Capacity Development with National Coordinating Bodies such as National AIDS Councils (NACs)

  • Functional Capacities
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  • Capacity Development with National Coordinating Bodies such as National AIDS Councils (NACs)

The objective of a capacity development planning process with a national coordinating body is the design and implementation of a process to strengthen capacities in national coordination, communication and monitoring and evaluation. The intended results are greater national ownership, resilient, accountable and transparent systems and effective and efficient approaches for the monitoring and evaluation of national strategies by national entities.

Capacity Development Plans for National Coordinating Bodies should provide a framework to:

  1. Have a clear vision and structure to effectively coordinate, monitor and evaluate the national strategy.
  2. Coordinate and represent all the key sectors operating within the country.
  3. Strengthen policies and guidelines to meet the country needs, in line with the national strategy.
  4. Develop quality products and services to respond to the needs of stakeholders and key populations.

Strong coordination is key to an efficient and effective response, and is required for the successful implementation of national strategies. Capacity development plans for national coordinating bodes should identify coordination challenges both internally and at a national and a district level, as well as identifying the sectors working within the response, mapping these, and monitoring and evaluating all partners and their roles. 

The Capacity Development Process

Capacity Development Plans can be developed with national coordinating bodies using the processes outlined in this tool. A participatory capacity planning process will lead to a more country led Capacity Development work plan. A Capacity Assessment and Planning Tool is provided here, and can be amended to suit the country context as required.

National Coordinating Bodies Capacities

The capacities required by National Aids Commissions (NACs) to effectively and efficiently act as the custodians of National Strategic Plans as part of a coordinated multi-sectoral approach include:

  1. Coordination (including coordination at sub-national levels).
  2. Communication
  3. Legal Framework
  4. Policy Engagement
  5. Resource Mobilisation
  6. Monitoring and Evaluation
  7. Risk Management
  8. Governance
  9. Financial Management
  10. Human Resources
  11. Programme Management
  12. Procurement
  1. Coordination between national and local government, civil society, Key Populations, and the Private Sector is central to the achievement of national strategic plans through a multi-sector approach. Coordination activities include the ability to carry out joint stakeholder planning, advocacy activities, sector meetings, mentoring, and joint review visits etc.
  1. Communication strategies and campaigns aligned to the NSP that have clear target audiences at a local, national and regional level, together with relevant messages to identified key populations are crucial to the response. NACs also need to have effective communication skills to negotiate with, motivate, and represent the various sectors involved in HIV/AIDS.
  1. The national Legal Framework can hinder the full implementation of national strategic plans. NACs should have the capacity to carry out Legal Environmental Assessments, and to work with government to create an enabling environment for implementation, in consultation with civil society and key populations.
  1. NAC’s need to work in collaboration with other key partners, including technical working groups, to review national policies and update these in line with current international best practice. Policy focus should include gender, human rights, discrimination and stigma, support to PLHIV and Key Populations.
  1. Resource mobilisation at international, national and provincial levels ensures the financial sustainability of national strategic plans. NACs need the ability to cost national plans, to monitor all donor funding within the country and to identify gaps and overlaps to maximize resources.
  1. Monitoring and Evaluation of the national strategy using one harmonized M&E Framework is key to national responses. NACs need to be able to map all activities being implemented within the country and to source and anlayse data from all sectors implementing. National Strategic Plans should be supported by a national M&E Plan. NACs need capacity to update and harmonize the M&E Plan, have national M&E Guidelines, have a database to collect verified data from all sectors, systems for analysing the data, and processes for evaluating the national strategy.
  1. Risk Management is key to identifying the risks that may hinder full achievement of national strategic plans. NACs should possess the capacity to assess the environment and identify both programmatic and financial risks and ways to mitigate against these.
  1. Good governance includes being responsible and accountable as a national coordinating body to the other sectors within the country and developing robust, resilient and sustainable systems, with effective oversight.
  1. Although most NACs are not usually directly implementing health activities, they are managing funds. As such they need strong financial management and systems aimed at mitigating risk and ensuring that they are accountable to country stakeholders.
  1. NACs need skilled human resources to reflect the roles they are playing in coordination, communication and legal and policy engagement. Staff performance needs to be monitored through staff performance systems and staff need clear roles and responsibilities.
  1. Capacity in programme management includes the ability to facilitate national and sector work planning, developing the capacity of civil society or other groups working in the country, partner selection and contracting, and monitoring and reporting.
  1. NACs need the capacity to carry out procurement for non-health products, and selecting and contracting technical assistance. There is a need for procurement policies, procedures, oversight and procurement plans.