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EHRN Strategy on Information and Technical Support, Knowledge

Sharing and Capacity Building (ITS)

The aim of Information and Technical Support provided by EHRN is to systematically

build capacities and facilitate knowledge sharing between harm reduction specialists,

networks, experts and PWID community leaders in CEECA region to insure

sustainability of service provision and to create enabling environment for service

provision and community engagement.

Table of Contents

Context ........................................................................................................................................... 2 During 10 best years for harm reduction, the basic capacities in services provision are built... ................... 2 Service provision skills are strong and developed systematically ............................................................... 2 Organization have strong capacity in program management and monitoring ............................................. 3 ... but organizations become fully dependent ........................................................................................... 3 SWOT of EHRN as TSI provider ................................................................................................................. 4 Need in technical support and information to be ready for changes .......................................................... 5

TSI objectives in EHRN Strategic Plan 2015-2019 .............................................................................. 6 Information and technical support, forming evidence based best practices and disseminating them in

2015-2019 ............................................................................................................................................... 6 TSI principles of EHRN .............................................................................................................................. 7 Key approaches and methods of our work ................................................................................................ 8

Implementing systems for TSI progress in EHRN .............................................................................. 9

TSI priorities, activities and projects, defining gaps by two strategic directions for 2015-2016 ........ 10

EHRN approach to training organization within regional programs ................................................. 15

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Context

During 10 best years for harm reduction in the region, the basic capacities in services provision are built... During last 10 years Central, Eastern Europe and Central Asia (CEECA) region faced fast and intense development of harm reduction services in the countries, what was the result of the process of prioritization and unification of harm reduction services supported by Global Fund for AIDS, TB and malaria (GFATM, GF). The coverage with harm reduction services had been growing tremendously from 2003 to 2013. Technical assistance and capacity building for CBOs and NGOs developing harm reduction programs was seen by the donors as a key component of supported programs. In all countries supported by GF the technical assistance (TA) was provided for local harm reduction services organizations by national principal recipients of GF (PRs), by sub-recipients of GF (SRs) specialized in prevention among PWID, and by international and regional technical support agencies including OSF, WHO, UNODC, UNAIDS, INPUD, EHRN, International HIV/AIDS Alliance and others. During this period, the number of civil society organizations trained and involved in provision of harm reduction services had been growing as well. New national harm reduction networks appeared in several countries. The participatory approach and the principle of community involvement into service development adopted by key regional stakeholders, what lead to the intense development of drug users’ initiative groups and organizations in all countries of the region. The support in development of service delivery provided by GF as main donor determined two main directions in technical assistance for CBOs and community networks. :

1. Service provision skills are strong and developed systematically

On the country level PRs and SRs have developed a system of short term education for social workers and other harm reduction service providers which included initiation and basic trainings, local and on-job trainings, on-line courses. Numerous training modules and methodology guidance on different forms, approaches and technics of harm reduction were elaborated for social workers, medical staff and psychologists. Assistance in capacity building was provided mostly to non-governmental organizations as key responsible for GF supported prevention services’ implementation. Numerous training courses for governmental structures involved into service provision were organized in cooperation with NGOs. However these trainings applied to rather limited areas of their joint works. As the result, the CEECA region has today: Strengths:

Most of the local community social workers and other staff involved in harm reduction activities are trained in harm reduction services based on specific approaches.

A number of highly professional trainers work on the national level.

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Weaknesses:

State and municipal service providers are not sufficiently familiar with low threshold approaches used in provision services for PWID; their skills are not built.

Capacity building of the implementing organizations is an area fully dependent on GF and other international donors active on national level.

Cutting of funding will lead in some 2-3 years to the loss of capacity of implementing organizations because of a high rotation of peer workers.

2. Organizations have strong capacity in program management and monitoring

Civil society organizations that became PRs, SRs or SSRs of GF supported programs have adopted and are using well developed and highly standardized systems of:

Financial management;

Human resources management;

Procurement and supply management and

Monitoring and evaluation of the programs. In all these areas CBOs and community networks have received high level trainings, on-job mentorship and supervision. Adoption of these tools was possible due to the funding of GFATM. However, due to this assistance on the national level, NGOs staff could be involved into the process of organizational structuring and unification of managerial procedures which correspond to requirements of any other international donors.

... but organizations became fully dependent

There is a considerable lack of assistance in organizational development for CBOs in CEECA. Such assistance has not been regularly provided and has been addressing only limited aspects of organizational development. It had rather the form of separated events, but not the form of a process based on needs identification and on systematic training, especially in such fields as:

Community mobilization and engagement;

Quality assurance and supervision of services;

Advocacy for state funding and monitoring of state expenditures;

Human rights within harm reduction (HR4HR or HR2);

Fundraising;

Mechanisms of access to state and municipal resources for harm reduction services. Areas that belong to organizational capacity and that had not been explored at all are the following:

Strategic planning and using strategic information for the organizational growth ;

Working for communities based on using community resources, membership fees etc;

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Sustainable structuring of the organization;

Social entrepreneurship development by CBOs;

Network building and work with the CCM. Being on more than 90% dependent on GF funding, harm reduction organizations had no opportunity to develop sustainability of their organizations.

SWOT analysis of EHRN as TSI provider

Strengths Weaknesses

- Long time experience in organizing trainings

- Developed operational system in organizing educational events for PWID and specialists

- Set of TA resources and collecting best practices in harm reduction;

- Planning TA on the base of gathered information;

- Rich regional experience in the office; - Good working relations with experts,

NGOs and governments of Central European countries with experience of state funding for harm reduction;

- Developed partnership with Vilnius University as WHO CC;

- Developed consortium with Canadian legal network in CRG for GF;

- Working/ developed partnership with ENPUD and PWID communities on national and local level;

- Innovative small grants experience; - Experience of working with different

donors having different reporting requirements which lead to the possibility to build up a comprehensive TA and M&E systems.

- Unsystematic work with consultants that lead to loss of TA opportunities;

- Lack of procedures; - Low activities and responses in

communication with network members (non-active membership) leading to weak understanding of their needs in getting support from EHRN;

- Lack of clear communicational strategy on TA needs and on provided TA results;

- No M&E system in place to evaluate impact of TA activities.

Opportunities Threats

- Set of consultants having similar vision and perception of TA and having similar

- Losing skillful staff in harm reduction organizations because of prevention

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regional experience; - Proven EHRN TA role in the region; - Specialists in the region respecting

quality standards of EHRN; - Competition for possibility to provide TA

for GF funded programs in community development, gender sensitive approach and human rights;

- Long term training, cascade of trainings, online courses;

- Developed training methodologies for GF regional projects on IMG, SMG and M&E system that can be adopted in the scale of the entire region

budgets cutting; - Decreasing of demand on TA because of

the lack of funding on national and regional level;

- Competitive environment on the market of TA with global and regional networks;

- GF grants’ PRs can become only project administrators;

- Strong rotation inside PWID community that demands repeated TA sessions for new comers;

- In Russia and surrounding countries the attitude to NGOs and harm reduction programs changing to strong negative.

Changes in technical support and information needed

Since 2006 some countries of the region, the others since 2012 are facing serious challenges caused

by cutting of most of international funds for harm reductions. As a consequence there is a vital need

for NGOs to strengthen their capacities to survive and to ensure the sustainability of provided harm

reduction services.

According to this situation following areas of information and technical support in capacity building in

the framework of EHRN’s Strategy 2015-2019 are of direct relevance for the region and for EHRN

members:

Budget advocacy to influence municipal and state allocations for health and/or drugs

programs to ensure investment in harm reduction (including advocacy for introduction and

use of “social contracting” for harm reduction, as well as inclusion of harm reduction as a

priority into the tenders).

Capacity of government agencies and civil society organizations to raise and/or to use state

and municipal funds for harm reduction: harm reduction budgeting and cost optimization;

harm reduction services prioritization and assessment of quality of services; building

partnerships; development of advocacy skills; knowledge of management and reporting

systems, standards; building relations; budget monitoring.

Development and implementation of transition plans at country level ensuring sustainability

of HIV, TB and harm reduction programs in the process of reduced door support of these

programs (including capacity building for civil society and community based organizations).

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Community mobilization and engagement, raising community resources, membership fees,

social entrepreneurship etc. (including human rights and gender equality within harm

reduction and gender-responsive harm reduction programming).

Advocacy for drug use decriminalization and actions against repressive drug policy,

particularly in advance of the upcoming UNGASS on World Drugs Problems in 2016.

Effective communications as the base for effective advocacy and mobilization in response to

strategic threats (such as withdrawal of donor funding and criminalization of drug use etc.).

Effective public relations to promote harm reduction organizations and to increase their

capacity to raise funds for their operations.

TSI objectives in EHRN Strategic Plan 2015-2019

Information and technical support, generating an evidence base and disseminating

2015-2019 best practices

EHRN as a regional organization provides technical support, conducts a broad range of activities to foster information and skills exchange, and supports professional development among harm reduction specialists, activists and organizations of PWID. EHRN also develops, coordinates, and provides technical support for the implementation of advocacy campaigns and activities in CEECA countries. EHRN documents harm reduction successes but also the negative consequences of discontinuing or denying harm reduction approaches. It provides the analysis of best practices and disseminates them, it develops methodological support for programs that help to preserve health and rights of PWID. One of the key objectives for coming years is to scale up national investment into high quality and sustainable

harm reduction programs. EHRN will focus on advocacy and on support of its members to promote gradual and

responsible transition from external donors’ funding for harm reduction to state and municipal budgets as

sources of funding.

EHRN shall mobilize governmental agencies, donors and civil society in the region to withstand political

opposition and to address the lack of investment in harm reduction. EHRN will do its best to successfully

implement the Regional Program “Harm Reduction Works – Fund It!”, supported by the Global Fund and

implemented in six CEECA countries, to facilitate the adoption of best practices and sustainable funding models

for harm reduction in the region. Institutional sustainability of harm reduction depends on integration of

human rights’ of people who inject drugs approach into public health system.

EHRN will work to convince the donors to push the countries to assume their responsibility for ensuring

financial and institutional sustainability of the programs initiated due to their support, as well as to negotiate

with governments and civil society in the region acceptable terms and timelines for the transition to national

funding of harm reduction.

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To achieve its strategic goal of securing financial sustainability and drug policy reform, EHRN and its members

will need to strengthen their capacities for effective communication and public relations, and to create liaisons

with relevant government agencies in CEECA countries, as well as with donor governments and organizations.

To realize its new Strategy, EHRN will need to:

• Significantly expand the activities designed to document and to analyze best practices and effective

models of harm reduction funding and to create an enabling legal environment for harm reduction

programs. EHRN shall explore the opportunities to conduct trainings and to provide informational

support to its members in order to build capacities of the national organizations in obtaining

governmental and municipal funding. Alongside with that, EHRN will assist governments and local

administrations in budgeting harm reduction and introducing relevant M&E activities, as well as in

organizing grant competition to sub-contract NGOs for harm reduction service implementation.

• Contribute to the provision of technical support in development and implementation of national

transition plans to ensure governmental funding for harm reduction programs and their sustainability.1

• Assist its members, partners and other stakeholders who require information and technical support to

promote human drug policy and to respond to violations of human rights among people who use

drugs. Effective and human drug policy approaches used in countries with similar political and cultural

situations will be the basis of informational and technical support from EHRN.

• Develop systems of professional education for harm reduction staff in order to improve the quality of

services (for example, training for drug treatment specialists working in OST programs) and raise funds

to support these educational activities. In collaboration with regional professional associations and

academic institutions such as Vilnius University, EHRN shall develop certification programs for in-

service training, including supervision and mutual support approaches for specialists in the CEECA

countries.

For EHRN to be able to attract new resources and to stimulate investment in capacity building in the region it is

important to take advantage of the regional knowledge base and expertise. EHRN will prioritize empowerment

and education of community leaders to become trainers, consultants and specialists in management, service

provision and advocacy. Such an approach will provide people who use drugs with tools to protect their

interests and to engage in self-support, and will diminish the need in external funding for advocacy and

mobilization.

TSI principles of EHRN

In its technical support, knowledge sharing and capacity building for communities’ mobilization EHRN is based on several key principles:

Insuring sustainability of organizational potential and continuing skills building and knowledge transfer within vulnerable and professional communities in the region. When providing

1 http://www.theglobalfund.org/en/publications/2014-08-

14_Turning_the_Tide_Against_HIV_and_Tuberculosis_Global_Fund_Investment_Guidance_for_Eastern_Europe_and_Central_Asia/

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technical support to local communities EHRN supports introduction of changes into community structure.

Prioritizing peer education as a possibility to involve at the largest scale into technical support provision local, national and regional community leaders and EHRN practice experts between each other. Technical support and capacity building to EHRN members and harm reduction specialists needs to be based on good knowledge of critical needs of people who use drugs community and on public health approach. We are supporting development of regional expert’s pools and trainings for trainers and consultants from local community leaders.

Systematic and comprehensive capacity building for HR organizations and PWID networks, which means for us providing not only specific technical support, but also building organizational capacity and sustainability by according small grants to local HR organizations and initiative groups.

Partnership building for information sharing. EHRN is creating consortiums to build the most effective partnerships and coalitions. EHRN is organizing technical assistance in the region as a part of WHO CC.

Key approaches and methods of our work

1. Knowledge sharing system for members and HR specialists: regular reports, information waves and

infographics:

- regular Harm Reduction situation reports and updates;

- organized access to knowledge through regular information sharing using waves approach and

brief presentations / infographics on key topics;

2. Small grants programs, such as “Learning by doing” for communities;

3. EHRN as knowledge hub for community and regional experts: pool of experts, school of leaders

based on HR*3, and organizational development:

Creating a pool of experts from the community and managers with experience of program

implementation in the field;

School of leaders for PWID including basic Information on HR*3 (harm reduction, human

rights, human resources), and organizational development;

Development of simple tools to be used by community leaders to work on HR*3 principle

advocacy, working with on the issues of municipal and state funding, organizational

development and advocacy;

4. Support to professional communities of experts in drug policy and services (psychologists,

narcologists, harm reduction specialists);

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5. Certificated educational course based at Vilnius University for government/municipal specialists

(HR*3 for state).

Implementing systems for TSI progress in EHRN Despite rather huge experience EHRN has a rich experience in providing TA. However, there is a need

in developing several operational systems within EHRN:

1. Development and introduction of monitoring and evaluation system into all TA and capacity

building activities in all projects that are being realized under EHRN’s M&E system:

Database/inventory of all resources for technical support within WHO CC as a part of EHRN M&E

system:

training modules;

tools;

method guidance for harm reduction;

pool of consultants. 2. Elaboration of the system of collecting and sharing information within the network

”Communication flows”:- Introducing approaches to collect and to analyze the information on the

situation with HR in EHRN members and in countries (countries and members profiles within M&E

system) and preparing regular and systematic update for external audience)];

- Preparing analytical materials and blogs to share problems and best solutions and to create a space

for „thing tank“ thinking within community of experts and leaders in order to create innovative

approaches to sustainability of services and organizations.

3. Specific operational procedures for TA assignment operating in EHRN which allows the

involvement of community leaders and local experts, as well as EHRN staff:

Operational procedures of TSI

Promotion of TSI products and opportunities of EHRN

4. System of meaningful involvement of EHRN members and PUD initiative groups into activities.

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TSI priorities, activities and projects. Defining gaps by two strategic directions for 2015-2016

Strategic targets and TSI objectives

Planned activities for 2015-2016 Project/financial gap

Strategic Target 1. Financial and programmatic sustainability of harm reduction programs that meet the needs of people who use drugs communities and the public at large.

Objective 1.1. To conduct a research in collaboration with national partners to evaluate spending, unmet demand, and gaps in the area of harm reduction funding (IM and SM)

Service and investment monitoring methodology promoted and used in countries other than 6 countries of the GF regional program:

1. Finalization of methodological tools in SM and IM;

2. Development of integrated handbook in service and investment monitoring;

3. Finalization of training tools for community on methodology (SM and IM;

4. Promotion of investment and services monitoring methodology (branding and presentations);

5. Adaptation of the methodology for prevention-treatment continuum for all KAP.

- GF regional program for 6 countries; - EC project for 3 more countries - development and promotion - ECUO GF project

Objective 1.2. To provide technical support for EHRN members, PWID community representatives and non-governmental organizations to advocate for sustainable funding of harm reduction and transition to national funding.

Permanent technical support in advocacy and

media for national and regional advocacy

campaigns.

Technical support in responsible transitioning in

EECA region:

1. Facilitation of work with GF and other

donors and international partners on

development of agreed criteria of the

processes of responsible transitioning;

2. TSI for countries in process of national

Sustainability plans development;

3. TSI to countries in the process of

GF regional program Gap

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national Sustainability plans

implementation;

4. Coordinating the regional work done by

all regional projects and partners.

Objective 1.3. To provide technical support in harm reduction program budgeting through trainings/educational seminars, online consultations, site visits and skills exchange trips.

Developing capacities of community leaders in community lead advocacy and community mobilization: Cascade training in community lead advocacy:

1. TOT for community trainers 2. National trainings module development 3. Module publication 4. Adaptation of the module of

prevention-treatment continuum advocacy (ECUO project)

5. Providing trainings in non-GF countries 6. TS for EHRN Members in accordance

with Members’ involvement strategic plan

GF regional program for 6 countries. Gap – for EU countries Membership involvement strategy

Objective 1.4. Provide training opportunities for government agencies’ representatives in programming, budgeting, and funding harm reduction activities and work with community-based organizations.

1. Insuring participation of government agencies’ representatives in IDU forums and high level meetings (6-12 countries) 2. Elaboration of an educational curriculum

in harm reduction, human rights and

effective management of human resources

for insuring the continuum of health and

social services for drug users (in cooperation

with Vilnius University - HR3)

1. GF regional project, UNODC additional funding for 2015 IDU forum 2. Gathering information on best practices for educational curriculum. Could be paid by GF from 2nd Budget Year

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Objective 1.5. (cross-sectional) To analyze regional data and to prepare informational reports and accessible infographics on the state of harm reduction in the region; on capacity of organizations and networks; on international processes affecting our work. and in turn To develop, based on this analysis, simple and accessible training and educational materials. To document best practices in financing of harm reduction programs and to promote skills building and knowledge exchange among EHRN members and partners.

Information and communication flows: 1. Development of public country profiles and members’ profiles; 2. Creation of a Web page on small grants’ program partners; 3. Regular development of information on new methods’ guidance; 4. Regular news on events; 5. Regular analytical reviews and VIP interviews; 6. Regular update of the web page. 7. Regional harm reduction report (2015, 2017?)

- GF regional program - OSI - GF CRG TS platform

Strategic Target 2. Enabling a non-repressive legal and law enforcement environment while enabling PWID to exercise their civil and human rights.

Objective 2.1. To provide support to organizations and PWID community groups in conducting local advocacy campaigns and in documentation of violations against harm reduction programs , as well as in documentation of barriers to organizational growth, sustainability, and development.

Providing technical support to members and PWID groups in advocacy campaigns’ implementation on national and local level:

1. OST quality and sustainability TSI (in cooperation with narcological associations);

2. Video advocacy TSI in cooperation with ENPUD;

3. Technical support upon request from members and partners in organizational sustainability.

GF regional program GF ECUO regional program

Objective 2.2. To provide small grants in the framework of the Technical Support Program for PWID community groups.

1. New waves of small grants for PWID community support in advocacy and partnership capacity building .

2. Providing technical support to small grantees in organizational management, system of human

For 2015: RCNF For 2016: gap

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resource management and organizational sustainability.

Objective 2.3. To support the collaboration between human rights advocates, gender specialists, drug treatment specialists and harm reduction activists to develop joint approaches to program development. Developing effective approaches to human rights protection and building partnerships on local level (“street lawyers” etc.).

1. Organizing webinars on training for “street lawyers” in provision of legal support to women who use drugs. 2. Development of training module for “street lawyers” based on the on-line platform. 3. Promotion of the training module.

EU funding for 2015

Objective 2.4. To identify and to train consultants and facilitators from PWID community and/or harm reduction activists in order to provide technical support in their response to HIV, drug and human rights issues on the national level.

1. Mentorship and coaching trainers from PWID community leaders in conducting national trainings on community lead advocacy.

2. Involvement of community leaders into oversight committees and governance bodies as a tool of capacity building.

3. TOT and mentorship for community leaders and trainers in community advocacy and in information sharing.

GF regional program GF ECUO regional program

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Objective 2.5. To provide technical support for organizational development of PWID communities and of the Eurasian Network of People who Use Drugs (ENPUD).

1. IDU Forum: involvement of community leaders and representatives from non GF countries, facilitation of the learning process ;

2. Development of a module for workshop with communities in leadership, community mobilization and sustainability of community organizations in situation of limited funding (local business, membership fee etc)

3. Support in strategic planning for ENPUD;

4. Providing technical support for ENPUD in developing TS and organizational capacities for its members.

GF regional program GF CRG TS platform GF ECUO program Gap for community sustainability.

Objective 2.6. To assist in

building community leaders and

CCMs’ capacities in Community

engagement, Human rights and

Gender (CRG) specific

approaches in the HIV response

programs and in developing

special methods of gender

sensitive interventions;

1. Development of CRG module for community leaders and CCM members

2. Promotion of the developed module 3. Organizing trainings in countries in

CRG (Belarus? Central Asia?)

CRG GF

Objective 2.7. (cross-sectional). To analyze regional data and to prepare informational reports and accessible infographics on the state of drug policy and human rights, on best practices in the region, on capacity of organizations and networks, on international processes impacting our work, and to develop, based on this analysis, simple and accessible training

Information and communication flows: 1. Development of public country profiles and members’ profiles; 2. Creation of a Web page on small grants partners; 3. Regular development information on new methods’ guidance; 4. Regular news on events; 5. Regular analytical reviews and VIP interviews; 6. Regular update of the web page.

- GF regional program - OSI - GF CRG TS platform

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and educational materials.

EHRN approach to training organizations within regional programs

Providing trainings to beneficiaries, the PR2 is building its activities on principles of non-duplication of

existing material and of usage of all quality training materials already developed in the region.

To avoid duplication topics and details of training activities are preliminary discussed with key

regional experts from RTAG as a part of the project work plan. On this stage the existence of similar

training modules and tools in the region is identified. In case where EHRN or any project partners

have already developed training materials and tools they will be used for conducting training with

needed adaptation to project aims.

Before developing new training materials PR develops TOR for regional experts and trainers

recruited in the open competition. TOR usually includes the analysis of previous training activities in

EECA region on the selected topic, the analysis of available information on its effectiveness and the

analysis of international capacity building experience on this topic.

Development of training materials is conducted by selected experts with involvement of relevant PR

and SR staff.

In developing training course outlines, training materials and tools, the PR will apply following

elements of the project cycle:

1. Prior to proceed to the course program development, the needs of the training’s target audience

will be thoroughly assessed with regard to their correlation with the Regional Program’s goal and

objectives. Besides that, preliminary PWID participants’ needs assessment will permit us to determine

the overall results or outcomes of the training course to be obtained. 2. The second phase of the

course program development will include defining training plans and educational objectives. At this

2 EHRN as a principle recipient (PR) and national partners as sub-recipients (SR)

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stage, we will determine educational objectives to be accomplished as well as the activities to be

undertaken by trainers and learners in order to accomplish those objectives. We consider that at this

stage it should be necessary to attract to training’s design not only PR’s staff engaged in interaction

with potential trainees, but also external consultants selected to carry out the training.3. The third

phase will include the development of training activities and materials that will be further distributed

among training’s attendees and will be included in knowledge hub database. Moreover, according to

Regional program’s M&E Plan already submitted to the Global Fund, similar training modules are

planned to be developed within the program and will also contain training program, trainers’ guide

and training package for participants. This package might include additional information on the topic

the training module is covering, power point presentations and additional trainers’ tools that can be

used for carrying out this particular educational activity, etc.

4. Another essential procedure to be accomplished after the training is its evaluation. The evaluation

should permit to assess in what measure the overall goal of the training, as well as the goal and the

objectives of the Regional program in general are achieved. . The evaluation might focus on short-

term, intermediate and long-term outcomes.

The main goal of pre/post evaluation is to gauge the knowledge of participants on the topic before

and after the training in order to know to what extent participants’ knowledge is increased . Such

evaluation is relevant only for capacity building training, but is not to be used for regional forums

and advocacy activities.

The pre-and post training evaluation of capacity building activities is organized and conducted by PR

and include following components:

1. Development of pre-post evaluation form specific for the training. This form is done by

selected experts in accordance to planned knowledge and skills development outcomes as a

part of the training development process. Pre/post evaluation questionnaires must be

designed along with training module and be incorporated in general monitoring and

evaluation system developed by the PR.

2. Pre-training questionnaire is elaborated by PR (or SR) as a part of participants’ selection

and invitation process.

3. Post training evaluation supposes the use of the same form and is done at the end of

training. Post training evaluation also includes standard evaluation of logistics and general

assessment of participants’ satisfaction.

The analysis of the filled pre-/post- questionnaires will permit to evaluate eventual changes in

participants’ knowledge, attitudes and skills. It will also permit to identify how comfortable

and self-confident they feel about skills received.

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4. Evaluation of the long-term impact of the training on everyday practice and use of

obtained/improved knowledge and skills will be conducted by PR or SR responsible for

training’s organization in 1 and 3 months after the training through e-mail or telephone follow

up questioning.

Regional program is designed in the way to permit immediate application of skills obtained in

program’s activities according to SR or SSR work plan.

Nevertheless, the PR considers it’s necessary to follow-up after training and therefore it’s essential

to:

1. Evaluate the long-term impact of the training on everyday practice and use of

obtained/improved knowledge and skills. It will be done by PR or SR responsible for the

training.

2. Reinforce skills and assist participants in transfer of these skills into day-to-day practice and

identify problems faced by them in applying skills obtained as well as to help them to solve

eventual problems in the framework of scheduled M&E and TS visits.

3. Gather the information on the performance of SRs and/or SSRs activities and identify the

factors that influence program’s performance, in order to improve its implementation.

In the result of site visits organized by the PR a report will be produced and will contain the results of

the on-site evaluation (strengths and weaknesses found, actions taken to reinforce good practices

and to solve problems, and actions still needed). The report will be disseminated among EHRN’s staff

engaged in educational activities as well as among PR’s management team in order to to be develop

and implement an action plan. If necessary, the PR may decide to arrange additional technical

assistance or hire an expert to conduct the assessment of potential risks in order to advice on how

they could be mitigated in the future.