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Engaging Civil Society_Roma Solomon_Judith Omondi-Anyona_5.9.14

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Engaging Civil Society_Roma Solomon_Judith Omondi-Anyona_5.9.14

  1. 1. INVESTING IN CIVIL SOCIETY ORGANIZATIONS FOR SUSTAINED IMPACT Presented by: Judith Omondi Anyona Program manager GAVI CSO Project GAVI CSO Constituency
  2. 2. Background of the GAVI CSO constituency project:  The project is funded by Global Alliance for Vaccines and Immunization (GAVI)  The Constituency draws membership from 300+ CSOs globally  Their efforts are coordinated through a 20 member Steering committee who are HSS, advocacy and Immunization champions and professionals.  The SC works with GAVI to ensure that CSOs are engaged and fully utilized  CRS was nominated by the SC to perform the role of a grants manager GAVI CSO Constituency
  3. 3. GAVI CSO constituency Project Goal: Promote involvement of CSOs in the health sector GAVI CSO Project Objectives: (1) Facilitating organizations have established fully functioning civil society platforms to engage in immunization and health system strengthening processes (2) CSO platforms apply new knowledge and skills to engage in discussions around HSS-strengthening for immunization (3) CSO platforms work closely with governments and development partners on immunization issues (4) CSO platforms mobilize communities to participate in immunization activities through education and communication to create demand for vaccinesGAVI CSO Constituency
  4. 4. WHY IT IS NECESSARY TO INVOLVE CIVIL SOCIETY ORGANIZATIONS? GAVI CSO Constituency
  5. 5. CSOs allow for services to be expanded to full scale  CSOs are based in the community.  CSOs are trusted by the community and are able to influence health seeking behavior.  CSOs conduct community mobilization, ser vice delivery & case follow up.  CSOs will remain in the community GAVI CSO Constituency
  6. 6. There is a global recognition that CSOs must work in coordination with the government. One major barrier is that some CSOs lack the systems and guidance to effectively advocate on behalf of the people that they serve. They may lack coordination as a unified body. This can change with focused capacity strengthening.GAVI CSO Constituency Investing in CSO
  7. 7. Capacity Building Needs of CSOs How CRS responds
  8. 8. The CSO platform model implemented in 23 countries GAVI CSO Constituency FACILITATING ORGANIZATION (F.O) MEMBER ORGANIZATION 1 MEMBER ORGANIZATION 2 MEMBER ORGANIZATION 3 MEMBER ORGANIZATION 4 MEMBER ORGANIZATION X The F.O is the Platform coordinator and sub- grantee  CRS selects F.O through call for proposal  Proposals are reviewed, revised then approved  Approved F.Os are assessed and sub-granted  F.O invites other CSOs to form a platform
  9. 9. Capacity building process for CSO:  Training needs and resource assessments to determine areas of strengths and weaknesses. (technical and management)  An action plan is developed to target skills improvement  Through trainings, site visits, mentorship, peer exchanges and other methods of sharing, CSO platforms attain needed skills.  CRS country programs provide mentorship to build financial and program management systems  External experts are linked to local experts for coaching in advocacy, communication and variety of technical areas  CSOs carry out study visits to learn others’ best practices  CSOs document and share their learning  Skills assessment is repeated GAVI CSO Constituency
  10. 10. Accomplishments to date GAVI CSO Constituency
  11. 11. CSO platforms mobilize communities to participate in immunization activities  In the first year of the project, 5,314 health workers/volunteers were trained to deliver immunization services.  20,453 community volunteers and 15,142 health workers were trained in community mobilization activities.  More than 280 CSO stories promoting vaccination have GAVI CSO Constituency
  12. 12. Facilitating Organizations have established functioning CSO platforms 14 national level platforms established; nine strengthened and in the process of establishing the platforms 1050 civil society advocates have been trained in advocacy, social mobilization and project management. More than 300 CSO Platform members have been trained in health system strengthening application processes. CSOs linked to MoH, WHO and UNICEF GAVI CSO Constituency
  13. 13. CSO platforms applying new knowledge and skills and engaging in discussions around HSS for immunization 12 CSO platforms have a seat on the appropriate decision making board. CSO platforms have held 131 meetings with government and development partners to discuss immunization issues. CSO platforms have carried out 134 advocacy campaigns and 142 educational events on health systems strengthening. GAVI CSO Constituency
  14. 14. CSO platforms work closely with governments and development partners on immunization issues  CSOs and governments are now planning together.  Ten GAVI HSS proposals were submitted with CSO inputs.  13 of the 23 CSO platforms carried out joint immunization activities with government partners.  Additionally, CSO partners attended 31 regional and international HSS events to shape the direction of HSS strategy GAVI CSO Constituency
  15. 15. CSOs now have a role at each level of the health sector  Community level: CSOs advocate for vaccine uptake at the community level and share grassroots data with the MOH.  Sub-national level: CSO have provincial level platforms to capture the voices of those who live in hard-to- reach areas  National level: CSOs meet with MOH and key development partners and support them in the GAVI HSS application process.  Global level: CSO build relationships with GAVI structures including the GAVI CSO Constituency Steering Committee, and regional and GAVI CSO Constituency
  16. 16. The Ghana experience in CSO COALITION formation and coordination
  17. 17. Ghana Coalition of NGOs in Health represents 500+ partners from every part of the country GAVI CSO Constituency  GCNH represents 500+ partners from every part of the country  To create space for CSOs to work together as a team to be able to negotiate with government on health issues  To ease the burden of coordination that government and development partners were facing  To create streamlined funding and communication channels  To provide the evidence for advocacy from the grass root for policy level engagement
  18. 18. Key accomplishments: National and Global level:  Permanent seat on ICC, CCM, Partners meetings and recognition by the Ministry of Health  Submitted the HSS proposals jointly developed with GHS with a defined role and earmarked funds for CSOs  They organized annual CSO health forum for all CSOs and other health partners at national and regional levels.  Members reached 100 hard to reach communities with immunization and maternal Health services in Central and Volta  Coordinate joint monitoring of health facilities by Ministry of Health, Ghana Health Services and other development partners  Capacity building of members in proposal development, advocacy, etc  Hosted the various platform for a study visit Community level  Members reached 100 hard to reach communities with immunization and maternal Health services in Central and Volta  Partners trained 222 community volunteers and 308 TAs as agents of immunisation  29,437 youth were reached with HIV prevention interventions in 2013  29,365 were reached with stigma reduction activities GAVI CSO Constituency
  19. 19. Conclusion:  There is a role for INGOs in strengthening the capacity of in country CSO partners  CSOs are making an impact in increasing immunization to underserved populations  CSO platforms have shown that with a collective voice it is possible to influence policy  With strengthen capacity, the CSOs can be accountable and produce results  CSOs have the technical capacity to contribute to HSS and other areas of child health services
  20. 20. What next for CSOs:  CSO need to utilize the developed skills to influence the health sector  Collaborate more with stakeholders and ensure that the relationship is working properly  Continue to hold consultations and provide feedback to stakeholders to shape their strategies  to ensure that both local and global advocacy issues are represented  to improve stakeholders knowledge of what actually happens at ground level and the real impact of the work done; and  to better align stakeholders actions with community needs.
  21. 21. Finally:  Voices of country platforms:
  22. 22. Thank you for your time and commitment to improving health outcomes in the developing world. For more information contact Judith Omondi at judith.omondi@crs.org GAVI CSO Constituency
  23. 23. Questions (10 mins round table discussion) 1. How can we work better with Civil Society? 2. Who is already working well with Civil Society? 3. How can I/my organization work better with Civil Society?
  24. 24. Current implementing countries Phase 2 1. Chad 2. Guinea 3. Haiti 4. India 5. Liberia 6. Malawi 7. Nigeria 8. Pakistan and 9. Uganda Phase 3 1. Banglades h 2. Benin 3. Cameroon 4. Madagasc ar 5. Mali 6. Sierra Leone 7. Togo 8. South Sudan andGAVI CSO Constituency Phase 1 (graduated) 1. Burkina Faso 2. DRC 3. Ethiopia 4. Ghana 5. Kenya
  25. 25. CRS management support to F.O at two levels  CRS Global Management Unit  Launches requests for proposals from in-country Facilitating Organization  Coordinates the proposal review process  Manage communication with the donor and CSO constituency  Coordinate technical assistance (global trainings, webinars, fact sheets, linkage to consultants)  Linking FO to stakeholders at various levels  Reporting  Supports project performance to achieve set indicators  CRS at Country Program level  Conducts assessments for the FO (organizational and financial capacity)  Develops corrective plans and mentors FO towards this  Disburses, monitors and reports on in-country grants  Monitors FO workplan implementation  Provides M& E support using Indicator Performance Tracking Tool  Supports FO at various high level meetings

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