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Home Care - 7.4 Roles and responsibilities of programme partners
7.4 Roles and Responsibilities of Programme Partners
Three institutional questions need to be addressed here:
1. which institutions and/or organisations are best placed to implement the expanded programme?
2. what mechanisms should be put in place to co-ordinate and manage the expanded programme?
3. which institutions and/or organisations are best placed to provide technical support?
As Government/NGO partnerships have proved so successful in implementing the existing programme, this evaluation recommends continuing these partnerships in implementing the expansion. There are sensitive issues related to funding and control of funds which will need to be addressed, but it beyond the scope of this report to deal with these at this stage.
It would be wrong to be prescriptive in identifying institutions to manage and co-ordinate the expansion, and in any case, this is beyond the scope of the evaluation. However, it is clear that MoH/NCHADS are extremely well placed to manage and co-ordinate the expansion through existing MoH structures. In some Provinces the PAOs will be able to co-ordinate the Home Care Networks which will play an important role in providing support to the programme. In some Provinces, other mechanisms, such as PAC/PAS may be better placed to perform this role.
It is recommended that MoH/NCHADS takes the main co-ordinating role in expanding the Home Care Programme in Cambodia.
With regard to support, KHANA has been proactive and effective in providing both technical and financial support to the existing programme. KHANA and other organisations, such as World Vision will need to make internal decisions on whether they wish to increase their support as the programme expands to the provinces. As the programme goes to scale, it is clear that other organisations and institutions, perhaps drawn both from government and NGO sectors will be needed to provide financial and technical resources. Sharing resources between many partners has helped and will continue to help to reduce costs and improve coverage. The Multi-sectoral Unit of NCHADS is well-placed to identify and co-ordinate government partnerships, while KHANA is perhaps best placed to identify and co-ordinate NGO partnerships.
If it is decided that KHANA should be involved in the expansion programme, then it is recommended that the Alliance should increase its financial support to KHANA for prevention, care and support activities, while maintaining its present level of technical support.
it is recommended that the Alliance should increase its financial support to KHANA for prevention, care and support activities, while maintaining its present level of technical support.
Given that strong government/NGO partnerships have contributed significantly towards the success of the Cambodia Home Care Programme, it is recommended that the Alliance considers using this model elsewhere.
It is recommended that the Alliance considers using the Cambodian Home Care Model in other AIDS care programmes that they support.
Three institutional questions need to be addressed here:
1. which institutions and/or organisations are best placed to implement the expanded programme?
2. what mechanisms should be put in place to co-ordinate and manage the expanded programme?
3. which institutions and/or organisations are best placed to provide technical support?
As Government/NGO partnerships have proved so successful in implementing the existing programme, this evaluation recommends continuing these partnerships in implementing the expansion. There are sensitive issues related to funding and control of funds which will need to be addressed, but it beyond the scope of this report to deal with these at this stage.
It would be wrong to be prescriptive in identifying institutions to manage and co-ordinate the expansion, and in any case, this is beyond the scope of the evaluation. However, it is clear that MoH/NCHADS are extremely well placed to manage and co-ordinate the expansion through existing MoH structures. In some Provinces the PAOs will be able to co-ordinate the Home Care Networks which will play an important role in providing support to the programme. In some Provinces, other mechanisms, such as PAC/PAS may be better placed to perform this role.
It is recommended that MoH/NCHADS takes the main co-ordinating role in expanding the Home Care Programme in Cambodia.
With regard to support, KHANA has been proactive and effective in providing both technical and financial support to the existing programme. KHANA and other organisations, such as World Vision will need to make internal decisions on whether they wish to increase their support as the programme expands to the provinces. As the programme goes to scale, it is clear that other organisations and institutions, perhaps drawn both from government and NGO sectors will be needed to provide financial and technical resources. Sharing resources between many partners has helped and will continue to help to reduce costs and improve coverage. The Multi-sectoral Unit of NCHADS is well-placed to identify and co-ordinate government partnerships, while KHANA is perhaps best placed to identify and co-ordinate NGO partnerships.
If it is decided that KHANA should be involved in the expansion programme, then it is recommended that the Alliance should increase its financial support to KHANA for prevention, care and support activities, while maintaining its present level of technical support.
it is recommended that the Alliance should increase its financial support to KHANA for prevention, care and support activities, while maintaining its present level of technical support.
Given that strong government/NGO partnerships have contributed significantly towards the success of the Cambodia Home Care Programme, it is recommended that the Alliance considers using this model elsewhere.
It is recommended that the Alliance considers using the Cambodian Home Care Model in other AIDS care programmes that they support.