IRD BSF-IA Proposal - Basic Services Fund SOUTH SUDAN

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with the CHD staff to improve Disease Surveillance, M&E, County Nursing, and Pharmacy Technician functions. The MCH Supervisor combines responsibilities of Maternal Health Coordinator of payam level and Nutrition Officer of the CHD, and does the same as PHC Supervisor, but specific towards TBAs and midwives. The MCH Superviser (Internationa) will work closely with JDF staff on nutrition project, ANC and Maternity Ward. The PM will also oversee the international Construction Manager/Water Sanitation Manager (CM/WSM) who will lead construction and rehabilitation activities, coordinate labor for activities, and be responsible for overall design per MoH guidelines. The CM/WSM will also work closely with the MWRI and local authorities to direct trainings for VWCs and pump mechanics and handle the water quality testing. The GoSS and Community Training Liaison (Sudanese) is responsible for community and local GoSS communication and mobilization in Duk County, and MoH and MWRI Directorate in Bor, and plans and coordinates meetings. A Sudanese Logistics Officer will work with the PM and CM/WSM for delivery of supplies and materials for distribution. The international JDF Project Manager (15 months) will also report to the PM and work closely with the PHC and MCH Supervisors and is responsible for coordination of project activities with the DLBC. All staff in Duk will report to and be supported by the team in Juba: the IRD Country Director, Finance Manager, Logistics Officer and Security Officer. The project will also receive technical assistance from an HQ based Technical Officer and an international Technical Consultant, to lead the assessments and base and end line surveys. 8.4 Describe the partnership arrangements with government and other possible implementation partners (e.g. civil society) for effective project implementation. Since January 2009, IRD has worked closely with local government and traditional leaders throughout Duk’s eight payams. IRD has nurtured a strong relationship with the County Commissioner’s Office, the CHD and local authorities. These local stakeholders trust and recognize the results achieved under CHESS, while understanding that further BSF funding is an interdependent means for improved and sustainable service delivery. In planning for this project and future sustainability, project activities have been designed and prioritized in close coordination with the County Commissioner, local authorities, and state level MoH and MWRI representatives for Jonglei, and IRD has their commitment to support and maintain project investments. Under the proposed project, these established relationships will be enhanced through an increased mentoring approach in which IRD staff will provide close guidance for sector planning, implementation and monitoring. Project staff will be dedicated to providing service delivery actors with training and support to achieve even more tangible results, thus building community and local leader trust in service delivery maintenance and ownership. 8.5 Describe the NGOs exit strategy (and therefore a government/civil society entrystrategy): Specify a training and capacity building plan to ensure that project activities be continued by government or civil society partners in a sustainable manner after project closure? IRD has attempted to realistically assess the complexity of the current situation of the health and water and sanitation systems of South Sudan, and particularly in Duk County, and understands that full sustainability can not be achieved within the life span of this project. Therefore, IRD will adhere to a strategy of step-by-step transition from fully dependant to a sustainable and functioning basic service delivery system from a long-term perspective. This project is still primarily focused on initial steps of the rebuilding of the health and water and sanitation system. IRD will invest in quality healthcare infrastructure, professional capacity of health and water and sanitation personnel, and introduction of managerial tools and systems. At the same time, local government, civil society and communities will gradually become more involved in management of these systems and accept more ownership. The next stage of the exit strategy in the long-term will be to hand over all managerial responsibilities to the CHD and persons in charge of health facilities, but with strong coordination, supervision and advice from IRD. However, the full exit cannot be possible until the government is able to finance the health system in full. Thus, IRD will use a mixed approach in its exit strategy based on gradual transition from a humanitarian aid project to one more focused on the provision of technical assistance. To ensure that the proposed initial stage of this exit strategy is International Relief and Development US Basic Services Fund and Mott MacDonald 9
successful, IRD has developed a plan for capacity building of health workers and health administration of the county, which includes: 1) the development and introduction of job descriptions and standard operating procedures; 2) the introduction of treatment protocols through formal and in-service trainings; 3) the introduction of managerial tools, such as a drug management system; 4) training on the MoH health information system; and 5) trainings in basic logistic and financial accounting for the CHD team. Also key is the introduction of a strong monitoring system on overall activities and IRD will work closely with the CHD team and health care personnel to develop this system. IRD believes by the end of the project the basis for a comprehensive, properly functioning health system for the county will be formed. 9. Logical Framework: Maximum 5 pts 9.1 Complete the logical framework for the proposed project. Use the format attached to this document in annex 2 to this application form Please see the logical framework in Annex 2. 9.2 Related to this logical framework; describe how the indicators will be measured to monitor project success. (Maximum 0.5 page) Achievement of project results will be measured through a number of data collection methods from several data sources. IRD plans to monitor the project through a combination of output and outcome indicators using routine monitoring, site visit, health facility assessments and KAP surveys. Project field staff will routinely collect monitoring data and conduct sites visits of activity and beneficiaries (ie. health facilities, CHWs, TBAs, AES instructors, BHCs, and VWCs), which serves as the basis of all reporting needs. Indicators related to WASH activities will also be measured through routine monitoring and site visits. Project manager will process the data and track project progress against the logframe targets on an indicator tracking table to be developed after the award. To assess the health facility, IRD will conduct a health facility assessment at the start and end of the project to measure indicators related to primary health care. The assessment instrument will include BPHS standards for BEmONCPHCC and PHCUs. These assessments will be conducted by IRD staff at the 5 facilities constructed/rehabilitated by IRD (4 PHCUs and 1 PHCC). For outcome indicators, IRD plans to conduct a baseline and final survey of knowledge, attitudes and practices (KAP) related to primary health care in the communities surrounding the IRD-supported facilities. These surveys will provide insight on the use of facilities, results of the awareness raising activities in the community and results of community training activities. IRD will also verify project data against the South Sudan Second Household Health Survey planned for completion in 2010 and the HMIS. In addition the project will support some of the Ministry of Health priority indicators by including them in the project logframe. 10. Efficiency: Maximum 5 pts Maximum 0.5 page. Efficiency in this context is a measure of how economically resources and inputs, funds, expertise, and time etc. are converted into results or deliverables. 10.1 Relationship between direct and indirect costs IRD has charged 7 percent administrative costs on direct project costs. The program and administrative costs are 60 percent and 40 percent, respectively, of the total program budget. 10.2 Include unit costs of main deliverables – e.g. per classroom, borehole, PHCU, latrine, teacher trained, village health committee member trained, etc. IRD calculates the following unit costs of the main deliverables: Per Village Water Committee Member trained: GBP 81.36 Per VWC member receiving refresher training: GBP 61 International Relief and Development US Basic Services Fund and Mott MacDonald 10
Page 2 and 3: Format BSF-IA Project Proposal - Ca
Page 4 and 5: 6. Justification: Maximum 40 pts Ma
Page 6 and 7: 7. Description of activities per re
Page 8 and 9: e 100 percent supported by the MoH.
Page 12 and 13: Per Boma Health Committee Member tr
Page 14 and 15: 1 Project Budget International Reli
Page 16 and 17: International Relief and Developmen
Page 22 and 23: Strengthened health systems at loca
Page 24 and 25: RESEARCH EXPERIENCE 2006 Participat
Page 26 and 27: 5 Project Team Registration 5.1 IRD
Page 34 and 35: 8 Statement of BSF Grant Consortium

IRD BSF-IA Proposal - Basic Services Fund SOUTH SUDAN

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