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Introduction & Overview

“Moving Towards Sustainable Local NGOs in South Africa: FHI 360 UGM Experiences ” Presenter: Simon Leballo. Introduction & Overview. Umbrella Grants Management (UGM) Program Award Period: October 1, 2007 – March 31, 2013 Funding ceiling: USD$91 million Location : South Africa

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Introduction & Overview

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  1. “Moving Towards Sustainable Local NGOs in South Africa: FHI 360 UGM Experiences” Presenter: Simon Leballo

  2. Introduction & Overview • Umbrella Grants Management (UGM) Program • Award Period: October 1, 2007 – March 31, 2013 • Funding ceiling: USD$91 million • Location: South Africa • Goal: To support the provision of sustainable, high-quality HIV/AIDS services in South Africa through strategic grants management and CB support to implementing partners. • Partners: 13 organisations over life of the project (10 SA, 3 international, 8 active in year 5

  3. Capacity Building Operating Model:Umbrella Approach Capacity building approach includes: • Core, Cohort and Customized training • Mentoring and Twinning • Educational Training Fund (ETF) • Technical Assistance, including onsite and virtual support UGM identifies specific organizational development needs and addresses them with customized action plans in 10 specialized domains.

  4. Unique Characteristics of the Umbrella Model • Provision of grant funding allowed stronger financial compliance which leads to improved financial systems • Annual CB assessments and joint action planning allowed partners to define areas for improvement and CB priorities • Emphasis on governance and strategic management CB led to greater Board engagement and strategic planning • Engagement in partner reporting led to significantly improved MER systems • CB workshops increased partner networking, information sharing and collaboration

  5. Challenges of the Umbrella Model • Partners had difficulty absorbing and managing PEPFAR funding (UGM had no role in determining partner funding levels ) • Lack of ‘graduation’ criteria led to confusion about the ultimate goal of the CB partnership and when it was reached • Emphasis on program and financial reporting in alignment with USAID rules led to a reliance on external experts for TA • Financial mismanagement by a few partners interrupted program implementation and resulted in projects ending prematurely. • Sustainability of activities and funding post-UGM is challenging

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