CCM Evolution End line assessment: - PowerPoint Presentation

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CCM

Evolution

End line assessment:

preliminary findings

Shankar hotel,

Lazimpat

Kathmandu, Nepal

23 August

2019

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2

Items

1. Introduction 2. Key findings – Preliminary results3.Discussion on prioritization of activities for September-December 2019

Agenda

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1

Introduction

3

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Introducing the End Line Assessment

The End Line

Assessment mostly

focus on

evaluating progress with respect to the baseline

in terms of:

4

Factors

contributing towards, or impeding progress will also be analyzed and

documented in a report

.

Progress towards achievement of

project indicators

Additional

factors contributing towards

or

impeding progress

Progress against

maturity levels

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5

Unpacked Indicators

Specificity of Evidence

Comparing Progress

Revision of Stage 2

“

Unpacked” existing indicators

and reviewed thresholds per area to guarantee consistency with scoring

Emphasis on comparing progress

(or lack thereof) with

respect to the baseline assessment

This is to be captured in the

comments section

under each evolution area

Greater emphasis on requesting

specific evidence

for assessment results

Evidence should speak to the

Evolution time frame

, and should be provided with

accompanying links

for each document

The Stage 2

interview section

is focused on CCM Evolution project indicators

Questions

under Stage 2

have been reviewed

to reflect lessons learned and results/bottlenecks identified during the baseline and implementation

How is the End Line Tool different from the Baseline

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6

Strategic

Vision: Reflecting on the maturity path observed for the CCM, what will it take for the Global Fund governance model to remain relevant, responsive and effective through CCMs in the particular context given the grants’ priorities?OversightLinkagesEngagementCCM Functioning

Overall Results

What are the key elements that will ensure the oversight function is tailored to the grants’ priorities and aligned to relevant national systems and processes?

How should the CCM be repositioned within the national landscape to contribute to a sustainable response?

What are the key elements that will ensure enhanced engagement of CCM members amongst themselves and across sectors – e.g. CS being meaningfully represented.

What are the key elements that will ensure CCM Secretariats are well-equipped to provide the necessary support (technical and administrative) to CCMs?

What have been or could be the catalyzers/hindering factors in various contexts (Standard, transitioning, COE, grant size and focus, governance maturity, leadership and engagement).

Analysis: Strengthening the “So what?” and “Why” elements

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2

Key findings-Preliminary results

7

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Key Findings

–

Oversight (1)8IndicatorResponseBaselineIndicator O.1 Existence of an oversight body Engagedind 1.b Working towards functionalIndicator O.2 The oversight body is composed of CCM members (including KP, PLWD representatives) and non-members Strategicind 1.b Working towards functionalIndicator O.3 The oversight body has an adequate set of skills, expertise or lived experience to ensure strategic oversight. Core skills include: (i) financial management, (ii) disease-specific expertise, (iii) procurement and supply management, (iv) program management, (v) health financing, (vi) human rights, and (vii)risk management.Strategicind 1.b Working towards functionalIndicator 0.4 Existence of an Updated Oversight Plan that includes information on the cycle of activities (particularly site visits, interactions with PRs, and communications with the GF), specifics about prioritized indicators, data collection and analysis provisons, tools and budgets.EngagedInd 1.a FunctionalIndicator 0.5 The CCM Secretariat is equipped with an Oversight Officer who possesses the adequate skills to support the oversight functionEngagedInd 1.c Working towards functionalIndicator 0.6 The Oversight Officer is trained on data for decision making, risk management and on understanding of co-financing data.FunctionalIndicator 0.7 The Oversight Committee meets at least quarterly, as evidenced by meeting minutes.EngagedInd 1.d Working towards functionalIndicator 0.8 The Oversight Committee reviews the performance of each PR at the time of the submission of Progress Update and Disbursement Requests (PU/DR) to the Global FundFunctionalInd 1.h Working towards functionalIndicator 0.9 The CCM OC meets/interacts quarterly on key performance topics and follows up with each PR.EngagedInd 2.a Working towards functionalIndicator 0.10 The CCM conducts quarterly site visits, which are documented.EngagedInd 3.b Working towards functional

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Key Findings

–

Oversight (2)9IndicatorResponseBaselineIndicator 0.11 The feedback/information obtained from site visits informs CCM discussions and decisions. FunctionalInd 3.b Working towards functionalIndicator 0.12 The CCM keeps track of co-financing commitments/requirementsEngagedInd 7.a FunctionalIndicator 0.13 Based on data-driven discussions with the PR and other stakeholders, the oversight committee recommends actions to be considered by the CCM for decision makingFunctionalInd 4.a Working towards functionalIndicator 0.14 Based on data-driven discussions with the PR and other stakeholders, actions recommended inform decisions of the CCM, which are included in a plan(with deadlines, stakeholders in charge and deliverables).EngagedInd 4.a Working towards functionalIndicator 0.15 Based on data-driven discussions with the PR and other stakeholders, CCM actions are followed up on all the way to resolution Engagedind 4.a Working towards functionalIndicator 0.16 The Oversight Committee meeting minutes show that reprogramming is being investigatedWorking towards functionalInd 5 a Working towards functionalIndicator 0.17 Dated meeting minutes, reports or work plans provide evidence of frequent data-driven dialogue between the oversight committee and the PR (including, where feasible, interactions with the CT, LFA and FA) EngagedInd 2.a Working towards functionalIndicator 0.18 Dated meeting minutes, reports or work plans provide evidence of follow-up with each PR after the data-driven dialogueFunctionalInd 2.a Working towards functionalIndicator 0.19 The CCM participates actively (by providing technical input and contributing to discussions) in disease program reviews Functionalind 1i Working towards functionalIndicator 0.20 The CCM implements risk oversight processes via relevant routines and structures.FunctionalInd

6.a Working towards functional

Indicator 0.21

The Oversight Function has been strengthened with the appropriate tools, resources and skills

Engaged

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Summary

Key findings

From working towards functional/functional, the oversight has moved towards the maturity level of functional to engaged/strategic in a very short period (6 months)Achievements Formation of Oversight body with different expertise skills including KPs and PLWDs, CCM members and non CCM membersRecruitment of Oversight officer with adequate skills to support oversightDevelopment of an oversight plan Regular meetings and fields visits Data driven discussion with the PR and SRs have occured 10

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Summary

Key findings

Ways forward for improvementReview and analysis of performance of grant implementation with PROC recommendation to CCM membersFollow-up with PR on implementation of recommendationsShare with CCM, site visit findings and follow up on action planAdditional training of Oversight officer on data analysis, risks management and co-financing dataCCM to implement risk management11

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Oversight

- Factors

Factors supportingAdditional TARecuitment of oversight officer (1rst June)Additional resources for field visit, OC meetingOversight strengthening planFactors impedingLate disbursement of fundsNo CCM meeting was organised due to the delay in funds disbursementTiming of the assessment is too earlyOC members full time official (the functionality of OC to be monitored)12

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Key Findings

– Linkages (1)

13IndicatorResponseBaselineIndicator L.1 Existence of a stakeholder mapping of relevant national coordination bodies and other stakeholders.Functionalind 1.a Working towards functionalIndicator L.2 CCM framework documents have been revised to formalize linkages with other health sector bodies.FunctionalInd 1.c Working towards functionalIndicator L.3 A MoU or other documented agreement has been established between the CCM and National Health Structures to share information, communicate results, conduct strategic planning, or use data for decision-making. FunctionalInd 3.b FunctionalIndicator L.4 The CCM is joining efforts with other stakeholders to realize co-financing commitments and strengthen overall financing EngagedInd 1.b Working towards functionalIndicator L.5 Existence of an action plan to implement coordination and communication activities with other national coordination bodies EngagedInd 1.b Working towards functionalIndicator L.6 Execution of an action plan on coordination and communication activities with other national coordination bodies EngagedInd 1.b Working towards functionalIndicator L.7 Existence of a documented strategy on how to engage with the government to support the realization of commitments made for co-financing FunctionalInd 2.a FunctionalIndicator L.8 Implementation of a documented strategy on how to engage with the government to strengthen domestic resource mobilization for the three diseases and health systems.functionalInd 2.a FunctionalIndicator L.9 The main CCM functions and governance principles have been integrated in existing platforms and the principles of the GF (inclusiveness, transparency, good governance practices) are respected by this alternative body.FunctionalInd 4.b Working towards functional

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Summary

of Key findings - Linkages

AchievementsCoordination with other keystakeholders to secure co-financing and strengthen overall financingExistence and execution of an action plan to implement coordination and communication with other national coordination bodies (TWGs, Provincial level)Ways forward for improvementRevision of CCM documentation to formalise linkages with other health bodiesImplementation of a documented strategy on how to engage with the government to strengthen domestic resource mobilization for the three diseases and health systemsMain CCM functions and governance principles integrated in existing platforms and the principles of the GF (inclusiveness, transparency, good governance practices) 14

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Linkages -

Factors

Factors supportingAdditional TA to conduct linkages assessment (March 2019)Recognition and Support from key stakeholders including government (central, and provincial levels) and external donorsFactors impedingAs recommended by TA, lower priority at that timeInsufficient financial ressources (e.g. for provincial level)Staffing readjustement at provincial level15

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Key Findings

– Engagement (1)

16IndicatorResponseBaselineIndicator E.1 No single CCM sector can achieve quorum on its own EngagedInd 1.f FunctionalIndicator E.2 CCM Female representation (including members and alternates) is at least 50%FunctionalInd 1.c FunctionalIndicator E.3 National Civil Society Sector representation comprises at least 40% of the CCM membership StrategicInd 1.d FunctionalIndicator E.4 Existence of procedures in place to replace members whose performance is unsatisfactoryStrategicInd 2.d Working towards functionalIndicator E.5 Implementation of procedures in place to replace members whose performance is unsatisfactoryStrategicInd 2.d Working towards functionalIndicator E.6 All CCM members and alternates have attended e-Learning trainings during the last six months. FunctionalInd 2.c Working towards functionalIndicator E.7 Quorum was achieved in all CCM meetings (ordinary and extraordinary) held during the January - July 2019 period.StrategicInd 2.a Not assessedIndicator E.8 All CCM constituencies have complete documentation (which is publicly available - except in cases where information is highly sensitive with regards to key population representatives) on the transparent and inclusive process of selection/election of their representatives.StrategicInd 1.a Not assessed

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Key Findings

– Engagement (2)

17IndicatorResponseBaselineIndicator E.9 The Ministries in charge of budget and planning are effectively engaged in the CCM. (Effective engagement includes attendance, meaningful contribution during CCM meetings, involvement in key CCM processes (Funding Request Preparation, oversight activities, etc.)FunctionalInd 2.e FunctionalIndicator E.10 Presence and effective engagement of a CCM member (or members) with experience or training in RSSH (particularly Community Systems and Responses ) EngagedInd 1.a Working towards functionalIndicator E.11 All CCM constituencies have communication plansFunctionalInd 3.a FunctionalIndicator E.12 CCM composition analysis and available epidemiologic information show aligned representation of KAP and PLWD.StrategicInd 1.b functionalIndicator E.13 Existence of an MoU or other document evidencing the engagement between the CCM CS members and their constituency membersEngagedInd 3.b Working towards FunctionalIndicator E.14 The CCM Executive Committee includes membership of PLWD or KAP representatives.StrategicInd 2.b Working towards FunctionalIndicator E.15 PLWD or KAP representatives who are members of the Executive Committee have an active participation (i.e. they provide technical input and contribution to discussions)StrategicInd 2.b Working towards Functional

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Summary

of Key findings

- EngagementAchievements- Different sectors representationCSO representationExistence and implementation of procedures to replace CCM members with unsatisfactory performanceQuorum achieved in all CCM meetingTransparent and inclusive process for the selection/election of constituenciesCCM member with experience in RSSHAligned representation of KPs and PLWDs with epidemiologic dataDocumentation on CS CCM members engagement and their consituenciesExecutive committee include KPs or PLWDs with active participationWays forward for improvement

-

Increase

female

representationSupport ministry of finance for active engagementSupport and encourage CCM members to take e-learning courses18

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Engagement -

Factors

Factors supportingTA from APCASO to support constituencies engagement (April to December 19)Financial resources were dedicated for constituencies engagementPro-activeness of consituencies and support from regional network (e.g MSM/TG, APCOM is supprting)Strong support from CCM secretariat and Executive comittee Factors impeding- None to mention but language barriers/diversity have to be considered19

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Key Findings

–

Functioning (1)20IndicatorResponseBaselineIndicator F.1 All CCM members, alternates and secretariat staff have received training about the CoI Management PolicyStrategicInd 7.a Working towards functionalIndicator F.2 All CCM members, alternates and secretariat staff have received training about the CoCFunctionalInd 7.a Working towards functionalIndicator F.3 The CCM has comprehensive operating procedures and TORs for all committees/working groupsEngagedInd 1.a FunctionalIndicator F.4 The CCM has updated its Conflict of Interest Management PolicyStrategicInd 6.b FunctionalIndicator F.5 The CCM has adopted and endorsed the Code of Ethical Conduct for CCM members FunctionalInd 6.a Working towards functionalIndicator F.6 All CCM members, alternates and secretariat staff have signed the annual CoC compliance declarationsFunctionalIndicator F.7 The Eligibility and Performance Assessment (EPA) Improvement Plan is updated on a regular basis.EngagedInd 4.d Working towards functionalIndicator F.8 The CCM Contacts are updated on a regular basis.EngagedInd 4.d Working towards functionalIndicator F.9 All CCM members, alternates and secretariat staff have signed the annual CoI Management compliance declarationStrategicInd 7.b FunctionalIndicator F.10 Existence of an Ethics focal point (who must be a CCM member) or a small Ethics Committee (ideally not more than three members). 

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Key Findings

–

Functioning (2)21IndicatorResponseBaselineIndicator F.11 Existence of a costed CCM work plan which includes activities funded by other donors and national governmentEngagedInd 2.a Working towards functionalIndicator F.12 All CCM members have participated in the three tiers of the CCM Orientation Program managed by the GFFunctionalInd 3.a FunctionalIndicator F.13 All CCM alternates have participated in the three tiers of the CCM Orientation Program managed by the GFFunctionalInd 3.a FunctionalIndicator F.14 The CoI Management Policy is applied consistently to all CCM members, alternates and secretariat staff.EngagedInd 6.b FunctionalIndicator F.15 The CoC is applied consistently to all CCM members, alternates and secretariat staff .FunctionalInd 6.a Working towards FunctionalIndicator F.16 The CCM assesses annually the overall CCM Secretariat Performance.EngagedInd 4.a Working towards functionalIndicator F.17 In the context of CCM Funding, the annual work plan and financial reports are submitted to the GF (FPM, CCM Hub) on-time. StrategicInd 4.c Functional Indicator F.18 All agendas CCM meetings (plenary and Oversight Committee) of the last 12 months were circulated to all CCM members/alternates and GF Secretariat at least 7 calendar days before the meeting. StrategicInd 4.b FunctionalIndicator F.19 All CCM meeting minutes (plenary and Oversight Committee) of the last 12 months were circulated to all CCM members/alternates and GF Secretariat at most 7 calendar days after the meeting.EngagedInd 4.b Functional

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Key Findings

–

Functioning (3)22IndicatorResponseBaselineIndicator F.20 All CCM meeting minutes in the past 12 months include evidence of the application of procedures to prevent, manage and mitigate CoI (especially members recusing from discussions in which they may have potential CoI)StrategicInd 9.a FunctionalIndicator F.21 The CCM has an endorsed communications planEngagedInd 5.a FunctionalIndicator F.22 The CCM communications plan has been Implemented in a timely manner (no major activity has more than 3 months of delay).EngagedInd 5.a FunctionalIndicator F.23 All CCM Executive Committee members have recieived training in leadership topics or have completed the Executive Committee Module of the CCM Orientation Program.FunctionalInd 3.b Functional

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Summary

of Key findings -

FunctionningAchievementsAll CCM members trained on COIROB revised and endorsedCOI policy updatedAll CCM members have signed COICOI policy applied to all CCM membersEPA improvement plan was updated in July 2019CCM member’s contact list updated in August 2019Existence of CCM workplanCCM secretariat performance assess annuallyCCM timely reporting on CCM budget expenses and workplanCCM agenda circulated 7 days before the meeting and CCM minutes circulated within 14 days after the meetingCommunication plan updated in June 2019

-

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Summary

of Key findings

– Functionning (2)Ways forward for improvementCoC implementation to be formalised with endorsement by CCM, training signature of CoC compliance declarationCCM members and alternate who have not received CCM orientation should be trainedExecutive committee members to take the Executive training module 24

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Functioning

- Factors

Factors supportingSupport from CCM hub and CT for CCM orientation (March 2019)Commitment of new CCM coordinatorSupport from CCM executive committee and CCMSupport from CCM evolution push CCM to engage moreFactors impedingCoC is a new policy CCM member availabilty (full time employment)Late funds disbursement (change of FA)25

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Overall

results

– What have been the catalyser or hindering factors Catalyser factorsCommitment of CCM secretariat and CCMAdditional staffing of CCM secretariat with adequate skill to support CCMAdditional financial resources to strenghten oversight, support constituencies engagementActive engagement and participation of CSOs and governementHindering factorLate disbursement of funds which led to delay in implementation in particular for oversight26

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Discussion on prioritization of activities for September-December 2019

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CCM

strengthening work

plan Review of the work plan and prioritization of the activities for the period September to December 2019Nepal/Document/End Line assessment/Nepal_ValidatedWorkPlan.xlsx28

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Proposed

Process

for Post-mission work29WhatBy whomParticipate in a post-mission debrief with the CCM Hub and Country Team representatives.Consultants, in coordination with TA providers, CCM Hub and CT focal pointsSubmitting the completed End Line Assessment Tool, validated documentation to serve as evidence for assessment findings and results, and a brief report using the online form provided by the Global Fund.Consultants, in coordination with TA providers and the CCM Hub focal points

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Thank you!