against indicator Quality data collected on this indicator will be the subject of future reporting. Lessons learned Many of the recommendations in the strategy are broad and beyond the control of PRHP, so are not necessarily reliable or useful indicators. PRHP is reviewing the feasibility of the recommendations to assess performance in the areas of gender, youth and vulnerability and will develop appropriate indicators for use by the project. Future action PRHP will prepare a revised checklist of project indicators on gender, youth and vulnerable groups by the end of 2005. PI-8: At least 70% of updated national strategies or action plans assessed as ‘satisfactory’ using gender-sensitivity checklist as per the gender and vulnerable group strategy Progress against indicator To date, this indicator has not been achieved. The gender sensitivity checklist will be applied to the draft NSPs for Kiribati and Marshall Islands to ensure the final NSPs achieve compliance. Future action In 2006, PRHP will ensure a stronger gender focus through the use of a gender adviser to contribute to all capacity building module designs and training materials. Output 2.1: National HIV/AIDS/STI strategic plans reflecting current needs developed by each PIC OI-8: At least 70% of PICs have a current HIV/AIDS Strategy (either NSP or incorporated in other National Plans) that meets current needs (new indicator) Progress against indicator Ten of the 14 PICS have current NSPs. The three revised/new NSPs developed with PRHP assistance have been assessed as meeting current needs as identified in the country situational analyses. Six of the current NSPs will expire by the end of 2005. In these countries PRHP will assist PICs to review the individual country’s current needs and provide technical assistance for the development of updated NSPs. It may not be appropriate to adopt the same model of “Comprehensive NSPs” for the remaining three countries (Nauru, Nuie and Tokalau). These countries are sufficiently different, are small island states with quite different requirements and resources and are apparently yet to be directly affected by the epidemic. There is a need to undertake situational analyses in these countries to confirm and develop alternative PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 22 of 32 Pacific Regional HIV/AIDS Project strategies more appropriate to their respective needs and which may be incorporated within exiting sector plans (eg. health) or their national development plans. Lessons learned The current two step process of undertaking a review of an existing NSP (Kiribati and Solomon Islands) and undertaking a situation analysis (Marshall Islands) has the benefit of producing good data on which to base the development of a new plan. The process has the added benefit of engaging key stakeholders and initiating community discussion about HIV (Marshall Islands). However it does take time and can be costly if outside technical assistance is used to facilitate the process. To reduce costs, PRHP has trialled a strategy to engage MPH students with skills in social research to assist countries in the first step of undertaking situation analyses. This was successful in Marshall Islands and will be repeated in Palau and Federated States of Micronesia if appropriately qualified post-graduate students can be identified. The length of time taken for the process to be completed can be extensive. Without a proper process to engage stakeholders, particularly where there is little or no previous experience in consultative processes and or active engagement in strategic planning, there is a risk that there could be no local ownership of the plan and it will not be implemented. PRHP must ensure that NSPs are PIC-led and achieve broad stakeholder engagement to ensure ownership of the plan and its implementation and monitoring. Capacity building will support this process. CDO involvement to assist NACs has proved to be effective and a similar model will be continued. Regardless of whether a comprehensive NSP or an appropriate alternative strategy is developed stakeholder engagement and capacity building remains crucial. This will be challenging where HIV/AIDS is not a development priority as there is few or no HIV infections reported and awareness is low. Future action PRHP will assist PICs to more actively engage regional development partners in the process of developing NSPs. This will include the continued use of the CDO Model. In addition the Review of National Coordinating Mechanisms to be completed by the end of 2005 will inform strategies to improve NSP development. The project will aim to facilitate the incorporation of innovative interventions and approaches including the continuum of treatment, care and support models and Anti-retroviral (ARV) treatment regimes. OI-8: Evidence that 50% of PICs have annual action plans for 2007 and 70% of PICs have annual action plans for 2008 Progress against indicator To date PRHP has supported the development of three national HIV/AIDS action plans. The development of these plans was informed by a review of the HIV/AIDS situation and response to date which identified inter alia the current needs and priorities for action. Lessons learned To date, PICs have not had a well defined process for developing annual action plans and intensive support from PRHP or other organisations has been required to support the process. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 23 of 32 Pacific Regional HIV/AIDS Project Future action The annual NAC/CDO meetings will provide a structured process for initiating a review of past action plans and development of updated plans for the following year and identifying the support needed to ensure plans are accepted, implemented and monitored at country level. PRHP will link NAC Grants to annual action plans rather than NSPs. This will assist countries to target the Grants to the priority areas identified in plans. Output 2.2: National level capacity building plans for NACs, government departments and civil society organisations developed and implemented OI-9: 70% (10) of 14 PICs develop a national HIV capacity development plan Achievement against indicator Draft capacity development plans have been developed for the eight PICS with CDOs during the NAC/CDO workshop in August 2005. Plans have also been developed for the Marshall Islands, Palau and Federated States of Micronesia during PRHP visits to these countries. More input is needed by some NACs and CDOs to finalise these plans. Lessons learned Stronger collaboration between the NAC and CDO in the Solomon Islands has resulted in better awareness of capacity development needs in the country. PRHP is aiming to replicate the Solomon Islands’ model in other PICs. Greater support is needed by regional partners in aligning support and capacity development activities to the needs identified in capacity development plans. PRHP has begun action by circulating draft plans to all regional partners, which will assist NACs to better coordinate development assistance. Future action The Solomon Islands’ model plan will be made available as a template for use by other countries. Annual Plans will be used to guide PRHP support and will be shared with other development partners to assist them to provide complementary and appropriate assistance and avoid duplication. OI-10: At least 10 of the 14 PICs implement 70% of their national capacity building plan each year This indicator is the subject of future reporting. Output 2.3: Projects designed and implemented to support the achievement of National HIV/AIDS/STI strategic plans through a well coordinated Grants Scheme The development of the Grants Scheme was informed by extensive consultation during PRHP introduction visits to ten Pacific countries and meetings and workshops undertaken with a range of stakeholders. Based on these discussions PRHP proposed to divide the scheme into four targeted programs. These programs will support the functions of NACs (or their equivalent), ensure a local response to the identified priorities and enable effective scaling up of the HIV/AIDS response in countries through support to a wider range of PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 24 of 32 Pacific Regional HIV/AIDS Project organisations. The Scheme supports organisations and approaches that already have national and regional recognition. The scheme ensures that capacity development is an integral part of the grant scheme across the range of partner organisations. The four Grants Programs are as follows: • The CDO Grants Program: a program which engages an NGO within each PIC nominated by NAC (or equivalent) to provide for the on-going capacity needs of all grant project participants. This program is not available for funding individual projects. • The National AIDS Council (NAC) Grants Program: a small grants program managed and administered locally through the NAC (or its equivalent) with support from the PRHP. CDOs are responsible for financial management and monitoring. • The Competitive Grants Program: a competitive pool of funds providing larger grants to government departments and civil society organisations that already have a track record in HIV projects and are aware of the donor requirements for grants funding. • The Rapid Response Grants Program: a small discretionary pool of funds held at the PRHP office which is flexible and able to respond rapidly to promote and support innovative ideas both nationally and regionally. OI-11: Evidence that Grants Guidelines accepted by AusAID as comprehensive and complete Achievement against indicator This indicator has been fully achieved. The guidelines were approved by the Australian government in July 2004. Modifications to these original guidelines were made following the PCC meeting in May 2005. These modifications addressed the following issues for each grants program: NAC Grants: PRHP raised the issue if un-used NAC grants could be diverted to other grants programs. The PCC agreed and the following clause was added to the NAC grants guidelines: “Assessment of NAC Grants will be undertaken at 3 months. Following that, if at 6 months there is no progress the NAC will be contacted to identify activities that can be conducted in the next 6 months, otherwise the funding will be re-allocated”. Competitive Grants: The issue was raised regarding targeting of the Competitive Grants Program to address the needs of vulnerable groups in the region and the issue that the ceiling of $50,000 per year could be restrictive to some well-established organisations. The PCC agreed that the guidelines for this grants program be updated to reflect a more targeted use of these funds. The amendments were made and circulated to PCC members prior to the advertisement of the second round of Competitive Grants funding. It was also agreed that flexibility in funding limits also applied to the Rapid Response Grants. Lessons learned While the current Grant Guidelines are sound, PRHP must be open to modifications to adjust to the changing context and be responsive to program needs and priorities. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 25 of 32 Pacific Regional HIV/AIDS Project Future Action Following comments provided by the PCC and grant recipients the Grant Scheme Guidelines have been amended to allow greater flexibility within the funding ceilings for each grant program and to ensure that the Competitive Grants Program is more targeted according to the identified needs and priorities. For the second round of the Competitive Grants Program submissions, organisations have been specifically asked to address the needs of vulnerable groups as a priority for funding. It is expected that the guidelines for future rounds will be amended to address agreed priorities for that round. The Rapid Response Grants Program was initially developed to respond to projects with an immediate need for funding. In 2006 the Rapid Response guidelines will be revised to allow PRHP to allocate larger amounts of funding, up to $50,000/ year to priority pilot activities. This revision will allow PRHP to support innovative pilot projects and be able to respond to these needs in a timely and flexible manner. It is envisaged that providing additional donor funding is available the pool of funds available through this program will be increased to $250,000 per year. OI-12: All funded NAC and Competitive Grant projects are consistent with their National Strategic Plan To ensure all approved projects are consistent with the NSP in each country, NAC grants are appraised and approved by the NAC or equivalent. All proposals submitted for funding from the Competitive Grants Program are expected to receive an endorsing signature from the NAC. OI 13: Percentage of all Grant Scheme progress reports annually received on time increases by 10% for the final year of the project compared to the baseline data collected in the first year of the project Achievement against indicator NAC Grants Program In this reporting period only one consolidated NAC grant report was due. The report was received on the due date and is currently being reviewed by PRHP staff. Competitive Grants Program Under the terms of the Competitive Grant project agreements between the grant receiving organisation and PRHP, the organisation is required to submit a financial and narrative report on a quarterly basis with the disbursement of future tranches of funds linked to the receipt and approval of these reports. At the end of June, of eight organisations due to report, three reported before their due date, three are overdue and two have not yet reached their reporting date. Four other projects will submit their first quarterly reports in the next quarter. A summary of project activities is provided in the Competitive Grant Summary at Annex 11. CDO Grants Program Under the terms of the CDO service agreements between the CDO and PRHP, the CDO is required to submit a financial and narrative report on a quarterly basis with the disbursement of future tranches of funds linked to the receipt and approval of these reports. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 26 of 32 Pacific Regional HIV/AIDS Project To date only one CDO out of eight has consistently provided reports on time. The current reporting period has shown an improvement on the last quarter with at least 4 CDOs providing reports that are less than a week overdue as compared to the previous quarter when only 2 CDOs reported on-time or within a week of the due date. The quality of CDO reporting has on the whole been good. Activities of each CDO are provided in Annex 12 which provides an update against the PI 5 indicators based on the content of the reports received. Rapid Response Grants Program Under the terms of the Rapid Response Grant project agreements between the grant receiving organisation and PRHP, the organisation is required to submit a financial and narrative report when the project has been completed. To date five projects have been funded through this grants program. Only one project has provided its report by the due date. One organisation provided their report six months late although this was due to multi donor funding requirements and complications. Lessons learned The commencement of the NAC Grants Program in each PIC has been dependent on the CDO having capacity to manage the program. The NAC Grants Program is now established in six of the eight countries where the program will be operational. The response to the NAC Grants Program has been good in all countries that have advertised and received applications. Approval rates for proposals vary from 90% in Samoa, to no approvals in the first round in the Solomon Islands because of quality issues, which have since been addressed. Project approval ratings in Vanuatu and Cook Islands were 56% and 38% respectively based on quality and budget constraints. The priorities for funding in each country have been based on their NSP, with the exception of Samoa which has used priorities established in the MOH Action Plan for HIV/AIDS. PRHP provides feedback on the reports as necessary to support competitive grant reporting as a project M&E tool. It allows the organisation to raise issues in the implementation of the project that need to be addressed by PRHP. It also allows PRHP to clarify implementation issues with the implementing organisation. Future Action PRHP is working with partner organisations to ensure that good systems are in place to collect, collate, analyse and document in a timely manner the required information and lessons learned. These systems are being developed with overall project indicators in mind to ensure that information provided supports the M&E process and the future activities of PRHP in the respective country Ongoing monitoring of the NAC Grants Program in country is conducted by the CDO. Evaluations of NAC Grants will commence in the next year as more Grants programs become operational. As described in the Milestone 3 “Grant Scheme Overview”, at least two of the NAC Grants Programs will be evaluated each year. The methodology used will include rigorous sampling at program and client level, semi-structured interviews and documentary review of project and program records. Mixed evaluation teams based on the skills and knowledge required will be used as per the Grant Scheme Guidelines. The evaluation will provide the opportunity to review and assess the program with a view to PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 27 of 32 Pacific Regional HIV/AIDS Project making improvements in how the program functions; it will ensure that the NAC grants program is “value adding” to the national HIV response and it will ensure that the funding is being used as an integral and useful resource in the implementation of the NSP in each respective country. The first evaluation will be conducted in 2006. Output 2.4: National Strategies have been monitored and evaluated OI-14 Between 2005 and 2007, at least 8 of 14 PICs conduct an annual evaluation of National Strategy implementation. This indicator is assessed annually and a final achievement evaluated in 2008. Up to June 2005, three PICs, Kiribati, Solomon Islands, and Tuvalu have reviewed the implementation of their respective NSPs. Component 3 Effective and efficient project coordination and management The objective of Component 3 is to provide effective and efficient project coordination and management. PRHP is a complex project, involving two management entities SPC and the Australian Management Contractor (International Development Support Services [IDSS] as lead contractor in association with Burnett Institute). PRHP Teams are based in Fiji and Noumea and operate at both a regional and country level across 14 PICs. Output 3.1: Effective and efficient project management and coordination will have been achieved. The complexity of PRHP and the significant number of partners requires a high level of communication and coordination, transparency in operations, clear management processes and a collaborative approach. The coordination strategy developed at the beginning of the project identified formal mechanisms for coordination with the PRHP team in Noumea. In addition, PRHP aims to collaborate with other development partners and projects in Suva. Sharing information and identifying joint opportunities has been effective and beneficial for the project. For example, in 2004, PRHP circulated the project’s draft annual plan with a range of partners in Suva and invited comment and input. Subsequently, our annual training plan was circulated to all partners to ensure better coordination of training in the region. Sharing information has been further facilitated with the launch of the PRHP website, which aims to ensure access to information for partners and other stakeholders. All publicly available PRHP material will be posted on the website. OI-15: Project completely achieves at least 70% of its purpose level targets between 2003 - 2008 This output indicator will be reported in 2008. OI-16: Component 1 completely achieves at least 70% of its output targets between 2004 - 2008 This output indicator will be reported in 2008. OI-17: Component 2 completely achieves at least 70% of its output targets between 2004 - 2008 This output indicator will be reported in 2008. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 28 of 32 Pacific Regional HIV/AIDS Project OI-18: Component 1 completely achieves at least 70% of its annual activity targets The Project Activity Monitoring Matrix, which is included in 6-monthly reports, tracks implementation of annual planned activities. This indicator was achieved for 2004 with 96% of planned activities implemented. Currently at 79% of planned activities implemented, Component 1 is on schedule to achieve annual targets. The final achievements for 2005 will be reported in PMER-2. Annual Workplan No. of Activities planned No. of Activities Implemented % of Planned Activities implemented Annual Target Achieved 2004 26 25 96% Yes 2005 (to 30 June) 19 15 79% On schedule OI-19: Component 2 completely achieves at least 70% of its annual activity targets The Project Activity Monitoring Matrix, which is included in 6-monthly reports, tracks implementation of annual planned activities. In 2004, 87% of planned activities for Component 2 were implemented. The achievement rating at June 30 2005 indicates that implementation of the 2005 annual plan of activities is on schedule. Annual Workplan No. of Activities planned No. of Activities Implemented % of Planned Activities implemented Annual Target Achieved 2004 193 168 87% Yes 2005 (to 30 June) 198 95 48% On schedule OI-20: Coordination Strategy between SPC and AMC developed. Formal and informal coordination and collaboration mechanisms were needed to ensure that the project operated in unison, despite the different funding arrangements. A coordination strategy which described specific formal and informal coordination processes was developed by PRHP in 2004. There is excellent coordination and communication between PRHP Suva and Noumea. The initial situation assessment visits to PICs set the scene for the spirit of collaboration. Other formal processes, such as joint annual planning and reporting, ensure effective cooperation between the two teams. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 29 of 32 Pacific Regional HIV/AIDS Project OI-21: At least 70% of planned activities under SPC/AMC’s Coordination-strategy implemented annually Annual SPC/AMC coordination activities No. of Activities planned No. of Activities Implemented % of Planned Activities implemented Annual Target Achieved Comment 2004 PCC meetings 2 1 50% N The timing of the first PCC meeting was postponed from April to November 2004 to follow on from the Global Fund CCM meeting. This allowed some saving to be made on travel of Project Coordinating Committee (PCC) members from the region. IGAP meetings 1 1 100% Y Joint Annual Planning meetings 1 2 200% Y Two annual plans were developed in 2004. The June to Dec 2004 plan was developed in March 2004. The Jan to Dec Annual plan was developed in September 2004 Other coordination meetings 3 3 100% Y 2005 PCC meetings 2 1 50% Not yet Activity on schedule. Second PCC meeting will be held in December 2005 IGAP meetings 1 0 0% Not yet Independent Grant Assessment Panel (IGAP) meeting will be held in November after the end of the call for proposals for the second round of competitive grant founding. Joint Annual Planning meetings 1 1 100% Y Meeting to develop the 2006 was held in September Other coordination meetings 3 2 67% Not yet On target. Another coordination meeting is planned for Nov 2005 PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 30 of 32 Pacific Regional HIV/AIDS Project OI-22: Monitoring and Evaluation Framework (Milestone 7) accepted by AusAID This indicator has been fully achieved. The M&E Framework was accepted by AusAID in November 2004. However, as this is the first M&E report, some lessons have emerged. Given the regional M&E framework has recently been developed and country-level activities are further progressed, it was timely to review the effective linking and integration of the M&E system. The following are proposed changes to the current M&E Framework based on a review of its M&E indicators, data collection and processes. Any resource implications will be clearly outlined in the 2006 Annual Plan for AusAID approval. New or revised indicators and data collection tools Component one As all purpose level indicators have been achieved for Component one a new indicator PI-3 has been added: PI-3 “Evidence that the Regional Strategy is achieving its three purposes and three purpose-level indicators.” This indicator will be measured through observation and analysis of Regional Strategy’s annual reports and reported in annual PMER reports. Revised OI-4 “At least 75% (delete “70%”) of BCC materials developed with PRHP assistance assessed as (insert “80%”) consistent with BCC-development checklist”. Achieving 100% consistency with the checklist was found to be an unrealistic target. Component two PI-5 Functioning of NACs will be measured through: - An annual assessment of improved functioning (undertaken during NSP preparation or other visits) - Annual survey of NAC capacity and feedback on PRHP services through phone interviews with 28 NAC and 8 CDO members. - Most Significant Change (MSC) stories - Observation and unprompted client feedback PI-6 Functioning of CDOs will be measured through: - An annual assessment of improved functioning during visits (including a specific review of CDO performance in 2006) - Annual survey of CDO capacity and feedback on PRHP services through phone interviews with 28 NAC and 8 CDO members. - Most Significant Change (MSC) stories - Observation and unprompted client feedback OI-8 split into OI-8.1 and OI-8.2 to distinguish NSPs and Annual Action Plans. OI-8.1 At least 70% of PICs has a current HIV/AIDS Strategy that meets current needs. OI-8.2 Evidence that 50% of PICs have Annual Action Plans for 2007 and 70% of PICs have Annual Action Plans for 2008 in line with current needs. Propose to revise OI-4 to “At least 75% of BCC materials developed with PRHP assistance assessed as 80% consistent with BCC-development checklist developed by BCCS.” PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 31 of 32 Pacific Regional HIV/AIDS Project OI-10 At least 10 fo the 14 PICs implement 70% of their national capacity development plans each year. New data collection tools to assess the quality and effectiveness of training programs and training outcomes have been added as follows: - Conduct pre- and post-tests and client feedback forms during each training activity - Sample survey of training participants to assess training outcomes in relation to Knowledge Attitudes and Practices in the wokplace. New OI-15 to measure outcomes of grant activities OI-15 Evidence that grant activity M&E information and lessons learned are analysed by PRHP and communicated to country and regional partners to inform future programs. - Two NAC Programs evaluated annually - Cluster evaluation CGP Activities in two countries annuals (same as NAC programs) - Assessment of CSP M&E reports - MSC stories on Grant activities. PRHP PMER-1 Submitted by IDSS in partnership with Burnet and SPC Page 32 of 32 Annex 1: Project Activity Monitoring Matrix (PAMM) 1.11.1.1Establish Regional Strategy Reference Group (RSRG) to support the HIV/AIDS Adviser to develop the Regional Strategy and conduct two face-to-face meetingsCompleteRSRGN/ANA1.1.2Undertake situational and response analyses for HIV/AIDS/STI prevention, control, care and support services throughout the Pacific against the components of the 1997-2000 regional STD/AIDS strategic planCompleteSituational and response Analysis ReportN/ANA1.1.3Draft the Regional HIV/AIDS Strategy and request feedback on the draft documentCompleteDraft Strategy N/ANA1.1.4Finalise the Regional HIV/AIDS StrategyCurrentFinal Strategy1HAA1.1.5Obtain PICT endorsement of the Regional StrategyCurrentRegional Strategy endorsed by PIF1Mark Jacobs, HAA,RSRG,Helen Tavola (Forum Secretariat1.1.6In anticipation of access to antiretroviral treatment in PICTs, assess country and regional status against WHO criteria for antiretroviral use and the risk of mother-to-child transmissionCurrentAssessment report1HAA, George Slama (WHO)1.21.2.1Prepare joint annual work plans to support the implementation of the Regional HIV/AIDS Strategy activities with clearly defined roles and responsibilities and targets based on UNGASS agreed targets and the Millenium Development Goals (MDGs) CurrentWork-plan1HAA, BCCS, HSS, PRHP Suva Team 1.2.2Coordinate Regional HIV/AIDS Strategy implementation with existing UN and bilateral donor programs to avoid duplications and identify economies of scaleCurrentNumber of coordination meetings2HAA, BCCSResponsibilityNovJulyDecJuly - Dec 2004 OctUnit PDD Ref.2004StatusAugSeptActivityRegional strategy has been endorsedRegional Strategy has been implemented in a coordinated manner PRHP Monitoring and Evaluation Report - 1 - Annex 1Page 1 Annex 1: Project Activity Monitoring Matrix (PAMM) ResponsibilityNovJulyDecJuly - Dec 2004 OctUnitPDD Ref.2004StatusAugSeptActivity 1.2.3Conduct meetings to facilitate integration of the regional strategy into SPC, PIF Secretariat and other Pacific regional organisations activities (PPHSN, CROP, PIF etc)CurrentNumber of meetings3HAA, BCCSCompleteCommunication StrategyN/ACurrentNo of media outlets for marketing grant scheme4Grant promotionBulletinGrant promotionGrant promotionCurrentIssues of Pacific AIDS Bulletin21.31.3.1Identify regional training needs in behaviour change communication and conduct training for PIC government and civil society partnersCurrentRegional training workshop1BCCS1.3.2Undertake a review of generic HIV/AIDS/STI information materials in PICTs and identify gaps and needs for developing new materialsCompleteReview reportN/ABCCS1.3.3Develop generic BCC materialsCurrentPackage of materials11BCCS, RMC, ST-YGVG1.3.4Assist PICTs in developing their own materials and methods and evaluation indicatorsCurrentPackage of materials11BCCS, RMC1.3.5Submit six monthly progress reports to AusAIDCurrentProgress Report11HAA, BCCS1.41.4.1Undertake pre-survey planningCurrentSurvey protocol4HSS with PICT MoHs, WHO, GFATM1.4.2Conduct surveillance training workshopCurrentWorkshop1HSS with PICT MoHs, WHO, GFATM1.4.3Conduct HIV sero-prevalence surveyCurrentSurvey2HSS with PICT MoHs, EpiNet teams, PPHSNBCCS, ATL, GM1.2.4Strengthened HIV/AIDS & STI Surveillance* (see Notes) Develop and implement a regional Communication Strategy, including mechanisms for marketing the Project's Grant SchemeAppropriate HIV/AIDS BCC methods used and materials available PRHP Monitoring and Evaluation Report - 1 - Annex 1Page 2 Annex 1: Project Activity Monitoring Matrix (PAMM) ResponsibilityNovJulyDecJuly - Dec 2004 OctUnitPDD Ref.2004StatusAugSeptActivity 1.4.4Conduct STI prevalence surveyCurrentSurvey2HSS with PICT MoHs, EpiNet teams, PPHSN1.4.5Conduct behavioural surveillance surveyCurrentSurvey2HSS with PICT MoHs, EpiNet teams, PPHSN1.4.6Prepare report and present survey findingsCurrentReport and Presentation2HSS with PICT MoHs, WHO, GFATM1.51.5.1Collate background and baseline information on the status of the regional HIV/AIDS situation and response in consultation with M & E Adviser as requiredCurrentBaseline data set1HAA, MEA1.5.2Establish qualitative and quantitative monitoring indicators for the Regional StrategyCurrentSet of indicators1HAA, MEA, HSS1.5.3Report to PICT and regional organisations on the implementation of the Regional Strategy and emerging issues that may affect the StrategyCurrentReport1HAA1.5.4Identify regional trends, emerging issues and requirements for Project support across the regionCurrentReport1HAA, ATL1.5.5Provide information on donor activities in the region to the PCC and PICTs once a year or by exceptionCurrentReport1HAA1.5.6Prepare Component One input for the Project Completion ReportNo ActivityReportN/AHAA2.12.1.1Conduct a review of the of HIV/AIDS situation and response in partner PICsCurrentNumber of countries assessed4 N HAA, ATL, GM2.1.2Report to PICTs and regional organisations on the status of national HIV/AIDS strategy implementationCurrentSituational Assessment Report1ATLRegional Strategy has been monitored and evaluated Component 2: Strengthened capacity to implement National Strategies National HIV/AIDS/STI strategies reflecting current needs developed by each PIC Pa FSM Tokel PRHP Monitoring and Evaluation Report - 1 - Annex 1Page 3 Annex 1: Project Activity Monitoring Matrix (PAMM) ResponsibilityNovJulyDecJuly - Dec 2004 OctUnitPDD Ref.2004StatusAugSeptActivity 2.1.3Undertake consultations with regional organisations, UN Agencies, other donors and international NGOsCurrentNumber of agencies consulted10ATL, GM2.1.4Update national strategic plans CurrentNumber of updated plans4 Tonga SI Tuv Pa ATL, MEA, STAs, NACs2.22.2.1Undertake training of CDOs and NACs from PICs to develop capacity building plansCurrentCapacity Building plans6ATL, GM, STAs2.2.2Identify training opportunities in specific technicalaspects of HIV responses (eg counselling, MTCT of HIV, ARV treatment) that can be delivered at regional levelCurrentTraining opportunities1ATL, GM2.2.3Implement training and capacity building activities for government and civil society organisations based on needs identified in plansCurrentTraining event2ATL, GM, BCCS, HSS, STAs2.3CompleteTrust Account ManualN/ACurrentDatabase system12.3.2Prepare materials that describe the Grant Scheme and its processes, including the timing of grant rounds, for distribution to stakeholdersCompletePackage of materialsN/AGMCompletePRHP Trust AccountsN/ACurrentNAC trust accounts102.3.4Identify Capacity Development OrganisationsCurrentNumber of CDOs identified4NACs, ATL, GM2.3.5Ongoing technical support to CDOs Current% requests responded to 100%GM2.3.6Provide technical support for proposal development as requiredCurrent% requests responded to 100%NACs, CDOs, GMCompletePanel N/AGMGM GM 237 EstablishIGAPandorganisemeetings PRHP Monitoring and Evaluation Report - 1 - Annex 1Page 4 Annex 1: Project Activity Monitoring Matrix (PAMM) ResponsibilityNovJulyDecJuly - Dec 2004 OctUnitPDD Ref.2004StatusAugSeptActivity CurrentNumber of meetings2CurrentNumber of competitive grant proposals assessed6CurrentNumber of CDO EOIs assessed72.3.9Issue contracts following IGAP recommendationsCurrentNumber of contracts11GM2.3.10Support to grant holders if implementation issue s ariseCurrent% requests responded to100%NACs, CDOs, GM2.2.11Review funded project progress and financial reportsCurrentNumber of reports reviewed8NACs, GM, MEO2.42.4.1Conduct annual reviews of the status of national strategic plan implementation with NACs and assess the contribution to these plans from projects funded under the grant schemeCurrentReports of strategic plan update workshops4NACs, MEA / MEO, GM, ATL2.4.2Identify lessons learnt and incorporate them into reports provided to SPC to inform the Regional HIV/AIDS Strategy and include as a standard agenda item for PCCs when availableCurrentLessons learnt report4NACs, MEO, GM, ATL2.4.3Communicate successful HIV/AIDS activities and lessons learned throughout the regionCurrentNews articles in Pacific AIDS Alert Bulletin etc.1NACs, MEO, GM, ATL3.13.1.1Establish Project office and Project management proceduresCompleteReportN/ANA3.1.2Establish Project Coordinating Committee (PCC)CompleteCommittee establishedN/ANA3.1.3Organise PCC meetingsCurrentNumber of PCC meetings1ATL, HAANACs, ATL, GM, IGAP GM 2 . 3 . 7 Effective and efficient project management and coordination will have been achievedAssess grant applications (CDOs & competitive grants) IGAP and organise meetings 2.3.8Monitoring and Evaluation of National Strategies Component 3: Project Coordination PRHP Monitoring and Evaluation Report - 1 - Annex 1Page 5 Annex 1: Project Activity Monitoring Matrix (PAMM) ResponsibilityNovJulyDecJuly - Dec 2004 OctUnitPDD Ref.2004StatusAugSeptActivity CompleteStrategyN/ACurrentNumber of coordination meetings23.1.5Jointly prepare annual plansCurrentNumber of annual plans1SPC and Suva PRHP Teams3.1.6Mobilise Technical Advisory Team for at least 2 meetings per year and review of documents as required in the TORCurrentNumber of TAT meetings2PD3.1.7Organise and implement Grants Scheme launch CompleteLaunchN/ANA3.1.8Jointly develop Project Gender, Youth and Vulnerable Groups strategy with SPCCompleteGYVG Strategy reportN/ANACompleteGS guidelines consistent with GYVGS N/ACurrentAll approved proposals in reporting period consistent with project's GYVG strategy8CompleteDraft Regional Strategy consistent GYVGSN/A3.1.10Jointly develop a Project M & E frameworkCompleteM & E framework N/AATL, HAA, GM, MEA3.1.11Submit six monthly progress reports, based on the M&E FrameworkCurrent6-mthly Report 1ATL, GMN/A6-monthly Report for period Nov 03 to June 2004Current1ATL, GMMS 8Output 2.1 - Bound and electronic copies of materials used to facilitate strategic planning update workshops including workshop methodology accepted by AusAIDCurrentMilestone1 MS ATL, STAATL, HAA, BCCS, HSSATL, STA, HAA3.1.93.1.4Develop and implement Project Coordination Strategy for components 1 and 2 Summary of Reporting Schedule Incorporate Gender, Youth and Vulnerable Group strategies into Grant Scheme Guidelines, Grant Scheme project designs and Regional HIV/AIDS Strategy PRHP Monitoring and Evaluation Report - 1 - Annex 1Page 6 Annex 1: Project Activity Monitoring Matrix (PAMM) ResponsibilityNovJulyDecJuly - Dec 2004 OctUnitPDD Ref.2004StatusAugSeptActivity MS 9Output 2.2 - Bound and electronic copy of Report, accepted by AusAID as documentary evidence of training completed for NACs in the technical aspects of designing and evaluating HIV/AIDS/STI interventions and Capacity building plans for PICs that attend CDO/NAC training during 2004.CurrentMilestone1 MS ATL, GMMS 10Output 2.3 - Bound and electronic copy of report describing progress on the implementation of the Grants Scheme including issues identified and lesson learnt, accepted by AusAID.CurrentMilestone1 MS GMMS 11Output 2.4 - Bound and electronic copy of Reviews of National Strategic Plans in four countries (Tonga, Solomon Islands, Palau and Tuvalu), accepted by AusAID.CurrentMilestone1 MS ATLMS 12Output 3.1 - Bound and electronic copies of ‘Guidelines in Practice Manual for CDOs’, accepted by AusAID. CurrentMilestone1 MS ATL / GMMS 13Annual Plan (3) for Calendar Year 2005CurrentMilestone1 MS All PRHP Monitoring and Evaluation Report - 1 - Annex 1Page 7 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecPI-1HIV/AIDS included on Pacific Public Health Surveillance Network’s list of priority communicable diseases for active surveillance by 2008**CompleteN/ACreate table in PRHP's performance-PRHP’s Logframe-Performance Database CompleteN/AShort-Term Monitoring and Evaluation Adviser ( ST MEA ) Observe list and enter data into PRHP's PRHP’s Logframe-Performance Database for submission within 6-mthly / Annual PlansCompleteN/AReport in relevant six monthly/Annual PlansCompleteN/API-2Evidence of increased multisectoral and Pacific Islander participation in the development of the 2nd regional strategy compared to the 1stHIV/AIDS/STI Adviser (HAA) and ST MEACreate table in -PRHP’s Logframe-Performance Database showing participation by sector and by ethnicity (Pacific Islander/non-Pacific Islander)CompleteN/AHAA, ST MEAContent analysis of consultation meeting attendance lists and data entry. CompleteN/AHAA, ST MEAReport on indicator in relevant 6-mthly / Annual Plans.Current1HAAPI-3Evidence of improvement in quality of M&E Framework in the 2nd Regional Strategy compared to the 1st Regional Strategy .Develop a quality checklist (informed by UNAIDS M&E guidelines) for assessing M&E framework of Pacific Regional Strategy. . CompleteN/AHAA, ST MEA Create table in PRHP PRHP’s Logframe-Performance Database CompleteN/AContent analysis of M&E Framework to see if there is evidence of improvement in quality of M&E Framework in the 2nd Regional Strategy compared to the 1st Regional Strategy.Current1Report on indicator in relevant 6-mthly / Annual Plans.CurrentHAA, ST MEA ResponsibilitySurveillance Specialist (SPC SS)StatusActivityJan - Dec 2005 TargetUnit2005Report Purpose Level Monitoring and Evaluation Indicators / Tasks PDD / IND Ref.ReportReport PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 1 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. PI-4At least 70% of 14 NACs involved in Component Two assessed as demonstrating improved functioning between baseline and post-training survey** Develop checklist for assessment of improved functioning.CompleteAustralian Team Leader (ATL), ST MEA, GM, HAA, POConduct assessment. Visit same sample of 14 NACs in first and last years of project to assess degree and type of their capacity improvement using checklist Current6Grants Manager (GM), Project Officers (Pos), ATL, Finance Manager (POs)Prepare comparative report FutureN/AATLPI-5At least 70% of Capacity Development Organisations (CDOs) assessed as demonstrating improved functioning between baseline and post-training survey** Develop checklists (on CDO organisational capacity and CDO technical-service-provider capacity). (This is different from Annex 3 table.) and create table in PRHP PRHP’s Logframe-Performance Database .CompleteN/AGM and ST MEAConduct assessment. Visit same sample of CDOs in first and last years to assess the degree and type of their capacity improvement using two checklists . Current8PRHP staffPrepare comparative report FutureN/AATLPI-6Evidence of at least four sectors active and involved in planning or implementing HIV national strategy in 70% of PICs by the end of project (2008)CompleteGuidesN/AATL, ST MEACompleteTableN/AATL, ST MEAConduct key informant interviews with selected NAC members in 12 PICs annually. CurrentInterviews12ATL, GM, Project Officers (POs), POsThese assessments will take place during visits to PIC s for other activities such as 2.1/4, 2.2.5 etcReportReportDevelop interview guide and tables for storing annual data for each country and all 14 countries on number of sectors active and involved in planning or implementing HIV national strategy. PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 2 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. Summarise progress and reflect in 6-mthy reports and Annual PlansCurrentReport1ATL, ST MEAPrepare comparative report FutureReportATLPI-7At least 70% of PRHP’s Gender, Youth, Vulnerable Groups Strategy (GYVGS) intended activities implemented and/or targets met.Create table to monitor implementation of PRHP’s Gender, Youth, Vulnerable Groups Strategy (GYVGS) activities/targets in PRHP PRHP’s Logframe-Performance Database . CompleteTableN/AST MEAInclude GYVGS activities in PRHP's annual workplans. CurrentATL, GM AND ST MEAEnter data into GYVG monitoring table annuallyCurrentPOsReport on progress towards target within six-monthly and Annual Plans.CurrentATL, GM PI-8At least 70% of updated national strategies or action plans assessed as ‘satisfactory’ using gender-sensitivity checklist as per the gender and vulnerable group strategyDevelop and pilot gender-sensitivity checklist CompleteChecklistST MEACreate data table CompleteTableST MEAApply checklist to updated plans and report in data monitoring tableCurrentReport4ST MEAReport on indicator within 6-mthly / Annual PlansCurrentReport1ST MEAOI-1Pacific Island Leaders Forum endorses 2004 -2007 regional strategy Observe minutes of Pacific Island Leaders Forum indicating endorsement of new regional strategy .CompleteReportN/AHAAEnter data into table in PRHP’s Logframe-Performance Database . CompleteReportN/APOs Component 1: Regional Strategy Report1 PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 3 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. Report on indicator within 6-mthly / Annual PlansCompleteReportN/AHAAOI-2At least 70% of activities of each annual implementation plan of the regional strategy are implementedCreate table in PRHP PRHP’s Logframe-Performance Database .CompleteST MEAMonitor performance of activities and send performance data to POsCurrentHAAEnter data into table and calculate percentage of annual activities implementedCurrentPOsAnnual report on indicatorCurrentHAAOI-3By end of the 2004 regional strategy’s lifetime (2008), at least 70% of the regional-strategy activities have been implementedCreate table in PRHP PRHP’s Logframe-Performance Database for annual summary data. CompleteHAA, ST MEAObservation of regional-strategy activities and of activity reports. Enter data into annual summary table. FutureHAASend data to POs to enter into table in PRHP PRHP’s Logframe-Performance Database . FuturePOsReport at the end of projectFutureHAA, ST MEAO1-4At least 70% of BCC materials developed with PRHP assistance assessed as consistent with BCC-development checklist developed by BCCS. [1] Develop BCC-development checklistCompleteBCCSCreate table in PRHP PRHP’s Logframe-Performance DatabaseCurrentST MEAPerform content analysis of BCC materials with checklist. Record data and send to POs. CurrentBCCS1Report1ReportReport PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 4 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. POs enters data into table in PRHP PRHP’s Logframe-Performance Database . CurrentPOsSummarise in 6 monthly and annual progress reports.CurrentBCCSO1-5At least 70%l PICTs not covered by GFATM funded surveillance activities collect and report at least annual routine HIV/AIDS & STI surveillance data to PPHSN Focal Point (SPC Public Health Surveillance and Communicable Disease Control Section)Observe that routine HIV/AIDS & STI surveillance data annually reported to PPHSN Focal Point by no n GFATM PICTs CurrentSPC SSSend annual-reports-received data to POsCurrentSPC SSPOs enters data into table in PRHP PRHP’s Logframe-Performance DatabaseCurrentPOsSummarise in 6 monthly and annual progress reportsCurrentSPC SSOI-6Evidence that mid-term and end-of-term evaluations of the Regional Strategy have been completed.Create table in PRHP’s Logframe-Performance Database CompleteST MEAObserve mid-term and end-of-term evaluation reports of the Regional Strategy (or other evidence) and send data to POs. FutureHAAEnter data into table in PRHP PRHP’s Logframe-Performance Database FuturePOsReport at the end of projectFutureHAAN/AReport1Report PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 5 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. OI-7Evidence that regional strategy has been monitoredObserve annual regional-strategy monitoring reports . Record data and send to POs. CurrentHAAPOs enters data into table in PRHP PRHP’s Logframe-Performance Database . CurrentPOsSummarise in 6 monthly and annual progress reports.CurrentHAAOI-8Evidencethat100%ofnationalHIV/AIDSactionplansinparticipatingPICsfacilitatedbyPRHPare in line with the current needsCreatechecklistsfor(a)preparingnationalactionplans(includingneedsassessment)andfor(b)assessingnationalactionplans'alignmentwithcurrent needs. CompleteATL, ST MEAConductassessmentsatendofnationalactionplandevelopment. CurrentATL, GM, PO, POs, ST MEAReport on indicator within 6-mthly / Annual PlansCurrentATLOI-970% (10) of 14 PICs develop a national HIV capacity-building action planCollect and observe national HIV capacity-building action plans and enter data into PRHP Logframe Performance Database.CurrentGM, POReport on indicator within 6-mthly / Annual PlansCurrentGM, PO Component 2: Strengthened capacity to implement National Strategies 1ReportReportReport11 PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 6 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. OI-10At least 10 of the 14 PICs implement 70% of their national capacity building action plan each yearDevelop M&E guidelines for national capacity building plansCurrentST MEAConduct M&E training for person(s) responsible for monitoring and reporting on national capacity plan.CurrentSee 2.2.4ST MEA, GM, POsAssist PICs to produce annual reports on implementation of national capacity building action plansCurrent Fo wi Fo lin During CDO/NAC workshopPrepare annual multi-country report on progress towards index target and submit as Milestone Current Mi ATL, ST MEAOI-11Evidence that Grants Guidelines (Milestone Three) accepted by AusAID as comprehensive and completeCreate table in PRHP’s Logframe-Performance Database CompleteST MEA Observe AusAID’s ‘letter of acceptance’ of Grant Scheme's guidelines and enter data into table. CompleteGMEnter data into PRHP PRHP’s Logframe-Performance Database CompletePOsReport in six monthly or annual report.CompleteGMOI-12All funded NAC and Competitive Grant projects are consistent with their National Strategic Plan Develop table for cross-checking Grants Projects goals against priorities of NSP to ensure alignment. CurrentST MEAAnalyse all funded proposals for consistency with NSP CurrentGM, Project Officer, ST MEAReport on indicator within 6-mthly / Annual Report CurrentGMReportReportReport11N/A PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 7 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. OI-13Percentage of all Grant Scheme progress reports annually received on time increases by 10% for the final year of the project compared to the baseline data collected in the first year of the projectDevelop tableCompleteN/AST MEAEnter timeliness data on each project-report received CurrentPO, GMReport on indicator at end of projectFutureN/AGMOI-14Between 2005 and 2007, at least 8 of 14 PICs conduct an annual evaluation of National Strategy implementation.Create table to record NSP-evaluations conducted. Complete1ST MEAObtain copies of evaluations annuallyCurrentPOsEnter data and report in six-monthly or Annual Plans.CurrentPOsOI-15Project completely achieves at least 70% of its purpose-level targets between 2004 and 2008.Create new table to store summary data on achievement of purpose-level indicators. CompleteST MEASearch & analyse records in PRHP’s Logframe-Performance Database to see if PRHP completely achieves at least 70% of its purpose-level targets between 2004 and 2008. FutureST MEAReport at end of project.FutureST MEAOI-16Component 1 completely achieves at least 70% of its output targets between 2004 and 2008ReportN/A Component 3: Project Coordination ReportReport PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 8 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. Create new table in PRHP PRHP’s Logframe-Performance Database to store summary data on achievement of purpose-level indicators. CompleteST MEASearch & analyse records in PRHP’s Logframe-Performance Database and enter data into table. FutureHAAReport at end of project.FutureHAAOI-17Component 2 completely achieves at least 70% of its output targets between 2004 and 2008Create new table to store summary data on achievement of purpose-level indicatorsCompleteST MEASearch & analyse records in PRHP’s Logframe-Performance Database and enter data into tableFutureATLReport at end of projectFutureATLOI-18Component 1 completely achieves at least 70% of its annual activity targets. Monitor performance of activities and enter data in activity achievement monitoring matrix. CurrentHAACreate new table in PRHP’s Logframe-Performance Database to store summary data on achievement of Component-level indicators. CurrentST MEASearch & analyse records in activity achievement monitoring matrix to see if Component One completely achieves at least 70% of its annual activity targets between 2004 and 2008. CurrentHAA Report annually and at end of projectCurrentHAAOI-19Component 2 completely achieves at least 70% of its annual activity targets. N/AN/A1ReportReportReport PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 9 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. Monitor performance of activities and enter data in activity achievement monitoring matrix. CurrentATLCreate new table in PRHP’s Logframe-Performance Database to store summary data on achievement of Component-level indicators. CurrentST MEASearch & analyse records in activity achievement monitoring matrix to see if Component Two completely achieves at least 70% of its annual activity targets between 2004 and 2008. CurrentST MEAReport annually and at end of project.CurrentST MEAOI-20Coordination Strategy between SPC and AMC developedObserve Coordination Strategy document to see whether Coordination Strategy between SPC and AMC has been developed. Enter data in table in PRHP PRHP’s Logframe-Performance Database for inclusion within 6-mthly reports.CompletePOsReport on indicator within 6-mthly / Annual PlansCompletePOsOI-21At least 70% of planned activities under SPC/AMC’s Coordination-Strategy implemented annually.Enter activities in annual PRHP workplan.CompleteHAA, ATLMonitor performance of workplan and enter data in table in PRHP PRHP’s Logframe-Performance Database . CurrentATLReport on indicator within 6-mthly / Annual Plans.CurrentATLOI-22Monitoring and Evaluation Framework (Milestone 7) accepted by AusAID.Create table in PRHP PRHP’s Logframe-Performance Database. CompleteST MEAObserve AusAID ‘letter of acceptance’ of Monitoring and Evaluation Framework (Milestone 7) to see whether MEF accepted by AusAID.CompleteATL1Report1N/AReportReport PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 10 Annex 2: Monitoring and Evaluation Schedule JanFebMarchAprilMayJuneJulyAugSeptOctNovDecResponsibilityStatusActivityJan - Dec 2005 TargetUnit2005PDD / IND Ref. Enter data in table in PRHP PRHP’s Logframe-Performance Database . CurrentPOsReport within six monthly or Annual Plans.CurrentATLReport PRHP Monitoring and Evaluation Report - 1 - Annex 2Page 11 Annex 3: Project Indicator Related Task Schedule 2004 Goal or 'development goal' is beyond management res p onsibilit y of p ro j ec t NANANANAPurposePI-1HIV/AIDS included on Pacific Public Health Surveillance Network’s list of priority communicable diseases for active surveillance by 2008**Observation of minutes of Pacific Public Health Surveillance Network (PPHSN) meeting or of approved list of PPHSN priority communicable diseases Observe list and enter data into achievements table (see annex 4) for submission within 6-mthly / Annual ReportsSurveillance Specialist (SPC SS)FuturePrepare table showing participation by sector and by ethnicity (Pacific Islander/non-Pacific Islander)HIV/AIDS/STI Adviser (SPC HA)CurrentReport on indicator within 6-mthly / Annual ReportsSPC HACurrentDevelop a quality checklist for assessing M&E frameworksST MEA, SPC H A FutureCompare M&E FrameworksST MEA, SPC H A FutureReport on indicator within 6-mthly / Annual ReportsST MEA, SPC H A FuturePURPOSE: To strengthen the capacity of Pacific Island governments and administrations, NGOs and communities for an effective and sustainable multisectoral response to HIV/AIDSContent analysis of consultation meeting attendance lists.Ind. RefPI-2ResponsibleVerifiable IndicatorsPurposeNovNADecOctJulyPROJECT GOAL: To reduce the vulnerability to and impact of HIV/AIDS in PICTAugKey Tasks2004StatusEvaluation Method(s)Evidence of improvement in quality of M&E Framework in the 2nd Regional Strategy compared to the 1st Regional Strategy Content analysis of M&E Frameworks informed by UNAIDS M&E guidelines SeptPDD RefEvidence of increased multisectoral and Pacific Islander participation in the development of the 2nd regional strategy compared to the 1stPurposePI-3 PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 1 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Develop NAC functions/roles guidelines Project Director ( PD ) / ST A CurrentDevelop research plan for capacity assessment (CA) & Training Needs Assessment (TNA) and baseline data collectionPD / STACurrentDevelop TNA and baseline data collection tool(s)PD / STACurrentPilot tool(s)PD / STACurrentTrain CDOs/NAC members to undertake NAC capacity assessment & Training Needs A ssessment PD / STACurrentCDOs undertake capacity assessment and TNA and collect key baseline data at the sametime.CDOsCurrentPrepare baseline reportATL & PDCurrentPrepare comparative report and submit as Milestone at the end of the projec t ATL & PDFutureDevelop guidelines for CDO functions and roles (including M&E) STA for TNACurrentDevelop research plan for capacity assessment & Training Needs Assessment ( TNA ) and baseline data collectionSTA for TNACurrentDevelop TNA and baseline data collection tool(s)STA for TNACurrentPilot tool(s)STA for TNACurrentTrain CDOs to undertake capacity assessment& Training Needs Assessment (TNA) STA for TNACurrentUndertake CDO TNA & collect key baseline data at the same time (in course of capacity assessment) STA for TNACurrentPrepare baseline reportGM /STA for TN A CurrentPI-4At least 70% of 14 NACs involved in Component Two assessed as demonstrating improved functioning between baseline and post-training survey** Multiple methods, including capacity-monitoring checklist observation, interviews and document analysisMultiple methods, including capacity-monitoring checklist observation, interviews and document analysisPurposePurposePI-5At least 70% of Capacity Development Organisations (CDOs) assessed as demonstrating improved functioning between baseline and post-training survey** PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 2 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Prepare comparative report and submit as Milestone at the end of the projec t GM FutureDevelop interview guideST MEACurrentDevelop tables for storing data for each country and all 14 countriesST MEACurrentGather data annually for 14 PICs A TL & Project OfficersCurrentPrepare annual reportATLCurrentPrepare comparative report and submit as Milestone at the end of the projectATLFutureCreate table for listing proposed and actual activities and targetsST MEACurrentIntegrate GYVG strategy recommended activities into project’s Annual WorkplansATL & GMCurrentEnter data into GYVG monitoring table annuallyATL & GMCurrentReport on indicator within 6-mthly / Annual ReportsATL & GMCurrentDevelop gender-sensitivity checklistST MEACurrentCreate data tableST ME A Curren t Apply checklist to updated plans and report in data monitoring tableST MEACurrentReport on indicator within 6-mthly / Annual ReportsST MEACurrentAt least 70% of updated national strategies or action plans assessed as ‘satisfactory’ using gender-sensitivity checklist as per the gender and vulnerable group strategyContent analysis of plansAt least 70% of PRHP’s Gender, Youth, Vulnerable Groups Strategy (GYVGS) intended activities implemented and/or targets metPurposePurposePI-6Key informant interviews of NAC members attending Strategic Planning Update Workshops in all participating PICsSearch and analysis of records in PRHP'sLogframe-Performance Database PI-7Evidence of at least four sectors active and involved in planning or implementing HIV national strategy in 70% of PICs by the end of project (2008)PurposePI-8 PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 3 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Observe minutes and enter data into A chievements table (See Annex 4)SPC HACurrentReport on indicator within 6-mthly / Annual ReportsSPC HACurrentEnter data into table and calculate percentage of annual activities implementedSPC HA, ATLFutureEnter data into Project Activity Management Matrix (see annex 1) and summarise in 6 monthly and annual progress reportsSPC HA, ATLFutureCreate annual aggregate table SPC HA, ST ME A FutureImport annual aggregate data from 1.2 tables and insert in new annual aggregate tableSPC HA, ST MEAFutureEnter data into Project Activity Management Matrix (see annex 1) and summarise in 6 monthly and annual progress reportsSPC HAFutureSee evidence that evaluations completed ST MEA, SPC H A FutureEnter data into Project Activity Management Matrix (see annex 1) and summarise in 6 monthly and annual progress reportsST MEA, SPC HAFutureNote evidence that implementation of activitieshave been monitored SPC HAFutureEnter data into Project Activity Management Matrix (see annex 1) and summarise in 6 monthly and annual progress reportsSPC HAFuture1.3 COMPONENT ONE: REGIONAL STRATEGY Output 1.1: Regional strategy has been endorsedOutput 1.3: Regional Strategy has been monitored and evaluatedOI-5Observation of minutes of Pacific Island Leaders Forum indicating endorsement of new regional strategyAt least 70% of activities in SPC/AMC’s joint annual plan for the regional strategy are implementedOI-4Evidence that mid-term and end-of-term evaluations of the Regional Strategy have been completed.Observation of evaluation report (or other evidence)Output 1.2: Regional Strategy has been implemented in a coordinated manner1.1Pacific Island Leaders Forum endorses 2004 -2007 regional strategy OI-11.2OI-3OI-2Evidence that regional strategy has been monitoredObservation of annual reportsContent analysis of annual activity and achievement matrix By end of the 2004 regional strategy’s lifetime, at least 70% of the regional-strategy activities have been implementedObservation of activities and of activity reports PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 4 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Develop BCC-development checklistBCCSCurrentPerform content analysis of BCC materials with checklistBCCSCurrentEnter data into Project Activity Management Matrix (see annex 1) and summarise in 6 monthly and annual progress reportsBCCSCurrentDevelop table for capturing surveillance dataSPC SSCurrentEnter annual-reports-received data into table and calculate changes over timeSPC SSCurrentEnter data into Project Activity Management Matrix (see annex 1) and summarise in 6 monthly and annual progress reportsSPC SSCurrentOutput 1.4: Appropriate HIV/AIDS BCC methods used and materials availableOutput 1.5 Strengthened country capacity to participate in regional HIV/AIDS/STI surveillance in PICTs not covered by GFATM-funded surveillance activitiesOI-7At least 70%l PICTs not covered by GFATM funded surveillance activities collect and report at least annual routine HIV/AIDS & STI surveillance data to PPHSN Focal Point (SPC Public Health Surveillance and Communicable Disease Control Section)Observation of PICTs’ reports receivedContent analysis of BCC materials using checklist At least 70% of BCC materials developed with PRHP assistance assessed as consistent with BCC-development checklist developed by BCCS. [1] 1.4OI-61.5 PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 5 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Evaluate previous action plan against unmet needST MEA / ATLCurrentMonitor areas outside of action plan against unmet needST MEA / ATLCurrentPrepare report on unmet need and priorities to guide next action planST MEA / ATLCurrentReport on indicator within 6-mthly / Annual ReportsST MEA / ATLCurrentObserve plans and enter data into Project A ctivity Management Matrix (see annex 1) ATLCurrentReport on indicator within 6-mthly / Annual ReportsATLCurrentDevelop M&E guidelines for national capacity building plans ST MEA CurrentUndertake M&E training for person(s) responsible for monitoring and reporting on national ca p acit y p lanST MEA CurrentFacilitate or monitor annual report production ST MEA / ATLCurrentPrepare annual multi-country report on progress towards index target and submit as Milestone ST MEACurrentContent analysis of action plans in light of annual reports on unmet need analysis COMPONENT TWO: STRENGTHENED CAPACITY TO IMPLEMENT NATIONAL STRATEGIES At least 10 of the 14 PICs implement 70% of their national capacity building action plan each yearContent analysis of annual reports on implementation of capacity building plansOI-9Evidence that 100% of national action plans in participating PICs facilitated by PRHP are in line with the current needsOutput 2.2: National level capacity building plans for NAC, government departments and civil society organisations developed and implemented2.170% (10) of 14 PICs develop a national HIV capacity-building action plan2.2OI-10OI-8Observation of plansOutput 2.1: National HIV/AIDS/STI strategies and action plans reflecting current needs developed by each PIC PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 6 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Observe letter and enter data into tabl e GMCurren t Report on indicator within 6-mthly / Annual ReportsGMCurrentObtain copies of all 14 current NSP s Project OfficersCurren t Develop table for cross-checking Grants Projects goals against priorities of NSP to ensure ali g nmen t Project OfficersCurrentCompare each proposal with NSP and store results in consistency tableProject OfficersCurrentReport on indicator within 6-mthly / Annual ReportsProject Officers / ST ME A CurrentDevelop table for assessing timeliness of Grants progress report over timeST MEA & GMCurrentEnter time data on each project-report received Project Officers/ GMCurrentReport on indicator within 6-mthly / Annual ReportsGMCurrentDevelop table to capture data relating to progress in NSP development by countr y ST MEA & ATLCurrentObtain copies of annual evaluations from 14 PICsProject OfficersCurrentEnter data into progress table and Report on indicator within 6-mthly / Annual Report s Project OfficersCurrentAnalysis of plans (‘content analysis’) in light of checklistBetween 2004 and 2007, at least 10 of 14 PICs conduct an annual evaluation of National Strategy implementationAll funded NAC and Competitive Grant projects are consistent with their National Strategic Plan Percentage of all Grant Scheme progress reports annually received on time increases by 10% for the final year of the project compared to the baseline data collected in the first year of the projectSearch & analysis of records in Grant Scheme Database Observation of AusAID’s ‘letter of acceptance’ OI-11OI-13Content analysis of National Strategic Plans and proposalsOutput 2.4: National strategies have been monitored and evaluatedOI-122.4OI-14Evidence that Grants Guidelines (Milestone Three) accepted by AusAID as com p rehensive and com p leteOutput 2.3: Projects designed and implemented to support the achievement of national HIV/AIDS strategic plans through a well coordinated Grant Scheme2.3 PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 7 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Gather data on purpose indicators ST MEACurrentEnter data in Achievements table (see annex 4) for inclusion within 6-mthly reportsST MEACurrentCreate new table to store data on this index ST ME A Curren t Gather data on purpose indicators HIV/AIDS/STI A dviserCurrentEnter data in Achievements table (see annex 4) for inclusion within 6-mthly reportsHIV/AIDS/STI AdviserCurrentCreate new table to store data on this index ST ME A Curren t Gather data on output indicators A TLCurren t Enter data in Achievements table (see annex 4) for inclusion within 6-mthly reportsATLCurrentCreate new table to store data on this index ST ME A Curren t Gather data on activity indicators ST ME A Curren t Enter data in Achievements table (see annex 4) for inclusion within 6-mthly report s ST MEACurrentCreate new table to store data on this index ST ME A Curren t Gather data on activity indicators ST MEACurrentEnter data in Achievements table (see annex 4) for inclusion within 6-mthly reportsST MEACurrentCreate new table to store data on this index ST ME A Curren t Observe strategy documentATLCurrentEnter data in Achievements table (see annex 4) for inclusion within 6-mthly report s ATLCurrentReport on indicator within 6-mthly / Annual ReportsATLCurrentPrepare Annual workplan collaborativel y A TLCurren t Search & analysis of records in PRHP’s Logframe-Performance Database Search & analysis of records in PRHP’s Logframe-Performance Database Component 1 completely achieves at least 70% of its annual activity targets 3.1Search & analysis of records in PRHP’s Logframe-Performance Database OI-20OI-19Component 2 completely achieves at least 70% of its annual activity targets COMPONENT 3: PROJECT COORDINATION Project completely achieves at least 70% of its purpose-level targets between 2004 and 2008OI-15Search & analysis of records in PRHP’s Logframe-Performance Database Coordination Strategy between SPC and AMC developed OI-16Search & analysis of records in PRHP’s Logframe-Performance Database Component 2 completely achieves at least 70% of its output targets between 2004 and 2008OI-17Component 1 completely achieves at least 70% of its output targets between 2004 and 2008Search & analysis of records in PRHP’s Logframe-Performance Database Output 3.1: Effective and efficient project coordination and management will have been achievedOI-18 PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 8 Annex 3: Project Indicator Related Task Schedule 2004 Ind. RefResponsibleVerifiable IndicatorsNovDecOctJulyAugKey Tasks2004StatusEvaluation Method(s)SeptPDD Ref Enter data in Achievements table (see annex 4) for inclusion within 6-mthly report s ATLCurrentCreate index table ATLCurrentPrepare report highlighting progress in coordination strategy and submit as Milestone at the end of the projectATLFutureEnter data in Achievements table (see annex 4) for inclusion within 6-mthly reportsATLCurrentSubmit M&E Report to AusAIDATLCurrentObservation of AusAID ‘letter of acceptance’OI-22OI-21Monitoring and Evaluation Framework (Milestone 7) accepted by AusAIDAt least 70% of planned activities under SPC/AMC’s Coordination-Strategy implemented annuallySearch & analysis of records in PRHP’s Logframe-Performance Database* 'Current' tasks are those scheduled for the current Annual Plan period* 'Future' tasks will be targeted in future Annual Plans* Indicators followed by '**' will be used to monitor and report on PRHP’s contributions to AusAID’s governance guiding theme[i]), especially PRHP’s contributions to Increased public sector effectiveness and Development of Civil Society. PRHP Monitoring and Evaluation Report - 1 - Annex 3Page 9 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/CommentPI-1HIV/AIDS included on Pacific Public Health Surveillance Network’s list of priority communicable diseases for active surveillance by 2008**2008Y6/4/2004Minutes of PPHSN-CB meetingPI-1 AchievedHIV/AIDS is now included on the PPHSN's list of priority communicable diseases for actiove surveillancePI-2Evidence of increased multisectoral and Pacific Islander participation in the development of the 2nd regional strategy compared to the 1st2005YPMER-1PI-2 AchievedThe has been an increase in the range of sectoprs and the number of sectoral agencies and number of Pacific Islanders involved in the developmnet of the 2nd Regional Strategy.PI-3Evidence of improvement in quality of M&E Framework in the 2nd Regional Strategy compared to the 1st Regional Strategy .2005OPMER-1Comparison of the quality of M&E framework of 2nd regional strategy with first will be be done when 2nd strategy is completed in October 2005PI-4At least 70% of 14 NACs involved in Component Two assessed as demonstrating improved functioning between baseline and post-training survey** 2008OPMER-1Baseline assessment will be undertaken in August 2005 during the CDO/NAC workshopPI-5At least 70% of Capacity Development Organisations (CDOs) assessed as demonstrating improved functioning between baseline and post-training survey** 2008OPMER-1Initial baseline assessment included in this First M&E ReportBaseline assessment will be undertaken in August 2005 during the CDO/NAC workshop PRHP Monitoring and Evaluation Report - 1 - Annex 41 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment PI-6Evidence of at least four sectors active and involved in planning or implementing HIV national strategy in 70% of PICs by the end of project (2008)2008OPMER-1PRHP has supported three PICs to develop NSPs. More than four sectors were involved in the development of each NSP. In each country, five government sectors were involved in the planning process. Local government, members of parliament, traditional leaders, youth groups, women’s groups, the police also participated in the workshops. PI-7At least 70% of PRHP’s Gender, Youth, Vulnerable Groups Strategy (GYVGS) intended activities implemented and/or targets met.2008OPMER-1Nil to date. PRHP will submit a revised checklist to assess project achievements on gender, youth and vulnerable groups in the next Annual Plan and report on the indicator in the second PMER (January 2006)2005NPMER-1Reviews to date indicate that NSPs are gender blindThe gender-sensitivity checklist will be applied to all draft NSPsTwo in-country workshops will be conducted in Kiribati and Marshall Islands 2006 N/AN/AN/A 2007 N/AN/AN/A 2008 N/AN/AN/A1.1Regional strategy has been endorsedOI-1Pacific Island Leaders Forum endorses 2004 -2007 regional strategy 2004Y35 th Pacific Islands Forum Leaders CommuniqueOI-1 Achieved2004-2007 Regional Strategy has been endorsedPI-8At least 70% of updated national strategies or action plans assessed as ‘satisfactory’ using gender-sensitivity checklist as per the gender and vulnerable group strategy Component 1 : Regional Strategy PRHP Monitoring and Evaluation Report - 1 - Annex 42 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment 1.2Regional Strategy has been implemented in a coordinated manner2006N/APMER-1A technical advisory group has been establisehed to oversee the developpmnet of the M&E framework for the Regional Strategy2007N/A2008N/AOI-3By end of the 2004 regional strategy’s lifetime, at least 70% of the regional-strategy activities have been implemented2008N/APMER-1A technical advisory group has been establisehed to oversee the developpmnet of the M&E framework for the Regional Strategy1.3Appropriate HIV/AIDS BCC methods used and materials available 2005YesPMER-1Two BCC materials developed thus far comply with the standard2006N/AN/AN/A2007N/AN/AN/A2008N/AN/AN/A1.4Strengthened HIV/AIDS & STI Surveillance* (see Notes) O1-4At least 70% of activities in the implementation plan of the regional strategy are implementedAt least 70% of BCC materials developed with PRHP assistance assessed as consistent with BCC-development checklist developed by BCCS.OI-2 PRHP Monitoring and Evaluation Report - 1 - Annex 43 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment O1-52005Yes for HIV/AIDS dataNo for STI data6/1/2005PMER-1100% compliance with HIV surveillance reportingOnly 60% compliance achieved with STI surveillance reporting2006N/AN/A2007N/AN/A2008N/AN/A1.5Regional Strategy has been monitored and evaluated2006N/APMER-1To be achieved as part of the review of the implementation plan for the regional strategy2008N/AN/AN/A2006N/APMER-1Annual strategy implementation plan will be finalised in October 2005. Mornitoring and reporting will begin in 2006Draft M&E framework developed and being pilot tested in a number of countries2007N/AN/AN/A2008N/AN/AN/AEvidence that regional strategy has been monitoredOI-7Evidence that mid-term and end-of-term evaluations of the Regional Strategy have been completed.At least 70%l PICTs not covered by GFATM funded surveillance activities collect and report at least annual routine HIV/AIDS & STI surveillance data to PPHSN Focal Point (SPC Public Health Surveillance and Communicable Disease Control Section) Component 2: Strengthened capacity to implement national strategies OI-6 PRHP Monitoring and Evaluation Report - 1 - Annex 44 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment 2.1National HIV/AIDS/STI strategies reflecting current needs developed by each PIC 2004YPMER-1Solomon Islands NSP 2004 - 20082005YDraft Kiribati and Marshall Is NSPs2006N/AN/AN/A2007N/AN/AN/A2008N/AN/AN/A2.2National level capacity building plans for NAC, government departments and civil society organisations developed and implemented2005NPMER-1Capacity development plans will be developed in August 2005.A participatory organisational assessment tool has been introducedPriority areas for organisational developmnet have been identifiedAreas for technical support by PRHP have been identifiedIndicator achievement will be reported in second PMER (January 06)2006N/AN/AOI-970% (10) of 14 PICs develop a national HIV capacity-building action planAll NSPs developed were preceded by review of existing strategy and analysis of current needsEvidence that 100% of national action plans in participating PICs facilitated by PRHP are in line with the current needsOI-8 PRHP Monitoring and Evaluation Report - 1 - Annex 45 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment 2007N/AN/A2008N/AN/AOI-10At least 10 of the 14 PICs implement 70% of their national capacity building action plan each year2006N/APMER-1PRHP has provided training in specific areas including the process for development of M&E plans for national strategic plansImplementation of capacity development plans will begin in 2006 planning year2007N/AN/AN/A2008N/AN/AN/A2.3Projects designed and implemented to support the achievement of National HIV/AIDS/STI strategic plans through a well coordinated Grants Scheme*(See Notes)OI-11Evidence that Grants Guidelines (Milestone Three) accepted by AusAID as comprehensive and complete2004Y6/1/2004PMER-1OI-11 Achieved2005YPMER-1PCC-02 Information Paper - 01, May 20052006All funded NAC and Competitive Grant projects are consistent with their National StrategicPlan OI-12 PRHP Monitoring and Evaluation Report - 1 - Annex 46 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment 20072008OI-13Percentage of all Grant Scheme progress reports annually received on time increases by 10% for the final year of the project compared to the baseline data collected in the first y ear of the p ro j ect2008N/AN/AN/A2.4Monitoring and Evaluation of National Strategies 2005NPMER-1First report due end of 2005 and will be reported in second PMER.To date 3 PICs have reviewed the implementation of the NSPs2006N/AN/AN/A2007N/AN/AN/A2008N/AN/AN/A3.1Effective and efficient project management and coordination will have been achievedOI-15Project completely achieves at least 70% of its purpose-level targets between 2004 and 2008.2008N/AN/ACurrently on scheduleBetween 2005 and 2007, at least 8 of 14 PICs conduct an annual evaluation of National Strategy implementation. St ra t eg i c Pl an Component 3 : Project Coordination OI-14 PRHP Monitoring and Evaluation Report - 1 - Annex 47 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment OI-16Component 1 completely achieves at least 70% of its output targets between 2004 and 20082008N/AN/ACurrently on scheduleOI-17 C omponent 2 comp l ete l y ac hi eves at l east 70% of its output targets between 2004 and 2 008 .2008Currently on schedule2004YPMER-12005NPMER-2Currently on schedule2006N/AN/AN/A2007N/AN/AN/A2008N/AN/AN/A2004YPMER-12005YPMER-2Currently on schedule2006N/AN/AN/A2007N/AN/AN/A2008N/AN/AN/AOI-20Coordination Strategy between SPC and AMC developed2004Y5/24/2004Coordination Strategy; first 6-monthly report (August 2004)PRHP Coordination strategy developed in 20042004YComponent 2 completely achieves at least 70% of its annual activity targets. OI-19Component 1 completely achieves at least 70% of its annual activity targets. OI-18 PRHP Monitoring and Evaluation Report - 1 - Annex 48 Annex 4: Master List of Indicators and Achievements PDD / IND Ref.IndicatorExpected date of achievementAchieved? (Y/N/Ongoing)Date achievedDocument Reported (eg AP)Intepretation/Comment 2005NPMER-2On target. Will be reported in PMER-2 (January 2008)2006N2007N/AN/AN/A2008N/AN/AN/AOI-22Monitoring and Evaluation Framework (Milestone 7) accepted by AusAID.Yes11/16/2004OI-22 AchievedAt least 70% of planned activities under SPC/AMC’s Coordination-Strategy implemented annually.OI-21 PRHP Monitoring and Evaluation Report - 1 - Annex 49 Annex 5: Evidence of increased multi-sectoral and Pacific Islander participation in the development of 2nd regional strategy compared to the 1st Government DepartmentsNGOs and Faith-based OrganizationsMulti-lateral and bilateral AgenciesEducational InstitutionMedia 1st (1997-200)31071032508239%61%39%2nd (2004-2008)52410341635221576%24%76% Evidence of increased multisectoral and Pacific Islander participation in the development of the 2nd regional strategy compared to the 1st YesPI-2There are more consultation during the development of the 2nd regional strategy and more significantly is the involvement of Pacific Islanders. A number of regional meetings have been used to carr y out these consultations as well as the distribution of the draft starte gy to wider audiance in the region through various means.Plus (+) 25 Non-Pacific Islanders (%)Explanation/CommentNon-Pacific Islanders (No.)Pacific Islanders (%)Total NumberIndicator Achieved? (Y/N)Change in No. of Sectors Involved (+/- and number)Percentage Change in Pacific Islander ParticipationPDD /IND Ref.IndicatorPacific Islanders (No.)Regional Strategy Number of Sectors Involved PRHP Monitoring and Evaluation Report - 1 - Annex 5Page 1 Annex 6: OI-6 Assessment of BCC materials Indicator Achieved? (y/n) Note 1. If 70% of BCC materials are assessed as 100% consistent with BCC checklist, indicator is achieved. PDD/ Indicator Reference Description of Indicator ID of each BCC material Name of each BCC material Consistent with each item on BCC checklist? (y/n) Comment OI-4 At least 70% of BCC materials developed with PRHP assistance assessed as consistent with BCC-development checklist developed by BCCS. 1 Fiji: Military poster & brochure 96% y Material assessed as being 96% compliant with the BCC 2 Fiji: Youth poster & brochure 80% y Material assessed as being 80% compliant with the BCC 4 3 6 5 PRHP Monitoring and Evaluation Report 1 - Annex 6 1 Annex 7: OI-7 Strengthened HIV/AIIDS STI Surveillance PDD/ Indicator Ref. 2004 2005 2006 2007 2004 2005 2006 2007 1 Cook Islands 11 2 Fiji 1 3 FSM 1 4 Kiribati 1 1 5 Marshall Islands Marshall Islands 11 6 Nauru Nauru 1 7 Niue 1 8 Palau 1 9 Samoa 1 10 Solomon Islands 1 11 Tokelau Tokelau 1 12 Tonga 1 13 Tuvalu 1 1 14 Vanuatu 1 15 American Samoa American Samoa 1 16 French Polynesia French Polynesia 1 17 New Caledonia New Caledonia 11 18 Guam Guam 1 1 19 CNMI CNMI 1 20 PNG PNG 1 21 Wallis & Futuna Wallis & Futuna 1NA 22 Pitcairn Pitcairn 1 NA Total Number Reporting Annually 220006000 Percentage Reporting Annually 100.0 0.0 0.0 0.0 30.0 0.0 0.0 0.0 Note HIV and STI data are obtained separately. Further STI reports will be collected from countries 1. OI-7 achieved if at least 70% of non-GFATM-funded PICTs report relevant data annually. Percentage Reporting Routine STI Surveillance Data to PPHSN (as at Jul 2004) Percentage Reporting Routine HIV & AIDS Surveillance Data to PPHSN (as at Jul2004) At least 70%l PICTs not covered by GFATM funded surveillance activities collect and report at least annual routine HIV/AIDS & STI surveillance data to PPHSN Focal Point (SPC Public Health Surveillance and Communicable Disease Control Section) OI-7 Description of Indicator PICT ID PICT PICS not covered by GFATM PRHP Monitoring and Evaluation Report - 1 - Annex 7 Annex 8: Assessment of baseline NAC (or equivalent) function in PICs -- June 2005 Cook I F FSMi Ki M Is Naur Ni Pal Samoa Sol Is Tokel Tonga Tuval Vanuat 1Degree of knowledge of current national HIV response(Rating 1 - 10; 1=poor; 10=excellent) 510N/A1080010610051062Degree and quality of documentation of current HIV response(Rating 1 - 10; 1=poor; 10=excellent)26N/A9900102804563System of annual review (If annual review conducted, score 10; if no, score 0)00N/A100000010001004Quality of reporting on annual process of review and planning(if no report, score 0. If report, score 10. Score report between 11 - 20 for quality) 00N/A000000600005Annual National Work Plans (Rating 1 - 10; 1=poor; 10=excellent ) 05N/A00005060005Total70721N/A29170025840092517NA= Not availableMaximum attainable points = 70TPI-4 A t least 70% of 14 NACs involved in Component 2 assessed as demonstrating improved functioning between baseline and post-training surveyRating PDD / Indicator ReferenceIndicatorID for Each NAC Capacity-Development IndicatorCD Indicator Description PI-4: NAC Capacity DevelopmentPage 1 C ook Is l a nd s Fiji K i r i b a ti S a m o a So l o mo n Is l a nd s T o ng a T uva l u V a nua t u 1 P r oj ect deve l opm en t and supp or t : No NAC g r an ts approve d 36 0 9 0 0 0 1 0 N A C Grant s P r og r a m ha s s t art ed i n 4 o u t 8 co unt r i es . There a r e di f f e r e nt reason s for the de l a y i n e s ta bl i s hi ng t he N A C Gr a n t s P r ogram i n 4 coun tri e s. I n K i i r i bat i , del a y c ause d b y es tab l i s hm en t of K H A T F as N G O and su bsequ ent recrui t m ent of C oordi na tor. 2 C apac i t y bui l d i n g: No of ca pa ci ty bui l d i n g a c ti v i ti es unde r t ake n 23 2 2 4 2 1 3 S o l o m on Is, V a nuat u and F i j i ha ve i n i t i a t e d ca paci t y bui l d i n g ac ti vi t i es i n addi t i on t o t he P D M and B eha vi our Ch ange w o r k shop s i n i t i a t ed and f a c ilit a t e d b y P R H P 3 M o ni to r i ng an d eval u a ti o n : % o f NAC gr an t s r e ports su bm i t t e d on ti m e n/a n / a n/ a n / a n/ a n / a n/ a n / a Grant s p r oj ect rece nt l y f und ed. S u f f i c i e nt t i m e ha s n o t el ap sed f o r reporti n g t o beg i n . 4 F i nan ci al m ana gem en t and r e porti ng : % CDO /NAC fi n anci a l reports subm i t t ed on ti m e 00 0 0 0 0 1 2 In fo r m a t i o n fo r th i s su b- i n di ca to r com e s f r o m OI - 13 - C D O Grant s P r o g r a m w h i c h as sess t het ti m e l i n e s s of r e p o r t i ng fro m C D Os to P RHP . T a ble 8. 1: A sses sm e n t o f b a sel in e C D O F u n c tion i n ea ch c o u n t r y - - Ju n e 2005 PI - 5 D a ta- Ju n e 05 A t l east 70% of C apaci t y D e vel o pm ent Or ga ni sat i ons (C DOs) assessed as dem o n st r a t i ng i m proved f unct i oni n g bet w e en basel i n e a nd post - trai ni ng su r v e y Co mm e n t D e s c r i pti o n of S u b - In d i c a t o r s ID o f C D O Ca p a c i t y - D e v e l opm e n t Sub - I n d i c a t o rs I n di c a t or PDD/ In d i c a t o r Re f e rence PRHP M&E Report – Annex 9 Table 8.2: CDO Contributio n to Technical Capacity Development Informant ID Country A ffiliation of Respondent CDO Contribution to Capacity Building in Technical Areas Quotes from key informant i n terviews 1. Cook NAC I understan d th at th e CDO is working with o t her part ners an d community o r ganisations doi n g capaci ty work and facilita tin g th e NAC Gran ts p r oces s. 2. F i j i C D O • Training programs [2 worksho p s] on project development following on fro m the [PR H P] PDM training. • Incorporating HIV/AI DS in good governan ce programs an d family st r e ng th e n i n g p r og r a m s . • PDM skills b e i n g used beyon d HIV/AIDS an d HIV / AI DS i ssues [are] b e in g incorpo r at ed in other pro g ra ms [by CDO itself, PRHP PDM w o rkshop partici p ants an d CDO follow-up PDM workshops]. 3. Fiji NAC CDO [provided] follow up training in PDM [Project Desi gn & Management] – no direct in vo lvemen t of NACA, but aw are tha t PRHP facilitated th e o r iginal training an d co mm ented th at PR HP provi d es excellen t training. 4. K i r i b a t i N A C • CDO organized workshop for PDM • CDO organized BCC training • Youth Amb a ssador employed by C D O – assisting NAC Gran t a pplicants to prepare proposals an d management of C D O grant 5. K i r i b a t i CDO • CDO has only … organized th e BCC an d PDM trainings [for PRHP]… • Provided some technical suppo rt on p e er education to FSPK [ F oundation fo r the Pe opl e of the South Pacifi c Kiribati] , Red Cross Kiribati/Maritim e Training Cen t re. 6. Samoa CDO • Frequent visits to those p r epari n g proposals an d after appraisal refining • Will then monitor projects when implemented • PDM work shop raised awaren ess o f NA C grants • Building capaci ty in p a rt of SUNGO role so i n corpor ating P R HP a c tivitie s i n this rol e • Financial management, p r ojec t development and proposal wri t i n g a s a focus – hav e a training offi cer in this area who is b e i n g sals used • Coordinator co aching and pro v idin g suppo rt to refine propo • Need to i d en tify needs and second ro und will be better 7. Solomon N AC e p r oposal s are fo cused n o sustainability and does not duplic ate • Better understanding of [NAC S Gr ant Program] proposal templates • Appraisal of grant proposals • Polishing of proposals by aski ng questions so as to en sure th at th other work as well as is focused on th e p r iori ties o f th e NSP. • C D O r e f i n e s i t [draft p r oposal] and is making a lot of differen ce. PRHP M&E Report – Annex 9 Informant ID Country A ffiliation of Respondent CDO Contribution to Capacity Building in Technical Areas 8. Solomon C DO n a t i o n a l training with p a rtners using exp e rtise from within Oxfam an d helping NAC applicants wi th this o m m it te e. • Project design training th at is NA C sp ecifi c, building on the PDM work shop d pa r t ne rs u n d e r s t a nd bet t e r g o a l s , o b j ect i v e s a n d a c t i v i ti e s • H e l p e • M & E • MSC • BCC • Regula r in dividual con s ulta tion s r e lating to N A C gr ants • Str e ngth en I E C com m it te e on SINAC as C D O has be en app o inted to l e a d t h i s c 9. Tonga CDO i a l s for IEC dev e lopm ent • Supporting Leuleumafana an d advocating with other NGOs to provide support , coor dinating role • Focus ar ea s for Le ule u ma fana : advo ca cy Provision of office space as w e ll as CDO • fun d s/m a t e r • Facilitated a n e eds an d gaps assessmen t • Provide capacity support to requesting o r ganizations 10. Tuvalu NAC a s this ha s e e t b a sis H played leading role in th e techni cal asp e cts. S Gr ant Program] proposal templates • The CDO ha s brought u s T u NAC members tog e th er • The fun d ing a s pect to th e C D O budget for T u NAC i s a v e r y import a nt aspe ct to enable us to c a rr y o u t ac ti v i t i e s always b e en a problem • Their involvement is reformin g TuNAC in its secretariat rol e so th at i t is no t a h e alth enti ty but is mul t ise c t o rial i f i t w a s n ’ t f o r t h e C D O r o l e a n d f u n d i n g • The strategi c pl anning review would not have been p o s s i b l e • TuNAC is now starting to b e a thinking an d o r ganizing na tio n al body as opp osed to meet ing on a needs to m • The CDO is pushing th e mo ment um to be more p r o-active mobilize th e partners whils t M O • For Glob al fun d , th ey h e lped f [ N A C • Better u n d e r s t a n d i n g o • Appraisal of grant proposals Polishing of proposals • • CDO refines it [draft p r oposal] and is making a lot of differen ce. 11. Tuvalu CDO e n g t h e n k i t a s man y organizations w ill tend to apply for this as opp osed to t applic ation an d C D O workin g clos ely with t h em • Implemented and c o o r d i n a t e d a proposal writi n g workshop after th e PDM w o rkshop (3 days) • Capaci ty Buil di ng for individual organizations with CDO organi zation staff being dev e loped grou ps to rev i ew an d s t r their proposals f o r N A C • Has dev e loped a NAC specifi c PDM i n f o r m a t i o n Competitive Grant • Dev e l o p e d a p r o p o s a l w r i t i n g kit on NAC Grant • TOSU r e q u irement to work i n developing th eir [PRH P] Co mp eti t ive Gr a n and PRHP of ficer PRHP M&E Report – Annex 9 Informant ID Country A ffiliation of Respondent CDO Contribution to Capacity Building in Technical Areas • I n f o r m at i o n req u i re me n t by pa r t ne r s – sourci ng an d sharing information Procuring do cuments on b e hal f of MOH and other partners when on trav el • • Focal point for working with al l partn e rs in sh aring tool s, info r m a t i o n a n d so urcin g from regional organizations 12. Vanuatu NAC Have b e en foll owing up with NGO parti c ularly in o u ter isl a nds • Provided traini ng for NGO partne rs to dev e lo p project p r opo sals • • Provide opportunities for govern men t p e rson nel as well so they stay in re gular con t act wi th M i n i s t r y o f H e a l t h 13 Vanuatu CDO r a n t s b y p r oviding trainin g an d one on o n e advice n itial appraisal co mments provi d ed Conducted one workshop with first a pplicants to NAC gran ts program • Ben e fits of wor k ing as a g r oup and then assis t a n ce on an in dividual l e vel For N A C g r an t s , [C DO] has h e lped mo st o r g a nizations to ac c e s s g • Competitive grants – [CDO] p r ovide[s] forms, answer q u eries a n d s o m e i Provide[s] as sis t ance to s m aller organizations i n awareness rai s ing • • PRHP M&E Report – Annex 9 Table 8.3: CDO Contributio n to Coordi nation of National HIV Response Informant ID Country A ffiliation of Informant CDO Contribution to Coor dination of N a tional HIV Response CDO Works with…. Type Quotes from key informant i n terviews 1. 1 Cook NAC None There h a s no t really b e en a working relationsh i p and inp u t fro m CDO to NAC , but also tha t th e N A C is no t r e ally ac tive . However, we w o uld like to see the CDO take a lead role to mobilise an d p u sh partn e rs an d th e NAC, an d th e CDO does know it is free to do this as lon g as it k eeps th e NAC info rmed. All NGOs, incl uding chur ch group s 2. 2 F i j i Islands N A C N G O communication and mobilisation CDO has helped in coordinati ng th e rol e of NGOs in respo n ding to N a tional S t r a te gic Plan fo r HIV/AI DS. N A CA has no ti me to contact new p a rtners t h er efor e CDO has ide n t i fied ne w part ne r s . CDO has identified non- traditi ona l partn e rs and smaller NGOs. • NACA • NGO n e twork 3. 3 F i j i Islands C D O N G O communication and mobilisation [CDO is r e a c hi ng out] In m a n y wa ys p a rti c ula r ly o u tr ea ching to smaller organiz a tions an d message is getting wider – outside of main islan d an d main cen tral. [ R es ulting in] Greater diversification of organisation [involved in national respon se]. • CBOs, includin g groups such as youn g muslims an d men at th e village level • NAC gran t hol ders 4. 4 K i r i b a t i N A C N o n e [See cap a city-b u i l d i n g . ] • Line Government Ministries – Health, Home Aff a irs • Church es • NGOs • CBOs • Young Peopl e • Women’s Gro u ps 5. K i r i b a t i CDO Supported NSP Dev e lopmen t Organised NSP workshop. • MoH • National Women’s Organisati on • Kiribati Overseas Seamen’s Un ion • FSPK • Kiribati Family Health Asso ciation • Church es ( K iri b ati P r ote s tan t Church /C athol ic Ar ch Diocese of Kiribati) PRHP M&E Report – Annex 9 Informant ID Country A ffiliation of Informant CDO Contribution to Coor dination of N a tional HIV Response CDO Works with…. NAC Administrative Support GF Support CDO acting as coordinating se cr eta r iat for the NAC / CCM w h ich includes supporting Global Fund activiti es as well as PRHP activiti es. 6. 5 S a m o a C D O Supported NSP Dev e lopmen t On behalf of NAC, C D O [current ly is] requesting UNDP fun d ing to suppo rt the dev e lopment of a national strategic plan. • Govern men t • SUNGO mem b ers • Non-SUNGO members • CBOs • Youth Groups • NAC • National Coun cil of Ch urches NAC Administrative Support Solomon Islands NAC NGO mobilisation The CDO is playing a comple ment ar y an d su pplemen ta ry rol e to the NAC. Th ey have b e en playing a l e ading ro le in getting NGOs to th e s t akehol de rs me etin gs and ma king m e aning f u l contrib u tions. Befo re, there used to be a demarcation b e tw een Govern men t a n d N G Os , bu t now with th e p r es ence of th e CDO, NGOs ar e a c ti ve par t icipan ts i n me etin gs, in decisions b e ing made regarding the o r ganisation, i m plem en tation and moni toring of the NSP… Th e C D O has now b een sel e c t e d to chair the IEC committee on the NAC an d th is shows th e growing partn e rship. Its rol e is to do a n e eds ass e ss ment, o r ganis e and i m plement IEC orient ed a c tiviti es that ar e in th e N S P. See Textbox X. Across th e board – bo th gov e rnment an d NGOs 7. 6 GF Support CDO became a NGO rep r esen tative on th e NCCM… so agai n the y hav e th e ta sk to n e twork with ke y m e mb ers . PRHP M&E Report – Annex 9 Informant ID Country A ffiliation of Informant CDO Contribution to Coor dination of N a tional HIV Response CDO Works with…. Solomon Islands C D O N A C Administrative Support The CDO has helped revive and s t r e ngth en t h e rol e of SIN A C s i n c e t h ey ha v e b e e n a p a r t of it . T h ey ha v e hel p e d a c t i v a te t h e functions of th e secretari a t ro l e of MOH an d helped source technical assistance for o r ganizi ng NAC fun c ti on. For exampl e it invited PRHP i n volvemen t in t h e N S P review proc ess…A co r e group wi thin SI NAC has emerged, task ed with updating other stakehol ders on NSP activities i m plementation. The co re gro u p is chaired by th e CDO an d monitors the progress of th e NSP implem enta tion . Th e y r e por t to the SINA C . • All NGOs in cl uding church groups • NAC g r an ts ho lders: CBOs • MOH: with the HIV Unit , H e a l th Promo t ion an d Planning • Honiara Town Council S u p p o r t t o national policy or strategy dev e lopment Helped in the revision in natio n al HIV policy and realizing a multi-s e ctoral NSP. Th e C D O has been an activ e particip ant in the cont ributio n s ma d e r e g a r d ing th e N S P rep r es enting th e is sues from the co mm unities th ey wo rk with ou tsi d e the fra m ewo r k of the Government programs… 8. N G O communication and mobilisation Creation of n e tworks of HIV/AI DS NGO s t akeholders . Thi s had been absen t an d spo r adic p r ior to the CDO involvemen t but now there is a no ted improvement i n NGOs coop erating an d duly resp ected at the NAC . The CD O in man y wa ys is pla y ing a lead role in facilitati n g th e contri butions of o t her NGOs and many NGOs ar e look ing to the CD O wh en th ey n e ed a ssistance te chnical esp eci ally in th eir wor k . This has se e n the involvem ent of the CDO in organizing an d fa cilitating BCC, PDM, M&E, MSC progra ms . The NGOs ar e abl e to now l e arn t o geth er bas e d o n commonalities and this sharing and organizati on is what had been missing b e for e … [CDO] Est a b lished regular meetings an d consultation b e tween MOH an d C D O (a s uno fficial rep r es ent a tive of N G Os a c tiv e in HIV ) on w eekly basis [for purposes of consultin g on v i ews an d work of NGOs regarding i m plementing NSP]… As a r e sult, a cor e gro u p within SI N A C has em er ge d taske d wi th up datin g oth e r sta k eholde rs on N S P a c tivitie s implem enta tion . Th e cor e grou p is ch aire d b y t h e C D O an d monitors th e progress of th e NSP implementa tion. Th ey report to PRHP M&E Report – Annex 9 Informant ID Country A ffiliation of Informant CDO Contribution to Coor dination of N a tional HIV Response CDO Works with…. the SI NAC . GF Support The Vice Chai r of th e SI NAC nominates C D O as NGO repr es enta tive f o r GF / N CCM . Consultation and ensuring multisectoral input in the GF submission. GF Support [CDO] Informed CCM and iden tified activiti es that PRHP could facilitate thro ugh CDO h e nce avoid duplication 9. T o n g a C D O Other Support Supporting Leul eumafana to re-establish itself as th e umbrella AIDS o r ganization in Tonga. • Tonga National Youth Congress • Vavau Youth C ongress • Tonga Leitis A s sociation (Ton ga Trans g en d e r A ssocia t ion) • MoH/Educatio n/Wo men and Dev e lopmen t Centre in th e PM’s office • Tonga R e d Cro ss • Lagafanua (U mbrella wo men ’ s organization ) • Le gal Lite ra cy g r oup • Lagikapo (F re e Wesl ey an Chu r ch) 10. 8 T u v a l u N A C N A C Administrative Support The CDO ha s brought us T u NAC members tog e th er . Th e funding asp e ct, that is , the CD O budget for T u NAC , is a ver y importan t a s pe ct to enable us to c a rr y o u t ac ti vities a s this ha s always b e en a problem . In i t s s e c r e t aria t role , i t s involvem ent is refo rming T u N A C so that it is not a h e alth en t i ty b u t is multis ec torial . TuN A C is now sta r ting to b e a thinking an d organizing nati onal body as op pos ed to meeting on a needs-to- meet b a sis. Th e CDO is p u shi n g th e mo m e nt um to be mo re pro- activ e . Th e strategi c planning revi ew woul d no t have been possible if it wasn ’t for the CDO role and funding Across th e board – bo th gov e rnment an d NGOs PRHP M&E Report – Annex 9 Informant ID Country A ffiliation of Informant CDO Contribution to Coor dination of N a tional HIV Response CDO Works with…. G F Administrative Support For Glob al fun d , th ey [CDO] help ed mobiliz e th e partn e rs whilst MOH played leading role in th e t e chnical aspe cts . 11. 9 T u v a l u C D O N A C Administrative Support CDO has got t e n the PRHP ag enda on the tab l e an d go tt en TUNAC movi ng. This did no t happ en be for e . Pr eviously th er e were long spell s of non-meeti n g. They has b e en an i m prov ement to a c tivitie s an d the prog ra m of Tu NAC and m u ch of this has to do with the CD O pushing Tu NAC to do its work. • TUFHA • TOSU • Red Cross • Women’s Organization • G o vt d e pa r t ment s: He alth/E ducation/ Community Affairs • Impressive the response from Min of Education eg : NAC Gran t ap plications: 50% are fro m MoE N G O communication and mobilisation As th e umbrella organization of NGOs, the CDO has th e mandate to work with oth e r NGOs an d h e lp coordinate th em. [CDO also] wo rks with the co mmuni ti es and is se en a s th e l e ading agen cy in th e N G O co mm unit y. 12. 1 0 V a n u a t u N A C N G O communication and mobilisation The role of th e CDO is crucial alre ady partn e rs in other activiti es bu t as a n NG O it is e a sy f o r t h e m t o c o mm u n ic a t e wit h ot her NGOs . • Vanuatu F a mily Health • Ministries of Health ; Educatio n; Yo uth and Sports • FSP • Young Peopl e’s Project • Y o u t h C h a l l e nge 1 3 C D O N A C Administrative Support NAC more fun c tional; CDO work promp t s action . N G O communication and mobilisation Greater involvement of NGOs in the national response, expan d ing th e response. • NAC in terms of NAC gr ants scheme t h r o ug h m o nt hl y me et i n g s • Some of th e bi g N G Os in Vil a who th en work in th e islands (VSO, Van u atu Family Health , WV, Youth Chall e ng e) PRHP M&E Report – Annex 9 Table 8.4: Summar y of CDO Con t rib u tions to co ordination o f the natio n al HIV respons e In- forma nt ID Country A ffiliation of Informant CDO Contributions to c oordination of th e national HI V response NGO Communicati on and Mobilisation NAC Admini strativ e Support Support Policy or Strategy Dev e lopment Global Fund Support Other Coordination Support Total 13. Cook Islands N AC 0 0 0 0 0 0 14. F i j i N A C 1 0 0 0 0 1 15. F i j i 0 1 C D O 1 0 0 0 16. K i r i b a t i N A C 0 0 0 0 0 0 17. K i r i b a t i 0 0 1 0 0 1 C D O 18. S a m o a C D O 0 1 1 1 0 3 19. S o l o m o n N A C 1 1 0 1 0 3 20. S o l o m o n C D O 1 1 1 1 0 4 21. T o n g a C D O 0 0 0 1 1 2 22. T u v a l u N A C 0 1 0 1 0 1 23. T u v a l u C D O 1 1 0 0 0 2 24. V a n u a t u N A C 1 0 0 0 0 1 1 3 C D O 1 1 0 0 0 2 PRHP M&E Report – Annex 9 Annex 9: Project Design and Management WorkshopsSummary of Participants Profile HealthEducWomen's AffairsYouthPoliceOtherNo of Govt DeptsNo of Govt ParticipantsNo of NGOsNo of NGO participantsNo of Churches / faith-based organisationsNo of participantsNo of other organisationsNo of Participants1Cook Islands411152000013351022002Fiji1192000000000161644003FSM107173310574Kiribati912213001156712001 (HIV+)15Marshall Islands6Nauru7Niue8Palau9Samoa911201110104478571 (WHO)110Solomon Islands1071710000125893311Tokelau12Tonga10223221100047723120013Tuvalu9817311000511551214Vanuatu6915200000227130000TOTAL789617417330234867103162022%45%55%10%2%2%0%1%2%28%59%11%1%PICT IDMaleFemaleTotalParticipantsPICTGovernmentNGOChurch / Faith-based organisationsOrganisational affiliation of ParticipantsOther PRHP: Monitoring and Evaluation Report 1 - Annex 10Page 1 Project Design and Management Training - 2005Pre and Post Test Scores Indicator 1Indicator 2Indicator 1Indicator 2Indicator 1Indicator 2Mean Post-test Score ≥55% Mean Post-test Score is at least 10% greater than Mean Pre-Test Score Mean Post-test Score ≥55% Mean Post-test Score is at least 10% greater than Mean Pre-Test Score Mean Post-test ≥55% Mean Post-test Score is at least 10% greater than Mean Pre-Test Score 1Cook Islands73.7388.241130.7770.771142.8681.4711662Fiji1091976.9785.21010.749.70114.3844.1301363FSM1071791.9395.44103045.630111.6425.6401364Kiribati10102079.4779.211013.2863.021122.543.8801465Samoa10112173.1879.71038.6475.451114.3350.6701466Solomon Islands981773.3682.351032.8665.711141.4372.3811567Tonga3151873.4682.241020.551.50124.2743.0701368Tuvalu8172573.5380.25103263.51138.6477.611569Vanuatu571289.4794.151023.9664.061117.550.380146All Countries658414978.3485.2025.8661.0425.2854.363754Mean Post-Test Score (%)All ModulesNumber of Indicators achievedActual ScoreMaximum ScoreMean Pre - test Score (%)Yes = 1No = 0Yes = 1No = 0Mean Post-Test Score (%)Workshop IDCountryMFParticipantsTotalMean Pre-test Score (%)Mean Post - Test Score (%)Yes = 1No = 0Module 1: Understanding HIVModule 2: Project PlanningModule 5: Financial ManagementYes = 1No = 0Yes = 1No = 0Yes = 1No = 0Mean Pre-test Score (%) PRHP Monitoring and Evaluation Report 1 - Annex 111 PRHP COMPETITIVE GRA N TS (CG) PROJECTS To end of June 2005 CG CODE Project Name (Aus $ unless otherwise stated) Gender Need Gender mainstreamin g Strategy General Needs/ Strategy Implementation Status FJ CG005 ( F i j i N u r s i n g Ass) Contact: Kui n i Lut u a HIV/AI DS Training for rural Public Health Nurses in Fiji $60,000 Training of femal e p u b l i c h e a l t h practitioners based in the ru ral cen te r �� Needs ass e ssment to de te rmin e th eir t r aining needs/capaci t y b u i l d i n g needs Based on : Rural based Nurses lack for capacity buildi n g in light of added responsibility especiall y in VC CT for PLWA s �� Training of trainers format and linkag e to FNA and MOH TOT tr aining to upda t e a n d reori e nt ed n u rs es to be tt er /a d e qu at ely me et th e ne ed s of patient s / c lie nts and linkages to Govern men t medical est a blishmen ts First q u ar ter tr anche acquitted and secon d tran ch e of fun d s rel e as e d . Qua r t e r 1 activ i ties inclu d e a TNA of nurs es in t h e Cen t r a l, E a st ern and Western divisions. Th e TNA has iden tifie d 25 rural nurs es requiring training in the Transmission and Man a gement of HIV/AI DS. This first training is du e to be hel d i n mid Jul y . FJ CG 007 (Regional Righ ts Resource Team) Contact: M s . Sandra Be rnkla u HIV/AI DS, Human Rights an d the Law R e v i e w a n d r e f o r m national legislation and polices that is cur r en tly practiced an d i s g e nder biased $150,000 �� Review an d refo rm o f curren t law in Fiji, Kiribati , Solomon Islan d s, Van u atu, Tuvalu , Ton g a & Cook Islands �� throu g h hu man rights , rights based approach that is gen d er ori e nted Based on th e fo llowing needs: • Ineff e c t ive & inadeq ua te human rights complian t national l e gisl ation in the region. • Lack of a d vo cac y at com m u nity level for human rights compliant legislation , such as anti discrimination laws • Absence o f HI V legislation RRRT aims to address abov e issues throu g h th e foll owing ways : • Training co mmuni ty paralegals identi fie d fro m Civil socie t y l e ad ers & gov e rn ment field wo rkers • Iden tification of discriminatory & inadequate laws & polici e s • Draf ting ins t r u ctions p r es ent e d to stakehol ders Agr e e m en t ye t to be finalized du e to issu es of regi stration of th e organization in Fiji. A new agr e e m en t whic h inclu d es UN DP a s the RRRT partner is currently being disc uss e d . CI/FSM CG00 8 (Red Cro ss) Contact: Nikkie Rat t l e/ Sizue Yoma / Pen n y Harrison Red C r o s s R e g i o n a l HIV/AI DS P r ogra m $148,000 Education a n d behaviour chan ge n e eds of youn g p e ople Young girls a n d bo ys sexual heal th/ needs in FSM/Cook I s lands �� HIV/AI DS Education strategy that i s behaviour change ori e nted an d p e er education trainin g / capacity buil ding Based on th e fo llowing needs: • High t eena g e p r egn a nci e s indi cating young p e ople are becoming sexual a c t i ve at a ve ry y o u n g a g e �� Specifi c fo cus on young girls/adol esc e n t girls • High rate of STI • Lack of condo m use First a n d s eco nd tr anch e o f funds sent. Implementatio n in the Cook I s lands has been delayed due to a n u mber of cyclon es passing though the count r y du ring the first months of PRHP M&E Re port 1 – Ann e x 12 1 CG CODE Project Name (Aus $ unless otherwise stated) Gender Need Gender mainstreamin g Strategy General Needs/ Strategy Implementation Status Micronesian Red C r oss a i ms to address above issu es throu g h th e following ways: • Pe er ed uc at ion and c o mmunity education • Condom distri bution Providing capacity buil ding fo r young people an d s u p p o r t f o r H I V programs for young p e ople the ye ar . In the Cook I s lands the fi rst draft of the Cook Is lands red Cross Y o u t h Pe er Ed uc a t i o n M a nu a l i s being finalized. T h e p l a n ned 8 d a y pe er ed uc a t i o n training h a s b e en delayed unti l mid Augus t. In FSM th e p r oject has suppo rted a five day refresher training for peer educators in Pohnpe. 15 peer ed uc ator s we re id entifi ed and train e d in Ko sr ae. To date 278 young peopl e have been reach e d through outreach programs an d almost 800 con d oms dist ribut e d . Condoms an d I E C materi als d i str i bu te d at the Oce a n W r est l ing Championships held in Ponhp ei. VAN CG 010 Youth Ch allen g e Int Contact: Mark Youth Skills Summits $24,987 Provision of a national forum fo r youth to deliberate on issues th at confront th em an d stakehol ders that lea d to their vuln erability to sexual heal t h a n d adolescent chall e nges �� For u m/c onfer enc e for m a t that allows gender discussion an d how i t a f f e c t s p e o p l e ’ s vulnerability to sexual health issues Bas e d on 3 key ar ea s ( L ack of dev e lopmental opportuni ties for Ni- Vanuat u yo uth ; Poten t ial for sprea d of HIV amo n g young p e ople & Gen d er inequality) o f need, YCIV plans to coordinate at l e ast 5 youth skills summi t which directly will involve 500 young people in five rural com m uniti e s. �� Is also focus e d on equ a l gen d er particip ation T h e pr o j ec t ai m t o br i n g to g e t h e r rur a l you t hs for 5 – 7 day s con f er enc e to discuss an d build work and life skills & promote awareness of gen d er, cultural & h e alth issu es. A community parti c ipati on is involved when implemen ti ng the activiti es Project now co mpleted. The p r oject funded Yo uth Skills Summi ts in the Provinces of Pent ecos t, P aam a and Ambae. Ov er 300 parti c ipants att e nd e d the Y SS in ea ch P r o v ince. A major par t of the su mmi t was de dic a t e d to STI / HIV / AIDS awar eness an d behaviour change with important links made to other youth issu es s u ch as lack o f a c c e ss to employmen t and education. A follow up monitoring and evaluation workshop was con d ucted in each ar ea using th e most significan t cha n ge approa ch . The project has been successful in PRHP M&E Re port 1 – Ann e x 12 2 CG CODE Project Name (Aus $ unless otherwise stated) Gender Need Gender mainstreamin g Strategy General Needs/ Strategy Implementation Status raising awar en ess and an on -going interest in HI V/AIDS. An ecdo tal evid enc e from the evalu a tio n has pointed to an increase in co ndom use and ac ce pt anc e . VAN CG 011 VSO Van Contact: M s . Jannek e Kukl er/ Ms Ni co l a Chevis $100,000 l o k e m H I V/ A I D S : A gen d er based approach to the preven t i o n o f HIV/AI DS in Vanuatu �� Policy r e view and refo rm �� Capaci ty Buildi n g of com m unit y base d & govern men t pa rtne rs in the impl em en ting the HIV/AI DS National stra tegic pl an �� Gen d er mappi ng and research that will form the b a sis for developing gen d er bas e d stra tegies in line with HI V/AIDS National Strategy �� Establishmen t of gen d er coordinator post to facilitate state d stra te gies /n ee d s • Vanuat u’s h i gh STI rat e s , indicating lo w condo m usage, combine wit h a young ag e stru ct ur e; Based on th e: First tr anch e of funds sen t . Q u ar te r 1 ac tivities bei n g un de rt aken . Firs t repor t du e in m i d Au gus t . • High rates of internal migration leadin g to increasing poverty in urban centres; • Significant gender inequity & inequali ty; • High risk b e haviours such as multiple partners an d unsafe sex; • Incr easing ov ers e as t r avel for training, education, busin e ss & family visits; VSO aims to a d dress abov e is sues by throu g h th e foll owing ways : • Addressing socio-econo mic & cult ural risk fac t ors th rough ad vocacy , re se ar c h , & ed uc at ion • Building cap a city o f NGOs & govern men t to respon d ef fe c t ively through better coordi nation me chanism s a n d us e of g e nd er sensitiv e approaches in all HIV programs Supporting the establish m ent of servi c e provisi on such as VCCT, p o l i c y d e ve l o pm e n t, ne t w or k i n g a n d implementation of pro c edures to preven t moth er to child tran s m ission. Project is research based in establishing gen d er need and thereafter develop specific programmin g that is fo cused on PRHP M&E Re port 1 – Ann e x 12 3 CG CODE Project Name (Aus $ unless otherwise stated) Gender Need Gender mainstreamin g Strategy General Needs/ Strategy Implementation Status mee t ing t h ese ne ed s in re lat i on t o sexual h e alth and vuln erability VAN CG 012 World Visio n Van Contact: Mr Simon Bo e Traem Blong S t o p e m HIV/AI DS $150,000 Me et ing t h e he alt h servi ce n e e d s of youn g people Meeting th e HIV/AI DS education needs o f yo ung people Collaborate approach with other stated partn e r s (UNIC E F, FS P, W a n S m ol Bag) to i m plement Lifeskills initiative Based on th e: Link this to a youth cen tr e an d health clini c that m e ets th e needs o f yo ung boys and girls • Young p e ople becomin g sexuall y a c t i ve at a ve ry y o u n g a g e • Rapid so cial change & a sen s e of se xual fr eed om • High rates of S T Is • High rates of internal migration leadin g to increasing poverty in urban centres • Significant gender inequity & inequali ty • High risk b e haviours such as multiple partners an d unsafe sex • Incr easing ov ers e as t r avel for training, education, busin e ss & family visits. WVV aims to a d dress above is sues by throu g h th e foll owing ways : • HIV/AI DS information shari n g & education & life skills training • Capaci ty b u ildi n g for yo ung p e ople • Increas e yo uth access to reso urces for HIV / AI DS & S T Is • Contribute to implementati on of certain polici e s of the V a nuatu National Stra tegic Plan at p r ovincial level First tran che of funds sen t and Quarter 1 activities being undert aken . Q u ar te rly r e port for this proj ec t is c u rr entl y ove r d u e. SI CG017 S o l I s l a n d s Govt, Min of Health S I C V C T : P r o v i d i n g supportiv e en try points fo r Prev ention, t e sting, ca re and Tr ea tm ent of HIV C o n t a c t : D r Geor ge Malefoasi $261,500 (SBD) T h er e is no st at ed gen d e r specifi c focus in this project other than w o m e n/ me n b e i n g benefi ciari e s of the program • VCCT training and upgradin g of facilities in the pro v i n c i a l g o v e r n m e nt hea l t h ce n t e r s • Need for VCC T First t r an che o f fund s sen t an d th e first repo rt due in mid O c tob e r . SI CG 018 Partn e rships for Ed ucation a n d Behaviour C h a n g e • Based on: lack of knowledge among First an d s eco nd tr anch e of funds PRHP M&E Re port 1 – Ann e x 12 4 CG CODE Project Name (Aus $ unless otherwise stated) Gender Need Gender mainstreamin g Strategy General Needs/ Strategy Implementation Status World Vision, SI C o n t a c t : Ms Mi a Kell y HIV/AI DS Prev e n t i o n : Mi kea long iu, waswe iu? $150,000 Information need of males an d females communication . P e e r Education. Empowermen t of women th rough education an d the creation of supportive me chanism s lik e chur ch et c y o u t h a b o u t R H a n d g e nd er relations • Disempowered status of w o men and girls • Lack of a m u lti s ec toral appro a ch • Poten t ial stigma asso ciated with HIV+ status Strategy: Education and capacity building Multisecto ral / Partn e r medi a Campaign The organizati ons is collabo rating with MOH an d SC F to pur c has e and use SINAC approved IEC mat e rials sent. Progr e ss to dat e incl ud es the comple tion of the K A PB s t u d y to form the baseline for th e proj ect. Staff have b een re cr uit e d and com m unit y con s ulta tions undert aken . VAN CG 022 Wan Smol Bag, Van Contact: Ms Siula Bulu Peer Educatio n for s e x workers th roug h the Kam Pusu m H e d Cli n ic $150,000 Me et ing t h e ed uc at ion and b e haviour change needs of specifi c g r o u p s , n a m e l y S e x workers , maj o rity of whom ar e fem a les and part of marginalized groups �� Provision of education through workshops an d BCC �� Peer education training and support fo r target group members �� VCCT �� Surve y with ta rge t gro u p s gaug e i m pa ct �� Linkage to the Ka m Pusum Hed clinic fo r servi ce p r ovision Based on th e: • Re luct ance t o ac ce pt t h at sex wor k trade is in V a nuatu • No HIV pro g r a m tar g eted fo r S e x workers • B a s e l i n e s t u d y i n d i c a t e d t h a t seeking h e alth care services is a low priority for se x workers . • Lack of con d om use by t a rg et group • Incr easing num b er of s e x work ers . Wan Smolbag aims to ad dr es s above issues by through th e foll owing ways: • Providing clini c al servi ces fo r sex workers th roug h the KPH Cli n ic • Capaci ty buil di ng for sex wo rkers and Wan Smol bag p e er educators • Condom distribution an d IEC dev e lopment First an d s eco nd tr anch e of funds sent. Progr e ss to da t e incl ud es : We ekly pe er edu c a t ion outr ea ch programs con d ucted. 5 sex w o rkers (4 women an d 1 man) ar e as sisting train e d pe er e d u c ato r s to i d entif y sex wo rkers and conduct workshops with the gro u p. Workshops have been hel d with other stak eholders such as taxi drivers and s e afar ers to pro m ote safe sex an d dev e lop skills to protect themselves from STIs /HIV /AI D S. Condoms are being distributed to sex work ers by peer edu c a t ors and are now bein g made available in are a s whe r e th ey op er at e, su ch as kava bars. Accessibility h a s b een a problem in th e past. Seven se x w o rkers have a l rea d y pres ent e d fo r S T I/ HIV te stin g and ar e re ce iving tre a tme n t as necessary . FSM CG 023 Chuuk Heal t h State Services & CWC S T I / H I V / A I D S a m o n g the men , w o men an d youth in Chuuk: A joint project of th e Chuuk State Health S e rvi c es and th e Chuuk Wo men’s Coun cil Information a n d education needs of identi f i e d g r o u p s : women, yo ung people & P L WAs �� Wom e n’s TOT to str e ngth en thei r c a pa city to do ed uca t ion o u tr ea ch Based on th e fo llowing needs: �� Peer Education to outr ea ch t o young boys/girls • High rate of STI • Incr eas e in HI V • First cas e of Par e nt Moth er to Child transmission Agr e e m en t fin a lized. Fir s t tr anche to be released in early July. First report due in mid October. PRHP M&E Re port 1 – Ann e x 12 5 CG CODE Project Name (Aus $ unless otherwise stated) Gender Need Gender mainstreamin g Strategy General Needs/ Strategy Implementation Status Contact: M s . Eleano r Sos (CWC ) $100,000 Chuuk S t a t e H e alth Services aims to address abov e issues throu g h the following ways: • Pe er ed uc at ion and c o mmunity education • Condom distri bution • Providing cap a city building for young p e ople, NGOs & C B Os on pee r ed uc atio n and com m unit y education IEC dev e lopment FJ CG 024 Marie Stop es (Fji) C o n t a c t : M s Saras Singh Countering HIV/AI DS /S TI transmission amongst at risk and vulner able g r oups in Nasinu, Fiji via a quality youth-frien d ly sexual and Reproductive Health Centre $150,000 Mee t ing the S H ne ed s of young girls / boys in the out s kirts of the cit y through education an d servi ce d e liver y The on e stop shop con c ept will house and enabl e access to VCCT tha t is spe c ific to th e needs o f yo ung girls and boys • Based on: lack of SRH h e alth facility to meet the needs of young people on the o u tskirts of Suva • Strategy: Prov ision of one stop shop concept to provide this servi ce an d education, information for young peop le including VCCT First tr anch e of fun d s a c q u itt e d. Achiev em ents to dat e inclu d e the opening of the first youth drop in cen tr e in the Nasinu ar ea i n late June. Th e cen tre is now open to young people 6 days/week. Pe er ed uc ator s are visit i ng househol ds in the catchment area o f t h e ce n t re pr ov i d i n g IE C m a t e r i a l s and raising awaren ess on STIs /HIV /AI D S and th e use of condo m s. Con d oms are available throu g h the c e n tre . In th e fir s t few days of operati on 22 young people cam e in and as ked for advi ce and 6 people came as outpati e nts fo r STI couns e ling an d ref e r r al. All staff at the cen t re have received VCCT trainin g as p a r t of the project. TUV CG 026 Tuvalu Fami l y Health Ass HIV/AI DS $100,000 Mee t ing the S H ne ed s of youn g bo ys and girls on Funafuti Capaci ty b u ilding an d provision of condoms an d SH servi ces . Pe e r Ed uca t ion. Resear ch on m e dia and social mark eting initiatives • Focus on R e view and Plan P e er Education • Condom social mark eting • Media/ radio component Agr e e m en t fin a lized. Fir s t tr anche of funds sent i n late Jun e . Th e first repor t is due in mid O c tob e r . PRHP M&E Re port 1 – Ann e x 12 6 PRHP CAPACITY DEVELOPMENT O R GANISATION GRA N TS To end of June 2005 CDO CODE Project Name Project Development and Support Capacity Building Monitoring an d Evaluation Financial Management and Repor t ing CDO - 01-VN Wan Smol Bag Du ring th e fi rst qua rt er th e CDO advertised th e NAC grants pro g ram via posters, radio and local me dia. A workshop was con d ucted with all organizations interested in applying fo r a NAC grant. The wo rkshop provided detail s on application procedures an d how to dev e lop thei r proposals. As a direct result of this workshop 16 p r oposals w e re re ceive d b y the NAC with 9 approved in the first ro und o f funding . A surv ey of sta k eholders h a s been con d u c t e d to d e t e r m ine capacity dev e lopment needs of partn e r o r ganiz a tions. The CDO a ssis t ed PRH P in the planning an d facilitation of t h e HIV Pr oject De sign and Management and BCC workshops in Vanuatu. Th e PDM work shop was attended by 15 particip ants who w e re interested in ap plying for futu re co mpet itive grants rounds. Regular meetin gs hav e b een h e ld with the NA C and TAG of th e NAC to up da te the m on the reso ur ces availa ble th rough PRHP an d the progress o f th e project to date. The CDO has played a major role in coordination activities o f th e NAC an d h a s b eco me a val u ab le partn e r wi th r e gar d to oth e r donor submissions. Monitoring of the NAC grant recipients will commence in th e next quarter. The CDO has provided i t s own repo rts co nsisten t ly on time to PRHP . Financial repo rting fo r th e NAC g r an ts wil l com m en ce in the n e x t qua rt e r with fin a ncial manag e ment as sistan ce provided b y the CDO. All re quir e d off i ce eq uipm ent has now b een p r ocured for the functioning of th e C D O. CDO – 02 – SI Ox fam Australia The NAC gr ant s have been advertised via the local medi a and through promotional brochures. 12 proposals w e re submitted to the first roun d of fun d ing however all th e proposals w e re reje ct e d b y th e SINAC appraisal com m i tte e. To imp r ove on the qualit y o f proposals the C D O has conducted a fol l ow up workshops with poten tial gran t holders followi ng th e PDM workshop. A stak eholder survey has b een conduc te d with all HIV / AID S stakehol ders, in cludin g govern men t de part men t s, NGOs, donors, UN agen cies and t h e pr ivate se ct or. T h e sur v ey id e n t i fied target gr oups, programmati c responses to HIV/AI DS, training exp e ri enc e , and nee d s an d interests of stak eholders . The information is set up on a dat a bas e an d w a s pr es ent e d to the SI NAC . Organisational assessments are on-going. The CDO has supported th e MOH to p r ovide training at the Provincial S T I/ HIV Coordinators meeting. The me eting a d d r es sed issu es VCT , The CDO ha s assisted th e M O H in conducting a revi ew an d revision of the National Strategic Plan for HIV / AIDS. Ad m i nist r a t i ve a n d log i st ica l support has b een given to th e MOH to establish the Solomon Islands National AIDS Co uncil Regular meetin gs hav e b een h e ld with SINAC to updat e th em o n the re sour ce s a v ailable th roug h PRHP an d the progress o f th e project to date. The CDO has played a major role in coordination activities o f th e SINAC and has beco m e a valuable p a rtn e r with re gar d to other dono r submissions. The CDO ha s collec t e d i t s fi rs t Financial repo rting fo r th e NAC g r an ts wil l com m en ce in the n e x t qua rt e r with fin a ncial manag e ment as sistan ce provided b y the CDO. All required office equipment has now been procured fo r the functioning of th e C D O. PRHP M&E Rep o rt 1 – Annex 13 1 CDO CODE Project Name Project Development and Support Capacity Building Monitoring an d Evaluation Financial Management and Repor t ing PMTC T an d tr eat m en t an d car e of P L WH A. The CDO a ssis t ed PRH P in the planning an d facilitation of t h e HIV Pr oject De sign and Management and BCC workshops in the Solomons. Both wo rkshops were attended by 17 parti c ipants. Most Signifi c an t Chang e stori e s based capacity building activiti es. CDO – 03 - CI Cook Islands R e d Cross So cie t y The NAC gr ant s have been advertised via the local medi a and through promotional brochures. 8 proposals w e re submitted to the first roun d of fun d ing with 3 provided fun d ed in the first round. A surv ey of sta k eholders h a s been con d u c t e d to d e t e r m ine capacity dev e lopment needs of partn e r o r ganiz a tions. Howe ver t h e CDO re ce ived a poor response to the questionnaire. The CDO a ssis t ed PRH P in the planning an d facilitation of t h e HIV Pr oject De sign and Management and BCC workshops in the Cooks. Bo th workshops were attended by 15 parti c ipants. The r e h a s b een irr e gula r conta c t with the NA C and the CDO n e ed s t o i m pr ov e i t s coordination function. Financial repo rting fo r th e NAC g r an ts wil l com m en ce in the n e x t qua rt e r with fin a ncial manag e ment as sistan ce provided b y the CDO. All required office equipment has now been procured fo r the functioning of th e C D O. CDO – 04 - FJ Fiji Council of Social Services CDO advertised a call for submission o f NAC Gran ts proposals via 1 Newspap e r (Fij i Time s) . S econ d roun d of call for submission in quarter 2 was via 2 newspap e rs. 8 proposals received in th e first round of call, 5 wer e endo rs ed for funding. 8 p r oposals w e re re ceive d in th e 2 nd round o f cal l and 6 w e r e en dors e d for funding by th e NAC indep e ndent ap praisal team A training needs assessmen t was con d u c t e d in the firs t quar t er and con t inued into th e 2 nd quarter. Report is b e ing finalized. The CDO coordinated th e Project Design Management training h e ld in Nadave. 19 parti c ipants participated in this workshop. CDO organized a one day workshop on MSC facilitated by PRHP proj ect o fficers. CDO have requested NAC grant p a r t ne r s t o pr ov i d e M o s t Significant Change stori e s as a follow on ac tivity from th e MS C training. Stories have b e en c o lle ct ed. On-going contact is made with NAC gran t partners and th e NAC. CDO presented a project up date to NAC A com m itt e e Jun e 8 th . CDO have pro v ided th e CDO progress reports on time an d with financial a c qui ttals . To dat e , C D O have n o t r e port e d any major issues faced b y NA C Gran t par t ners or r e ga r d ing th eir NAC gran t project acquittals and reports. PRHP M&E Rep o rt 1 – Annex 13 2 CDO CODE Project Name Project Development and Support Capacity Building Monitoring an d Evaluation Financial Management and Repor t ing CDO have con d ucted 3 follow on 3 -4 day training activity on specific areas of Project Desi gn Mana gement . This follow activity has been carried out in the wes t ern and northern division. CDO- 05 -SA M Samoa Umbr ell a for Non-Government Organisations (SUN GO) The NAC gr ant s have been advertised via the local medi a. 10 proposals w e re submitted to the first roun d of fun d ing with 9 provided fun d ed in the first round. The CDO a ssis t ed PRH P in the planning an d facilitation of t h e HIV Pr oject De sign and Management and BCC workshops in Samoa. Bo th workshops were attended by 20 parti c ipants. The role of th e CDO has e n sur e d t h a t NAC me et s reg u larl y. All required office equipment has now been procured fo r the fun c tionin g of the C D O and a new Coordinator employed. CDO- 06-TUV Tuvalu Asso ciation of Non-Gov e rnment Organisations The NAC gr ant s have been advertised via the local medi a. The CDO is now working with the TUNA C to open the tr ust ac c o u n t and establish t h e appraisal com m i tte e. To as sist o r gani sations in applying fo r NAC grants all th e necessary materials have been translated in to the local langua ge. The CDO a ssis t ed PRH P in the planning an d facilitation of t h e HIV Pr oject De sign and Management w o rkshop in Tuvalu. The workshop was attended by 17 parti c ipants. The CDO ha s assisted th e M O H in conducting a revi ew an d revision of the National Strategic Plan for HIV / AIDS. The role of th e CDO has ensu red that T U NAC meets reg u larl y ( e v e r y 2 month s ) . Th e CDO involvement h a s also seen a shift fro m th e TUNA C bein g MO H do minat e d to in clu d e some NGO representation. Financial repo rting fo r th e NAC g r an ts wil l com m en ce in the repo rting p e riod with financial management assistan ce provi d ed b y the CDO. All required office equipment has now been procured fo r the fun c tionin g of the C D O however the C D O exp e ri enc e d problems in recrui ting a co ordinator with suffici ent e x pe rien ce t o manag e th e r e qui remen t s o f the posi t ion. CDO– 07 - KI R Kiribati HIV / AIDS and TB Task F o rce As th e C D O has only b e gan operations in th e last quarter n o activiti es hav e occ u rr e d durin g this period. The CDO a ssis t ed PRH P in the planning an d facilitation of t h e HIV Pr oject De sign and Management and BCC workshops in the Kiribati Cooks. Both w o rkshops were attended by 21 parti c ipants. The CDO ha s assisted th e Tas k Force members h ip in conducti ng a review an d revision of the N a t i ona l St ra teg i c Pla n for HIV/AI DS. All required office equipment has now been procured fo r the fun c tionin g of the C D O and a new Coordinator employed. CDO-8-TON Tonga Family Health As th e C D O has only b e gan The CDO a ssis t ed PRH P in The CDO is as si sting the All required office e qu ipme nt PRHP M&E Rep o rt 1 – Annex 13 3 CDO CODE Project Name Project Development and Support Capacity Building Monitoring an d Evaluation Financial Management and Repor t ing Association operations in th e last quarter n o activiti es hav e occ u rr e d durin g this period. the planning an d facilitation of t h e HIV Pr oject De sign and Management and BCC workshops in the Kiribati Cooks. Both w o rkshops were attended by 32 parti c ipants. umbrella o r gani sation th e Lel e um afana A I DS Tru s t to beco me es tablis hed as the fu tur e coordinating b o dy. has now been procured fo r the fun c tionin g of the C D O and a new Coordinator employed. PRHP M&E Rep o rt 1 – Annex 13 4