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July 2008 1
Coordinating Comprehensive Care for Children (4Children)
Uganda System Strengthening Project
Quarterly Report FY18 Quarter 2 – January 1, 2018 to March 31, 2018
Submission Date: April 30, 2018
Agreement Number: AID-OAA-14-00061
Activity Start Date and End Date: 06 28, 2017 to 08 31, 2019
AOR Name: Colette Peck | Uganda Activity Manager: Fred Opok
Submitted by: Michelle Ell, 4Children Uganda Project Director
Catholic Relief Services (Uganda)
Plot 577, Block 15, Nsambya Road
Kampala, Uganda
Tel: +256 312 265658
Email: [email protected]
This document was produced for review by the United States Agency for International
Development Uganda Mission (USAID/Uganda).
0
ACTIVITY OVERVIEW
Activity Name: Coordinating Comprehensive Care for Children (4Children)
Project: Coordinating Comprehensive Care for Children (4Children)
Uganda System Strengthening Project
Activity Start Date and End
Date: June 28, 2017 to August 31, 2019
Name of Prime
Implementing Partner: Catholic Relief Services (CRS)
[Contract/Agreement]
Number: AID-OAA-14-00061
Name of
Subcontractors/Sub-
awardees and Dollar
Amounts:
(Life of Program Totals)
National Association of Social Workers in Uganda: $ 246,361 USD
Makerere University Department of Social Work and Social
Administration: $ 169,921 USD
DataCare (U) Ltd: $ 135,624 USD
Major Counterpart
Organizations:
IntraHealth International
Maestral International
Geographic Coverage
Changes
(districts):
National level project covering all 123 districts of Uganda
Reporting Period: FY18 Quarter 2: January – March 2018
1
ACRONYMS AND ABBREVIATIONS
4Children Coordinating Comprehensive Care for Children
AIDS Acquired Immune Deficiency Syndrome
AVSI Association of Volunteers in International Service Foundation
BOCY Better Outcomes for Children and Youth
CAF Children’s AIDS Fund
CDC Centers for Disease Control and Prevention
CDCS Country Development Cooperation Strategy
CDO Community Development Officer
CLA Collaboration Learning and Adaptation
CM Case Management
CPD Continuous Professional Development
CPFU Child and Family Protection Unit
CRS Catholic Relief Services
CSU Cheshire Services Uganda DCDO District Community Development Officer
DHIS District Health Information System
DHO District Health Officer
DREAMS Determined, Resilient, Empowered, AIDS-free, Mentored and Safe Women
FAWEU Forum for African Women Educationalists Uganda
GoU Government of Uganda
HIV Human Immunodeficiency Virus
HMIS Health Management Information System
HOCAI Holistic Organizational Capacity Assessment Instrument
IDI Infectious Diseases Institute
IPs Implementing Partners
JLOS Justice, Law and Order Sector
MEAL Monitoring, Evaluation, Accountability and Learning
MGLSD Ministry of Gender, Labour and Social Development
MOLG Ministry of Local Government
NASWU National Association of Social Workers of Uganda
NCHE National Council for Higher Education
NYC National Youth Council
OPM Office of the Prime Minister
OVC Orphans and Vulnerable Children
MIA Ministry of Internal Affairs
MIS Management Information System
MJAP Makerere University Joint AIDS Program
MOH Ministry of Health
MUSPH Makerere University School of Public Health
MUWRP Makerere University Walter Reed Project
PSWs Para-social Workers
PSWO Probation and Social Welfare Officer
REPSSI Regional Psychosocial Support Initiative
RHSP Rakai Health Sciences Program
SCiU Save the Children in Uganda
SOCY Sustainable Outcomes for Children and Youth
SWSA Social Work and Social Administration
2
SOPs Standard Operating Procedures
SWSC Social Workers Steering Committee
TASO The AIDS Support Organization
TPO Transcultural Psychosocial Organization
TWG Technical Working Group
UCMB Uganda Catholic Medical Bureau
UNHCR United Nations High Commissioner for Refugees
UDHS Uganda Demographic and Health Survey
UNICEF United Nations International Children’s Fund
UPHIA Uganda Population HIV Impact Assessment
UPHS Uganda Private Health Support Program
USG United States Government
USS Uganda System Strengthening
USAID United States Agency for International Development
UWESO Uganda Women’s Efforts to Save Orphans
VAC Violence Against Children
VACS Violence Against Children Study
3
1. ACTIVITY DESCRIPTION | INTRODUCTION
Coordinating Comprehensive Care for Children (4Children) is a global five‐year USAID‐funded project
implemented by a consortium of organizations led by Catholic Relief Services (CRS) with partners
IntraHealth, Maestral, Pact, Plan International and Westat. 4Children is designed to improve health and
wellbeing outcomes for orphans and vulnerable children (OVC) affected by HIV and AIDS and other
adversities. 4Children’s work utilizes global evidence establishing that HIV and other adversities are best
prevented and addressed when families and children have access to both high quality health and social
welfare services. The project supports systems and structures at country and regional levels to implement
evidence-based interventions that protect against risk, interrupt cycles of vulnerability, and build pathways
to resilience leading to an AIDS Free Generation and contribute to overall improvements in quality of life
and productivity for vulnerable children and their families.
4Children Uganda System Strengthening (USS) Project (June 2017-August 2019) is a $4.7 million buy-in
that aims to strengthen OVC systems. Through this project, 4Children supports the development and
rollout of a standardized OVC case management package alongside key child protection policies,
guidelines, and strategies in Uganda. It builds capacity within the social service workforce and improves
monitoring and evaluation towards data-driven decision-making. By fostering partnerships from the
community-level up to the national-level, this project is expected to achieve considerable progress in
broad strategic areas:
(1) Ugandan institutions are strengthened to successfully plan, lead, and coordinate comprehensive
services for children made vulnerable by HIV and other child protection risks;
(2) Uganda’s social service workforce strengthened to deliver comprehensive services for children affected
by HIV and other adversities; and
(3) Ugandan institutions collect, analyze, and use data to improve planning, service delivery, and learning
around social protection systems.
Focused on the social protection system, and aligned to Development Objective (DO) 3 of the USAID
Uganda Country Development Cooperation Strategy (CDCS), this activity supports local leadership1;
strengthens the availability of a skilled and motivated social service workforce; increases availability and
utilization of quality data for decision-making; and strengthens capacity for implementation of legal and
policy frameworks. As such, the USS activity connects the PEPFAR 95-95-95 goals with the Uganda CDCS
by strengthening partnerships to advance policy implementation through a standardized case management
package that is reflective of child rights and social work principles and, improved partnerships to
strengthen, promote, and regulate the social service workforce, which includes the use of data for planning
and decision-making.
1 This project is focused at national level, strengthening leadership within the Ministry of Gender, Labour and Social
Development (MGLSD), the National Association of Social Workers in Uganda, and the National Council for Higher Education.
4
1.1 Results to Date
Table 1(a): PMP/Project Indicator Progress
Indicator Data Source
Baseline data FY 2018 Quarterly Status – FY 2018 Annual
Performance
Achieved to
Date (in %)
Comment(s) Year Value
Annual
Cumulative
Planned target2
Annual
Cumulative
Actual
Q1 Q2 Q3 Q4
Intermediate Result1 (IR1): Ugandan institutions strengthened to successfully plan, lead, and coordinate comprehensive services for children made vulnerable
by HIV and child protection risks
SubIR1.1: Ugandan institutions effectively coordinate to develop and rollout guidance and training on key child protection issues
Number of districts that
received policy documents
and framework
Dissemination
Tracking form
N/A 0 123 123 0 123 100%
Number of dissemination
plans developed
Dissemination
plan
N/A 0 1 1 0 1 100%
Number of organizations
supporting the dissemination
plan
Dissemination
tracking form
N/A 0 15 18 0 18 120%
Number of policies and
frameworks rolled out as
outlined in dissemination plan
Dissemination
tracking form
N/A 0 3 3 0 3 100%
Sub-IR 1.2: Strengthened capacity of Ugandan Institutions to provide technical leadership in the delivery of social services
% HOCAI capacity building
objectives met
Semi-annual
assessment
report
N/A 0% 80% 33% 0% 33% 33% 3 of 9
objectives have
been achieved;
implementation
is ongoing.
NASWU capacity self-
assessment – HOCAI
complete
Self-assessment
form
N/A 0 1 1 1 0 100% Completed in
Q1.
5
During this quarter, USAID convened a training and review meeting with all Implementing Partners (IPs), including CRS/4Children to discuss the draft Mission
Performance Monitoring Plan (PMP) indicators for the CDCS. 4Children is currently reviewing the proposed indices and indicators to expand on the initial
indicator set and will report against these indicators during the next quarter.
Capacity building plan
(Organizational Strengthening
Plan (OSP) developed
Capacity
building plan
N/A 0 1 1 0 1 100% Completed in
Q2.
Sub-IR 1.3: Standardized and strengthened HIV sensitive case management process is operationalized in PEPFAR priority districts
Case management for OVC
package developed
Case
Management
for OVC
programming
package
N/A 0 1 1 0 1 100%
Intermediate Result2 (IR2): Uganda’s social service workforce is strengthened to deliver comprehensive services for children made vulnerable by HIV and
other adversities
IR 2.3 Government staff at district and sub-county levels have improved technical and supervisory capacity to fulfill their roles and responsibilities in delivery
and supervision of social services
Number of regional reviews
held
Reviews
Report
N/A 0 2 7 0 7 350%
Number of action plans
developed
Action plan N/A 0 2 7 0 7 350%
6
2. ACTIVITY IMPLEMENTATION PROGRESS
2.1 Summary of Implementation Status
A major scale-up of activities was achieved this quarter, with 77% of the planned activities for this quarter
completed. Notable milestones in Q2 include the following:
• Supported the Ministry of Gender, Labour and Social Development (MGLSD) to convene Sector
Review meetings for the first time in two years, reaching 370 of 3913 targeted government
workers.
• Integrated and coordinated nation-wide policy dissemination led by MGLSD reaching all 123
districts and completed in a period of seven weeks through the Sector Review meetings – all
carried out at the regional level.
• Harmonized OVC Case Management Package developed, reviewed, and finalized/approved for
pretesting in coordination with representatives from 29 Ugandan organizations/institutions,
including government, UNICEF, USG-funded IPs and non-USG-funded IPs.
• Supported Makerere University’s Department of Social Work and Administration to develop an
Issues Paper that demonstrates, through evidence and data, the challenges associated with non-
standardized curricula, and the need to develop a national competency framework and minimum
educational standards for social work education. As a result of this Issues Paper, the National
Council for Higher Education (NCHE) committed to prioritize a review of social work training.
• Established a partnership with the NCHE to review social work education and training in Uganda.
• Supported the National Association of Social Workers in Uganda (NASWU) to develop and begin
implementation of an Organizational Strengthening Plan (OSP).
The main activities carried over to next quarter include the validation of the Standardized OVC Case
Management Toolkit, and the consultative processes linked to reviewing and standardizing engagement of
PSWs in Uganda. A status report on activity implementation (Table 2) is provided on the following page,
along with a detailed narrative beginning on page 6.
3 The government cadres include the District Community Development Officers, Probation and Social Welfare Officers; Child
Protection and Family Unit (CFPU) from the Uganda Police Force at district and regional level. Additionally, 13 Regional Justice
Law and Order Sector (JLOS) staffs also participated in the sector review meetings.
7
Table 2: Status Report on Activity Implementation
Summary of Planned Activities Actual Achieved in Quarter Activities Shifted to Next Quarter
IR 1.1 Ugandan institutions effectively coordinate to develop & roll out guidance and training on key child protection issues.
4Children supports MGLSD to convene multi-
stakeholder plan to coordinate the dissemination of
key legal and policy frameworks, and studies relevant
to child protection.
Achieved. MGLSD developed preliminary plan to
prioritize policy dissemination.
Comprehensive plan to be
developed next quarter with 18 IPs.
4Children supports the targeted dissemination of
materials, including printing, translation, and
sensitization.
Achieved. Dissemination of 3 CP policies/legal
frameworks was carried out in 123 districts.
Continued support for
dissemination, in close
collaboration with other partners.
4Children and UNICEF collaborate to support
MGLSD to launch the VAC report.
Achieved. MGLSD was supported to disseminate
the VAC data and results at regional level.
N/A
4Children supports the development and
implementation of response plans.
Ongoing. A response plan on VAC was
developed with support from UNICEF and is
being integrated into the National Plan of Action
for the Child Policy.
Continued support in the
coordinated implementation of the
response plans.
IR 1.2 Strengthened capacity of Ugandan institutions to provide technical leadership in the delivery of social services.
4Children supports NASWU to conduct an
organizational capacity assessment to develop an
Organizational Strengthening Plan.
Complete. Organizational capacity assessment
was conducted, report produced and
organizational strengthening plan (OSP)
developed.
4Children provides financial and technical support to
strengthening NASWU leadership in the social service
sector.
Ongoing. CRS has seconded a full-time staff
member and issued a sub-award to NASWU.
Continuing technical and financial
support in line with the
implementation of the project
activities and the OSP.
4Children supports Makerere to establish a quality
assurance committee to review and audit social work
curricula for accreditation.
Issues Paper on the need for standardized
training developed; Committee TOR drafted and
members mobilized.
Establishment and launch of the
National Social Work Steering
Committee.
IR 1.3 (PLUS UP) Standardized and strengthened HIV sensitive case management process is operationalized in PEPFAR priority districts.
4Children supports CMRRG to develop a standardized
case management package.
Complete. Standardized OVC Case Management
Package developed. N/A
8
Summary of Planned Activities Actual Achieved in Quarter Activities Shifted to Next Quarter
Revised case management for OVC package is
presented, reviewed, and validated by the CMRRG and
training curriculum developed.
Draft Standardized OVC Case Management
Package presented and reviewed by MGLSD
TWGs and approved for pretest.
Completion of the pretest.
Validation and review of the Case
Management Package is planned for
Q3.
4Children and CMRRG roll out the case management
package to PEPFAR IPs.
Ongoing. Provided 2-day orientation on the case
management package to all IPs engaged in the
pretest. Curricula development ongoing.
No activities shifted to next
quarter.
SO 2. Uganda’s social service workforce is strengthened to deliver comprehensive services for children made vulnerable by HIV and other child
protection risks.
IR 2.1 The GOU and OVC IPs effectively engage community based social service providers according to standardized approach.
4Children supports MGLSD to convene national-level
working group to establish standards for PSW
engagement.
Desk review on guidelines, tools, and SOPs on
PSW engagement complete; Issues Paper
drafted.
No activities shifted to next
quarter.
IR 2.2 Social service workforce at district and sub-county levels understand their roles and responsibilities and expected deliverables in relation
to child protection.
Updated job description, performance standards,
training curricula, etc. are developed to align with the
clarified and agreed-upon roles and responsibilities for
government social service workforce.
Ongoing – preliminary assessment of the current
job descriptions, performance standards and
supervisory responsibilities.
Completion of the function review
of the workforce and presentation
of the preliminary findings.
IR 2.3 Government staff at district and sub-county levels have improved technical and supervisory capacity to fulfill their roles and
responsibilities in the delivery and supervision of social welfare services.
Selected training curriculums are converted to
eLearning.
Ongoing. MGLSD has identified PSWO
induction as the key training to be converted
into e-learning.
No activities shifted to next
quarter.
4Children assists NASWU to host seminars/webinars
for continuing professional development (CPD) for the
social service members.
Ongoing. Completed a desk review of available
CPD seminars. Completed member survey to
determine interests and needs.
Findings from the member survey
presented to NASWU National
Executive Committee (NEC);
Preparation for roll out CPD
seminars.
Bi-annual regional reviews held to monitor
implementation of social service response plans.
Complete. 7 regional meetings were held and
attended by 370 participants comprising of: 130
PSWOs, 111 DCDOs, 116 Child and Family, and
13 JLOS.
9
Summary of Planned Activities Actual Achieved in Quarter Activities Shifted to Next Quarter
SO 3 Ugandan institutions collect, analyze, and use data to improve planning, service delivery, and strengthen advocacy.
IR 3.1 Stakeholders in PEPFAR priority districts collect and utilize data to make data-driven decisions regarding pathways out of OVC
programming.
4Children compiles and summarizes child protection
data and learning in user-friendly formats to increase
awareness on child protection issues, and support
data-driven response planning via bi-annual data
reviews
Complete. Data were compiled on key child
protection issues and shared in 7 regional
meetings.
Analysis of district and regional
priorities, and compilation of
response plans to guide and
support MGLSD workforce
coordination.
IR 3.2 Ugandan institutions have data to demonstrate the impact of, and advocate for, strengthen social protection systems.
4Children convenes Subcommittee for Evidence
Building to develop an innovative learning agenda.
Ongoing. Secured approval from the National
OVC M&E TWG for establishment of Sub-
Committee.
Establish Sub-committee and
finalize learning agenda topics.
10
2.2 Progress Narrative
SO1: Leadership in development supported
IR 1.1 Policy dissemination: 4Children supported MGLSD to plan and execute a nation-wide
dissemination of three key legal instruments4 relevant to the social service workforce including: The
Children Act CAP 59 (as amended) 2016; The Children Approved Homes Rules, 2013; and The National
Alternative Care Framework 2013. Integrating this dissemination into Regional Sector Reviews enabled
MGLSD to reach 123 districts in approximately 21 days. As a result, 357 government social welfare staff5
and 13 Justice, Law and Order Sector (JLOS) staff at district level were sensitized, in some cases for the
first time, on key legal provisions meant to guide their day-to-day work. While analysis is still ongoing,
evaluations from the first three of the seven Sector Review Meetings revealed that 89.5% of the
participants reported increased knowledge on the legal instruments disseminated through this forum and
83.5% of the participants reported that they can ably apply the respective legal instruments.
Table 3. Participant evaluation results from three regional sector review meetings
Evaluation area Participants response
Agree Neither
agree nor
disagree
Disagree Total
The workshop has increased my knowledge on laws and
policies relevant to children
89.5% 9.6% 0.9% 100%
As a result of my participation in this meeting, I can ably
apply the Children’s Act as amended 2016
86.1% 12.2% 1.7% 100%
As a result of my participation in this meeting, I can ably
apply the Approved Home Rules.
83.5% 16.5% - 100%
As a result of my participation in this meeting, I can ably
apply the Alternative care framework.
83.5% 16.5% - 100%
The workshop has enhanced my capacity to use data in
decision making.
77% 21% 2% 100%
IR 1.1 Building networks: By administering a targeted questionnaire at the National Learning
Conference carried out in Q1, 4Children assisted MGLSD to secure commitments from 23 national and
seven international civil society actors to partner in the development of a coordinated policy dissemination
plan. During Q2, MGLSD held its first meeting with 18 of the 30 implementing partners (IPs)6 where they
agreed on a coordinated dissemination strategy to reach lower local government level stakeholders
including CDOs and local leadership structures such as the local councils, churches, schools, parents and
children.
4 In Q1, 4Children supported MGLSD to conduct an inventory of child protection policies and legal frameworks: 14 policies, 16
Acts and 21 strategic documents including guidelines, national action plans. 5 Social welfare staff included the following cadres: 111 DCDO, 130 PSWO, 116 UPF CPFU and13 regional JLOS staff (total
370). 6 CRANE, UNHCR, Parenting Uganda, FAWEU, NASWU, UWESO, AVSI Foundation, Cheshire Services Uganda, REPSSI,
National Youth Council, Save the Children, OPM/DOR, Uganda Academy of Sciences, TPO, Platform for Labor, 4Children,
SOCY and Police – CFPU.
11
IR 1.1 Availability of quality data (Violence Against Children (VAC) Study): 4Children held strategic
meetings with MGLSD and UNICEF to identify potential areas for collaboration/coordination in VACS
dissemination and response planning for an effective and wide coverage. In consultation with UNICEF,
MGLSD, and the Centers for Disease Control and Prevention (CDC), 4Children supported the
Dissemination of VACS findings during the Regional Sector Review Meetings. (These efforts are part of the
policy dissemination achievements reported above.)
Responsive systems: 4Children began the pilot activity7 to strengthen linkages between clinical and
community services for children and adolescents who have experienced sexual violence. These efforts are
targeting four of the Determined, Resilient, Empowered, AIDS-free, Mentored and Safe Women
(DREAMS) districts.8 Beginning with a one-day event, participants from 39 local government staff and two
IPs met to discuss and share experiences on reporting and referral of incidences of sexual violence. This
engagement included reviewing data from the VACS, mapping and analyzing the referral pathway with
specific focus on these high-prevalence districts9. Ministry of Health (MOH) DREAMS focal person and IP
representation (two out of five) was limited, despite mobilization and commitments from MOH to
participate in the process. During the next workshop in Q3, 4Children will continue to engage with MOH,
local government and IPs to support their active engagement in the process.
IR 1.2 Local Leadership and Networks: 4Children continued to support the NEC of the NASWU to
utilize the Holistic Organizational Capacity Assessment Instrument (HOCAI) to evaluate organizational
strengths and weaknesses, and set priorities for strengthening operations. In Q2, NASWU drafted an OSP
and began efforts to strengthen general management, human resource management, along with identity
and governance in response to the gaps identified in the HOCAI process. Through the development of
this plan, 4Children is helping to position NASWU to engage other donors on strategic investments that
will enable the organization to more effectively carry out its mandate.
IR 1.2 Availability of data (local networks): 4Children assisted NASWU to begin to address major
gaps in data that were affecting its’ ability to effectively coordinate its members, to provide targeted
continuing professional development (CPD) based on the needs of current and prospective members, and
to advocate for the workforce. NASWU was thus supported to develop an inventory of existing CPD
resources; conduct a member survey (including key informant interviews with prospective members); and
conduct a review of existing guidelines for parasocial worker (PSW) engagement. Findings from these
rapid assessments will be presented to NASWU’s NEC next quarter and 4Children will assist the
organization to analyze and apply the findings to inform their programming in the short and long-term.
1R. 1.2 Regulatory Framework: USS Partner, Makerere University Department of Social Work and
Social Administration developed an Issues Paper10 for the NCHE to highlight the lack of standardized
social work education in Uganda and to propose the development of minimum educational standards and
7 This includes field testing PEPFAR’s Strengthening Linkages Between Clinical and Social/Community Services for Children and
Adolescents who Have Experienced Sexual Violence: A Companion Guide to draw on global experience and learning focused on
reporting, coordinating and referral of incidences of sexual violence in Uganda. 8 Sembabule, Rakia, Lwengo, and Masaka. The IPs include IDI and Rakai Health Sciences Projects. 9 HIV prevalence rates in greater Masaka – Sembabule, Rakai, Lwengo, Bukomansimbi and Masaka districts is (7.6%) and Viral
Suppression is 56.9% (UPHIA Uganda Fact Sheet 2017). The national ART enrollment is 67% (UNAIDS Data 2017) 10 Issues Paper on Social Work Education in Uganda: The case for a Harmonized Curriculum, March 2018.
12
a harmonized curriculum. This provides a compelling case for the review of social work programs in
Uganda. Makerere and the National Council for Higher Education (NCHE) signed an MOU in March 2018.
Improved Social Service Delivery for Children
IR 1.3 Case management: Under the leadership of MGLSD and with 4Children support, six Technical
Working Groups (TWGs) were established to support the process of harmonizing OVC case management
tools; including a review of the draft benchmarks for case plan achievement. This process began last
quarter and the project continued to support the TWGs to review and provide input on the drafts with
two separate meetings for each TWG following by a 3-day joint review that brought all groups together.
Through this process, a Standardized OVC Case Management Package was developed and underwent
extensive reviews and revisions before being approved for pretesting by MGSLD. 22 organizations/
institutions were represented in the TWGs, which included USAID and CDC-funded IPs, national NGOs,
representatives from UNICEF, and MGLSD was represented by 15 Officials. The case management
package included standard operating procedures (SOPs), tools and job aids as well as an agreed upon set
of case plan achievement benchmarks.
During this period, 4Children developed a pretest plan and strategy in partnership with nine IPs. In
addition, 4Children worked with NASWU to develop the pretest methodology and tools Pretesting
activities have begun this quarter with seven IPs, including: Infectious Disease Institute (IDI), Rakai Health
Sciences Project (RHSP), Baylor, MildMay, (TASO), and Sustainable Outcomes for Children and Youth in
Western, South Western and Central Uganda (SOCY) and the Makerere University Walter Reed Project
(MUWRP) in 11 districts. Two additional IPs will engage in the pretest next quarter, including the Better
Outcomes for Children and Youth (BOCY) project, and Save the Children.
SO 2: Social Service Workforce Strengthening
IR 2.1 Standards for Parasocial Worker Engagement: 4Children supported NASWU to conduct
a desk review of existing guidelines, tools, and curricula for engaging and supporting parasocial workers
(PSWs) in Uganda. This desk review, still under review, is expected to provide information and analysis
to demonstrate where IPs may be using different guidelines for recruitment, training, supervision, and
compensation of PSWs with a view to supporting dialogue between government and IPs around
standardized approaches for PSW engagement.
1R 2.2 Workforce review: 4Children held preparatory meetings with MGLSD and UNICEF to plan for
a Functional Review of the workforce, which includes a coordinated effort to gather data to make the
case for the standardization of job descriptions, performance standards and supervision responsibilities
for district level MGLSD staff. Challenges in the recruitment of a suitable local consultant have delayed
the process, but the review is expected to begin next quarter.
IR 2.3 Workforce training: 4Children recruited a consultant to prepare e-learning modules to create
a standardized induction that can be rolled out to government social welfare staff at district and sub-
county levels. 4Children is currently working with MGLSD, in collaboration with UNICEF, to review
existing handbooks and tools for workforce induction; however, the process has been delayed due to the
13
lack of a formal induction process and materials for newly recruited staff. During Q3, 4Children will
support an expert team of national and district level social welfare staff to review and update the out-of-
date materials so that they can be converted to e-learning; these materials will form part of an improved
induction process and converted into e-learning modules.
SO 3: Evidence Building and Data Driven Decision Making
IR 3.1 Utilization of quality data: During this quarter, 4Children supported MGLSD, NCHE, NASWU,
and district-level social welfare staff to utilize data11 for decision-making in a variety of ways designed to
strengthen the system, i.e. to guide policy dissemination, to identify priority child protection issues, to
strengthen case management practice through improved tools and standard operating procedures, and to
demonstrate the need for standardized social work education and training. Key achievements in this area
include the compilation and sharing of customized child protection data summaries for six regions, by
project partner DataCare. Then, supporting the Ministry to engage the government social welfare actors
to compare results across districts and within a region. This activity provided a platform for peer-to-peer
dialogue on the factors that may be driving positive and negative trends as well as sharing of experiences
to achieve better outcomes. This process, integrated in Regional Sector Reviews, resulted in the
identification of priority child protection issues by district and region to guide MGSLD coordination and
to enable MGLSD to provide targeted mentoring and supervision to the workforce.
IR 3.2 M&E systems are strengthened to support standardized case management: No
activities were planned for this quarter.
3. ADAPTIVE MANAGEMENT APPROACH AND
GUIDING PRINCIPLES
3.1 Collaboration and Stakeholder Engagement
Ensure broad and inclusive stakeholder engagement: 4Children continues to strengthen partnerships between
the Ugandan government and civil society actors across a broad range of system strengthening initiatives.
Focusing on both the project level outcomes, together with complimentary initiatives led by other actors,
4Children is collaborating with 47 Ugandan institutions. This includes 29 organizations supporting the
efforts to standardize the OVC case management package; 21 organizations to strengthen policy and
regulatory frameworks; 10 organizations to strengthen referral pathways, 10 for workforce strengthening
and 3 focused on leadership strengthening. These actors include a diverse mix of Ugandan institutions
representing government, academia, network organizations, and OVC implementing partners (IPs). See
table on the following page for key areas of collaboration and Annex for detailed list of partners.
11 Key data sets included: Stat compiler, Uganda Demographic and Health Survey (UDHS), Uganda Census Report (2014), Uganda Child Help
line Data, Uganda Population HIV Impact Assessment (UPHIA)– Summary fact sheet (August 2017), Health Management Information System
(HMIS), District Health Information System 2 (DHIS2), and Education Management Information System (EMIS).
14
Table 4: Types of Partnerships and Areas of Collaboration
Types of Partners Strengthening leadership
Policy & Regulatory
Frameworks
Case Management
Strengthening referral
pathways
Workforce Strengthening
OVC_MIS
Nationally Focused Organizations 3 6 4 3 7 2
District Workforce Cadres 0 2 2 4 3 0
Development Partners 0 13 22 3 0 1
Other 0 0 1 0 0 0
Total 3 21 29 10 10 3
Prioritize partnerships that enable Ugandan-led development: 4Children is supporting government to
disseminate new and existing policy documents, legal frameworks, and guidance to the frontline workforce
in a data-driven manner. The project is targeting key actors, such as the Probation and Social Welfare
Officers (PSWOs), staff from the police’s Child and Family Protection Unit (CFPU) along with parasocial
workers (PSWs) to strengthen knowledge and promote targeted response planning. This includes building
the social welfare workforce’s capacity to meet the needs of vulnerable children through a standardized
case management package that is reflective of child rights and social work principles and improving
partnerships to strengthen, promote, and regulate the social service workforce. While at a national level,
the project is also working with the National Council for Higher Education to carry out an audit of social
work training with the goal of standardizing the curriculum across tertiary institutions. Lastly, 4Children
aims to support efforts to strengthen the capacity of social welfare actors to capture, analyze, and utilize
data to inform, improve, and scale up effective service delivery.
Apply a facilitative approach: 4Children has engaged key development partners to advance progress on
several key activities. As a system strengthening activity, 4Children is actively working with UNICEF to
coordinate support with MGLSD with a focus on integrating workforce strengthening efforts. Key points
of collaboration include consultations on the development of the National Child Policy and the
accompanying National Plan of Action (NPA); planning for the upcoming Functional Review of the
workforce, and the selection of content for development of e-learning curriculum. For the Child Policy
and NPA, 4Children is providing technical inputs to support the inclusion of OVC, prioritize case
management that includes the four domains of healthy, safe, stable, and schooled, and the role of the
socials welfare workforce in reducing vulnerability. While for the Functional Review of the workforce led
by 4Children, UNICEF is providing inputs on the terms of reference and has committed to engage an
international consultant who will work alongside the local consultant engaged by the project. Similarly,
4Children is also drawing on the findings from the ongoing sub-county level review carried out by the
Better Outcomes for Children and Youth (BOCY) Project and the Sustainable Outcomes for Children
and Youth (SOCY) Project to enrich the Functional Review. Finally, on the e-learning component,
4Children is engaging UNICEF in the review of the materials to be converted into e-learning. 4Children is
also working in close partnership with USAID BOCY and SOCY projects to plan for the Child Forums
scheduled for quarter 3 and on the staffing levels of the social service workforce at district level. While
BOCY and SOCY analysis is focused on the workforce at community level, 4Children continues to build
onto this effort at district level.
15
3.2 Learning and Adaptation
Collaboration, Learning and Adaptation (CLA): USS emphasizes the three aspects of collaboration, learning,
and adaptation (CLA) through Performance Monitoring; Learning/Research; and Adaptive Management.
Through this lens, the project team and partners are actively seeking ways to do business differently –
merging the use of local data together with global evidence. USS interventions follow the same cycle of
consolidating data/knowledge and/or generating data to make the case for action; convening stakeholders
to review data and agree on course(s) of action; and engaging senior technical leaders to share global best
practice to support Ugandan-led processes and adapt processes and materials. This pattern is observable
in the 4Children interventions carried out since inception, including harmonized case management for
OVC; coordinated and strategic policy dissemination; capacity strengthening for NASWU; workforce
strengthening; and development of the national-level learning agenda. For example, the Standardized
Package for OVC Case Management began with a national-level assessment of all MGSLD-approved
guidelines, tools, and curricula for case management, together with an assessment of the case management
packages of 11 IPs. The project then supported multiple review meetings during this quarter to validate
the findings with MGLSD, IPs, and UNICEF and agree on a roadmap for strengthening case management
for vulnerable children in Uganda. Maestral International, who is leading global level efforts to strengthen
case management, has provided technical assistance to this process, effectively marrying knowledge, data,
and recommendations from the Ugandan context with expertise at the global level to produce the
Standardized OVC Case Management Package which is currently under pretest. Bringing together
representatives from more than 30 different Ugandan institutions to use the data from the local
assessments, to be guided by global best practice, and to agree on key changes need to strengthen the
approach and tools has required intensive engagement and sensitization of stakeholders. For example, this
quarter alone, the project supported two meetings for each of the six MGLSD-appointed TWGs on case
management, and a joint 3-day workshop for all TWGs to review the consolidated recommendations for
the Standardized OVC Case Management Package. Beyond Uganda, this process has also informed other
OVC projects and 4Children buy-ins in terms of providing guidance, based on experience, as to how to
lead a participatory process resulting in a standardized set of SOPs, tools, benchmarks and job aids. For
example, the lessons from Uganda have been referenced in the process of standardizing national CM tools
and OVC CM tools with the National Department of Children Services in Kenya. are informing work that
will soon begin under 4Children in Mozambique, and have informed potential work under CRS in
Zimbabwe with CRS’s Pathways.
Seek ways to do business differently: Nine months into implementation, 4Children continues to prioritize
partnerships, use of data to adapt usual practice, and pursuit of integrated approaches across all key
interventions. This method of working, where the project deliverables are considered alongside wider
developments in the sector to support greater integration, is a major tenant of the CDCS and one which
the 4Children project has actively embraced. For example, during the development of the Standardized
OVC Case Management Package, there were calls to focus on tools that would specifically serve the needs
of PEPFAR-funded IPs. 4Children, however, was able to expand the case management tools assessments
to include non-USG-funded IPs, and demonstrate the utility and value of a single package/approach across
partners. Similarly, in strengthening MGLSD leadership in coordinated policy dissemination, 4Children is
promoting the use the district-level child protection priorities (identified during the Sector Review
16
Meetings) to seek new ways of engaging and mobilizing support from members of the National Child
Protection Working Group – encouraging the use of child protection data to guide dissemination activities.
Finally, the strategic engagement with UNICEF on workforce strengthening efforts has the potential to
extend and sustain USAID/PEPFAR investments beyond the life of the 4Children project, i.e. UNICEF
participation in the Functional Review and the Team Building efforts at MGLSD. This type of collaboration
not only enriches the project investments, by bringing in additional expertise, it provides a basis for a
longer-term focus and investments beyond the project’s scope.
A matrix on Integration of CLA and Implementation of Key CDCS Guiding Principles (Inception to Date)
is included in the Annex.
3.3 Inclusive Development
Harness youth-appropriate approaches | Infuse and prioritize inclusive
development Through the ongoing efforts to harmonize and strengthen case management for OVC programs, 4Children
is supporting intrinsic changes to the way that children and families are engaged in household-level
assessments and case planning. This includes introducing a strengths-based approach, which gives voice to
children and their caregivers thereby helping them to articulate their needs; identify possible solutions;
and leverage the networks, skills, and resources that they already hold to make progress toward case plan
achievement. These efforts mark a significant change in mindset and philosophy that, when rolled out
throughout the country, will be a game-changer in the way that case management is provided.
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4. LEADERSHIP DEVELOPMENT
Leadership development activity Planned outcome in Quarter Indications/examples of outcomes
Activity 1: 4Children supports MGLSD to
convene multi-stakeholder plan to coordinate
the dissemination of key legal and policy
frameworks, and studies relevant to child
protection.
National plan for dissemination is
developed in accordance with key
child protection priorities identified
during the Regional Sector Review
Meetings, and in partnership with
civil society.
• 3 national CP policies disseminated
• 18 IPs committed to working with MGLSD in
coordinated policy dissemination
• 370 individuals reached
• Use of acquired policy knowledge in support of
child protection programming/ services
Activity 2: 4Children provides financial and
technical support to support NASWU to
make progress against their Organizational
Strengthening Plan
NASWU Holistic Organization
Capacity Assessment complete and
NASWU OSP developed.
• 3 program areas identified and action plans to
implement the priority areas developed
• 12 action items developed to implement strengthen
the organization
• Implementation organization plan achieved in Q3
Activity 3: NCHE launches Social Work
Steering Committee (Quality Assurance
Committee) to review and audit social work
curricular for accreditation.
Social Work Steering Committee
members nominated and Terms of
Reference drafted
• Inauguration of the SWSC composed of 15
members, Terms of Reference shared with
members.
Activity 4: 4Children supports CMRRG to
develop a standardized case management
package.
Draft Standardized OVC Case
Management Package approved for
pretest.
• Due to the active engagement of technical leaders
from diverse Ugandan institutions, there is a
growing consensus on CM approaches and tools
which will standardize approaches and allow for
improved programming.
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5. MANAGEMENT & ADMINISTRATIVE ISSUES
Staffing
During this quarter, CRS completed the recruitment of all local staff, this includes onboarding six
new staff12 to complete the in-country team, one of which is seconded to NASWU. This process
included changes in the initially designed organizational structure, to allow for greater integration
of the Community SS and Government SS teams under one leader, and the addition of another
Senior Project Officer (SPO) to support partner engagement activities. See updated organizational
chart provided below.
HQ Technical and Program Management Support
Throughout this quarter, the Uganda SS Team continued to benefit from support from the
following members of the 4Children HQ Core Team including:
• 4Children Global Project Director (CRS)
• 4Children Senior Technical Advisor for Child Protection (CRS)
12 The staff hired in quarter 2 include the Data & Evidence Building- Project Manager, Monitoring
Evaluation Accountability & Learning Manager, Senior Project Officer (SPO), USS Capacity
Strengthening- Technical Advisor – (NASWU seconded) and 2 USS Community Systems Strengthening-
Technical Associates
CRS Country Representative
Elizabeth Pfifer
CRS Head of Operations
Eugene Quayson
CRS Head of Programs
Haydee Diaz
4Children Project Director
Michelle Ell
Program Manager I
Brendan Stack
CMRR Project Assistant
Samalie Kakai
Senior Project Officer
Annet Namunane
Data & Evidence Building Manager
Justus Atwijukire
MEAL Manager
Tonny Odong
Deputy Project Director – System
Strengthening
Doreen Alaro
CMRR Project Manager
Moritz Magall
Project Officer -GSS
Brenda Kyomugisha
Project Officer -GSS
Wycliff Odong
Project Officer -CSS
Lydia Acola
Project Officer -CSS
Enid Kazigati
Technical Advisor-Capacity
Strengthening
Elizabeth Alyano
19
• Senior Program Manager (IntraHealth)
• Senior Associates (Maestral International)
• 4Children Knowledge Management and Learning Officer (CRS)
• 4Children Grants and Compliance Manager (CRS)
• 4Children Program Specialist (CRS)
In addition to the 4Children Core, team, the SS project benefits from technical support from,
4Children consortium partners IntraHealth, and Maestral International, who are responsible for
supporting different technical aspects of the 4C SS Project. This team has cutting edge expertise
in their respective sectors and are helping the team in Uganda to be guided by global best practice,
while also monitoring developments in Uganda to inform emerging global guidance.
Local Implementing Partners
All contractual agreements with the three IPs were finalized this quarter, with a sub-award
agreement signed with NASWU ($124,122/FY18) and contracts signed with DataCare (U) Ltd.
($135,624/FY18) and Makerere University’s Department of Social Work & Social Administration
($169,921/FY18). During this period, NASWU was oriented on CRS’ financial controls and
monthly partner advance and liquidation processes, while Makerere University and DataCare
were both instructed on the method for invoicing CRS for payment upon completion of project
deliverables and in accordance with the established payment schedule.
Management Plan
In an effort to streamline and strengthen a more coordinated process of engagement with the
consortium based in-country and outside Uganda, the team drafted and began the roll-out of a
management plan to support more timely and strategic communications. Key aspects of the
management plan, include affirming key guiding principles to guide the team’s work across
consortium partners, defining specific management tools and their use, and setting out a recurring
meetings schedule for coordination, technical assistance, and operations. With the roll-out of this
plan, the team convenes monthly coordination calls that include all members of the consortium
to review activity progress, discuss technical challenges and anticipated STA needs; M&E Update
and Brief on Key Government Activities/Actions/Policies to inform the HQ team on emerging
developments in the sector. Bi-monthly/ad hoc technical calls will continue in support of the
ongoing country-level implementation with a view to informing and engaging the STAs on
progress, challenges, and emerging issues to mentor the in-country teams.
Monitoring, Evaluation and Learning
Monitoring, Evaluation, Learning and Accountability Plan: During the quarter, the project
completed the development of the Monitoring, Evaluation, Learning and Accountability (MEAL)
Plan. The process was guided by the Simple Measurement of Indicators for Learning and Evidence-
Based Reporting (SMILER) Workshop and Action Plan which were developed in the previous
quarter. The MEAL Plan is currently being used to guide project’s MEAL activities however, there
20
is further need to align it with the newly released USAID CDCS Performance Monitoring Plan
(PMP) to include the standard indicators from the PMP. Updates to the MEAL plan will be done
in Q3.
Data Collection Tools: The project developed a number of data collection tools to be utilized
for collecting data as part of various project activities. These tools were developed in consultation
with project partners’ such as Data Care and NASWU and in coordination with 4Children HQ
MEAL staff.
External M&E meeting and Training: During the quarter, the MEAL staff participated in one
M&E meeting and one M&E training organized by M&E TWG for OVC MIS through MGLSD and
USAID Learning Contract respectively. The purpose of the M&E training was to orient USAID IPs
staff on the new PMP for that will be used to measures the success of USAID Uganda CDCS
(2016-2021). Following the training, the PMP and CDCS were provided to partners to guide their
implementation. USS will work to align its plan to the new CDCS and PMP accordingly.
21
6. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING
EVENTS
Activity
FY17 FY18 FY19
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
GOAL: The social service workforce meets the needs of children affected by HIV and other adversities.
SO 1. Ugandan institutions are strengthened to successfully plan, lead, and coordinate comprehensive services for children made vulnerable by HIV
and child protection risks.
IR 1.1 Ugandan institutions effectively coordinate to develop & roll out guidance and training on key child protection issues.
Output 1.1.1 MGSLD partners with civil society to roll out relevant child protection policies, guidelines and trainings at the district and lower levels.
4Children supports MGLSD to convene multi-stakeholder plan to coordinate the dissemination of key legal
and policy frameworks, and studies relevant to child protection. X
4Children supports the targeted dissemination of materials, including printing, translation, and sensitization. X
Output 1.1.2 MGLSD and civil society collaborate to launch the final report of the Violence Against Children Survey.
4Children and UNICEF collaborate to support MGLSD to launch the VAC report.
Output 1.1.3 GOU and civil society actors develop and implement Priority Responses for Violence Against Children.
4Children supports the development and implementation of response plans. X
IR 1.2 Strengthened capacity of Ugandan institutions to provide technical leadership in the delivery of social services.
Output 1.2.1 NASWU is accompanied through a capacity building process via technical and organizational development support to make progress
towards their 5-year strategic plan.
4Children supports NASWU to conduct an organizational capacity assessment to develop an
Organizational Strengthening Plan. X
4Children provides financial and technical support to strengthening NASWU leadership in the social service
sector. X
Output 1.2.2 Makerere is supported to review and audit social work curricula for accreditation.
4Children supports Makerere to establish a quality assurance committee to review and audit social work
curricular for accreditation. X
IR 1.3 (PLUS UP) Standardized and strengthened HIV sensitive case management process is operationalized in PEPFAR priority districts.
Output 1.3.1 Existing case management guidelines, SOPs, tools and training curricula are assessed to capture best practices, existing gaps and
lessons learned.
4Children supports CMRRG to develop a standardized case management package.
Output 1.3.2 A harmonized and contextualized case management package (SOPs, tools and training materials) are developed and agreed upon by
the PEPFAR OVC implementing partners.
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Activity
FY17 FY18 FY19
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Revised case management for OVC package is presented, reviewed, and validated by the CMRRG and
training curriculum developed. X
Output 1.3.3 The case management package is effectively rolled out to the OVC implementing partners via training of trainers and ongoing technical
assistance.
4Children and CMRRG roll out the case management package to PEPFAR IPs. X
SO 2. Uganda’s social service workforce is strengthened to deliver comprehensive services for children made vulnerable by HIV and other child
protection risks.
IR 2.1 The GOU and OVC IPs effectively engage community based social service providers according to standardized approach.
Output 2.1.1 Standardized guidelines for para-social worker engagement are developed and agreed upon by the GoU & OVC IPs.
4Children supports MGLSD to convene national-level working group to establish standards for PSW
engagement. X
Output 2.1.2 The PSW Training Manual and Handbook are aligned according to the PSW competency framework and guidelines.
Makerere convenes an expert group to establish standards and adapt curricula to standardize training for
PSWs. X
Output 2.1.3 Guidance and training curriculum for the engagement of PSWs is rolled.
4Children supports MGLSD and IPs to develop and implement a roll-out plan for PSW guidelines.
IR 2.2 Social service workforce at district and sub-county levels understand their roles and responsibilities and expected deliverables in relation to
child protection.
Output 2.2.1 Job descriptions, performance standards, and supervision responsibilities for district-level MGLSD staff are standardized across all
districts.
Updated job description, performance standards, training curricula, etc. are developed to align with the
clarified and agreed-upon roles and responsibilities for government social service workforce.
X
Output 2.2.2 Standardized job descriptions and performance standards are rolled out to district-level social protection staff.
4Children supports MoLG to roll out JDs and standards. X
IR 2.3 Government staff at district and sub-county levels have improved technical and supervisory capacity to fulfill their roles and responsibilities in
the delivery and supervision of social welfare services.
Output 2.3.1 eLearning platforms support the continued professional development of district-level staff.
Selected training curriculum are converted to eLearning. X
Output: 2.3.2 NASWU supports continuing professional development (CPD).
4Children assists NASWU to host seminars/webinars for the social service members. X
Output: 2.3.3 Regional based sector reviews with government and civil society.
Bi-annual regional reviews held to monitor implementation of social service response plans. X
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Activity
FY17 FY18 FY19
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
SO 3 Ugandan institutions collect, analyze, and use data to improve planning, service delivery, and strengthen advocacy.
IR 3.1 Stakeholders in PEPFAR priority districts collect and utilize data to make data-driven decisions regarding pathways out of OVC programming.
Output 3.1.1 M&E systems are strengthened to support standardized case management and track pathways out of OVC programming.
4Children supports the development of a cost-effective management information system aligned to track
enrollment, progress, and case plan achievement in collaboration with IPs.
X
4Children provides training to IPs on Data Demand and Use X
Output 3.1.2 Social protection service providers collect and use data to improve service delivery.
4Children compiles and summarizes child protection data and learning in user-friendly formats to increase
awareness on child protection issues, and support data-driven response planning via bi-annual data reviews
X
IR 3.2 Ugandan institutions have data to demonstrate the impact of, and advocate for, strengthen social protection systems.
Output: 3.2.1 Learning agenda expands the evidence base to inform social work practice in Uganda
4Children convenes Subcommittee for Evidence Building to develop an innovative learning agenda. X
4Children conducts research on social service workforce to expand the evidence base on social service
workforce strengthening based on recommendations from Subcommittee.
X
Project Management
Project Start Up
Finalize work plan
Finalize and sign agreements
Hire Project Staff
Consultation and coordination with stakeholders at national, regional, and community levels X
Monitoring & Evaluation
Hold SMILER with project staff and partners
Develop and finalize performance monitoring & evaluation plan
Regular data collection for quarterly, semi-annual and annual reports X
Quarterly data verification X
Data quality assessments X
Submit quarterly, semi-annual and annual reports X
Final Report completed
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7. HOW IMPLEMENTING PARTNER HAS ADDRESSED
A/COR COMMENTS FROM THE LAST QUARTERLY
OR SEMI-ANNUAL REPORT
This is the first quarter that 4Children is providing a report to the local Mission in accordance with the
Uganda Mission template. 4Children has previously submitted summaries related to the SS buy-in activities
as part of the 4Children Semi-annual and Annual reporting process. These reports were provided to the
AOR in Washington, as per the terms of the Cooperative Agreement. No specific actions or
recommendations were provided in response to the previous submission.
25
ANNEX A:
Partners & Areas of Collaboration
The table below provides a list of the organizations with whom 4Children is regularly collaborating,
including 11 nationally focused institutions (indicated in light blue), five district/lower-level workforce
cadres/institutions (indicated in grey), and 31development partners (indicated in the white cells).
Institutions
Areas of Collaboration
Strengthening leadership
Policy & Regulatory
Frameworks Case
Management Strengthening
referral pathways
Workforce Strengthening OVC_MIS
Ministry of Gender Labour and Social Development
xx xx xx xx xx xx
Ministry of Local Government xx xx
Ministry of Internal Affairs xx
Ministry of Health xx xx
NASWU xx xx xx
Child Helpline xx xx United Nation Children’s Fund (UNICEF)
xx xx
xx xx
National Council for Higher Education (NCHE)
xx
xx
Child and Family Protection Unit (CFPU)
xx
xx xx
Office of the Prime Minister (OPM)/ Department of Refugees
xx
National Youth Council (NYC) xx District Community Development Officers (DCDOs)
xx xx
Probation and Social Welfare Officers (PSWOs)
xx xx xx
Community Development Officers (CDOs)
xx xx xx
District Health Officers (DHOs) xx
Parasocial Workers (PSWs) xx
Association of Volunteers in International Service (AVSI) Foundation
xx xx
Baylor College of Medicine Children’s Foundation (Baylor Uganda)
xx
Better Outcomes for Children and Youth (BOCY)
xx xx
Children’s AIDS Fund (CAF) xx
Children at Risk Action Network xx xx
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Institutions
Areas of Collaboration
Strengthening leadership
Policy & Regulatory
Frameworks Case
Management Strengthening
referral pathways
Workforce Strengthening OVC_MIS
Infectious Diseases Institute (IDI) xx xx Kalangala Comprehensive Health Services Project
xx
Makerere University School of Public Health (MUSPH)
xx
MEASURE Evaluation xx xx Mildmay xx Makerere University Joint AIDS Program (MJAP)
xx
Makerere University Walter Reed Project (MUWRP)
xx
Reach Out Mbuya xx Regional Psychosocial Support Initiative (REPSSI)
xx
Retrak xx
Rakai Health Sciences Program xx xx
Save the Children in Uganda xx xx Sustainable Outcomes for Children and Youth (SOCY)
xx xx xx
The AIDS Support Organization (TASO)
xx
Uganda Catholic Medical Bureau (UCMB)
xx
United Nations High Commissioner for Refugees
xx xx
Uganda Private Health Support Program (UPHS)
xx
Cheshire Services Uganda xx
Forum for African Women Educationalists Uganda
xx
Parenting UG xx
Platform for Labour xx
Transcultural Psychosocial Organization
xx
Uganda National Academy of Sciences
xx
Uganda Women's Effort to Save Orphans (UWESO)
xx
World Vision xx
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ANNEX B:
Integration of CLA and Implementation of Key CDCS Guiding Principles (Inception to Date)
Project-level interventions*
Integration of CLA Implementation of CDCS Guiding Principles
Consolidate
Data & Knowledge
Engage
stakeholders
Draw on
Global Best Practice
Prioritize Partnerships Integrated Approaches Do Business Differently
OVC Case
Management XX XX XX
• MGLSD
• USG IPs
• Non-USG Funded
IPs
• UNICEF
Align OVC CM strengthening efforts
with (1) Review of OVC-MIS Tools; (2)
Development of Single Registry, (2) Draft National Child Policy, (3) Plans for
PSW workforce training; (4) OVC-MIS
strengthening efforts
Results from the assessments and
stakeholder consultations have informed
the development of a revised Standardized OVC Case Management Package that
includes new ways of working (1) adopting
a strengths-based approach to CM; (2)
Reduced and simplified CM tools and SOPs
to accompany all steps in the CM process;
(3) Adapt the traditional CM steps to carry
out an assessment before enrollment in
order to increase transparency.
Dissemination of
Policy & Legal
Frameworks
XX XX
• National CP
TWG
• 18 IPs (includes
both USG and
non-USG funded
partners)
(1) Presentation of Inventory of CP and
Legal Framework during national-level
learning conference to reach over 200
stakeholders; (2) Administered
questionnaire soliciting stakeholder
priorities; (3) Use of Regional Sector
Reviews for policy dissemination.
Findings from the Sector Review Meetings,
with child protection priorities by district
and region will help to inform subsequent
dissemination efforts.
NASWU Capacity
Building XX XX In process
Plan are underway to engage past and
prospective donors to support (1)
organizational strengthening based on
the HOCA and OSP; and (2) continuing
professional development seminars.
The findings from the HOCAI and OSP are
likely to inform new systems and practices
within the organization; this will be better
defined next quarter.
Workforce
Strengthening In process
• MGLSD
• UNICEF
• MOLG
• Ministry of
Internal Affairs
(MIA)
Secured commitments for collaboration
on (1) functional review of the
workforce; (2) team building for MGLSD;
(3) e-learning for induction of social
welfare workforce.
National Learning
Agenda In process
• MGLSD OVC
M&E TWG
The learning agenda will be determined
in a participatory manner, in partnership
with the members of the MGLSD M&E
TWG.