The HAPA Support Program - usaid

with baseline data gathering and projed objectives and indicators would be of great use
to both field and headquarters staff of a new PVO DIYIAIDS prevention project.
Interacting with the HAPA Support Program
Headquarters staff reported good interpersonal and professional relations with the HSP staff.
Some headquarters personnel were the only individuals in their pya involved with
mYIAIDS activities, and tended to rely more on the HSP for feedback and suggestions on
such matters as identifying consultants and interpreting reporting guidelines.
Headquarters staff expressed appreciation for the collaborative style of HSP. pyas were
consulted and provided input that was used in making decisions about various aspects of the
management of the grants program, such as specific reporting and evaluation requirements.
One HQ staff member stated, "What was different about HAPA was the sense ofreal
collaboration, cooperation and appreciation for the experience and contributions of the PYOs
in areas of their own expertise - in solving the problems. It's the idea of a participatory
management style that makes it possit-le for everyone involved to have a share and an
investment in the success of the project." Participation of PVO staff in the development
and operation of the support program was an important reason that PVOS generally
viewed the HSP as helpful, and saw the grants program as successful.
All the headquarters staff attended meetings and workshops organized by the HSP to discuss
technical and logistical issues, clarify A.I.D. policies and strategies, and improve
communication among the PYOs. As a result of these meetings, as well as conferences
organized by the National Council of International Health (NCIH) AIDS project, collegial
relations were reported among PVO headquarters staff. Positive working relationships were
developed despite the reality of ongoing competition among PVOs to find funding for
mvIAIDS projects. PVO headquarters staff found the support program a useful source
of technical and organizational information, and valued the opportunity to exchange
ideas with their colleagues at meetings organized by the HSP and by Nelli.
Reporting and feedback
Each pva developed a process for responding to the comments of the HAPA technical
advisory group (TAG) on the detailed implementation plan and midterm progress report.
This process usually involved extensive communication between headquarters staff and field
staff, in order to review each comment. For example, one headquarters staff person sent the
comments out to the field and then visited the field staff a few months later, to decide
whether or not a specific action should be taken in response to comments that pointed out
weaknesses or recommended changes in the project.
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