Benchmarking HIV&AIDS

Newsletter

No.1

I N S I D E TH I S I S S U E

1 First Benchmarking Municipal Responses to HIV&AIDS Meeting Held

1 LED Manager Takes the Lead in Benchmarking HIV&AIDS Project

2 Objectives of the Benchmarking Municipal HIV&AIDS Responses P

3 Decentralised Response to HIV&AIDS Results in Benchmarking

4 The Benchmark Tool Development

5 Mainstreaming HIV&AIDS: Practical Examples for al Municipal Departments

5 Profile of the Benchmark Advisory Committee

First Benchmarking Municipal Responses to HIV&AIDS Meeting Held

From the 12th to the 14

th of August, the first

Benchmarking Municipal Responses to HIV and AIDS meeting was held in Pretoria. The meeting targeted tIDP Managers and HIV and AIDS Coordinators from 10 municipalities from across South Africa, as well as representatives from SALGA and DPLG. An expert panel consisting of benchmarking specialists, an HIV and AIDS mainstreaming specialist, and CMRA Project Manager, Project Officer and Senior Researcher introduced the municipalities to all aspects of the 2 year Benchmarking Municipal Responses to HIV and AIDS project. The intensive 3 day meeting was an opportunity for the municipalities to interact and exchange information and experiences regarding their municipal responses to HIV and AIDS and the effectiveness of their mainstreaming activities. Continued on page 2

Newsletter 1

Benchmarking HIV&AIDS

Newsletter

October/November 2008

First Benchmarking Municipal Responses to HIV&AIDS Meeting Held

roject

g Municipal HIV&AIDS Responses Project

Decentralised Response to HIV&AIDS Results in Benchmarking HIV&AIDS Project

Mainstreaming HIV&AIDS: Practical Examples for al Municipal Departments

LED Manager Takes the Lead in

Benchmarking HIV&AIDS Project

The CMRA Benchmarking Municipal Responses to HIV and AIDS project requires the participation of the IDP Manager and the HIV and AIDS Focal Person or Coordinator. Ba-Phalaborwa Local Municipality was enthusiastic about participating in the 2 year project wiCMRA, but were without an HIV and AIDS Coordinator. LED Manager Matee Seduma stepped in to take responsibility for implementing the project in his municipality.

Matee Seduma has held the position of LED Manat Ba-Phalaborwa Local Municipality for almost a year and a half. Matee has been married for 14 years and has 3 children. Before joining the BaMunicipality, he was a teacher for 12 years. Matee enjoys working at Ba-Phalaborwa Local Municipabecause he says the work is not static, “I’m exposed to new things at all times, some challenging and some knocking down my confidence due to their difficulty, but the joy comes when I make and achieve progress bit by bit.” Matee says that it is a gratifying feeling to be part of the Benchmarking Municipal Responses to HIV and AIDS project with CMRA. The Benchmarking Tool has made him realise the necessity to recommend that the municipal LED strategy be reviewed to mainstream issues related to HIV and AIDS, women and the youth. “I know it will be difficult to see LED from the perspective of HIV and AIDS, but the environment dictates that all municipalities need to make revolutionary mind shifting around LED and HIV and AIDS.” *

g Municipal AIDS Meeting Held

of August, the first Benchmarking Municipal Responses to HIV and AIDS

meeting targeted the DS Coordinators from 10

municipalities from across South Africa, as well as DPLG. An expert panel

specialists, an HIV and AIDS st, and CMRA Project Manager,

introduced the municipalities to all aspects of the 2 year Benchmarking

roject. The intensive 3 day meeting was an opportunity for the

o interact and exchange information and experiences regarding their municipal responses to HIV and AIDS and the effectiveness of their mainstreaming

Continued on page 2

The benchmark project has made

women and youth into the LED

strategy. Matee

Benchmarking HIV&AIDS

October/November 2008

LED Manager Takes the Lead in

Benchmarking HIV&AIDS Project

The CMRA Benchmarking Municipal Responses to HIV and AIDS project requires the participation of the IDP Manager and the HIV and AIDS Focal Person or

Phalaborwa Local Municipality was enthusiastic about participating in the 2 year project with CMRA, but were without an HIV and AIDS Coordinator. LED Manager Matee Seduma stepped in to take responsibility for implementing the project in his

Matee Seduma has held the position of LED Manager Phalaborwa Local Municipality for almost a year

and a half. Matee has been married for 14 years and has 3 children. Before joining the Ba-Phalaborwa Municipality, he was a teacher for 12 years. Matee

Phalaborwa Local Municipality because he says the work is not static, “I’m exposed to new things at all times, some challenging and some knocking down my confidence due to their difficulty, but the joy comes when I make and achieve progress bit

gratifying feeling to be part of the Benchmarking Municipal Responses to HIV and AIDS project with CMRA. The Benchmarking Tool has made

the necessity to recommend that the municipal LED strategy be reviewed to mainstream

nd AIDS, women and the youth. “I know it will be difficult to see LED from the perspective of HIV and AIDS, but the environment dictates that all municipalities need to make revolutionary mind shifting around LED and HIV and

The benchmark project has made

me realise the necessity of

mainstreaming HIV&AIDS,

women and youth into the LED

strategy. Matee Seduma, LED

Manager.

The 10 participating municipalities will be self

their municipal response to HIV and AIDS though a

rigorous questionnaire. This questionnaire was deve

by CMRA with input from the members of the Benchmark

Advisory Committee, with expertise from a range of fields.

This tool will be analysed by CMRA to identify strengths

and weaknesses in each municipal response to HIV and

AIDS.

The second benchmark meeting is expected to be held in

February 2009, at which time the outcome of the self

assessment questionnaire will be discussed an

by the municipalities.

At the end of this project the 10 Municipalities will be

aware of their strengths and weaknesses and also of the

ways and methods to improve their HIV and AIDS

response. A benchmark report will give recommendations

to each municipality individually and the munici

be assisted with the implementation of one or more of the

recommendations. The benchmark project will identify

good practices and lessons learnt that can be sha

nation-wide so that other Municipalities will benef

well. This will be done through the compilation of a Good

Practices Booklet and a National Annual Conference.

Continued from page 1

10 Municipalities Benchmarking their HIV&AIDS Responses

Ba-Phalaborwa (LP)

Delmas (MP)

Dihlabeng (FS)

Greater Tubatse (LP)

Greater Tzaneen (LP)

The Benchmarking Municipal Responses to HIV&AIDS participants in Pretoria at the first benchmark meeting.

Newsletter 2

Objectives of the Benchmarking

HIV&AIDS Project The purpose of the Benchmark Project is improved municipal

responses to the HIV and AIDS epidemic though better

integration of HIV and AIDS in municipal service delivery. More

specific objectives are:

• To ensure increased buy-in among municipalities to

strengthen and improve their HIV and AIDS response,

through learning based on the benchmark exercise.

• To assess the extent and nature of the integration

between HIV, AIDS and reproductive health into municipal

service delivery for each participating Municipality.

• To capacitate municipalities in self

and AIDS response. Strengths and weaknesses and ways

of improving the response are identified through a

process of information sharing and networking, facilitated

by the Benchmark project team.

• To compare municipal processes and achievements,

including structures available, applied resources and

output.

• To enable the improved sharing and promotion of good

practices among participating municipalities.

• To document and disseminate good practices and

guidelines at national level.

• To assist the 10 participating municipalities with the

implementation of a project based on one or more of the

benchmark recommendations. *

The 10 participating municipalities will be self-assessing

ponse to HIV and AIDS though a

rigorous questionnaire. This questionnaire was developed

by CMRA with input from the members of the Benchmark

rtise from a range of fields.

by CMRA to identify strengths

and weaknesses in each municipal response to HIV and

enchmark meeting is expected to be held in

February 2009, at which time the outcome of the self-

assessment questionnaire will be discussed and analysed

unicipalities will be

aware of their strengths and weaknesses and also of the

rove their HIV and AIDS

l give recommendations

unicipality will

be assisted with the implementation of one or more of the

recommendations. The benchmark project will identify

good practices and lessons learnt that can be shared

unicipalities will benefit as

the compilation of a Good

Practices Booklet and a National Annual Conference. *

Continued from page 1

Benchmarking their HIV&AIDS Responses

Phalaborwa (LP) Ingquza Hill (EC)

Intsika Yethu (EC)

Madibeng (NW)

Greater Tubatse (LP) Rustenburg (NW)

Greater Tzaneen (LP) Umjindi (MP)

Responses to HIV&AIDS participants in Pretoria at the first benchmark meeting.

Objectives of the Benchmarking

roject is improved municipal

responses to the HIV and AIDS epidemic though better

tion of HIV and AIDS in municipal service delivery. More

in among municipalities to

strengthen and improve their HIV and AIDS response,

through learning based on the benchmark exercise.

and nature of the integration

between HIV, AIDS and reproductive health into municipal

service delivery for each participating Municipality.

To capacitate municipalities in self-evaluating their HIV

and AIDS response. Strengths and weaknesses and ways

improving the response are identified through a

process of information sharing and networking, facilitated

by the Benchmark project team.

To compare municipal processes and achievements,

including structures available, applied resources and

ble the improved sharing and promotion of good

practices among participating municipalities.

To document and disseminate good practices and

To assist the 10 participating municipalities with the

ased on one or more of the

*

Benchmarking their HIV&AIDS Responses

Ingquza Hill (EC)

Intsika Yethu (EC)

Madibeng (NW)

Rustenburg (NW)

Umjindi (MP)

Responses to HIV&AIDS participants in Pretoria at the first benchmark meeting.

Decentralised Response to HIV&AIDS

Results in Benchmarking HIV&AIDS

Project In recent years, municipalities have become more and more active in addressing the challenges of the HIV and AIDS epidemic. Prevention, Awareness and Care Programmes are being supported, Stakeholder Forums established, and Workplace programmes implemented. However, many Municipalities still struggle with the development and implementation of comprehensive HIV and AIDS strategies. Therefore a large variety in responses, both in terms of nature and effectiveness, can be found across the country. Yes, many of these responses remain limited in nature.

In one of the other CMRA projects, the Decentralised Response to HIV and AIDS, which started in 2006, CMRA found a great need for peer review and information exchange about successful interventions. The Decentralised Response project, which is ongocoordinated by CMRA in partnership with International and SALGA and funded by the Royal Netherlands Embassy in South Africa. The brought about the realisation that municipalities often facesimilar challenges but do not always exchangelessons learnt. As a result there is a wealth of knowledge available in terms of what works and what not. However not all of this practical knowledge is documented and available. As municipalities are faced with many priorities and often work with tight budgets and under human capacity constraints, it would be crucial not to reinvent the wheel but rather to take stock of the lessons learnt by peer municipalities in addressing the epidemic.

Newsletter 3

Decentralised Response to HIV&AIDS

Results in Benchmarking HIV&AIDS

unicipalities have become more and challenges of the HIV and

AIDS epidemic. Prevention, Awareness and Care Programmes are being supported, Stakeholder Forums established, and Workplace programmes implemented. However, many Municipalities still struggle with the

n of comprehensive HIV and AIDS strategies. Therefore a large variety in responses, both in terms of nature and effectiveness, can

many of these

he Decentralised Response to HIV and AIDS, which started in 2006, CMRA

a great need for peer review and information exchange about successful interventions. The Decentralised Response project, which is ongoing, is

ith VNG-and funded by the Royal

Embassy in South Africa. The project tion that municipalities often face

do not always exchange ideas and is a wealth of knowledge

available in terms of what works and what not. However not all of this practical knowledge is documented and available. As municipalities are faced with many priorities and often work with tight budgets and under human

straints, it would be crucial not to reinvent the of the lessons learnt by

unicipalities in addressing the epidemic.

With the different toolkits available, different visions and approaches of recent support projects, mhave applied different methods in setting up similar initiatives. As a result there are a lot of valuable lessons that can be shared in terms of what works and what not and how particular challenges have been overcome. Municipalities thus do not only have lessons to share based on their different focus areas, but also on the effectiveness of different methods to reach a similar goal.*

The Benchmark Tool Development

The Benchmark Tool developed for the Benchmarking Municipal Responses to HIV&AIDS projectquestionnaire aligned to the Framework for An IntegratedLocal Government Response to HIV&AIDS (DPLGSeveral other key documents and guidelines were also consulted, such as the SALGA Country Guideline for Local Government (2008) and the VUNA Awards Questionnaire. The tool was developed in close collaboration with a former IDP Manager and Benchmark Specialists and then put forward to Advisory Committee expert panel for further inputs and discussion. Thereafter the tool was piloted in Greater Marble Hall Local Municipality, by the IDP Manager and the CMRA Project Coordinator, based in Marble Hall LM. The final draft tool was presented to the municipalities participating in the benchmark project for further discussion around appropriateness, comprehensiveness and feasibility. The inputs and recommendations from the municipality have been incorporated into the final Benchmark Tool.*

‘The potential of peer-learning and good

information dissemination, as a means to support

technical capacity building, is currently underutilised and

must be optimised’ (Framework for an Integrated Local

Government Response to HIV&AIDS, DPLG, 2007: 39).

e different toolkits available, different visions and f recent support projects, municipalities

have applied different methods in setting up similar initiatives. As a result there are a lot of valuable lessons

what works and what not and how particular challenges have been overcome. Municipalities thus do not only have lessons to share based on their different focus areas, but also on the

ethods to reach a similar

hmark Tool Development

ool developed for the Benchmarking l Responses to HIV&AIDS project is a

aligned to the Framework for An Integrated Government Response to HIV&AIDS (DPLG 2007).

nd guidelines were also consulted, such as the SALGA Country Guideline for

(2008) and the VUNA Awards Questionnaire. The tool was developed in close collaboration with a former IDP Manager and Benchmark Specialists and then put forward to the Benchmark Advisory Committee expert panel for further inputs and discussion. Thereafter the tool was piloted in Greater Marble Hall Local Municipality, by the IDP Manager and the CMRA Project Coordinator, based in Marble Hall LM.

as presented to the municipalities participating in the benchmark project for further discussion around appropriateness, comprehensiveness and feasibility. The inputs and recommendations from the municipality have been incorporated into the final

learning and good-practice

information dissemination, as a means to support

technical capacity building, is currently underutilised and

sed’ (Framework for an Integrated Local

Government Response to HIV&AIDS, DPLG, 2007: 39).

Engineering/Technical Services

• Ensure that the location of standpipes and toilets do not pose a safety risk to residents, especially women and children and that the distance to access these services is minimised

• Place HIV&AIDS awareness messages on refuse bags, bins and skips

• Educate households on how to sort solid waste and to use organic waste for compost and food gardening

Cemeteries and Parks

• Ensure that vegetation is cleared or maintained in areas that might pose a security risk particularly for woman and children

• Erect signs with HIV&AIDS awareness messages in parks and recreational areas

Finance

• Make systems and procedures for accessing indigent support user-friendly and accessible to the public

• Ensure that frontline staff at payment points are sensitised and equipped to deal effectively with requests for indigent support, especially from orphans

• Utilise billing for communication about HIV and where residents can access VCT, PMTCT and ART

Land and Buildings

• Make underutilised municipal land and buildings available to community organisations providing HIV&AIDS and community development services at subsidised rates

LED

• Engage employers in the municipal area to find out more about what impacts HIV&AIDS are having on their business and on the local economy

• Encourage employers to support gender equity as well and the employment of women; youth and people with disabilities, including HIV and AIDS

Protection and Emergency Services

• Working with the South African Police Service and community Policing Forums, prioritise the prevention of sexual crimes against woman and children to curb the spread of HIV

Mainstreaming HIV&AIDS: Practical

Examples for all Departments

HIV and AIDS impacts on the socio-economic needs of communities

and the municipal functioning as a whole. It is therefore the mandate

of developmental local government to prioritise HIV and AIDS as the

core business of every municipal department. Mainstreaming means

that each municipal department looks at its own core responsibilities

through an HIV and AIDS lens and integrates HIV and AIDS into the

core work of the department. When municipalities understand this

and respond accordingly, they can make a substantial difference to

the quality of life of their constituencies.

Newsletter 4

Make systems and procedures for accessing indigent support

Ensure that frontline staff at payment points are sensitised and equipped to deal effectively with requests for indigent

Utilise billing for communication about HIV and where

Engage employers in the municipal area to find out more HIV&AIDS are having on their business

Encourage employers to support gender equity as well and the employment of women; youth and people with

the South African Police Service and community Policing Forums, prioritise the prevention of sexual crimes against woman and children to curb the spread of HIV

Roads and Transport

• Engage provincial and national transport role-players as partners in addressing transport-related high risk areas (e.g.: Truck Stops)

• Through the development of roads and public transport systems, facilitate community members’ access to VCT, treatment and care, especially in rural areas or peripheral settlements

• Implement measures to promote the safety of community members, especially women and children, using public transport and related infrastructure (e.g.: Bus Shelters, Taxi Ranks)

Spatial Planning, Land Use Management, Land Development, Housing

• Identify sites as reception areas for immigrants and new households in the municipal area

• Ensure that informal settlement upgrading or relocation processes do not hinder residents’ access to social services, economic opportunities and in particular, HIV&AIDS specific care and treatment

• Ensure that the size, design and quality of new low income housing does not impact negatively on the health, social and economic well-being of residents

Community Services

• Engage education and social development role-players to ensure that orphans are not kept out of school due to lack of funds, clothing, books, or because they have to care for siblings

• Work together with social workers, NGOs and CBOs to facilitate access to healthcare, nutrition and care for the homeless and destitute, as well as orphans and vulnerable children

• In cooperation with the provincial department of Social Development, ensure that all people that are eligible for social assistance grants and subsidies are receiving them

Corporate Services

• Ensure that performance management systems and

managers’ performance scorecards reflect responsibilities

for the response to HIV&AIDS

• Together with the municipal manager, identify critical

positions and skills for supporting institutional knowledge

management, succession and mana

absenteeism • Ensure that trainers have capacity to undertake HIV and

AIDS and STI education and prevention programmes

Environmental Health

• Working together with engineering

services, enable all residents within

the municipal area to enjoy the

follow:

- Access to safe, sufficient, reliable

and affordable water

- Access to safe and hygienic

sanitation

- Air quality that meets acceptable standards

- Solid waste management.

• Investigate alternative technologies for improving

environmental quality and access to services in settlements

where access is either non-existent or limited.

Mainstreaming HIV&AIDS: Practical

Examples for all Departments

economic needs of communities

whole. It is therefore the mandate

HIV and AIDS as the

Mainstreaming means

that each municipal department looks at its own core responsibilities

AIDS lens and integrates HIV and AIDS into the

When municipalities understand this

and respond accordingly, they can make a substantial difference to

Engage provincial and national transport addressing

related high risk areas (e.g.:

Through the development of roads and public transport systems, facilitate community members’ access to VCT, treatment and care, especially in rural

easures to promote the safety of community

members, especially women and children, using public transport and related infrastructure (e.g.: Bus Shelters, Taxi

Spatial Planning, Land Use Management, Land

ption areas for immigrants and new households in the municipal area

Ensure that informal settlement upgrading or relocation processes do not hinder residents’ access to social services, economic opportunities and in particular, HIV&AIDS specific

Ensure that the size, design and quality of new low income housing does not impact negatively on the health, social and

being of residents

players to ensure orphans are not kept out of

clothing, books, or because they

Work together with social workers, NGOs and CBOs to facilitate access to healthcare, nutrition and care for the homeless and

ell as orphans and vulnerable children In cooperation with the provincial department of Social Development, ensure that all people that are eligible for social assistance grants and subsidies are receiving them

management systems and

managers’ performance scorecards reflect responsibilities

Together with the municipal manager, identify critical

positions and skills for supporting institutional knowledge

management, succession and managing intermittent

Ensure that trainers have capacity to undertake HIV and AIDS and STI education and prevention programmes

Working together with engineering

services, enable all residents within

y the

Access to safe, sufficient, reliable

Air quality that meets acceptable standards

Investigate alternative technologies for improving

and access to services in settlements

existent or limited.

Newsletter 5

Name Institution Designation Specific Expertise

Anke Ruige Independent Consultant Benchmarking Advisor Benchmarking

Burnett Marais Marble Hall Local Municipality IDP Manager IDP Manager

Hein Quist Independent Consultant Benchmarking Advisor Benchmarking

Jeff Zingel Independent Consultant Independent Consultant Social Scientist/development

Lawrence Valeta Buffalo City Municipality

Acting General Manager: LED, Tourism

and Rural Development Directorate:

Planning and Economic Development

Public Administration, Research, Local

Government

Liz Thomas (Dr.) MRC (Medical Research Council) /

Centre for Health Policy University of

Specialist Scientist HIV&AIDS, Health

and Development Research

Research, Local Government, Development

and HIV&AIDS

Mirjam Van Donk Isandla Institute Director Local Government, Development and

HIV&AIDS, Integrated Sustainable Human

Modimowabarwa

Kanyane (Prof.) University of Fort Hare

Head of Department: Public

Administration Head of Department: Public Administration

Nombulelo Msikinya DPLG (Department of Local Government) Senior Manager: Youth and HIV&AIDS Local Government and HIV&AIDS

Pakamisa George Independent Consultant Independent Consultant IDP and Local Government

Shirley Molema SALGA (South African Local Government

Association) HOU Social Development Local Government and HIV&AIDS

Terence Smith GTZ (German Technical Agency) HIV/AIDS Mainstreaming Expert Local Government and HIV&AIDS with a focus

on HIV&AIDS Mainstreaming

Winnie Dhlamlenze SALGA (South African Local Government

Association) Coordinator: HIV&AIDS

Local Government, Development and

HIV&AIDS

Profile of the Benchmark Advisory Committee The Benchmark Advisory Committee (BAC), which meets bi-annually, plays a pivotal support role in the Benchmarking Municipal

Responses to HIV&AIDS project. Members have expertise in the fields of HIV and AIDS, Development, Local Government, Public

Administration and Management. Members include representatives with specific technical expertise from SALGA, DPLG, academic

institutions, technical support agencies and independent consultants.

The role of the BAC is to play an advisory role in matters pertaining to the processes and content of the Benchmark project,

through the provision of inputs and advice on specific issues related to their area of expertise in the project. The BAC members

provide technical input on successes and challenges of the current project and possible strategies for the next benchmark project

cycle. Furthermore, the BAC provides advice and information regarding new developments on HIV and AIDS in the country. *

CMRA Contact Details:

Marije Versteeg Research Manager Project Manager: Benchmarking Municipal Responses to HIV and AIDS Tel: 012 3473848 Cell: 074 106 3800 Fax: 012 347 9565 Email: MVersteeg@cmra.org.za

Merle Voigts Project Officer: Benchmarking Municipal Responses to HIV and AIDS Tel: 012 3473848 Cell: 072 097 8100 Fax: 012 347 9565 Email: Mvoigts@cmra.org.za

Mpho Molefe Project Administrator: Benchmarking Municipal Responses to HIV and AIDS (currently on maternity leave) Didi Mofoka Project Administrator Tel: 012 347 3848 Fax: 012 3479565 Email: Dmofoka@cmra.org.za

Visit the CMRA website at www.cmra.org.za CMRA postal address: PO Box 98341, Waterkloof Heights, Pretoria, 0065