Technical Support Services Activity

Technical Support Services Activity

Quarterly ReportFor the period of October 1 – December 31, 2019 (FY20Q1)

Submitted January 15, 2020

PANAGORA GROUP: Technical Support Services Activity

QUARTERLY REPORT: OCTOBER 1 TO DECEMBER 31, 2019 ii

This document was produced for review by the United States Agency for International Development. It was prepared by Panagora Group for the USAID/South Africa Technical Support Services Activity, Contract No. 72067419C00001. Recommended citation: USAID/South Africa Technical Support Services Activity. 2020. Quarterly Report: October – December 2019 (FY20Q1). Silver Spring, MD: Panagora Group. Panagora Group Contact: Jasmine Buttolph Global Health Director Panagora Group 8601 Georgia Avenue, Suite 905 Silver Spring, MD 20910 USA [email protected]

Katie Reichert Panagora South Africa Country Director MERL Chief of Party USAID/South Africa Contractor Monitoring, Evaluation, Research and Learning Activity [email protected] Mobile: +27 (0) 64 074 8712


QUARTERLY REPORT: OCTOBER 1 TO DECEMBER 31, 2019 iii

CONTENTS

ACRONYMS ........................................................................................................................................IV

EXECUTIVE SUMMARY .......................................................................................................................... 1

1. ACTIVITY OVERVIEW ......................................................................................................................... 3

2. SUMMARY OF TECHNICAL ASSISTANCE PROVIDED TO USAID/SOUTH AFRICA ......................................... 4

2.1 SUPPORT PROVIDED TO THE NATIONAL DEPARTMENT OF HEALTH .................................................................................... 4 Provision of index testing training to support provincial rollout............................................................................. 4

2.2 SUPPORT TO PEPFAR IMPLEMENTING PARTNERS ......................................................................................................... 6 Anova Health Institute ................................................................................................................................................ 6 Maternal, Adolescent and Child Health Institute (MatCH) ..................................................................................... 10

2.3 SUPPORT TO USAID’S HEALTH OFFICE .................................................................................................................... 12 Support secondment of key staff ............................................................................................................................. 12 Communications support ......................................................................................................................................... 12 Organizational capacity development ................................................................................................................... 14 Data verification audit ............................................................................................................................................. 16

2.4 TSS SCOPES OF WORK AND SHORT-TERM TECHNICAL ASSISTANCE ................................................................................. 16

3. SUMMARY OF ADMINISTRATIVE SUPPORT ........................................................................................ 18

3.1 PANAGORA EXPANSION TO MEET USAID HEALTH OFFICE NEEDS ................................................................................... 18 3.2 REGULAR ENGAGEMENT WITH USAID/SOUTH AFRICA HEALTH TEAM TO MEET CHANGING NEEDS ........................................ 18 3.3 SHORT-TERM TECHNICAL ASSISTANCE RECRUITMENT VIA PANAGORA’S CONSULTANT DATABASE ......................................... 19

4. LESSONS LEARNED, RECOMMENDATIONS, AND PLANS FOR THE UPCOMING QUARTER ......................... 20

4.1 LESSONS LEARNED AND RECOMMENDATIONS .............................................................................................................. 20 4.2 PLANS FOR THE UPCOMING QUARTER ........................................................................................................................ 21

ANNEXES .......................................................................................................................................... 24

ANNEX A: No FINANCIAL INFORMATION ........................................................................................................................... 24 ANNEX B: ANOVA’S REVISED HR POLICIES AND PROCEDURES .............................................................................................. 25 ANNEX C: PROPOSED FY20Q2 ANOVA WORKPLAN ........................................................................................................... 27


QUARTERLY REPORT: OCTOBER 1 TO DECEMBER 31, 2019 iv

ACRONYMS

AIDS Acquired Immunodeficiency Syndrome

APACE Accelerating Program Achievements to Control the Epidemic

ART Antiretroviral therapy

CO Contracting Officer

COR Contracting Officer Representative

COP Country Operational Plan

DSP District Support Partner

HIV Human Immunodeficiency Virus

HR Human resources

HTS HIV testing services

IR Intermediate result

LOE Level of effort

M&E Monitoring and evaluation

MatCH Maternal, Adolescent, and Child Health

MERL Monitoring, Evaluation, Research and Learning (Activity)

NDoH National Department of Health

PEPFAR President’s Emergency Plan for AIDS Relief

RFQ Request for quotations

SOP Standard operating procedure

SOW Scope of work

TB Tuberculosis

TSS Technical Support Services

UNAIDS Joint United Nations Program on HIV/AIDS

USAID United States Agency for International Development

VMMC Voluntary medical male circumcision


QUARTERLY REPORT: OCTOBER 1 TO DECEMBER 31, 2019 1

EXECUTIVE SUMMARY South Africa is at the center of the global human immunodeficiency virus (HIV) epidemic, with an estimated 7.7 million people living with HIV in 2018 (UNAIDS, 2018). . South Africa also has one of the world’s highest incidence rates of tuberculosis (TB). The U.S. Agency for International Development (USAID)/South Africa is working in collaboration with the South African Government to foster sustainability and bridge gaps in the cascade of HIV care and treatment services in priority geographic areas to reach the Joint United Nations Program on HIV/AIDS (UNAIDS) 90-90-90 targets. In addition, the South African Government, the President’s Emergency Plan for AIDS Relief (PEPFAR), and USAID are focused on scaling up interventions and increasing resources to initiate an additional two million people on HIV treatment by 2020. The Technical Support Services (TSS) Activity helps USAID/South Africa’s Health Office problem-solve technical priorities and develop creative, innovative solutions to strategically allocate resources, strengthen connections with partners, and replicate best practices and efficient models. Through the TSS contract, Panagora augments capacity and provides technical, operational, and administrative support to USAID’s largest health portfolio. TSS provides advisors in response to USAID requests for strategic work with the Government of South Africa, implementing partners, and/or other entities, to further support Health Office staff members and teams to integrate creative solutions into routine work. Additionally, TSS provides international and local expertise for surge support as needed for USAID Program Cycle requirements and planning, as well as development, outreach, and communications and Health Office human resource (HR) functions. To do this, Panagora has recruited a team of long-term staff and continually augments its pool of highly qualified South African and international technical experts and organizations to flexibly and rapidly respond to USAID’s needs as they arise. The TSS Activity organizes its work under three objectives: 1) technical support services; 2) capacity building; and 3) program and operations support services. During this reporting period — October 1, 2019 to December 31, 2019 — Panagora implemented requested technical support to South Africa’s National Department of Health, PEPFAR implementing partners, and USAID’s Health Office. These tasks all contributed to strengthening the performance of these key stakeholders playing a critical role in the country’s HIV response. They included:

• Completion of the index testing train-the-trainer sessions in eight identified provinces, following delivery in the Western Cape in quarter one. The training was developed to empower South Africa’s health workers to increase the provision of this critical case finding HIV testing modality and accelerate identification of two million people living with HIV who are not yet on treatment. The training capacitated a total 419 participants, including provincial, district and sub-district program coordinators and managers; district and regional training center trainers; clinical staff; lay health workers; and representatives from District Support Partners (DSPs) and community partners. The sessions, which incorporated development of district implementation plans, will support country-wide rollout of the index testing modality under the National Department of Health (NDoH).

• Ongoing provision of intensive support to Anova Health Institute in the areas of organizational development and strategic technical assistance, talent management and



HR capacity, and policies and procedures. This assistance aims to enable Anova to manage an effective 4,000-person workforce to reach the 90-90-90 targets in their respective districts. With TSS support, Anova has now filled nine of 19 vacant senior and middle management positions in its central office organizational structure, and has categorized and benchmarked salary levels for 194 roles. TSS also supported the review and revision of 49 high-level organizational and HR policies and standard operating procedures (SOPs), consolidating them into 18 documents aligned to international best practices and legal and donor requirements. This support helps meet Anova’s immediate needs, as well as establish and strengthen systems for longer-term performance and sustainability.

• Provision of on-site technical assistance in organizational development and program management to Maternal, Adolescent and Child Health Institute (MatCH), including the review and revision of 18 policies for HR, IT and finance and operations, as well as design of a comprehensive orientation presentation for staff. Clear policies and procedures guide MatCH’s workforce in their day-to-day activities, reinforcing efficient and consistent management and operations and facilitating optimal performance and sustained service delivery. TSS also supported the review of 654 staff leave requests, helping identify errors and incomplete processes, which contributes to the mitigation of audit risk and promotion of staff retention and morale by ensuring they are correctly compensated. TSS program support included planning for a PEPFAR indicator and data use bootcamp training and contributions related to more efficient and effective processes for data capturing and data cleaning.

• Support for four technical experts seconded to USAID/South Africa’s Health Office. These positions include support for supply chain and service delivery expansion, communications, human resources, procurement, and administration.

• Initial development of a site directory to facilitate future high-level visits showcasing USAID’s achievements across South Africa. This included contacting 10 implementing partners, who recommended 140 sites for visits, highlighting successes and good practices contributing to progress toward 90-90-90 at each site. TSS also developed a site survey to collect relevant information, including provincial and facility-level data to inform creation of uniform site sheets. TSS created a site sheet mock-up, which was sent to USAID for review. This will help USAID demonstrate the impact and value-add of its supported sites to the South African HIV response and will help USAID more quickly respond to requests from the US Ambassador and others.

• Facilitation of a series of USAID Health Office retreats to build relationships and address technical and leadership issues. Several retreats were held with various teams and staff cadres, as well as a full-day retreat with the entire Health Office. These sessions helped in preparations for Country Operational Plan (COP) 2020 by fostering teamwork and cooperation, as well as identifying critical questions to prompt in-depth analysis of current status and strategies moving forward.

• Implementation of a voluntary medical male circumcision (VMMC) data verification audit to validate services rendered in FY19 by one of USAID’s service delivery implementing partners. The data verification process, an urgent request from USAID/Washington, will provide valuable confirmation regarding the provision of this critical prevention intervention. This intensive activity has involved tagging 61,849 files, checking a random sample of 13,426 files using an approved set of criteria and phoning a subset of



clients/guardians to confirm service delivery. Panagora mobilized and redirected resources to support the tight timelines of this request that was marked as critically urgent for the health office. If current criteria for operating procedures hold, Panagora will complete the VMMC data verification process in FY20Q2.

1. ACTIVITY OVERVIEW

South Africa is at the center of the global human immunodeficiency virus (HIV) epidemic, with an estimated 7.7 million people living with HIV in 2018 (UNAIDS, 2018). South Africa also has one of the world’s highest incidence rates of tuberculosis (TB). The U.S. Agency for International Development (USAID)/South Africa is working in collaboration with the South African Government to foster sustainability and bridge gaps in the cascade of HIV care and treatment services in priority geographic areas to reach the Joint United Nations Program on HIV/AIDS (UNAIDS) 90-90-90 targets. In addition, the South African Government, the President’s Emergency Plan for AIDS Relief (PEPFAR), and USAID are focused on scaling up interventions and increasing resources to initiate an additional two million people on HIV treatment by 2020. As one of the principal agencies responsible for PEPFAR implementation, USAID shares the strategic focus of the Government of South Africa, as outlined in the South African National Strategic Plan for HIV, TB, and Sexually Transmitted Infections (2017-2022), to utilize quality epidemiologic results and budget data to ensure accountability, learning from experience, increased efficiency, and maximized impact on the TB and HIV epidemics. This approach hinges on continually collecting and analyzing high-quality data and using this data to strategically focus resources, improve implementing partner management, and replicate best practices for more efficient interventions. The Technical Support Services (TSS) Activity assists USAID/South Africa’s Health Office to problem-solve technical priorities and develop creative, innovative solutions to strategically allocate resources, strengthen connections with partners, and replicate best practices and efficient models. Through TSS, Panagora also provides technical advisors for strategic work with the Government of South Africa, implementing partners, or other entities as requested. TSS includes three tasks:

1) Technical support services 2) Capacity building 3) Program and operations support services

These tasks support USAID/South Africa's Country Development Cooperation Strategy Development Objective 1: “Health outcomes for South Africans improved,” and its three Intermediate Results (IRs):

IR1.1: HIV and TB infections reduced IR1.2: Sustainability of effective HIV and TB response systems increased IR1.3: Care and treatment of vulnerable populations improved

TSS also contributes to the three goals in PEPFAR’s South African Partnership Framework:

• Prevent new HIV and TB infections



• Increase life expectancy and improve the quality of life for people living with and affected by HIV and TB

• Strengthen the effectiveness of the HIV and TB response system

To do this, TSS has recruited a team of long-term staff and continually augments its pool of highly qualified South African and international technical experts and organizations to flexibly and rapidly respond to USAID’s needs as they arise. 2. SUMMARY OF TECHNICAL ASSISTANCE PROVIDED TO USAID/SOUTH AFRICA

2.1 Support provided to the National Department of Health

Provision of index testing training to support provincial rollout

Index testing is a critical case finding modality to identify the remaining two million people who are living with HIV and are not yet on treatment in South Africa. Training various cadres of health workers is expected to contribute to an increase in the application of this modality, as well as improve the quality of index testing, saving health workers valuable time and - most importantly - identifying clients in need of life-saving treatment. Consequently, the NDoH requested assistance to conduct train-the-trainer sessions to facilitate rollout of index testing across the country. Panagora sub-contractor, Exodus Foundation Ministries, conducted the 8th and final two-day training session with 62 participants in Western Cape province from October 31-November 1, 2019. The 7 previous trainings were referenced in earlier quarterly reports. This final training completed the index testing train-the-trainer in eight provinces1, reaching 419 participants, including provincial, district and sub-district program coordinators and managers; district and regional training center trainers; clinical staff (professional and enrolled nurses); lay health workers (community health workers and peer educators); and representatives from District Support Partners (DSPs) and community partners.

Training objectives included:

• Enhance understanding of index testing as a high-yield case finding modality. • Give managers and trainers the knowledge, skills, and practical experience to provide and

roll out index testing modality training and tools for technical assistance. • Train other trainers, staff members, and managers to facilitate implementation of index

partner testing with fidelity in different levels and settings. • Provide supportive supervision for index case solicitation skills. • Support the development of district implementation plans.

1 Index testing training was provided in Eastern Cape province by another implementing partner in early August 2019.

Exodus Foundation Ministries Exodus Foundation Ministries South Africa is a faith-based non-profit organization founded in 2010 and based in Durban. Exodus provides community-based HIV services in the City of Johannesburg, City of Tshwane, eThekwini City Metro and uMgungundlovu district.



Index training completion summary: FY20Q1 Province Dates held # of participants Gauteng August 6-7 41 Free State August 13-14 58 KwaZulu-Natal August 15-16 49 Mpumalanga August 20-21 42 Limpopo August 22-23 51 North West August 27-28 64 Northern Cape August 29-30 52 Western Cape October 31-November 1 62 Total 419

The session content addressed the types of index testing and steps for provision, interviewing skills, linkage to treatment, and monitoring and evaluation (M&E), including the various forms required. Participants also developed district-level implementation plans, including further training of staff involved in providing HIV testing services (HTS). The district implementation plans included sub-districts or sites/areas targeted for support, cadre and number of health workers to be trained, dates/timeframe of training, resources required and those responsible for implementation. As demonstrated below, there was notable improvement between the pre- and post-test results among participants across all eight provinces. Index testing training pre- and post-training assessment results: eight provinces

Following the training, Exodus Foundation Ministries shared recommendations for provincial and district DoH and implementing partners, as well as lessons learned to inform future support. They include:

• Ensure high-level DoH buy-in and participation: The presence of provincial and district DoH leadership is important for participants to readily engage with the facilitators and the training content. In many cases, provincial representatives took ownership of the

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32 31 27 24

83 81 82 81 8073

90

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100

Pre-test score Post-test score



modality and its implementation. The training in the Western Cape was more complex, as the province is in the process of discussing its official position on index testing and only one district (the City of Cape Town) has a USAID-funded DSP to support rollout.

• Ongoing support for country-wide rollout: Although initial district implementation plans were developed during the training sessions, participants will require further support to roll out index testing at district and site level. During the training, it was noted that there is a gap in understanding the 90-90-90 targets and their translation into service delivery, as well as their relationship to existing guidelines such as the HTS policy. This could be addressed through refresher training in health facilities to promote understanding and support. Additionally, index testing training should be supplemented with mentoring and supportive supervision.

• Engage key structures in rollout: Engaging and training key structures such as district civil society forums and AIDS councils to support rollout of the index testing modality will help foster local-level buy-in and integration into standard services.

• Tools to support index testing: The revised HTS register (now including index testing) needs to be finalized and circulated by NDoH, with orientation provided on its use. In addition, a supportive supervision toolkit for HTS would add value to ensure high-quality, consistent service provision.

TSS developed a consolidated report based on the eight provincial reports, which provided an overview of participants, session content and methodology, key discussion points, district implementation plans, training recommendations, participant feedback and lessons learned. All provincial reports have been shared with USAID and the NDoH.

2.2 Support to PEPFAR implementing partners

At USAID’s request, Panagora is providing a range of support to Anova Health Institute (Anova) and Maternal, Adolescent and Child Health Institute (MatCH) to help meet immediate technical needs towards achievement of service delivery targets, as well as organizational development needs for scale up under APACE – establishing and strengthening systems for long-term performance and sustainability. This assistance empowers these key implementing partners to grow in both technical and organizational capacity, positioning them – as indigenous South African organizations – to play increasingly valuable roles in the country’s HIV response and ultimate epidemic control.

Anova Health Institute

Following significant progress in its provision of support to Anova Health Institute (Anova) in FY19Q4, with development of a 12-month organizational development plan, TSS delivered a range of technical assistance in FY20Q1. Weekly Anova/Panagora meetings were held to synchronize support efforts. Key areas of TSS support2 included:

• Organizational development and strategic technical support: Development of an effective and efficient organizational structure to support over 4,000 staff members to consistently deliver high-quality services for target achievement.

• Talent management, recruitment and HR capacity development: Recruitment and retention of strong leaders and managers to oversee Anova’s workforce on a day-to-day

2 See Panagora’s MERL report for details on M&E support provided to Anova.



basis, with clear performance agreements and accountability, which culminate in optimal staff performance.

• Policy development and system automation: Development and implementation of clear policies and procedures to guide the workforce in their day-to-day activities, reinforcing efficient and consistent management and operations.

Organizational development and strategic technical support

TSS disseminated the Accelerating Program Achievements to Control the Epidemic (APACE) organizational structure developed to Anova staff for feedback early in quarter one and revised it five times based on an ongoing needs assessment and changes to reporting lines. TSS also developed four additional job descriptions in quarter one, bringing the total to 19 positions. TSS created a request for quotations (RFQ) template, including evaluation criteria (benchmarked against local best practices) and proposal assessment worksheets, as well as an RFQ for Executive Coaching and Training, which was released via Anova’s website. TSS participated in discussions with Anova and FHI 360 (EpiC project) to consolidate and align future support, and provided next steps feedback on Anova’s 2019-2020 Transition Plan. Talent management, recruitment and HR capacity development TSS managed all correspondence with four recruitment firms to fill nine of 19 vacant senior and middle management positions (three internal and five external candidates) in their central office organizational structure. This involved screening 86 applicant CVs and interviewing 17 candidates. TSS regularly updated a recruitment matrix developed in FY19Q4 to evaluate the applications against the respective job descriptions. TSS also developed an interview guide template with a rating system and provided HR reference documents with behavioral-based questions to assist in revising the interview guide template to fit specific job descriptions. Following development of a recruitment strategy and lifecycle in FY19Q4, TSS supported Anova’s HR department with implementation, including the creation of graphics and review of three flow charts linking policies and procedures to internal practices related to HR/recruitment, onboarding, and process maintenance. In FY20Q2, Panagora will be transitioning its recruitment assistance back to the Anova HR team, confident that the team is able to continue the organization’s progress with the support of better tools and processes. This will include direct engagement with the recruitment agencies, tracking the recruitment efforts in the matrix developed and fast-tracking eligible candidates for interviews and hiring. Due to the rapid pace at which Anova scaled to meet the APACE cooperative agreement requirements, many new roles and job titles were created without necessarily reviewing or streamlining roles within the larger context of the organization or APACE. This necessitated grading new positions and ensuring

Anova positions filled with TSS support 1. Program manager – HIV/TB Special Projects 2. Private Sector/National Health Insurance

Lead 3. Quality Improvement/Quality Assurance

Lead 4. Community Lead 5. Lab/Clinic Lab Interface Lead 6. Strategic Communications Lead 7. Senior Head of Division/Program Delivery 8. Senior Financial Manger (2 positions)



equity across the organization. In addition, Anova must remain competitive in its package offerings to bring on highly qualified candidates (who can be difficult to recruit) and to maintain existing high-performing staff. TSS support related to remuneration and salaries benchmarking included development of an executive compensation/incentives structure report benchmarked against 2019 PricewaterhouseCoopers reporting, the King IV Report, and 2019 salary data. TSS categorized 194 of Anova’s positions against the Paterson Job Grading Scale and Birches Group’s Job Evaluation System and benchmarked these positions against three reputable data sources3. TSS Organizational Project Management Specialist, Ana Diaz, realigned Anova’s existing salaries spreadsheet with the revised organizational structure and developed a proposal for revised titles/job families for consistency within its APACE hierarchy. Policy development Clear policies and procedures guide an organization’s workforce in their day-to-day activities, reinforcing efficient and consistent management and operations and facilitating optimal performance and sustained service delivery. TSS Policies and Procedures Benchmarking Specialist, Carlos Orte, started providing on-site technical assistance to Anova on September 17, 2019. His support in quarter one included development of a Quality Management Systems Framework aligned to ISO9001:2015 standards4 to guide the review and development of Anova’s policies and procedures. Mr. Orte identified a total of 83 requirements for inclusion based on South African law, USAID rules and regulations, and international best practices. He developed a standard template to promote consistent structure and format, which was approved by Anova’s leadership, and helped establish a central repository and standardized approval process prior to dissemination and storage. Mr. Orte’s review of 49 documents covering high-level organizational and HR policies and SOPs led to discussions to simplify and restructure the policies and procedures, with ultimate agreement by Anova leadership to consolidate them into 18 documents aligned to international best practices and legal and donor requirements. These 18 documents include:

• A Code of Ethics. • Six high-level organizational policies and seven associated SOPs. • A single employment policy and three SOPs (with various documents and templates to

support implementation)5.

All 18 documents were circulated for comments, and final versions are in the process of being approved. Three of these policies and their associated procedures were developed from scratch, with

3 These data sources were: the 2019 Averile Ryder Global Reward Specialist (ARGRS) salary data; 2019 Birches Group salary data and Page Group salary data 4 ISO 9001:15 is the international standard that specifies requirements for a quality management system. The standard is used by organizations to demonstrate their ability to consistently provide products and services that meet customer and regulatory requirements and to demonstrate continuous improvement. 5 See a table of Anova’s revised HR policies and procedures in Annex B

Thank you for all the effort you have put into these policies...all the information is there and now we need to adjust to our needs. We are always grumpy when it comes to policies, so please don’t take anything personally! I so appreciate someone else doing it for us... once again, thank you! - Helen Struthers, Anova Health Institute



the Succession policy being approved by Anova’s Board. During quarter one, Mr. Orte also conducted an initial cursory review of 36 Finance and IT policy or procedure documents in preparation for an in-depth review and revision in FY20Q2. Systems automation Toward systems automation at Anova, TSS developed and released a request for proposals for Enterprise Resource Planning and Systems Automation, following extensive work with ADP/Accenture. TSS managed the procurement process, including setting up demonstrations for three potential suppliers, and used a vendor tracking matrix specifically developed for the automation project, which incorporated five suppliers for each of the eight automation needs identified6. Unfortunately, the suppliers who submitted proposals were not within Anova’s budget and were not a right fit for their needs. In FY20Q2, Anova will begin to seek service providers for specific needs (e.g. timesheets, recruitment portal, etc.) rather than a “one-size-fits-all” automation service provider. TSS will ensure that the Anova policies and procedures align with automated systems as these are procured and implemented. File system strengthening Following development of the FY2020 Records Management Work Plan, which included filing metrics, TSS helped institute weekly records management team meetings, standardized internal document handling, and developed an assessment tool to evaluate facility-level records management against Ideal Clinic and National Patient Record Management guidelines. TSS developed a training presentation to validate filing work completed by outside vendors and reviewed the existing contractor’s filing clean-up operations. TSS created a Filing Assessment RFQ for 94 facilities and analyzed submissions from two potential suppliers using an RFQ scoring worksheet which assessed the quotation against the cost of completing the activity using existing Anova’s staff. TSS led the establishment of the Assessment Committee and the Adjudication Committee, however it was ultimately decided that the suppliers did not fully understand the scope of the assessment and this was thus cancelled. Supported by TSS, Anova’ Record Management team completed the information gathering part of the assessment with support from TSS. Panagora Group developed a FY20Q2 Anova workplan consistent with the key areas highlighted above. Proposed activities, identified to sustain progress in key areas and facilitate technical and organizational performance, include support to:

• Complete Anova’s head office organogram and develop provincial and district-level organograms, identifying transition approaches related to the M&E/SI and program team changes.

• Develop backstopping approaches for M&E/SI and HR functions to meet targeted needs until the relevant positions are filled.

• Finalize remuneration/salary benchmarking to include new positions added when acquiring Cape Town operations and restructure position titles to ensure reporting lines are clear.

6 These areas include: finance, payroll/biometric time and attendance, HR, grants management, procurement, logistics and fleet management, travel management and asset/ inventory management



• Finalize the revision of policies and procedures and support implementation, including training and related communication approaches.

• Improve M&E/SI at Anova through a workshop for managers, development of SOPs for data cleaning and other key processes, drafting a roadmap for FY20, and ongoing support for the City of Johannesburg Situation Room.

In addition, Panagora Group plans to pursue proactive communication and coordination with other entities supporting Anova including FHI 360 to avoid duplication7.

Maternal, Adolescent and Child Health Institute (MatCH)

TSS began to support MatCH in FY19 at USAID request and in consultation with the organization’s leadership following the its transition from the Wits Health Consortium to an independent entity. TSS technical support to MatCH seeks to accelerate efforts to establish an independent, functional management and operational platform which facilitates program improvement, achievement of targets, and retention of high-performing staff. In quarter one, TSS provided on-site organizational project management assistance and M&E support (particularly related to data-cleaning)8. Following TSS assistance to engage HR recruitment firms, MatCH assumed ownership of further engagement with these firms for necessary talent acquisition. Following USAID approval in FY19 quarter four, Ana Diaz provided on-site support at MatCH’s head office in project planning, management, coordination, and organizational development from December 2-31, 2019. She achieved the following deliverables in FY20Q1:

• Organizational policies: 18 policies for HR, IT, finance and operations were reviewed and revised to ensure consistency and compliance with South African and United States Government rules and regulations. Additional policies were elaborated, including a Code of Ethics, with certifications for staff to review and commit to annually. A standard template was developed and approved by MatCH’s leadership to promote consistent structure and format, with inclusion of standard language to use in each section as well as a brief explanation of its purpose. TSS also developed a PowerPoint presentation to orient new staff on the revised policies. This support enables the MatCH workforce to have clear and digestible policies and procedures to guide their day-to-day work for quality service delivery toward achievement of the 90-90-90 targets.

• HR support on staff leave balances and payouts: A total of 654 staff leave requests were reviewed and balances confirmed using an Excel spreadsheet developed by TSS. Key gaps identified and corrected included 12% of the files which had math errors (n=80) and 59% which had incomplete leave payout and application forms. This assistance enabled MatCH to accurately calculate and resolve staff leave balances and payouts for 2019, contributing to staff retention and morale.

• PEPFAR indicator and data use bootcamp training: Ms. Diaz helped develop the objectives and agenda for a PEPFAR indicator and data use bootcamp training that will be delivered in FY20Q2 to MatCH’s program and SI staff. The three-day training will cover the current context and goals to achieve epidemic control; MatCH targets, indicators and

7 See the full proposed Anova FY20Q2 workplan in Annex C. 8 Read more about the M&E support provided to MatCH in the MERL report.



reporting requirements; the upcoming PEPFAR COP planning process; and PEPFAR indicators, including how they fit into the service cascade and acceptable sources. The training will also explore the Qode health information system that MatCH is adopting with support from Right to Care.

• Supporting program improvement: Provision of recommendations to MatCH’s program and SI teams on improving the accuracy and speed of data capturing at health facility level as well as how to better structure situation room meetings to facilitate data analysis and decision-making, following a site visit to KwaMashu Poly Community Health Center. Ms. Diaz also provided input to MatCH’s APACE program team lead to redefine the scope of work (SOW) for health facility case managers responsible for monitoring clients during their first year of treatment. Specific inputs included daily performance measures and orientation on PEPFAR program indicators directly related to their work.

• Assistance with data-cleaning processes: Ms. Diaz participated in MatCH data-cleaning and identified strategies to enhance the processes. She worked with MatCH’s program and SI teams to find ways to triangulate client data from the various health information systems used to identify clients from the list of those classified as unconfirmed lost to follow-up who may be on the list due to missing information as opposed to being true losses. Through various data analysis exercises and discussions with the teams on making small management improvements to data clean-up, she supported MatCH’s efforts to narrow the teams’ focus and make data clean-up activities more manageable for staff working overtime on the weekends to address the apparent gaps in initiation, retention and viral load coverage. Her ideas to improve the process of identifying viral load results not recorded in client files and/or in TIER.Net contributed to the reduction of “missing” viral load results by 26% and 30% at two of the largest antiretroviral therapy (ART) facilities which MatCH supports (Prince Mshiyeni and KwaMashu) over three days in December 2019.

An outbrief meeting between Panagora and MatCH was conducted on December 20, 2019, with discussion and agreement on technical assistance for the months of January and February 2020. This includes:

• Technical assistance on DATIM reporting. • Development and implementation of a MatCH SI/M&E restructuring plan. • Co-facilitation of the PEPFAR indicators and data use bootcamp training for MatCH staff. • Support for training of DoH M&E district officers on data analysis skills.

USAID technical expert Rachel Golin and TSS technical expert Ana Diaz with MatCH and health facility staff at

Inanda Community Health Center, supporting data-cleaning efforts



2.3 Support to USAID’s Health Office

Support secondment of key staff

TSS is supporting four technical experts seconded to USAID/South Africa’s Health Office. TSS provided onboarding to the technical experts, which included tailored information on USAID/PEPFAR and South Africa’s HIV response based on each individual’s role and previous experience, as well as orientation on administrative procedures. Technical experts seconded to USAID/South Africa’s Health Office: FY20Q1

Role Individual Description of Role Start Date Procurement Support Technical Expert

Rebecca Rohrer Provide procurement support related to the close-out of 25+ implementing mechanisms, start-up of 15 new implementing mechanisms, transition of grants to contracts and new five-year initial environment examination.

November 1, 2019

Supply Chain and Service Delivery Advisor

Jennifer Wray Provide technical support and leadership to USAID and the South African Government in supply chain and service delivery expansion, including coordination among US Government agencies, international organizations and donors.

December 2, 2019

Communications Advisor

Erica Rhodes Provide high-level, quality guidance, assistance and strategic communications support to the USAID Health Office, implementing partners, and other stakeholders to amplify the impact of its work and promote USAID’s position as a leader in HIV and AIDS programming.

November 25, 2019

Program Management Assistant to the Health Office Deputy

Lulama Makena9

Provide key administrative support to the Health Office Deputy Director and within the USAID Health PEPFAR program in South Africa.

October 15, 2019

9 Panagora was informed that Lulama Makena passed away on January 4, 2020 and will follow up with USAID regarding next steps for this role.



Communications support

With the arrival of the new US Ambassador to South Africa, Lana Marks, USAID has identified the need to develop a site directory as a resource for future high-level visits to showcase its work across the country and requested TSS to support this activity in quarter one. As a first step, TSS contacted 10 USAID implementing partners across the Care and Treatment (5), Key Populations (1), Prevention (1), OVC and DREAMS (3), and Gender-Based Violence (1) programs, who together recommended 140 sites for visits. TSS then developed a more detailed survey for implementing partners to complete with relevant site information using an online tool. The survey will collect information on site location and the implementing partner point of contact, target populations and services provided, strategic importance and good practices implemented, and USAID’s contribution. TSS plans to disseminate the survey in FY20Q2 upon USAID approval.

TSS also created a questionnaire to support implementing partners in developing site sheets, and produced a mock-up using MatCH-supported Addington Gateway Clinic in eThekwini, KwaZulu-Natal, which was featured during an interagency visit with USAID Mission Director John Groarke in September 2019. The proposed site sheet contains a brief history and overview of the facility, health data from the facility and district/province, services offered, challenges, successes, and advocacy items. TSS recommends that the questionnaire be built into the online survey to streamline the processes of recommending sites and preparing for high-level site visits. TSS recommends the creation of a new USAID email address to more effectively distribute, monitor and collate site information, which can be used for delivery and receipt of communication with implementing partners. The output data collected from the survey will become part of an online module that will be housed on a Google site. Siyenza and other relevant data will be added/updated with map visualization capabilities. This site will provide easy access to site information to respond to queries and generate report data. It will serve as a marketplace for site data and ultimately automate site profiles which overlay site demographics, interventions and success stories with existing performance data.

In quarter one, TSS received several short video production requests from USAID. These include a DREAMS clip with Ambassador Marks, as well as Siyenza and other program videos that demonstrate the breadth and depth of USAID work in South Africa and showcase USAID partners’ programming and how it impacts individual beneficiaries. TSS consolidated these requests into one document with specific proposals on production output, focus, audience, format, length, dissemination, data sources

TSS mock-up of site sheet: Addington Gateway Clinic



and timelines. TSS also identified a potential service provider, What Took You So Long, which provided a technical proposal and quotation. TSS sent this information to USAID for confirmation at the end of quarter one and is following up with regard to the way forward.

Organizational capacity development

The PEPFAR team operates in a challenging environment, with high stakes (money, reputation, and the lives of the people who are being served by PEPFAR) and tremendous pressure from all sides to perform, to reach targets, to monitor implementers, and sometimes turn on a dime when course direction decisions are made at higher levels. Strengthened relationships and communications would serve to facilitate the functioning of the team and the ability to accomplish PEPFAR’s goals. To that end, Panagora was tasked with sourcing a facilitation and team strengthening expert to work directly with the PEPFAR Oversight Committee. In FY19Q3, TSS Interagency Retreat Facilitator Sylvia Vriesendorp designed and facilitated a PEPFAR Oversight Committee retreat. The retreat, held in June 2019, was designed to improve team dynamics, help facilitate actionable commitments moving forward, and improve understanding of viewpoints. USAID requested TSS to facilitate a series of additional retreats in FY20Q1 to build relationships and address technical and leadership topics. These included:

• One-day retreats with members of the Care and Treatment team (October 8) and Prevention team (October 10)

• Half-day retreat with the Front Office • Half-day retreat with middle management (team leads) • One-day retreat with the entire Health Office staff • One-day retreat with top and middle management

Care and Treatment and Prevention retreats The two retreats with members of the Care and Treatment team and Prevention team were designed to facilitate and foster a positive and comfortable environment for discussion on how to reach the goal of achieving HIV epidemic control. Activities and exercises explored ways of moving forward in an often complex and evolving context, listening and problem solving as a team, and creating insights about opportunities and possibilities regarding the challenges that stand in the way of success. The TSS facilitator’s workshop report documented issues raised by participants as hindering progress, including difficulties regarding roles and responsibilities, perceptions of unequal workload, and interagency tensions. It also documented observations from the retreats related to commitment, psychological safety, leadership at all levels, stress at work and in the interagency space, and Western management legacies. The facilitator provided recommendations – with practical application examples – such as exploring barriers, questioning automatisms and rituals, holding conversations that expand rather than limit possibilities, experimenting, ending the spread of stress, and striving for organizational health.

http://www.whattookyousolong.org/



Health Office retreats by staff level and full Health Office retreat Building on the momentum of the retreats with the two technical teams, the TSS facilitator conducted four additional sessions with different groups to further reduce barriers to the Health Office’s effectiveness and productivity. These groups included Front Office staff, team leads, and top and middle management. A one-day retreat was also held with the entire Health Office staff. The Front Office and team leads retreats incorporated a number of topics which the Health Office director requested, including roles and responsibilities, supervisory relationships, consensus, and feedback, as well as alignment around the vision, common norms, professionalism and dealing with change. Team leads developed work products, including a list of ways they can improve results and work climate, and a list of commitments to enhance personal and team functionality and performance. The full team retreat was designed to strengthen cohesion and alignment of the Health Office staff around shared aspirations (to improve the health of South Africans) and the goal of controlling the HIV epidemic. This included reviewing what it means to reach epidemic control and how USAID’s work aligns with the South African government’s priorities, being clear about their specific roles and responsibilities to advance towards the goal, observing dynamic team forces at work, and preparing for COP20. Team members participated in a simulation and self-assessment exercise to explore and build understanding of the various forces acting on staff at different levels which work against one’s effectiveness, foster better comprehension of how one’s own position and role is a critical prerequisite to effective delegation and participative management, and identify ways to be more effective in one’s role. Strategies were identified and allocated to specific staff members, such as increasing Government ownership and development of a Knowledge Management strategy. A theory of change was developed with “if” and “then” assumptions, as well as a detailed table with questions to prepare for COP20, related to integration, prevention, innovations in care and treatment, Government engagement, sustainability, interagency strategy, and performance measures. The TSS facilitator’s workshop report covering these four retreats included the work products developed, as well as findings and recommendations related to work climate, energy (self and others), change, mindsets and self-reflection and coaching and asking good questions. Both workshop reports included several organizational development resources for further reference and use.

Participant comments It was a good experience to be together as a whole team; the interactions in our own Team Lead team were great. In the All-Hands retreat, I came to recognize the wealth of experience and expertise we have, remember why we work here, what the PMAs said and the critical role they play. The informal roles were revealing, there was self-appreciation. The [All Hands] retreat was fun and informative. Today I take away the importance of reframing, refocusing and redirecting. I want to be more conscious of the energy I/we bring to the table.



Data verification audit

During FY19, USAID funded implementing partners to provide voluntary medical male circumcision (VMMC) through local sub-contractors. Panagora was asked to support a data verification audit for the invoices which were submitted for the VMMC services conducted by one of these partners from January to June 2019. The data verification audit has included:

• Tagging 61,849 files. • Checking a random sample of 13,426 files using an approved set of criteria (using an Excel

checklist). • Summarizing the findings per criteria per invoice in a standardized report. • Phoning a subset of clients/guardians to confirm the VMMC service was provided10.

At USAID’s request, this activity was given top priority in December 2019, requiring Panagora to re-prioritize other activities and reallocate its management and oversight accordingly. In December, there were 15 working days dedicated to the VMMC services audit, including six full-time technical experts and a coordinator through TSS,11 in addition to contributions from six USAID staff. Panagora also provided high-level leadership input and review from Home Office staff. From inception of the activity, and due to the urgency required by USAID/Washington, Panagora sent daily data verification update emails to continuously inform the USAID/South Africa team on progress, concerns or clarifications. In addition, Panagora had frequent meetings with the USAID team to clarify questions or concerns and to finalize criteria for the final reports. The results of the verification thus far are not included in this report due to the sensitive nature of the activity and data. The urgency and scope of this audit is immense; it will be finalized in January 2020.

2.4 TSS scopes of work and short-term technical assistance

During this reporting period, TSS had the following active SOWs and corresponding short-term technical experts. The technical work under these SOWs is described throughout this report. Organizational Project Management Specialist Ana Diaz was approved by USAID at the end of quarter four and began her work under TSS in FY20Q1. She initially provided support to Anova in the areas of policy review (with Carlos Orte) and job family revision. From December, Ana provided on-site assistance to MatCH’s head office, supporting project planning, management, coordination, and organizational development, working closely with the TSS Project Director and MERL Chief of Party. A total of six TSS SOWs and one job description were finalized in FY20Q1, as were an additional four MERL/TSS cross-cutting job descriptions. Weekly recruitment team meetings are held to manage the processes of developing numerous SOWs and alignment with multiple candidate evaluations and approvals.

10 Calls were only made for Invoice 13 and were then stopped for the remaining invoices. 11 While most individuals working on this exercise were funded under MERL, the coordination was led by TSS Organizational Development Integrator Annie Parsons as well as the TSS Project Director.



TSS SOWs, short-term technical assistance and long-term home office (HO) and activity office (AO) staff support: FY20Q112

Task Scope of Work Description Individual LOE for

FY20Q1 Contributions in FY20Q1

Task 1 Technical Support Services

MERL Chief of Party and Panagora South Africa Country Director

Katie Reichert

7 Support overall leadership, management and technical

direction of the contract Project Director Bonnie

Medeossi 55 Overall leadership, management

and technical direction of the contract

Technical Startup Donna Peter 14 Developed SOWs and managed recruitment efforts for new

technical advisors Retreat Facilitation Sylvia

Vriesendorp 19 Development and facilitation of

a series of retreats with USAID/South Africa Health Office

staff Organizational Development Assistance

Traci Dixon 63 Anova organizational development support (overall coordination and leadership)

Policies and Procedures Benchmarking

Carlos Orte 49 Anova organizational development support (policies

and systems integration) Anova Filing and Space Technical Assistance

James Statman

18 Anova filing/data flow SOPs and maintenance SOPs per site

Organizational Project Management Specialist

Ana Diaz 36 MatCH organizational development support (policies

and HR assistance) Solutions Advisor-Technical Design and Writing

Johanna Theunissen

38 Program document writing, editing and formatting

Organizational Development Integrator

Annie Parsons

12 Lead coordinator for VMMC data verification exercise

Senior Supply Chain Advisor (Seconded)

Jennifer Wray

11 Technical support to USAID in supply chain and service

expansion KMC Specialist Darraine

Maxwell 4 Knowledge management and

communications support

Task 3 Program and

Operations Support Services

Communication Advisor (Seconded)

Erica Rhodes 24 Developed site visit directory and sample factsheet

Procurement Support Technical Expert (Seconded)

Rebecca Rohrer

11 Support with close out and startup of implementing

mechanisms Program Management Assistant (Seconded)

Lulama Makena

20 Key administrative support to the USAID Health Office Deputy

Director HO and AO Support HO and AO

staff 181 Headquarters support

12 Individuals in this table fall into the professional technical labor category of “Technical Advisor”, and includes home office and activity office staff.



The following table describes the professional technical labor categories and the allowed base period number of workdays as outlined in the TSS task order.

Level of effort (days) by technical labor category: FY20Q1

Activity Tasks FY20Q1 LOE

Task 1 – Technical Support Services 327 Task 2 – Capacity Building 0 Task 3 – Program and Operational Support Services 203 Total 530

3. SUMMARY OF ADMINISTRATIVE SUPPORT

3.1 Panagora expansion to meet USAID Health Office needs

Panagora continues to expand its human resources capacity to further strengthen its ability to effectively and efficiently support USAID/South Africa’s Health Office and respond quickly to requests. In August 2019, Panagora was requested to ramp up activities, which included hiring additional staff and procuring equipment, including seven vehicles.

Panagora is dedicated to finding and hiring high quality candidates through careful screening, interviewing, and skills testing of candidates. For positions which require specialized skills and expertise, or for more senior positions, Panagora’s experience shows it takes between 3-6 months to fill these types of positions. This may include candidates’ notice period, which in South Africa can be up to 30 days.

Once Panagora received the directive to hire additional staff in August 2019, all but one of the new positions identified were posted by August 28, 2019. Applications for each position were subsequently reviewed, with completion of short-listing and interviews. In some cases, Panagora was unable to find candidates that met its requirements, and recruitment efforts have continued through organizational and personal networks, as well as the engagement of recruitment firms in South Africa. From August 2019, eight of the 25 new positions have been filled, five of whom started in FY20Q1. Seven positions for drivers were dependent on the hiring of the fleet manager, who is now on board.

New staff hired in FY20Q1 Project Role Individual Start Date

TSS Program Specialist Princess Maphothoma December 2, 2019 MERL/TSS (shared) Program Specialist Amogelang Phaka December 2, 2019 MERL/TSS (shared) Fleet Manager Nyiko Ngoveni December 2, 2019 MERL Program Specialist Mafoko Phomane December 2, 2019 MERL Project Manager Elizabeth Hobbs November 1, 2019

3.2 Regular engagement with USAID/South Africa Health team to meet changing needs

USAID/South Africa Health Office’s support needs change and evolve rapidly. To meet these needs and adapt activity implementation as needed, Panagora’s South Africa Country Director/MERL Chief



of Party communicated regularly with USAID/South Africa Health Office staff and relevant implementing partners. On September 13, 2019, Panagora’s Contracting Officer’s Representative (COR) requested the suspension of routine meetings, which are expected to be reinstated in FY20Q2. Panagora provided weekly update emails to ensure that the COR and relevant USAID/South Africa Health Office counterparts were frequently appraised of progress. These updates outlined the various activities under MERL and TSS, and contained key achievements and developments, as well as next steps. During quarter one, the structure of the updates was enhanced to the following:

Specific Task/Ask: Panagora point of contact: Individual | USAID point of contact: Individual • Status: outlining where we are and what we have delivered to date• Future Plans: next steps during the coming week/month• Needs from USAID: feedback, guidance, direction, etc.

3.3 Short-term technical assistance recruitment via Panagora’s Consultant Database

Panagora’s international database includes over 6,500 experts. To assist with ongoing identification of local experts, Panagora supplements its database with advertising and searches on Devex, ReliefWeb, Pnet, South African Monitoring and Evaluation Association, LinkedIn, and through the professional networks of staff and technical experts. Panagora’s database of South Africa-based experts grew by 26 in FY20Q1, with a total of 379 candidates available for a wide array of short-term technical assistance assignments. In addition, Panagora continues to add to and refine its international database in order to have the largest pool of qualified technical experts (based on skills and experience) for upcoming work for both MERL and TSS. For its recruitment database, Panagora uses Zoho, a software with an integrated platform that tracks and categorizes candidates from the application stage through shortlisting, interviews, vetting, and selection.



4. LESSONS LEARNED, RECOMMENDATIONS, AND PLANS FOR THE UPCOMING QUARTER

4.1 Lessons learned and recommendations

Panagora South Africa has refined its menu of services to support USAID/South Africa’s goals to include:

• Technical Support - Strategic Information: Data interpretation, analytics, etc. - Clinical: including site visits - Technical Experts including secondments

• Program Management

- Situation Rooms to analyze data and determine actions for improvement

• Knowledge Management - Google Site - Siyenza site visit coordination and management

• Communications & Dissemination

- Videos and communication documents - HIV SHARE Space

• Resources & Operations

- Panagora Space – logistics, meetings, vehicles - Conference/Venue space for strategic meetings

Panagora South Africa has identified the following lessons learned and best practices, which are already being implemented:

• Facilitate more regular engagement with USAID Contracting Officer (CO), COR and others in the USAID Health Office to set strategic vision, align expectations and clarify asks, and to ensure Panagora has the people, systems and protocols in place to meet Health Office needs and contract requirements.

• Lead routine meetings between implementing partners, Panagora and USAID to ensure alignment, specify expectations, and define outcomes so that we are all working toward the same goal.

• Convene technical meetings with key members of the USAID Health Office teams (SI, Care and Treatment, Prevention, Health Systems Strengthening and others) and implementing partners to review data and develop clear action items, leveraging Panagora’s technical resources to support the partners to implement action items and USAID to achieve results.

• While TSS support to Anova has gained traction and made notable progress in the last two quarters, there have been challenges related to the organization’s systems automation and file system strengthening. TSS support to acquire service providers through RFQs for each of these projects have not yielded appropriate responses. Large-scale projects may be better supported through on-site technical experts embedded within implementing



partners who are able to continuously clarify the scope and scale of work and address unexpected circumstances and challenges as they arise.

• To enhance quality check/assurance flow processes, Panagora has developed tools to document USAID requests, expected outcomes, Panagora’s approach to the work, level of effort needed, timelines - and when completed - feedback to ensure high-quality products are delivered and feedback is incorporated for ongoing improvement. To further strengthen this key process, we are going to use program management platforms (such as Monday.com) and a standard request intake procedure to ensure provision of quality products that meet USAID’s expectations.

• Panagora is most effective when engaged to deliver on specific deliverables, projects and assignments, rather than supplementing routine tasks. For example, since Panagora does not have access to critical USAID and PEPFAR data systems, it is challenging to perform the routine data analysis. In cases where USAID requires support with routine activities, optimal performance will be achieved by working in close collaboration with the USAID Health Office team.

• Operations of the Collaboration and Learning Hub: Panagora support offices, procurement, finance and logistics requires a Finance and Operations Director to allow the Country Director/MERL Chief of Party to focus on supporting technical excellence. Recruitment for this role is ongoing, with plans to fill it during FY20Q2.

4.2 Plans for the upcoming quarter

In FY20Q2 (January to March 2020), TSS will continue to support the work of USAID/South Africa’s Health Office through the provision of technical support services, capacity building and program and operations support services. In January 2020, Panagora Home Office leadership, including President and CEO Betsy Bassan and Health Office Director and TSS Technical Supervisor Jasmine Buttolph, along with Panagora South Africa leadership, will have a series of meetings with USAID, including TSS CO and COR to: review the current SOW, status and future activities; set a vision for Panagora South Africa and MERL and TSS activities; and set expectations, review norms (engagement, communications, collaboration) and identify priorities given the current and anticipated funding. The workplan activities below are proposed by TSS and will be adjusted and prioritized based on discussions during January 2020.



TSS work plan: FY20Q2 Area Description Outputs

Support USAID Implementing Partners

Anova Health Institute Support for:

• Talent management, recruitment and human resources, including the finalization of the revised job families, streamlined job titles and grades per title

• Organizational capacity development, including executive coaching for middle and senior management

• Strategic technical support and policies and procedures benchmarking • Filing assessment and systems strengthening

*See detailed FY20Q2 Anova workplan in Annex B

Maternal, Adolescent and Child Health Institute (MatCH)

Support for: • Technical assistance on DATIM reporting • Development and implementation of a MatCH SI/M&E restructuring plan • Co-facilitation of the PEPFAR indicators and data use bootcamp training for MatCH staff • Support for training of DoH M&E district officers on data analysis skills

Training to implementing partners to enhance program management for optimal performance

Series of adult learning sessions for USAID implementing partners to cover topics such as: • How to run effective meetings • PEPFAR Indicators 101 • Tracking burn rate against performance

Organizational Development to Scale Toolkit

Develop organizational development tools and toolkit

Support to USAID’s Health Office

Facilitate Health Office retreats As requested, facilitate Health Office discussions to work through a number of technical and leadership topics. The retreats will give staff an opportunity to consciously discuss how they work as an office and where they see their programs going.

Support the Health Office during the COP planning season

Provide support with COP documentation (e.g. slides, write-ups) Provide technical input into the COP planning sessions

Coordination of the VMMC data verification exercise

Data verification exercise for four invoices complete and final reports submitted



Area Description Outputs Second Short-Term Technical Experts and Long-Term Positions

Support seconding of short-term and long-term positions to the NDoH and USAID, including facilitating recruitment, management, and communication of outcomes from these roles

Recruit and second requested short-term technical experts and long-term positions: • HR• Senior Supply Chain Manager• Communications Advisor

Panagora South Africa Technical Support

Development of technical tools, resources, toolkits to support USAID, NDoH and implementing partners

Technical expert recruitment for USAID and implementing partners



Annex B: Anova’s revised HR policies and procedures

Policy SOP Process Process Output Documents or Forms Anova

status Delivery date

(draft 1)

Employment Policy

Talent Recruitment

SOP

N/A Employment Policy 2 (to improve)

Completed

N/A Talent Recruitment SOP 2 Completed

Identifying vacancy/role

Approved requisition

form

Requisition Form template 2 Completed Job Profile (min requirements, KPAs) template

1 (in place) Completed

Advertising of position

Jobs advertised

External agency advertising Template

3 (to develop) Completed

Newspaper template 3 Completed Online advert template 3 Completed Internal email advert template 1 Completed

Longlisting

CVs captured in database

Recruitment Matrix 2 Completed

Shortlisting

Biodata form / AID 1420-17 1 Completed Terrorist checks / website 1 Completed Reference Template 3 Completed BBBEE checklist? ?

Interview

Interviews completed

and documented

Selection Panel checklist / form 3 Completed

Interview guide template and score sheet template 2 Completed

Selection

Candidates selected and offer made

Regret letter template 3 Completed Negotiation

with preferred candidate(s)

Negotiation guide 3 FY20Q2

Offer

Offer letter template with draft contract 2

FY20Q2

Rejection - complete checklist of recruitment process to close file 3 FY20Q2

Accept Offer Employee contracted Final contract 2 FY20Q2

Talent Onboarding

SOP

N/A Talent Onboarding SOP 3 Completed Onboarding

Employee onboarded

Onboarding guide 3 FY20Q2

1-month review

KPA definition and how to define them guidance form 3 FY20Q2

Onboard checklist 3 FY20Q2 Completed personnel file checklist 3 FY20Q2

Performance feedback template 2 Completed

3-month review Performance reviewed and objectives set

KPI definition and how to select guidance form 3 FY20Q2

Performance feedback template 2 Completed Performance contract (Part A) template 1 Completed

Individual Development Plan (Part B) template 1 Completed

Termination of probation Probation

completed and

employee

Letter of termination template 3 Completed Closed personnel file checklist 3 FY20Q2

Extension of probation

Letter of extension of probation 3 FY20Q2 Performance improvement plan template 1 Completed



Policy SOP Process Process Output Documents or Forms Anova

status Delivery date

(draft 1) Confirmation of

employment continues or terminated Letter of confirmation template 3 FY20Q2

Talent Review SOP

N/A Talent Review SOP Completed

Performance Review

Performance reviewed

and: i) employee terminated;

or ii) perf

contract and L&D Plan

agreed for following year; and iii) some

employees enrolled in

specific talent

development plans

Performance contract (part A) template 1 Completed

Individual Development Plan (part B) template 1 Completed

Talent Assessment (part C) template, including potential & flight risk

3 Completed

Performance Assessment: 2

or 1

Performance Improvement Plan template 1 Completed

Improved after 3 months?

- No

Start Incapacity Procedures for termination of employment. Incapacity guidelines

3 FY20Q2

Improved after 3 months?

- Yes

Revisited Performance Contract (A) 1 Completed

Learning & Development Plan template 2 Completed


Revisited Performance Contract (A) 1 Completed

Learning & Development Plan template 2 Completed


or 5

Talent Development "registration" template 3 FY20Q2

Performance Based

Incentives For further discussion TBD

Mid-year Informal review Guidelines for informal review 3 FY20Q2

Repeat yearly cycle



Annex C: Proposed FY20Q2 Anova workplan

Key Area Tasks Jan 2020

Feb 2020

March 2020

OD and Strategic Technical Support

Complete Anova headquarters organogram, with a focus on M&E/ strategic information (SI) team functions Develop APACE provincial and district-level staff organograms. building off of existing templates to ensure staff-to-target achievement Support brainstorming and revision of 2019-2020 Transition Plan, including tactical transition approaches to bridge effectively between M&E/SI and the program team Identify strategies to alter organograms where recruitment challenges exist

HR and Talent Management

Develop backstopping approach for M&E/SI and HR functions to meet targeted needs, such as mapping the roles and responsibilities of the Parktown M&E/SI team; add recruitment firms/vendors to source backstopping personnel Conduct a recruitment process mapping workshop using metrics-based process mapping to provide a bridge between current processes and automation; will also support automation decision-making Mentor HR staff for effective recruitment management

Systems Automation

Conduct metrics-based process mapping sessions to support finance and procurement and other identified areas Conduct initial discussions on dashboard development to support status updates and senior management decision-making

Filing Systems Strengthening

Support the review of work completed to date by Anova’s records management team Assess Limpopo and Cape Town records management processes Develop a file management SOP and job aids Establish a toolkit for ongoing post-file clean-up assessments and build the records management team’s capacity Develop an outline for a records management transition plan

Policies and SOPs

Finalize revision of policies and procedures Develop a communication strategy to roll out the introduction of the revised policies and procedures

Remuneration/ Salaries Benchmarking

Finalize remuneration/salary benchmarking to include new positions added when acquiring Cape Town operations Develop a position title restructuring plan to ensure reporting lines are clear

Programmatic Improvement/ M&E/SI Support

Focus on Cape Town support Develop a workshop on “What is M&E/SI” for all managers to support bridging M&E/SI and programs Develop M&E SOPs for data cleaning and processes, 28-day calculation, etc.



Key Area Tasks Jan 2020

Feb 2020

March 2020

Draft M&E/SI roadmap through the end of FY2020, working collaboratively with teams to secure buy-in; to include plan for how M&E staff will be managed COJ Situation Room – chair, set agenda and act as secretariat for monthly meetings Develop metrics to demonstrate process steps effect on targets