faith macharia - nacc, kenya

NATIONAL AIDS CONTROL COUNCIL

ORGANIZATIONAL & SYSTEM ORGANIZATIONAL & SYSTEM STRENTHENING OF CSOS THROUGH STRENTHENING OF CSOS THROUGH

TARGETTED CAPACITY BUILDING; A CASE OF TARGETTED CAPACITY BUILDING; A CASE OF EASTERN KENYAEASTERN KENYA

DURINGDURING

THE SECOND HIV CAPACITY BUILDING THE SECOND HIV CAPACITY BUILDING PARTNERS SUMMIT. PARTNERS SUMMIT.

MARCH 19MARCH 19THTH – 21 – 21STST 2013 2013at at

BIRCHWOOD CONFERENCE CENTRE, BIRCHWOOD CONFERENCE CENTRE, A PRESENTATIONA PRESENTATION

BY BY

FAITH MACHARIAFAITH MACHARIAPROGRAMME OFFICER CAPACITY BUILDING, PROGRAMME OFFICER CAPACITY BUILDING,

NACC KENYA.NACC KENYA.1


BackgroundBackground Eastern province is vast and unique and

comprises of ;Upper Eastern, the Mountain region and the lower Eastern region. It is the second largest province in Kenya, with an area of 159,891 km². The terrain is richly varied, spanning diverse climates of the desert, mountain, lake, and savannah.

This province comprises of 36 constituencies, with a population of 5,668,123 inhabitants- according to the 2009 population census. Its provincial administrative capital is Embu.

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ctdctd The HIV prevalence rate in Eastern province is 4.7

% (KAIS 2008). Though substantially lower than the national

average of 7.1%, this rate masks the scale of the epidemic in densely populated urban areas where infections are well over10%.

About two thirds of the adult population of this province, as it is country wide, are yet to test for HIV.

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ctdctdCivil Society organizations are significant

actors in prevention, care and support in the area of HIV and AIDS program implementation in this province.

Research indicates a worsening scenario in sexual behaviour among the sexually active, (most of whom do not know their HIV status), citing less than half had ever used a condom and less than 20 % used a condom the last time they had sex.

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The drivers of the HIV epidemic contrast sharply by region within the Province.

In the upper part of the Province, for instance, HIV is largely driven by cultural practices associated with nomadic lifestyles while in the mountain region, the epidemic is fanned by migratory activities linked to agriculture based trades; Miraa, flowers and bananas, horticultural produce, tea and coffee.

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ctdctdFarm workers oscillate between farms in

search of casual work, while the middle-link traders- both men and women- shuttle between towns both within and without the province. The lower region of eastern province- largely inhabited by the Kamba community- is chiefly a savannah climatic zone, characterized by drought.

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ctdctdFamine overshadows otherwise important

intervention activities and the ensuing struggle for survival seems to subtly enhance the ‘food for sex’ practice.

Challenges of ARV adherence are as real as they can get.

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Key InterventionsKey Interventions

The methodology applied was an assessment through the administration of a quantitative questionnaire using the Amref Maanisha OCAT tool through face to face interviews.

The NACC/MIS system was then utilized for on-line data entry. The CSOs were sampled purposively.

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Key Gaps;Key Gaps;Strategies to track treatment drop out; to

manage stigma, or address TB/HIV co-infection are deficient. National guidelines are yet to reach the grassroots. Far too few networks of People Living with AIDS and Most at Risk Populations (MARPs) come forward for funding or capacity building to support Income Generating Activities.

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These and other gaps including the limited knowledge of the relationships between HIV infection and Cultural practices or the gender dimensions to HIV infection, defeat the very precious advantage that CSOs have; “… home grown solutions, which provides a tremendous platform to challenge societal norms and practices.

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Approaches adopted;Approaches adopted;Training and mentorship of the CSOs in

technical issues and practices using the ODSS model to ensure and safeguard the achievement of the KNASP III objectives, specifically, to reduce: the number of new HIV infections; AIDS-related (mortality) deaths; HIV related illnesses and negative socio economic impact of HIV at household level, ultimately edging towards an AIDS competent society. 11


The ODSS steps to organizational The ODSS steps to organizational

developmentdevelopment;; As organizations grow, strengthen, and mature, they

evolve through several stages of development. Four growth stages can be easily identified:

Stage 1: Start up / nascent / emergent stage Stage 2: Development / emerging / growth stage Stage 3: Expanding / Consolidation stage Stage 4: Mature Stage Organizations pass through these stages at different rates

but tend to remain at the initial stage until they have developed a clear mission, good management structures and systems, management skills, volunteers, and staff who use these. 12


ODSS Indicators were; ODSS Indicators were;

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Collective performance by Capacity area

54.4856

33.5

40.65

48.44 48.5550.97

45.75

38.84

0

10

20

30

40

50

60

Leadership Fin. Mgmnt Admin & HR Project Design& Mgmnt

M & E Tech. Capacity Netwkng &Advocacy

Sustainability HIV & AIDS KM

Capacity area

Sc

ore

(%

)


Based on the outcomes the CBOs underwent ODSS training and mentorship/coaching where the capacity gaps were a priority .Upon re-assessment using the ODSS OCAT tool some of the results were; Financial Management; 66 %, Leadership; 58%, Networking and Advocacy; 55 %, and Technical Capacity; 50%.

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Conclusion.Conclusion.

Targeted training and mentoring resulted in improved organization system strengthening in targeted areas assessed. This process is ongoing in the entire country and has resulted in an improved response in the management of the HIV and AIDS response at community level

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Thank you!

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faith macharia - nacc, kenya

Health & Medicine