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Fhi360 ugm brownbag 7.19.12

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The USAID-funded Umbrella Grants Management (UGM) program in South Africa is a five-year, $91 million program that will end in 2013. The project provides comprehensive grants management to support service scale-up under PEPFAR goals, and administers technical assistance and funding to USAID-selected non-governmental organizations (NGOs). The UGM team has provided customized capacity building support and tools to 10 indigenous South African organizations and three U.S.-based groups working in HIV prevention, care, and treatment.

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An overview of FHI 360s Umbrella Grants Management (UGM) Project South Africa Brownbag, July 19, 2012 FHI 360
Presenters Ruth Mufute- Chief of Party Simon Leballo- Deputy Chief of Party Zozo Mamabolo- Sr. M&E Advisor Barbara Monahan- Moderator
UGM Project Summary Five-year program: October 2007 September 2012 Funding ceiling: USD $91 million 13 partners over life of project (10 South African, 3 international), 8 active partners in Year 5 FHI 360-UGM team has 17 staff members based in Pretoria, South Africa Core technical areas: grants and finance management; capacity building; and monitoring, evaluation and reporting (MER)
UGM Staff Plan COP RUTH MUFUTE COP Program Associate EMILY KEKANA Senior M&E Advisor NOKUZOLA MAMABOLO DCOP Senior Finance & SIMON LEBALLO Operations Mgr. M&E Manager FRED SAKALUNDA LIPOLELO MOTSOMI Finance Manager M&E Program KENWEL NKOSI Associate Vacant Capacity Building Sustainability HIV/AIDS/TB Program Manager Finance TA Advisor Officer Advisor (2) Advisor (2) CHRISTINE LISA THOMPSON- TBD THAMSANQA ALFONCE MBABAZI SMEDDLE SONILE NDANGA Vacant (Temp) Finance Assistant (2) LIMAKATSO CB Program Operations Procurement Driver SCHUBERT Associate Associate Officer SIMON MOGOME NATASHIA NAIDOO MMABATHO NOKULANGA SHEILA EDWIN (Temp) MOKOENA NTE(Temp)
UGM Project Objectives Provide grants to USAID/PEPFAR partners that ensure adequate resource flow to foster scale-up of activities. Provide ongoing capacity building to support and enhance scale-up of activities and sustainability of activities and partners. Implement effective monitoring, evaluation and reporting systems to assess and document activities.
UGM Key Strategies Key strategies employed across programmatic, technical and organizational domains to attain these objectives include: Core, Cohort and Customized training Technical Assistance Mentoring and Twinning Educational Training Fund Follow-up Technical Assistance Activities
UGM CB Domains The UGM project prioritizes providing capacity building technical assistance in 10 specialized organizational development domains: 1. Governance and Strategic Management 2. Organizational Development and Human Resources 3. Project Planning and Design 4. Financial Planning and Management 5. Grants Management 6. Monitoring, Evaluation and Reporting 7. Technical Capacity (HIV,TB & OVC) 8. Networking and Advocacy 9. Mentoring and Coaching 10. Program Sustainability
Active UGM Partners 1. Anglican AIDS Healthcare Trust (AAHT) UGM life of project (LOP) funding: $5,202,330 2. Greater Nelspruit Rape Intervention Project (GRIP) UGM LOP funding: $1,940,160 3. Heartbeat UGM LOP funding: $1,815,630 4. Nurturing Orphans of AIDS for Humanity (Noah) UGM LOP funding: $5,512,340 5. Woz'obona Early Childhood Community Service Group (Wozo) UGM LOP funding: $1,243,530 6. Humana People to People (Humana)UGM LOP funding: $5,711,010 7. Project Concern International (PCI) UGM LOP funding: $14,500,552 8. Hands at Work (closed March 2012) UGM LOP funding: $1,613,400
UGM Project Impact In the first four years of implementation FHI 360-UGM Implementing Partners have: Reached at least 104,184 OVC with essential services (e.g. access to health care, ed support, HIV prevention, psychological care, nutritional support, child protection, and HES) Reached 1,440,393 individuals with HIV prevention messages Provided HIV counseling and testing to approximately 89,900 individuals Provided HIV/AIDS care and support to at least 24,482 individuals
UGM Project Successes (1) Provided approximately 2,000 hours of customized TA annually Improved compliance to meet international donor requirement standards Improved M&E and reporting systems Strong partner financial management systems and financial reporting
UGM Project Successes(2) Improved technical CB in the area of OVC eg. facilitated training/accreditation for child care workers in 5 organizations 5 partners have developed strategic plans 5 partners have developed customized sustainability plans to expand their programs and increase their donor base
UGM Project Successes(3) HPCA became a prime USAID partner in 2009 3 UGM partners are being considered for an additional extension until August 2013
UGM Challenges Encountered Partners had difficulty absorbing and managing PEPFAR funding (UGM had no role in determining partner funding levels ) Lack of graduation criteria led to confusion about the ultimate goal of the CB partnership and when it was reached Financial mismanagement by a few partners interrupted program implementation and resulted in projects ending prematurely Sustainability of activities and funding post-UGM is challenging CB verses partnerdependency syndrome
UGM Lessons Learned/Recommendation for Future Programs UGM involvement in selecting partners and determining funding levels USAID and UGM jointly establish graduation criteria at the start of the project Program should conduct baseline assessments Establish clarity and agreement on UGM indicators from inception Increase partner ownership and involvement in defining CB priorities Establish clear expectations and benchmarks for the CB partnership from the start
Discussion
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Fhi360 ugm brownbag 7.19.12

  • 1. An overview of FHI 360s Umbrella Grants Management (UGM) Project South Africa Brownbag, July 19, 2012 FHI 360
  • 2. Presenters Ruth Mufute- Chief of Party Simon Leballo- Deputy Chief of Party Zozo Mamabolo- Sr. M&E Advisor Barbara Monahan- Moderator
  • 3. UGM Project Summary Five-year program: October 2007 September 2012 Funding ceiling: USD $91 million 13 partners over life of project (10 South African, 3 international), 8 active partners in Year 5 FHI 360-UGM team has 17 staff members based in Pretoria, South Africa Core technical areas: grants and finance management; capacity building; and monitoring, evaluation and reporting (MER)
  • 4. UGM Staff Plan COP RUTH MUFUTE COP Program Associate EMILY KEKANA Senior M&E Advisor NOKUZOLA MAMABOLO DCOP Senior Finance & SIMON LEBALLO Operations Mgr. M&E Manager FRED SAKALUNDA LIPOLELO MOTSOMI Finance Manager M&E Program KENWEL NKOSI Associate Vacant Capacity Building Sustainability HIV/AIDS/TB Program Manager Finance TA Advisor Officer Advisor (2) Advisor (2) CHRISTINE LISA THOMPSON- TBD THAMSANQA ALFONCE MBABAZI SMEDDLE SONILE NDANGA Vacant (Temp) Finance Assistant (2) LIMAKATSO CB Program Operations Procurement Driver SCHUBERT Associate Associate Officer SIMON MOGOME NATASHIA NAIDOO MMABATHO NOKULANGA SHEILA EDWIN (Temp) MOKOENA NTE(Temp)
  • 5. UGM Project Objectives Provide grants to USAID/PEPFAR partners that ensure adequate resource flow to foster scale-up of activities. Provide ongoing capacity building to support and enhance scale-up of activities and sustainability of activities and partners. Implement effective monitoring, evaluation and reporting systems to assess and document activities.
  • 6. UGM Key Strategies Key strategies employed across programmatic, technical and organizational domains to attain these objectives include: Core, Cohort and Customized training Technical Assistance Mentoring and Twinning Educational Training Fund Follow-up Technical Assistance Activities
  • 7. UGM CB Domains The UGM project prioritizes providing capacity building technical assistance in 10 specialized organizational development domains: 1. Governance and Strategic Management 2. Organizational Development and Human Resources 3. Project Planning and Design 4. Financial Planning and Management 5. Grants Management 6. Monitoring, Evaluation and Reporting 7. Technical Capacity (HIV,TB & OVC) 8. Networking and Advocacy 9. Mentoring and Coaching 10. Program Sustainability
  • 8. Active UGM Partners 1. Anglican AIDS Healthcare Trust (AAHT) UGM life of project (LOP) funding: $5,202,330 2. Greater Nelspruit Rape Intervention Project (GRIP) UGM LOP funding: $1,940,160 3. Heartbeat UGM LOP funding: $1,815,630 4. Nurturing Orphans of AIDS for Humanity (Noah) UGM LOP funding: $5,512,340 5. Woz'obona Early Childhood Community Service Group (Wozo) UGM LOP funding: $1,243,530 6. Humana People to People (Humana)UGM LOP funding: $5,711,010 7. Project Concern International (PCI) UGM LOP funding: $14,500,552 8. Hands at Work (closed March 2012) UGM LOP funding: $1,613,400
  • 9. UGM Project Impact In the first four years of implementation FHI 360-UGM Implementing Partners have: Reached at least 104,184 OVC with essential services (e.g. access to health care, ed support, HIV prevention, psychological care, nutritional support, child protection, and HES) Reached 1,440,393 individuals with HIV prevention messages Provided HIV counseling and testing to approximately 89,900 individuals Provided HIV/AIDS care and support to at least 24,482 individuals
  • 10. UGM Project Successes (1) Provided approximately 2,000 hours of customized TA annually Improved compliance to meet international donor requirement standards Improved M&E and reporting systems Strong partner financial management systems and financial reporting
  • 11. UGM Project Successes(2) Improved technical CB in the area of OVC eg. facilitated training/accreditation for child care workers in 5 organizations 5 partners have developed strategic plans 5 partners have developed customized sustainability plans to expand their programs and increase their donor base
  • 12. UGM Project Successes(3) HPCA became a prime USAID partner in 2009 3 UGM partners are being considered for an additional extension until August 2013
  • 13. UGM Challenges Encountered Partners had difficulty absorbing and managing PEPFAR funding (UGM had no role in determining partner funding levels ) Lack of graduation criteria led to confusion about the ultimate goal of the CB partnership and when it was reached Financial mismanagement by a few partners interrupted program implementation and resulted in projects ending prematurely Sustainability of activities and funding post-UGM is challenging CB verses partnerdependency syndrome
  • 14. UGM Lessons Learned/Recommendation for Future Programs UGM involvement in selecting partners and determining funding levels USAID and UGM jointly establish graduation criteria at the start of the project Program should conduct baseline assessments Establish clarity and agreement on UGM indicators from inception Increase partner ownership and involvement in defining CB priorities Establish clear expectations and benchmarks for the CB partnership from the start