Notes:
a) TRP clarified amounts is less the amount for funds brought forward from phase 2 for SSF grants and phase 1 extensions
f) Undisbursed at cut-off includes money brought forward from phase 2 for extension
Has the CCM taken into account any Board-approved funding limitations? Yes
SECTION 2: CCM GOVERNANCE | 2.1 CCM Governance Overview | 2.1.1 Last funding applied for |
2.1.1 When was the last Round that the CCM/RCM/sub-CCM applied for funding?
The predecessor to the current CCM, the South Africa Resource Mobilisation Committee (RMC), last applied for Round 10 funding for HIV and TB in 2010.
Was the CCM/RCM/sub-CCM determined compliant with the CCM requirements at this time? Yes
If the CCM/RCM/sub-CCM was not compliant when they last applied, please describe what remedial actions were taken by the CCM/RCM/sub-CCM?
Although the CCM was compliant with CCM requirements at the time, several remedial actions have taken place since the R10 grant application. Many of the actions were based on the diagnostic review conducted by the Office of the Inspector General (OIG) in mid-2011, which examined the RMC and its oversight of the GF grants at that time. The OIG Review report, shared with SANAC in November 2011, identified several concerns, among them insufficient PR oversight, conflicts of interest, lack of coordination with the national programme and insufficient meeting frequency. The OIG also made several suggestions to strengthen the oversight role of the RMC.
Motivated by these recommendations and reflecting the high-level commitment to tackling the HIV epidemic in a more coordinated and representative manner, the Deputy President of South Africa, in his role of SANAC Plenary Chairperson, authorised a comprehensive review and assessment of SANAC governance structures. The review took place over the final 6 months of the NSP 2007-2011 (October 2011 – March 2012), and the final report made specific recommendations pertaining to SANAC Governance Structures, among them the dissolution of the RMC, to be replaced by a Country Coordinating Mechanism (CCM). The RMC, National SANAC Plenary and the Civil Society Forum formally adopted the proposed changes in June 2012.
The GF CCM is coordinated by the SANAC Secretariat and is accountable to the newly established NSP Financing Committee, which has the mandate to review current financing models for the NSP and then to flag and fill funding gaps. The SANAC Chief Executive Officer chairs the new GF CCM and the National Minister of Health chairs the NSP Financing Committee. The NSP Financing Committee reports to the SANAC Plenary.
Other changes that have a bearing on this proposal and the strength of the CCM (particularly its ability to align GF work with the NSP) include:
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Establishment of a Civil Society Forum to ensure representation across the wider spectrum of the many sectors as well as more comprehensive engagement across these sectors to improve decision-making;
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Creation of Costing and Programmatic Technical Task Teams, which are formally managed by the SANAC Secretariat, each with a dedicated focus on achieving the four NSP objectives and the efficient and effective funding of the NSP;
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Formation of a Programme Review Committee to ensure regular and on-going technical review of programme elements that informs government policy and implementation plans; and
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Inclusion of nine Provincial Councils on AIDS (PCAs) and their contributing district and local AIDS Council Committees (DCAs and LCAs, respectively), as this ensures the inclusion of provinces down to the local level in the planning process and monitoring of implementation.
There are a now a total of 29 voting CCM members, as well as the 5 Principal Recipients, who have ex-officio representation only. The following sectors are now represented on the new GF CCM: Civil Society, Labour, Private Sector, Government, the 9 Provincial AIDS Councils (PCAs) Heads of Secretariat, SANAC Costing Task Team chair and vice chair and 3 representatives from the development partner consortium, AIDS and Health Development Partners Forum (AHDPF). The PCA Heads of Secretariats, the SANAC Costing Team and Principal Recipients were not previously represented on the RMC.
See the figure below for the organogram of full SANAC structure.
Figure 1: Organogram of the newly constituted SANAC Governance Structure 2012-2017
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Facilitated by the SANAC restructuring, the following remedial actions have been completed:
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Improve Collaboration with the National Programme. By design, the CCM now will have a much more robust understanding of the financial situation and stakeholder concerns by way of the NSP Financing Committee. The Committee reviews all government financing on the NSP (Conditional Grants and Equity Share), as well as Development Partner contributions (both budget support and funding of NGOs) and private sector funding (including private health care and business sector). With this holistic view, the Committee makes recommendations to the SANAC Plenary on sustainable financing for the NSP from both government and private sector perspectives, to flag gaps and explore opportunities for resource mobilization to bridge those gaps (including GFATM, development partners, private sector, etc.). The Committee also has the responsibility to review impact and effectiveness of the financial models.
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Improve Communication with CCM Constituencies: All members of the CCM are expected to provide regular updates on the GF to their constituencies and bring feedback to the CCM for consideration to ensure the broader SANAC community is engaged in the GF grant proposal development, implementation, review and evaluation. The Secretariat (SANAC) provides the CCM members with information and analyses, and where necessary briefs, to share with their constituents to engage them in meaningful discussions and to keep them updated of progress.
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Align Programme Implementation with the GF oversight Requirements. The CCM Oversight Strategy has been developed and approved. Addressing concerns flagged by the OIG, the Strategy details the participation of CCM members in visits to Principal Recipient (PR) programme sites, regular presentations by PRs to the CCM, training of the CCM in the use of the Dashboard and its establishment and maintenance by SANAC. The CCM oversight strategy also includes the formal evaluation of the grant programmes before the end of the cycle to inform decision making. CCM members will also participate in Local Fund Agent (LFA) debriefs to the PRs. LFAs now have a standing invitation to attend CCM meetings and the regular Monday GF Steering Committee meetings at the SANAC Secretariat as non-voting members.
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Develop CCM Governance Manual, including the Conflict of Interest Policy: Members of the CCM discussed the new conflicts of interest (COI) policy in detail at the inaugural meeting held on 22nd November 2012, and all CCM members have signed it. The identified conflict of interest (SANAC Secretariat receipt of GF funding) has been remediated, as SANAC is no longer a recipient of GF funding. To mitigate against future conflicts, all SANAC committees have been briefed on obligations under the CCM conflict of interest policy and revised procedural guidelines. (See Section 2.1.4 below for specifics on the COI policy.)
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Diversify the CCM and Promote Engagement of Members: The CCM now has a more diverse membership and regular, quarterly meetings. To the extent that a member cannot attend, procedures have been established for alternate members to attend. CCM members are required to report back to the CCM on the nature and substance of consultations with constituents when putting forward recommendations.
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Political commitment and government buy-in: at the highest level as the Deputy President presides over the Sector Leader Forum, the regular plenary with all stakeholders represented and the Implementation Management Committee where he interacts with all the national Government Ministers.
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