LEADERSHIP, MANAGEMENT AND GOVERNANCE PROJECT SOUTHERN AFRICA

PROJECT YEAR FIVE QUARTER TWO REPORT

USAID

DREAMS PROJECT

PY5Q2 JANUARY-MARCH 2016

The views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. Leadership, Management and Governance Project

Cooperative Agreement Number: AID-OAA-A-11-00015

Leadership, Management and Governance Project

Management Sciences for Health

Address: MSH HOUSE

Ditsela Place

1204 Park St. (Corner of Park & Jan Shoba)

Hatfield – Pretoria, Gauteng

South Africa

Tel No: +27 (0)12 364 0400

Fax No: +27 (0)12 364 0416/0462

Contact person: Sheilla Benyera, Project Director

Email: [email protected]

Table of Contents

TABL E O F CONTENTS ...... 3 ACRONYMS ...... 4 EXECUTI VE S UMMARY ...... 5 ZIMBABWE DREAMS – PARTNERSHIP WITH AFRICAID-ZVANDIRI ...... 6

DREAMS IN ZIMBABWE ...... 6 AFRICAID AND MAN AGEMEN T S CIENCES FOR H EAL TH P ARTNERSHIP ...... 7 QUARTER TWO (JANUARY–MARCH 2016) K EY MILESTONE ...... 8 Supporting Africaid’s scale up ...... 8 Continuing Professional Development...... 11 QUARTER TWO (JANUARY–MARCH 2016) A CCOMPLISHMENTS ...... 11 Africaid coordinates a District work plan with DREAMS initiative partners ...... 11 CHALLENGES , SOLUTIONS , AND LESSONS LEARNED ...... 12 IMPORTANT FINDINGS ...... 14 THE W AY FORWARD ...... 14 FEATURED CLOSER LOOKS ...... 16 DREAMS Provisional Meetings Jumpstart the DREAMS Project ...... 16 ZIMBABWE DREAMS G ANTT C HART ...... 17 PERFORMANCE MONITORING PLAN ...... 19

Acronyms AGYW Adolescent girls and young women AIDS Acquired Immunodeficiency Syndrome AMSHeR African Men for Sexual Health and Rights ART Anti-retroviral therapy ASRH Adolescent and Sexual Reproductive Health Baylor Baylor College of Medicine Children’s Foundation Lesotho BLC Building Local Capacity for Delivery of HIV Services in Southern Africa Project BOFWA Botswana Family Welfare Association CATS Community Adolescent Treatment Supporters CBO Community based organization COMU Country Operations Management Unit CSO Civil society organization DLA Discovery Learning Alliance DREAMS Determined, Resilient, Empowered, AIDS-Free, Mentored, and Safe ECCD Early childhood care and development ECD Early childhood development FNCO Food and Nutrition Coordinating Office HTC HIV testing and counselling LMG Leadership, Management and Governance Project M&E Monitoring and evaluation MECA Monitoring, Evaluation, Communications and Advocacy department MoE Ministry of Education MOET Ministry of Education and Training MOH Ministry of Health MOHCC Ministry of Health and Child Care MSH Management Sciences for Health MUAC Mid upper arm circumference NAC National AIDS Council NAPSAR+ Network of African People Living with HIV in the Southern African Region NICR National Identity Civil Registry OCA Organizational Capacity Assessment OVC Orphans and vulnerable children PCR Polymerase chain reaction PMTCT Prevention of mother-to-child transmission RCT Randomized control trial RHAP Regional HIV/AIDS Program SHARE Southern Africa HIV and AIDS Regional Exchange platform SRHR Sexual and reproductive health and rights SU Stellenbosch University SWOT Strengths, weaknesses, opportunities and threats TB Tuberculosis TOT Training Of Teachers

TTL Touching Tiny Lives USG US Government

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Executive Summary The Leadership, Management and Government (LMG) Project is a global project (2012–2016) that supports health systems strengthening through addressing gaps in the leadership, management, and governance capacities in the region. In Southern Africa, the project is implemented by Management Sciences for Health (MSH) based on its ability to consistently demonstrate a high return on investment in areas such as improved management, leadership, and governance; produce tangible results and health impact; and apply its pool of staff with expertise to respond to the USAID/Regional HIV and AIDS Program (RHAP) goal to strengthen the overall sustainability, quality, and reach of HIV and AIDS interventions. The LMG Southern Africa Project builds on to the Building Local Capacity for the Delivery of HIV Services in Southern Africa (BLC) project, which operated from 2010 until December 2015.

In August 2015, USAID/RHAP requested that MSH BLC plan for the continuation of the programs under MSH’s Leadership, Management and Governance Project (Cooperative Agreement Number AID- OAA-A-11-00015) for the period Dec 6, 2015-June 30, 2016. This report includes updates on activities for the period January 1–March 31, 2016 and lists future planned activities. These activities are:

 Dreams Zimbabwe

ZIMBABWE DREAMS – PARTNERSHIP WITH AFRICAID-ZVANDIRI

DREAMS in Zimbabwe While PEPFAR and other partners have been working to prevent HIV in adolescent girls and young women (AGYW) for over a decade, efforts have been insufficient. On December 1, 2014, PEPFAR, the Nike Foundation, and the Bill & Melinda Gates Foundation launched the Determined, Resilient, Empowered, AIDS-Free, Mentored, and Safe (DREAMS) Partnership. This partnership is an ambitious effort to decrease incidence in adolescent girls and young women ages 15-24 years old by 25% in at least 10 sub-Saharan African countries over the next two years. Zimbabwe is one of the DREAMS recipients, and has planned to implement a comprehensive package of interventions that will be implemented by partners already engaged with this vulnerable population. The goal of the DREAMS initiative in Zimbabwe is to reduce new HIV infections among adolescents and young women, 15-24 years, by 25% in 6 (, , , , Makoni, and Mazowe) by end of 2017.

As part of this plan, the USAID mission identified a local partner organization, Africaid, with experience in strengthening adolescent-friendly services in Zimbabwe as part of their Zvandiri program. Africaid works closely with the Ministries of Health and Social Welfare, and has established a successful model, Zvandiri, using 18-24 year-old HIV positive young people as Community Adolescent Treatment Supporters (CATS). The CATS work closely with health facilities to understand and respond to young people’s needs. The Zimbabwean government has engaged Africaid actively in policy, strategy, and guideline development regarding the HIV response for young people, including HIV testing and counselling (HTC), care and treatment, SRHR, VMMC, and PMTCT. They also support the Ministries in child protection and care, and in training staff. Zvandiri contributes to demystifying HIV and AIDS, reducing stigma, and modelling successful strategies for coping with HIV infection. This in turn promotes HIV and STI prevention, early HTC, mutually supportive sexual relationships, and treatment adherence in males and females that reduces onward HIV transmission. By reaching and empowering HIV+ males as well as females, Zvandiri contributes to reducing risks for young women.

The Mission expects Africaid to work closely with the other implementing partners involved with the DREAMS initiative, to support the layering of interventions so that AGYW receive a comprehensive package of services. Other implementing partners in Zimbabwe include World Education, Family AIDS Care Trust, Population Services International, SAfAIDS, Population Services Zimbabwe, and UNICEF.

Africaid and Management Sciences for Health Partnership The purpose of this activity is two-pronged: the first, as described above, is to reduce the vulnerability of AGYW to HIV through the Zvandiri activities. The second is to strengthen Africaid’s capacity to deliver their adolescent friendly services in a manner that aligns with USAID policy and procedures, and permits USAID to grant directly to Africaid to continue these activities in the future. Management Sciences for Health (MSH) Leadership Management and Governance (LMG) Project provides technical assistance to Africaid to build their technical capacity to be able to deliver evidence-based HIV interventions to AGYW, as well as their organizational capacity to appropriately manage USG funds. The goal is for Africaid to “learn by doing,” and therefore make a smooth transition from sub-grantee to direct grantee. MSH provides technical assistance to strengthen Africaid’s internal program management and administration systems while simultaneously sub-granting for service delivery activities. The goal is to “graduate” Africaid to a direct awardee, enabling the organization to continue to deliver HIV services in the six DREAMS districts

Under the MSH/LMG award from January 2016 to end of June, 2016 Africaid plans to meet the following targets:

District Bulawayo Chipinge Mutare Gweru Makoni Mazowe Total

Community 5,314 2,114 2,950 1,814 1,599 1,368 15,159 mobilization 15-19 years for HTC (annual campaign) Custom indicator

Community 16,575 5,873 9,285 6,388 4,259 4,376 46,756 mobilization 20-24 years for HTC (annual campaign) Custom indicator

DREAMS target for 3,787 1,507 2,102 1,293 1,139 975 10,802 testing 15-19 years at health facilities (Africaid) HTS_TST

DREAMS target for 9,446 3,350 5,292 3,641 2,427 1,663 25,819

testing 20-24 years at health facilities

(Africaid) HTS_TST Indicators Number of school 158 119 176 108 194 86 842 teachers to target with revised sexual education training approved by MoE (Africaid) Custom indicator

Quarter Two (January–March 2016) Key Milestone Supporting Africaid’s scale up In PY5Q2, MSH/LMG and Africaid signed a cost reimbursable grant award with funding from USAID. Both MSH and Africaid signed an MoU to clearly identify the roles and responsibilities of each party for the capacity building process and ensure commitment for either party. It was recognized by both organizations that their respective programs are mutually supportive and each project can contribute sustainably to the success of the other.

This allowed Africaid to continue to deliver services and strengthen their organizational systems. During this reporting quarter, Africaid provided the following activities illustrated by the infographic below:

MSH conducted an organizational capacity assessment of Africaid in PY5Q1, which revealed that the organization has limited staff capacity, and limited policy and procedure implementation, making financial tracking and reporting complex.

As the award works on a reimbursement basis for costs incurred in the previous financial reporting period, MSH/LMG focused on capacity building support in financial and grant management andargeted technical assistance that would allow the organization to scale up its work in Zimbabwe DREAMS. This included technical assistance in developing and/or updating finance and human resources policies and manuals to institutionalize quality improvement of processes within Africaid, and applying them across the organization.

Progress: MSH/LMG supported a comprehensive review of Africaid’s financial management, knowledge management, and human resources (HR) policies and procedures. Africaid/MSH Team at the Africaid offices in MSH/LMG strengthened existing policies and addressed gaps to support Africaid’s expansion strategy.

A draft of the financial management manual to align policies and procedures to new internal systems is complete and staff orientation and implementation is done. This will be finalized and approved by the board in PY5Q3.

The timesheet policy and travel policy (including international travel) are complete and staff has been trained on the new coding template for timesheets, effective since January 2016.

The HR policy review is complete, and staff orientation and implementation will begin in PY5Q3.

Technical assistance to streamline staff roles and responsibilities in financial management, procurement, HR management, and grants management has been provided. This process improved Africaid’s operations and allowed for efficient program implementation. In the current structure, most of the responsibilities lie with the Director. As the organization continues to grow, so does the need to streamline and distribute roles and responsibilities across the organization. The CB process strengthens Africaid’s leadership and management, as well as coordination of services throughout the organization.

Africaid hired an HR consulting firm to develop a performance review system, conduct job evaluations which includes remuneration policies and job grading, and develop full HR policies and procedures. The consulting firm’s contract continues through to the end of PY5Q3. With support from MSH/LMG, Africaid reviewed its organizational structure to ensure more effectiveness through flattening out the chain of command and reducing number of surbodinates for some management positions that had too many direct supports .

This organizational development is exciting and enables the team to focus more directly on their tasks at hand and to learn from one another. There are several key vacancies that need to be filled. However, Africaid recognizes that growth should be gradual and that new staff onboarding and training takes time and must be done properly.

At the end of this reporting quarter, Africiad hired a Deputy Director to support the organization as it takes on additional funding and expands to provide services in new districts. Africaid also hired a Finance Officer, who will ensure that resources are properly managed and an appropriate control environment is in place for the organization. An M&E Manager who will coordinate the Monitoring, Evaluation, Communication and Advocacy departments to meet anticipated reporting requirements of the DREAMS initiative was also hired.

Africaid needs a monitoring and evaluation (M&E) framework that can be implemented as the organization continues to grow and to upgrade the collection and management of client data and information.

Progress: LMG provided technical assistance for Africaid to put together an M&E framework which included developing the business requirements and “This grant is enabling Africaid to system specifications for documenting evidence- grow as an organization whilst also based results. This will streamline workflow and expanding its work in HIV structure to improve M&E and use of data for prevention for adolescent girls and decision making, story-telling for change, and young women in order to position the organization as a leader in the field of contribute to the DREAMS goal HIV services to adolescents. and objectives” MSH/LMG held a USAID Rules & Regulations and Nicola Wills – contracts reading workshop to equip the organization Director of Africaid with comprehensive knowledge of USAID grants and cooperative agreements, as well as strategies for building and coordinating relationships that are critical to successful USAID award and program management. This training also provided Africaid staff with a basic knowledge of the overall US Government funding environment associated with the Africaid agreement with MSH, as well as the requirements and expectations associated with the implementation of the DREAMS Project.

This process has helped Africaid to navigate regulations and find the answers to common questions, improved the organization’s ability to manage awards, and built their confidence to guide the organization through successful award implementation.

Continuing Professional Development Africaid developed a Grants Review Day meeting, facilitated by the Project Director. The meeting provided all staff with a chance to review progress, challenges, and the way forward with each of the grants and programs the organization is implementing. Each team presented to fellow team members and discussed grant requirement reports and new events related to the scope of the grants. The teams had an opportunity to discuss ways to overcome award management challenges with experts and peers.

Africaid-Zvandiri uses SHARE groups to circulate announcements and share files among staff based in different provinces in Zimbabwe. Hosted and maintained by MSH, SHARE (www.hivsharespace.net) connects people to resources, peers, organizations, and free online learning and collaboration tools. The platform is updated daily with new content.

Africaid continued to commit to one weekly “Tea and Tips” for staff members. This is a time for a staff member to present to colleagues or guests on topical issues related to Africaid programs as a way of strengthening learning in the organization. During the month of March, the topics were: mHealth, presented by Head of Programmes, a case study presented by the VST Officer, a group journal club discussion led by the HIV and Disability Coordinator, play therapy and child counseling led by a child psychologist, and a review of the work on grief that has been done within Zvandiri, led by Carol Wogrin.

Quarter Two (January–March 2016) Accomplishments Africaid coordinates a District work plan with DREAMS initiative partners In the first month of the DREAMS initiative, project activities focused on setting up the DREAMS project in the six target districts—Makoni, Chipinge, Mutare, Mazowe, Gweru, and Bulawayo. Inception protocols have been carefully observed during entry into these districts to ensure that there is total stakeholder buy-in at all levels. These protocols included provincial-level inception meetings in all six districts, which were facilitated by PEPFAR, USAID, and the National AIDS Council (NAC).

MSH supported Africaid to successfully complete district work planning in . Africaid is the secretariat for Makoni district developed a consolidated work plan that includes implementing partners; SAfAIDS, Population Services Zimbabwe, Family AIDS Care Trust Mutare (FACT) and government ministries including the Ministry of Primary and Secondary Education, Ministry of Public Services Labour and Social Welfare and the District Administrator. The consolidated work plan will streamline project implementation by organizing all the active players in the district. The other major highlight from the district work planning meetings was the identification of hot spots- area with a relatively high HIV infection in comparison to its surrounding project districts, enabling partners to target the best places to reach AGYW.

The Zvandiri Mentors in Mazowe and Chipinge have successfully secured office space in their respective districts. This space helps stabilize the work of mentors within their districts and allows for continued upward movement in terms of community mobilization, knowledge, and integration. The location of the Makoni district office will be finalized end of this quarter. Africaid has offices in all the DREAMS implementing districts to ensure visibility and optimal activity at the local level.

Challenges, Solutions, and Lessons Learned In order for Africaid to rapidly scale up and expand, it must develop and implement effective systems, structures, and processes, and add senior staff. MSH’s technical assistance focused on challenges that encompass organizational, management, and business process systems, which are either currently being refined or are newly-developed. MSH’s prioritized capacity building plan with Africaid includes the following initiatives:

Financial system: While policies and procedures have been updated and/or developed, ongoing alignment with organizational practices is critical to ensure implementation.

Organizational management systems: To scale up its operations, Africaid must standardize and streamline its organizational management systems to ensure the most efficient use of resources and effective M&E.

Human resources: LMG supported Africaid to review its current organizational structure to ensure that it supports and aligns with the operating model and expansion strategy. A key focus area is to acquire a competent leadership group with the necessary organizational, planning, and management skills to support consistent organizational growth. Africaid’s rapid growth and expansion placed tremendous pressure on change management efforts with staff and is a potential risk factor. Therefore, the expansion strategy should be carefully executed, cognizant of the pace at which the staff is capable of adapting to change.

As the organization expands the staff and recruits for specific skill sets, there is a need to update the current remuneration system to ensure that administrative, program management, and operational management pay grades/remuneration scales are standardized. The current system has new recruits being hired at a higher level than current staff in equal positions across the organization.

Training of teachers: A series of national-level meetings with the NAC were held during the period under review to ensure that necessary protocols are observed when training teachers. These meeting focused on the content that will be used to train the teachers in the respective districts, with the ultimate goal to develop a standard curriculum to train the teachers across the country. The DREAMS implementing partners also had an opportunity to meet with the Permanent Secretary for Primary and Secondary Education to discuss the training curriculum and the schedule for trainings—the recommended schedule for teacher training is during the school holidays.

As a result of this discussion, trainings originally planned for this February did not take place. Statistics for school children reached through guidance and counselling sessions could not be recorded due to the delay in training. The curriculum and modalities for teacher training were finalized and reviewed, and trainings are expected to take place during the month of April, starting with training of trainers to ultimately reach teachers in the districts. Statistics of children reached will be collected in the second term, starting in early May 2016, and will be reported in PY5Q3.

Training of health workers: A training for health workers in has been rescheduled for the end of the quarter. This has affected the collection of HIV Testing Services (HTS) data from Mazowe district health facilities since Africaid has not yet trained health workers in the district.

Districts like Bulawayo and Chipinge are also facing challenges in collecting HTS data from health facilities, due to the Ministry of Health and Child Care specific dates for the compilation of HTS data. Health facilities consolidate their HTS data by the 4th of the following month, meaning all the data for March can be accessed after April 5th.

Other HTS mobilization activities that were planned for the month could not be held due to competing events or date changes. For example, Mazowe District planned for HTS mobilization for AGYW during the World Women Day Commemoration, which was scheduled for March 22, but the Ministry of Women’s Affairs postponed the event.

Project partners noted the need for planned targeting strategies for HTS community mobilization. The respective districts have already come up with targeting strategies that suit their settings. For example, Mazowe District has a number of resettlements that require a unique approach. It was also noted during the month that churches can be targeted as they have a number of young people and efforts have already been made in approaching churches to conduct HTS mobilization.

Development of Pre and Post-Tests for Teachers Training – The NAC and the Ministry of Primary and Secondary Eduction (MoPSE) coordinated meetings of partners and stakeholders on February 25 and March 18. Africaid participated in both meetings and was an active member in the collaborative effort to amend the current teacher training and plan the upcoming TOT for teachers.

Project partners redesigned the teacher training as a five-day curriculum, and stakeholders have assigned activities and responsibilities. Following the TOT, the training will be cascaded to all other teachers within the country. While DREAMS partners already committed funding, the final decisions on dates, locations and the program rest with the NAC and MoPSE.

Africaid committed funding and programming to the TOT, and is currently waiting for confirmation and guidance on how to best proceed. Since the TOT is a group process, Africaid cannot complete a pre and post-test during this quarter. Further updates will be provided following guidance from the NAC.

The pre and post-tests are an important aspect of any training as it shows a baseline for the participants and demonstrated learning and change secondary to the training. It is a way to highlight the areas that are still not well understood even after the training and to see the areas with greater portions of misconceptions or misunderstandings. As this teacher training is a multi-partner collaboration, it is important for Africaid to have submitted their portion of the pre and post-test to ensure that our key topics were addressed and learned.

The pre and post-test form has now been written and utilized within the TOT. The cascade of teacher trainings are happening 22nd of April for Gweru and Bulawayo and the rest of the districts in the l week of 25th of April, 2016 and 2nd of May 2016.

Important Findings Collaboration with key stakeholders in the districts is an effective way to mobilize for HTS - Africaid collaborated with the NAC and other stakeholders in all six DREAMS districts and participated in various events, taking the opportunity to mobilize for HTS. In , Africaid mobilized for HTS at a musical gala organized by the NAC that attracted adolescents and youths. In Mazowe District, Africaid planned for HTS mobilization during the World Women Day Commemorations organized by the Ministry of Women’s Affairs.

Collecting names of AGYW who received HIV testing services in health facilities is challenging due to issues of confidentiality and privacy. As a result, Africaid could only collect statistics of those who would have accessed the services. Project partners designed a new form to ensure participant names remain confidential.

Targeting AGYW with disabilities is challenging – This challenge became apparent in Bulawayo when a mentor used the Paralympics Games as a platform to mobilize for HTSand discovered certain. difficulties in communication especially with the hearing impaired. This experience demonstrates the importance of including people with disabilities in HTS mobilizations.

In PY5 Q3 and Q4, MSH will provide support to Africaid to develop a relationship and collaborate with Special Olympics Zimbabwe to develop a successful program for targeting AGYWs with disabilities. This will draw on Special Olympics experiences in Nigeria and South Africa in implementing programs for young people with disabilities.

The Way Forward During the district level consolidation of plans, hot spots for HIV&AIDS were identified in each district. This information will guide implementation partners to target the most effective places when reaching out to AGYW. The participation of various key stakeholders during the planning process necessitated such identification.

MSH/LMG will support Africaid to implement a more robust internal accounting system, including instituting adequate internal controls, and refining and documenting accounting procedures.

In PY5Q3, MSH will:

Financial management: Continue to work with Africaid to apply tools and internal controls necessary for the prudent management of resources in compliance with USG rules and regulations. These will include instituting adequate internal controls, and refining and documenting accounting procedures. The accounting system will be fully optimized to facilitate process management, financial reporting, internal control reviews, as well as practice and process alignment:

The timesheet policy is now in place. Consistent application and proper use of the system needs to be observed over the next few months with coding and linkage to payroll and finance

The budgeting and budget analysis system and tools also need to be strengthened to ensure that costing is properly done by the organization

Human resources: A gap analysis for HR compliance on remuneration policies is under way to ensure that Africaid’s policies align with Zimbabwe and international laws and best practice, and to standardize salary structures. In addition, a staff orientation to the new and revised policies will take place. A full range of operational support systems will be developed, including:

 Finalization of strategic plan  All policies and manuals to be ratified by board and subsequent orientation of all staff on all policies  Strengthen procurement with specific procurement roles being assigned to a particular individual  Clear and organized filling, and storage system in place  Inventory system improved with proper coding and tracking of assets;  Vehicle management including managing and consistent use of logbooks  M&E and QA strengthening Peer-led community  OCA re-assessment to check on progress mobilization for HTS has been successfully With this approach, MSH/LMG empowers Africaid to manage its rolled out in the five operations well—including planning, budgeting, implementation, DREAMS districts monitoring, and reporting—by institutionalizing adequate organizational with the exception of systems, policies, and practices. In addition to sound governance practices. Mazowe district as this MSH/LMG is supporting Africaid to improve its service delivery and make can only be done post the organization institutionally, financially, and programmatically sustainable the training of health and able to replicate a strong and successful model to populations in need. workers.

Featured Closer Looks

DREAMS Provisional Meetings Jumpstart the DREAMS Project In January 2016, the first month of the DREAMS project activities were aimed at setting up the DREAMS project in the six districts of Zimbabwe. This included Makoni, Chipinge, Mutare, Mazowe, Gweru and Bulawayo. Inception protocols have been carefully observed during entry into these districts to ensure that there is total buy in by the stakeholders at all levels. These protocols included the inception meetings at Provincial level in all the six districts which were facilitated by PEPFAR, USAID and National AIDS Council (NAC). The DREAMS entry provincial meetings brought a greater sense of reality to the activities of the DREAMS project. The meetings also provided Africaid with an opportunity to better understand the roles of other implementing partners and the layering of the core packages in the larger project.

The meetings revealed that stakeholders from the six project districts are keen to have DREAMS in their respective regions, recognizing the challenges that AGYW face and the opportunities presented by the intervention. Stakeholders declared their support and urged all implementing partners to engage them once implementation of DREAMS has started. Traditional and church leaders are also eager to be involved with Africaid’s efforts to mobilize for HTS. They felt that such sessions in a church setting would help de-stigmatize HIV and that congregants will normalize HIV testing services and related discussions.

During the provincial meetings, Africaid introduced the district level Zvandiri Mentors to project stakeholders and initiated networking in all six districts. Africaid also acquired office space in the districts as a result of negotiations held during these meetings and facilitated the process of signing MOUs. Zvandiri Mentors are now settled in their respective districts and prepared to begin their work as soon as inception protocols are completed.

Zimbabwe DREAMS Gantt Chart Q1 Q2 Q3 Progress (Jan-Mar 2016) October 2015 to June 2016 (Oct-Dec) (Jan-Mar) (Apr-June)

Objective 1: Strengthen the capacity of Civil Society Organizations to implement DREAMS activities and manage USG funding

Activity 1.1 Implement an Organizational Capacity Assessment to x Completed. Overall Score 71 identify areas in need of strengthening

Activity 1.2 Develop a capacity-building plan with benchmarks to x Completed. MSH and Africaid jointly address identified weaknesses determined the key capacity development priority areas including: Human Resources; Knowledge Management; Planning, M&E; Financial Management; and Structures & Systems

Activity 1.3 Assist Africaid to develop, strengthen, and implement x x x Ongoing. MSH supported Africaid to internal systems and protocols as identified during the implement a more robust internal OCA, e.g., strategic plans, procurement manuals, accounting system, including environmental plans, performance monitoring plans, etc. instituting adequate internal controls, and refining and documenting accounting procedures.

Activity 1.4 Supporting Africaid to meet USAID program and reporting x x x Ongoing. Provide financial requirements such as work plans, quarterly reports, etc. management capacity building and support the management of the cost reimbursable award and related reporting requirements Q1 Q2 Q3 Progress (Jan-Mar 2016) October 2015 to June 2016 (Oct-Dec) (Jan-Mar) (Apr-June)

Activity 1.5 Monitor progress towards achievement of objectives (both X x x Ongoing. MSH is supporting capacity-building benchmarks and DREAMS targets). Africaid to clarify roles and responsibilities for both administrative and field staff, with key performance indicators. This step is critical to support effective coordination and a smooth transition through the organizational scale-up.

Performance Monitoring Plan No. Desired Results/Indicators Indicator Baseline Targets Results type (Oct 2015-June (Oct-Dec 2015) 2016)

1 Number of partner organizations provided with MSH 0 1 1 (Africaid) technical assistance to build their leadership, management, and governance capacity. Disaggregated by organization type, e.g., NGO, CBO, FBO, health facility, etc.

2 Number of individuals provided with technical MSH 0` 6 Individuals 3 groups trained: Finance, M&E, District assistance to build their leadership, management, Mentors and governance capacity. Disaggregated by sex, (1 CSO - Africaid) seniority, organization, and type of LMG provided by MSH/LMG.

10 total individuals (USAID Rules & Regs)

(6 Male; 4 Female)

(1 Senior; 1 Mid-level; 1 Junior)

No. Desired Results/Indicators Indicator Baseline Targets Results type (Oct 2015-June (Oct-Dec 2015) 2016)

3 Percentage/proportion of individuals receiving MSH 0 4 of 6 4 of 6 (67%) USAID supported leadership, management, and Grants Orientation Training governance capacity assistance who apply the new knowledge and skills. Disaggregated by (1 Male; 3 Female) organization type. (1 Senior, 3 Mid-level)

Ongoing. MSH/LMG supported a comprehensive financial management, HR and Knowledge Management systems and procedures and is supporting the implementation of the corresponding capacity building action plan.

M&E training, quarterly re-assessment will occur in PY5Q3

4 Number of partner organizations sub-granted by MSH 0 1 1 BLC.

5 Percentage/proportion of MSH/LMG sub- MSH 0 1 of 1 0 of 1 awardees and contractors who successfully The full grant or ward cycle for Africaid complete their full grant or award cycle. will be completed by June 30, 2016 in PY5Q3 No. Desired Results/Indicators Indicator Baseline Targets Results type (Oct 2015-June (Oct-Dec 2015) 2016)

6 Number of assessments conducted. MSH 0 4 2 Disaggregated by assessment type and OCA (baseline OCA (baseline) organization. & reassessment) Grants pre-award assessment Grants pre-

award survey <75% achievement against target due to USAID USAID Simulated pre-award survey and Simulated pre- reassessment scheduled to take place in award survey PY5Q3

7 Percentage of partner organizations that attained MSH 0 of 1 1 of 1 1 of 1 an average overall score of 75 points or above on Africaid overall Africaid overall organizational score=71 in organizational development capacity assessment organizational October 2015. score=71 in

October 2015