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Final Project Report

Newcastle Social Marketing Project
Phase 2 of the Amajuba Child Health & Well-Being Research Project (ACHWRP)
19th March 2010 Prepared by Luke Potter Consultant to HEARD on the Social Marketing Project [email protected]

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Contents:
1. 2. 3. 4. 5. 6. Structure of Report Project Aim & Background Key Project Phases Project Evaluation Conclusion Appendices

1. 2. 3. 4. 5. 6.
7.

Broader ACHWRP Project Background Social Marketing Project Logic Underlying Theory Project Management Overview Project Outputs Project Time-line
Mitigating Factors

8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25.

Project Staff Target Audience Social Marketing Strategy Communication Strategy Communication Channel Plan (Media Plan) Communication: Examples of Communication Outputs Communication: Examples of Media Coverage Policy Change: Presentations to Government Policy Change: Integrated Development Plan (IDP) 2010/2011 Proposal Community Based Organisation (CBO) Database Description of Referral Scheme Geographic Imaging System (GIS) of Referral Scheme Pilot Wards Criteria for Selecting Referral Scheme Pilot Wards Referral Scheme Card Referral Scheme Training Manual Referral Scheme Pilot Database (Baseline Data) Funding Proposal for Scale-Up of Referral Scheme Opportunities for Future Academic Articles

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Structure of Report:
The report is structured to provide a summary of essential information on the Amajuba Social Marketing Project (SMP), with a detailed body of supporting project material attached for reference purposes. By this means, the intention is to make the report accessible to the reader, with cross-references provided to applicable material in the Appendices should the reader wish to seek further information on aspects of the project. A digital cd accompanies this report, containing bi-weekly project monitoring documentation (meeting minutes) and photo and/or digital evidence of activities and key outputs (for example, but not limited to: the stakeholder database, pilot GIS maps, Community Based Organisation (CBO) database, Referral Scheme Toolkit and Database, Communication Material Disseminated).

Project Aim:

The project in question is the Social Marketing component of the 2nd (practical) phase of the Amajuba Child Health & Well-Being Research Project (ACHWRP). At a mission level, the aim of phase two of the project was to advocate for, and facilitate the delivery of, a district-level child welfare management plan within Amajuba district (KZN): This would be an integrated management framework for co-ordinating the activities of fragmented players delivering services that affect the well-being of children; therein reducing duplication and increasing efficiency of service deliver for vulnerable households. At a strategy level, the focus of the project was on improving the process of Referrals, as a basis for coordinating child welfare services. Targeted Delivery Channels for piloting Referral Scheme were schools and community-based organisations (CBOs) Targeted Decision-making forums with which to lobby for the Referral Scheme were the NIP; Municipal LACs; Poverty Alleviation Forum; Local Economic Development (LED/AFLED). Targeted policy framework in which to include Referrals: Amajuba District Integrated Development Plan (IDP). At an activity level, the focus of the project was on addressing the underlying behavioural determinants acting to restrain or enhance the opportunity, ability and motivation of stakeholders within the district to develop/implement. This entailed implementing a combination of behaviour change communication activities and stakeholder capacity building activities.

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Project Background:

Performance on the practical objective of the ACHWRP project between early 2007- September2008 was progressive but slow. The first stages of the plan were completed between 2005-2007, providing the critical platform of credibility and trust of HEARD as a stakeholder in the district - and awareness amongst government and civil society stakeholders about the need for integrated planning for child welfare at a district level.

Project Level Phases:

Build Ability Build Build Build Knowledge & Conviction Build Motivation Build Opportunity Secure Commitment Monitor Implementation Build Capacity

Credibility/Trust Awareness

WORK IN 2005: PROJECT RAPID

WORK BETWEEN 2006-2007

CURRENT WORK: SOCIAL MARKETING

A situational assessment conducted in September/October 2008 to identify the reason for difficulties in progress found that government stakeholders were: either blocked by organizational dynamics within & between departments (barriers) or did not see an imminent/prioritized benefit that would motivate implementation. Where there did exist a disposition within Government departments towards taking action, there was a need for a practical mechanism which these champions could use to facilitate integration of services. From the situational assessment, the following actions were identified for HEARD to complete during 2009: 1. Capacity Building activities that would focus on removing barriers to action and increasing perceived benefits of change. This entailed designing a mechanism to structure integration and building capacity of Community Based Organisations (CBOs) to implement. 2. More explicit/aggressive advocacy work in order to (a) re-frame HIV/AIDS responses into a poverty alleviation context in order to increase relevance; and (b) create increased pressure for local government stakeholders to adopt the propsed mechanism into the Integrated Development Plan (IDP). To structure the planning and implementation of these actions a social marketing strategy was adopted. Commercial marketing and project management practices were used to facilitate development of the advocacy and capacity building plan. This entailed: Developing a communication plan and implementation of communication acitivites educating and advocating for behaviour change. Advocacy communication was completed by September 2009. Developing a product/service (later identified as a Referral Scheme) to sell-in to local stakeholders as a tangible mechanism and locally- appropriate response which could be used to facilitate

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implementation of an integrated Child Welfare management plan. The Referral Scheme was developed through formative research in collaboration with local Government departments, CSOs, NGOs and the public and was piloted in 3 wards across the Amajuba district. 3 months of baseline data had been collected by end March 2010 (scheduled project end), totalling >800 respondents.

Project Evaluation:
Performance Relative to Envisioned Time-Frame: The project ran in 6 phases in accordance with the ToR (the ToR is contained as an Appendix): 1. 2. 3. 4. 5. 6. Baseline/Situational Assessment of HEARD's current efforts Design of Social Marketing Plan targeted at Public Health stakeholders within Amajuba district Implementation of Social Marketing Plan targeted at Public Health stakeholders within Amajuba district Dissemination of a District-Level Child Welfare Management Plan Take up of the District-Level Child Welfare Management Plan Project Reporting

Project phases were completed as follows: September 2008 November 2008 Baseline/Situational Assessment of HEARD's current efforts Design of Social Marketing Plan targeted at Public Health stakeholders within Amajuba district Implementation of Social Marketing Plan targeted at Public Health stakeholders within Amajuba district Dissemination of a District-Level Child Welfare Management Plan Take up of the District-Level Child Welfare Management Plan Project Reporting December 2008 February 2009 March 2009 - November 2009 April 2009 - 20th November 2009 19th January 2010 18th March 2010

Notwithstanding several mitigating factors highlighted in the Appendice (staff retrenchments; losing a fieldworker to illness; launch of a conflicting programme by Provincial Government), the project met the core deliverable in Phase 5 of securing take-up of a proposal for District-Level Child Welfare Management Plan. The project was extended by HEARD beyond the 30th November 2009 closure, to make room for the piloting of an additional innovation that emerged from the project and that - pending data evaluation could offer scope as a mechanism by which to structure integration of various child welfare agencies and organisations within a community. Data from the pilot has been collected, cleaned, captured and is readily packaged for HEARD, awaiting statistical analysis.

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Performance on Key Project Outputs: Take up of the District-Level Child Welfare Management Plan
Take-up was measured by means of: 1. securing an invitation for HEARD to present to the Amajuba District Municipality Integrated Development Plan (IDP) Review Forum (RF) on 20th November 2009. 2. subsequently being invited to submit a written proposal to the District Municipality Planning Department explaining what framework and mechanisms could be put in place to address a gap in the existing IDP with regards to Child Welfare. 3. submitting the latter proposal on 15th January 2010, with the expectation that this will be ratified for inclusion in the IDP 2010/11. Design, development and dissemination of activities as per Communication Channel Plan (within Appendices) were completed to a high quality level and semantic alignment with the communication campaign brief. Effectiveness of marketing material was measured by: 1. production and dissemination of required materials (advocacy video; fact sheet; press release; photo diary initiative; exhibition within government departments; monthly newsletters; community radio shows; regional radio news; local and regional newspaper articles.) th 2. dissemination of material to co-ordinate with National Child Protection Week 25 -31st st May 2009 and International Children's Day 1 June 2009. 3. observed feedback and stakeholder behaviour post exposure to marketing material (feedback forms distributed post exhibition; anecdotal feedback on newsletters; adoption by Newcastle Local Municipality of the Keeping the Promises theme as their organisational planning mantra see Newspaper article enclosed within Appendices) Measured by: 1. HEARD researched and developed a database of >400 CBOs disaggregated by nature of services offered and geo-tag, which created a planning tool to not only direct funding, training and capacity building resources to these organisations, but also act as a useful channel through which to reach local community members. 2. HEARD conducted 3 formative qualitative focus groups to identify community need and thereafter designed a Referral System in order to respond to expressed community need. The Referral System was piloted in 3 wards, training 10 CBOs in how to conduct Referrals and reaching 1850 children via these CBOs, by means of improved methods of needs assessment and onward referral to government departments. 3. HEARD collected >800 respondent cards on the Referral Scheme at project closure. This data serves as a rich descriptive base on which to conduct future analysis into nature and location of vulnerability within local communities by which to inform planning of government spending and type of intervention around CBOs.

Producing Social marketing communication material that facilitated behaviour change by public health stakeholders

Capacity Building Community Based Organisations

The project adopted a novel Social Marketing methodology to bridge the gap between research and policy, by increasing the salience of the desired child welfare management plan using behaviour change principles and social marketing project management methodologies. Herein, the project represented an ambitious attempt by HEARD to identify, adapt to, and manage limitations in traditional advocacy approaches used by research organisations as documented by Earl et al. (2001), Crewe and Young (2002), Court and Young (2003), Court et al. (2005), Sumner et al. (2008) and Carden (2009). Performance on Process: Staff workplans were developed to align with core project outputs and time-frames, ensuring staff were motivated towards meeting fundamental project objectives. Detailed and routine bi-weekly status meetings were held with the Newcastle Satellite Office (NSO) to ensure that the project was managed effectively and that activities on staff workplans were implemented to

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required level of fidelity. All meeting minutes since project inception on 1st September 2008 can be located on the enclosed cd. Digital pictures or scanned copies of marketing communication material were archived and can be located either in the Appendices to this report or in the cd that accompanies the report. A stakeholder database was built over time to record key stakeholders by name, organisations and contact details. This ensures that HEARD is able to remain in contact with stakeholders with whom the Newcastle field office has had interaction since project inception in September 2008. Opportunities for Future Experimental Research : A database of >800 referral cards has been collected, cleaned and captured to an SPSS file, representing a core output of the Referral Scheme activity within the Social Marketing Project. Within the database are fields that provide rich baseline data for a subsequent study or intervention. Specifically, there is detailed information on essential service requirements (a needs assessment) for >800 children in a sample of wards and CBOs within Amajuba district. There is opportunity for HEARD to run statistical analysis on this data to provide, at the very least, descriptive statistics on nature of vulnerability within sample CBOS and wards. This will point to the nature of interventions required per ward and provide a basis for interacting with local government departments around planning services to meet observed requirements. By this means, the Referral Scheme has opened a future research avenue for HEARD to pursue that leverages 7 years of prior Donor investment in the ACHWRP project. In addition, there are a range of potential journal articles that have been identified (contained in Appendices) that offer HEARD a platform by which to establish itself as a thought leader in this field. Relevance of Project to HEARD's Future Agenda: The current discourse within both academic (Medical Research Council; HALOGEN forum; The Compass Project) and Donor (GTZ; DFID; Royal Netherlands) environments highlights the gap/need for practical mechanisms with which to bridge the gap between policy existent at national level and implementation of policy at local municipal level. HEARD's work on the Social Marketing component of the ACHWRP project directly addresses this need in the context of responses inclusive of HIV/AIDS and vulnerability of children and positions HEARD to influence direction of research in the area.

More specifically, there are direct links and complementarities with the UNAIDS Cities Project.

Where 28% of the global HIV and AIDS epidemic is contained within cities and municipal boundaries and 50% of the South African epidemic is located within 6 city epicentres, the need for more effective intervention at the city and/or municipal level has become ever more important. And with projections for increased urbanisation through 2030, the need for these specific nodes to manage the impacts of HIV and AIDS on their constituencies becomes even more relevant. The ACHWRP advocacy project[1] was guided by an underlying philosophy that an effective response to the HIV epidemic requires co-ordinated planning and mobilisation of all resources within a specific community. HEARD's advocacy work on ACHWRP was, thus, conceptually geared at facilitating the identification and mobilisation of resources available to the municipal tier within government, in order to address the balance and burden of HIV/AIDS on orphans and other children made vulnerable by the epidemic. There are 3 avenues of future opportunity for HEARD that have come out of this project: 1. The first is that the Referral Scheme that formed the primary output of the Social Marketing component of the ACHWRP project is a practical mechanism coupled with supporting research evidence that HEARD can use as a reference point in future engagements with Municipalities and

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Donors. This would illustrate how HEARD has credibly worked to facilitate/design Municipal HIV/AIDS responses. As the project currently stands, baseline data has been collected via the pilot Referral Scheme pilot; analysis is required post-project completion, in order to build an understanding of household needs. 2. There is a window of opportunity at this point in time for HEARD to build upon ACHWRP's outputs, research evidence and experience to engage with KZN Province leadership regarding setting up a research partnership around the Premier's Office Flagship Programme (a long term poverty reduction programme). Specifically, HEARD's work on the ACHWRP Social Marketing project has produced a mechanism that couples effectively with the Flagship Programme and which could be leveraged by HEARD to offer the Premier's Office a research competency/experience in how to practically employ data from the Flagship Programme in order to reduce impact of poverty inclusive of HIV/AIDS. We (HEARD NSO team) feel this is a major knowledge gap in the current design of the Flagship Programme. Doing so would put HEARD in a position to influence direction of Municipal HIV/AIDS responses at a Provincial level, whilst also source/co-opt information from Government regarding direction of Municipal responses - positioning HEARD as a reference point on the issue.

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Appendices
Broader ACHWRP Project Background: The Amajuba Child Health and Wellbeing Research project (ACHWRP) was located in Amajuba district of KwaZulu-Natal province, South Africa. ACHWRP was based on recognition of the threat that the HIV/AIDS epidemic posed for the welfare of children. It had two aims. One was scientific: to document and compare the material and psycho-social welfare of orphans and non-orphans in a locality via three annual surveys of approximately 700 children and their caregivers. The second ws practical: to facilitate, via an integrated research and management methodology, the development of a coherent district child welfare management plan (DCWMP). This was a longitudinal project which began in 2003. The research surveys began in 2004, were completed late 2007, and the project as a whole is now nearing completion, with the practical aim of ACHWRP scheduled for completion end March 2010. A database of over 400 CBOs dissagregated by nature of service offered and geographic locale has been designed, captured and included into the district municipality's Planning and Development Department's planning database. Subsequently HEARD was requested by the district Municipality to draft how the CBO database and an associated capacity assessment and delivery framework could be included in the districts 2010/11 Integrated Development Plan (IDP). This proposal was tabled in January 2010 and is scheduled for ratification and inclusion in local policy by June 2010. Original ToR for Project: Key Strategic Area: Child Welfare Management in the context of HIV/AIDS Thrust: Systemic Response Programme: Amajuba Child Health and Wellbeing Project (ACHWRP) Title: Using Social Marketing Principles to Target Public Health Steakholders with Regards to the Participatory Design, Management and Implementation of a District-Level Child Welfare Management Plan Objectives: At an outcome level, to improve systemic response to the management of Child Welfare in the Amajuba district. At an impact level, to achieve co-ordination/synergy amongst government and NGO/CBO agency activities with respect to child welfare management in the Amajuba district. Again at an impact level, to change from a reliance on initiative by HEARD for the planning of child welfare management, to government and NGO/CBO agency driven initiative for planning and implementation. Rationale: The background to this idea is that HEARD has been engaging with government and NGO and CBO child welfare agencies in the district, on the basis of an advocacy plan (conceived in 2006 via a project for that purpose - RAPID), for the last 1.5 years to achieve this aim. The interventions include a range of activities (e.g. PR, being on local government task committees, liaison with NGOs and CBOs). This is part of an

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agenda that actually has been going on since the project began in 2002 - the project began with and continued to involve regular interaction with government, NGO and CBO agencies - in anticipation of fulfilling the projects practical aim and as part of the projects methodology. The reason for proposing a social marketing intervention is that HEARDs current initiatives do not seem to be working or, at least, not fast enough. Government and non-government child welfare agencies respond positively to assistance from the research team including efforts to bring welfare agencies together and to work in a co-ordinated way but the initiative is always from HEARD. This does not meet the full aims of such engagement which are initiatives driven by local government and NGOs agencies that amount to coordinated interventions designed to improve child welfare in the district (and tacitly better child welfare management). The basic idea is that marketing practices which have been used in the world of commerce to encourage voluntary consumer behaviour change - and successfully applied within a community/development context in the form of social marketing - could be effectively applied by HEARD to achieve the practical aim of one of its projects. The project in question is the Amajuba Child Health and Wellbeing Project (ACHWRP). The practical aim in question is: to facilitate the development of a coherent district-level child welfare management plan. Deliverables: An assessment of HEARDs current efforts targeted at developing a district-level Child Welfare management plan An operational Social Marketing plan - wherein Public Health stakeholders within the Amajuba district are targeted as a conduit through which to effect Child Welfare and a plan is put in place to change stakeholder behaviour with regards to collaboration on the design, management and implementation of a district-level Child Welfare management plan. A district level child welfare management plan in a form defined by local agencies not HEARD but reflecting in some manner: commitment, structure and means for co-ordination of different agencies activities and collaboration between them. A plan that has defined priorities which are well known throughout the district A supporting strategy to ensure capacity within local government and NGO agencies to implement the plan.

Success Factors/Risks and Restraints: Key Success Factor: An adequate set of institutional homes can be found in the district to manage the district-level Child Welfare plan on an on-going basis. Potential Risk 1: The success of the project hinges on there existing an enabling environment within the district that is 'friendly to the development of a district-level Child Welfare management plan (e.g. stakeholders express commitment to the initiative). Potential Risk 2: Capacity of district level stakeholders is sufficient or can be made sufficient to participate in the development and implementation of the district-level Child-Welfare management plan Assumption: No external emergencies/political/environmental disasters occur that would distract stakeholder attention and funding away from the development and implementation of a district level Child-Welfare management plan Stakeholders, Roles and Responsibilities: HEARD Luke Potter as project lead, consulting on the development and implementation of a social marketing

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plan. Dr Busi Nkosi, as senior researcher within NSO field office NSO staff, as key informants and owners of plan Professor Timothy Quinlan, as director of research within HEARD HEARD head office staff, as key informants and enablers of project CBOs/NGOs operating within district, as key participants in implementation of child welfare management plan Government within district, as key participants in implementation of child welfare management plan Private Sector Corporate Social Investment Programmes, as potential enablers to build capacity of CBO/NGO participants.

Time-Frame: The project will run in 6 phases: Baseline/Situational Assessment of HEARD's current efforts Design of Social Marketing Plan targeted at Public Health stakeholders within Amajuba district Implementation of Social Marketing Plan targeted at Public Health stakeholders within Amajuba district Dissemination of a District-Level Child Welfare Management Plan Take up of the District-Level Child Welfare Management Plan Project Reporting

The duration of phases 1-6 is envisioned at 15 months running from 1st September 2008 to 31st November 2009. The project was extended to 31st March 2010, owing to mitigating factors identified in a subsequent section below.

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Project Narrative:
Intended Development Outcome Reduced vulnerability for orphans and other children affected by HIV and AIDS in the Amajuba District (KZN, South Africa) by improving access for 92,000 vulnerable children to essential government services and the efficiency of delivery thereof. Required Behavioural Impact A Change in the Policy Environment A Change in the Physical Environment Achieve a change in the local Policy environment through Achieve a change in the extent to which co-ordination, development and inclusion of an Integrated Child Welfare communication and planning between district and local Management Plan into the Amajuba District Municipalitys municipalities and local government departments occurs, Integrated Development Plan (IDP). specifically around delivery of basic services for vulnerable children in the Amajuba District. The Child Welfare Management Plan should detail at least 1 practical mechanism by which to structure planning and This should be achieved by adoption and scale-up of at least 1 implementation of co-ordinated service delivery by multiple local practical, locally-relevant mechanism by the district municipality government departments for vulnerable children within the and local government departments involving planning for- and district. support of - Community-Based Organisations (CBOs). Required Behavioural Outputs Target Audiences Opportunity Target Audiences Target Audiences to Change Ability to Change Motivation to Change
In order to create perceived Opportunity to change behaviour, A child welfare management mechanism needs to be put forward for discussion by stakeholders. This must be perceived to be independent (ie. Come from a third party such as an NGO/HEARD). Integrated plan must not require additional resource Must not required additional training or place additional demands on government staff. Must make use of existing policies Must make existing processes more effective Remove Perceived Barriers. Stakeholders within government and municipalities tend to fall on the following excuses for not implementing an integrated child services management plan: o lack of capacity/resource; o lack of seniority in decisionmaking forums thwarts ability to make decisions; o municipalities are threatened by eachother; o municipalities are unclear on what their role is relative to government departments; o national strategy has changed recently; o the decision-making forum is the responsibility of another department(absolving responsibility; finger pointing). Build Perceived Benefits of change. Key buzzwords to draw on and align project to are: o Co-operative Governance; o Improve Budget Allocation; o Reduce duplication of services; o Improve service delivery to under-serviced areas; o Innovation in Public Service; A tangible mechanism showing local govts HIV/AIDS response. There needs to be a perception that government and the public outside the district are watching what is going on inside the district in order to rise above internal politicking. The initiative is aligned with key performance indicators (KPIs) within job spec. Re-frame HIV/AIDS & child welfare into a poverty alleviation context, in order to mainstram, as currently the mention of these issues results in pigeon-holing to specific depts and absolving personal responsibility.

Log-frame Narrative for HEARDs ACHWRP Social Marketing Project

Social Innovation Identify community support systems & co-ordinating

Planned Activities Advocacy & Policy Research Communication & Development Identify a behavioural Work with both insight with which to district and local

Capacity Building Build relationships, credibility and trust amongst

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7.

8.

responses that have emerged organically within the district & refine these through participatory action research as a basis of identifying potential poverty alleviation interventions to be included in the districts IDP, enabling replication & scale-up. The following 2 activities are being completed in response to this objective: Capture a GIS-based database of Community Based Organisations (CBOs) operating in Amajuba district Develop a Referral Scheme with a supporting low-end technology Referral Card & high-end technology GIS database

lever appropriate behaviour change by district & local municipalities and local government. Use the target audience insight to develop a communication message to reliably convey that insight in a relevant, engaging and understandable manner. Identify appropriate communication channels with which to reliably carry & communicate the required message to the target audience Develop & disseminate communication material for the campaign per channel.

government and local government departments using evidence-informed argument, to facilitate the development of responses and policies that are grounded in fact and appropriately meet the needs of vulnerable children in the district.

stakeholders by actively participating in projects/forums where required/invited. Strengthen capacity of CBOs & NGOs in district by establishing networks for these organizations both inside & outside the district. Strengthen capacity of champions within both local and district municipality and local government departments to drive the initiative for an integrated child welfare management plan (by providing supporting M&E services; lobbying at provincial level; providing appropriate research; building relevant social networks).

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Project Management Over-View:

HEARD SOCIAL MARKETING PROJECT

# 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 23

Project Phase Situational Assessment Situational Assessment Situational Assessment Situational Assessment Strategy Development Strategy Development (Communication) Planning (Communication) Planning (Communication) Planning (Human Resources) Planning (Communication) Implementation (Communication) Implementation (Communication) Implementation (Referral Schem) Implementation (Referral Scheme) Implementation (Referral Scheme) Implementation (Referral Scheme) Implementation (Referral Scheme) Implementation (Referral Scheme) Implementation (Referral Scheme) M&E (Referral Scheme) Reporting

Activity Desk Research (Review of existing activities on ACHWRP project) Stakeholder Interviews (50*25minute Face-to-Face Interviews) Qualitative Analysis of Stakeholder Interview Data Prepare Situational Assessment Report Design Social Marketing Strategy including target audience segmentation, messaging strategies and policy avenues Develop Integrated Marketing Communication Brief (An Over-Arching Brief that Guides Communication Channel Selection) Design Communication Channel Plan (Identify Communication Activities to be Implemented) Confirm Budget/Feasibility to Support Communication Channel Plan Assign Responsibilities for Channel Plan Activities & Social Innovation Activities and Integrate into NSO Work-Plans (Human Resources Planning) Brief in Desk-Research to Develop Supporting Evidence-Informed Argument for Communication Brief in Communication Activities Implement Communication Activities to budget, quality & time-frame (to create bottom-up and top-down pressure on target audience to change behaviour) Design & Develop a mechanism (Referral Scheme) to structure Integrated Child Welfare Management System (as a Service with supporting Processes to sell in to the target audience as an alternate behaviour) Design & Develop Training Programme to facilitate implementation of the proposed mechanism (Referral Scheme) Design & Develop an M&E system for Referral Scheme Identify Pilot Ward & Secure Community Based Organisation Commitment to TestRun of Referral Scheme Secure Contractual Relationships & Buy-In on Referral Scheme with Local Government Build Capacity of Local Stakeholders to Implement Referral Scheme Conduct M&E Field-work on Pilot Run of Referral Scheme Analyse M&E data on Pilot Run of Referral Scheme Prepare Final Project Report

Status Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete To Come Complete

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Social Marketing Project Outputs:

The following table documents key outputs between Sept 2008 & March 2010 relating to the project aim and logic.
Categ ory of Activit y Social Innovation Key Outputs Relating to Project Aims

Captured a database of over 400 CBOs operating in the district, with detail on location, capacity needs, and funding sources. Established a working relationship with the district municipality's geo-spacial (GIS) mapping division and inputted CBO database for inclusion as a planning tool for funding allocation by the municipality. The database has been fully captured onto government GIS maps and data cleaning is underway. Surveyed all NGOs operating in the district (June 2009) and captured a database that breaks down NGO profiles by geographic scope, funding criteria, CBOs funded, programme focus & funding time-frame. The NGO database complements HEARD's CBO database and creates a platform through which NGOs can identify potential CBOs to fund/work with in delivering on their projects. This also reduces likelihood of duplication of funding between NGOs and Govt Departments. Conducted 3 focus group discussions with CBOs, NGOs and government departments in the district to identify barriers to effective service delivery for vulnerable children who visit CBOs. Mapped Referral Processes used by CBOs in the district & developed a best practice process for conducting Referrals to government depts. Secured government and municipal go ahead and buy-in to conduct a pilot of the Referral Scheme within 5 wards in the district. Developed a referral scheme that is currently being piloted as a mechanism by which to improve efficiency of referrals between CBOs and Government departments. The referral scheme is composed of: a referral card which standardises how CBOs conduct needs assessments of children ensuring better quality control & holistic measurement of needs, a central referral database which captures ipsative data per child in the pilot wards and provides a mechanism by which to understand how long it takes to resolve referral cases per government department. a referral process for CBOs to use when making referrals of children to government departments, a training manual programme for both CBOs and local government departments The Amajuba district Municipality Planning & Development department has & is currently being engaged with regards to including the Referral Scheme in the district's Integrated Development Plan (IDP), which will ensure documentation and scale-up of the scheme across the district on an on-going basis. Overal aim pf capacity building activities was to strengthen the capacity of Community-Based Organisations operating in the district, as a primary channel for identifying & reaching vulnerable children. The following outputs were achieved: A partnership with the HIV911 (HIVAN) was established & HEARD's database of 400 CBOs was transferred to the HIV911 directory. This would ensure long term sustainability of the database beyond ACHWRP project time-frame, increased funding opportunities for CSOs and improved accessibility for the public to HEARD's database. CBO database enhanced by a training & funding received field in order to track resource allocation to CBOs within district. Partnered with Children in Distress Network (CINDI) enabling CSOs within Amajuba district to join the CINDI network, channelling training, funding and capacity building opportunities

Capacity Building

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Policy Research, Developme nt & Implement ation

Advocacy & Communic ation

to these CSOs. Facilitated Arcello-Mittal community engagement, which entailed guiding the company on which CBOs required funding/capacity building directing R170,000-00c to these organisations and a learneship programme. Arcello-Mittal now looks to HEARD to guide direction of Corporate Social Responsibility spend in district. Facilitated the Dept of Labour and TourismWorld training programme for 15 CBOs on HEARD's database Successfully lobbied for HEARD's inclusion on the Amajuba Poverty Alleviation Forum, which resulted in HEARD delivering a presentation to 40 key stakeholders on the Amajuba Poverty Alleviation Forum and a further invitation to present to the Amajuba Forum for Local Economic Development (AFLED). On-going M&E of the Starfish & Unsung Heroes funding support of 5 CSOs in the district, with the intention of providing an M&E framework for other CSOs to replicate in order to attract similar funding. Conducted 2 Service Delivery Jamborees in partnership with 5 different Departments delivering services via mobile units. HEARD conducted M&E on the interventions. Through a long process of continual engagement with Government departments and Municipalities, HEARD has secured a permanent seat on several advisory forums, whereby HEARD can influence policy direction/effectiven implementation in the district. For example: HEARD leads the research, monitoring & surveillance priority task team of the Newcastle Local Aids Council (LAC). In July 2009 the new planning portfolio from the Newcastle Municipality approached HEARD looking for recommendations on how best to improve service delivery responses in the district. The proposed integrated child welfare management plan was put forward and is under review. HEARD sits at the Secretariat of the Dannhauser Local Aids Council (LAC). HEARD sits at the Secretariat of the Amajuba District Aids Council (DAC) & fulfills role of M&E Task Team in line with the National Strategic Plan (NSP) on HIV/AIDS HEARD sits on the planning committee of the National Integrated Plan (NIP) Conducted desk research to identify compelling statistics on childrens vulnerability in the district that could be used in an advocacy campaign to communicate the need for an integrated Child Welfare management plan at district level. Created & disseminated a factsheet along with a media release, providing content for journalists to write articles that would create top-down pressure on local government employees to adopt HEARD's proposed integrated Child Welfare management plan. HEARD invited to participate on the Amajuba Forum for Local Economic Development (AFLED) and Poverty Alleviation Forum. HEARD shared learnings on municipal engagement with the HALOGEN forum & was asked by the forum to write up learnings of the ACHWRP social marketing project as a form of best practice in the area of research-to-policy interface. Identified the need to re-frame HIV/AIDS responses in a poverty alleviation context, and have been actively lobbying for the inclusion of the piloted Referral Scheme in the district's Integrated Development Plan (IDP) Reviewed the Premier's Office Flagship Programme and developed a practical intervention that can couple with/enhance the effectiveness of the programme. Leading the district's municipality's Planning and Development dept response in designing a practical mechanism for reducing child vulnerability. The purposed of marketing communication and advocacy was to build both bottom-up and topdown pressure on local govt stakeholders to take action around integrated planning. The communication increased awareness, relevance and urgency for action. The following activities and related outputs were achieved: Partnered with IDASA to set up a series of training workshops with members of local government and their communications departments, in order to train key stakeholders within government on how to receive advocacy material from civil society and the public. The intention of the training was to reduce existing barriers and defensiveness by local government towards advocacy, thereby facilitating greater uptake of the Keeping the Promises advocacy initiative that was being planned by HEARD parallel to the training.

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A HEARD staff member established a bi-weekly community chat show in collaboration with Newcastle Community Radio (NCR) station. 2 such shows took place in April 2009, in which community voices/challenges in accessing service delivery were elicited on-air. The output of this initiative was that community voices were given a public platform to be heard by local government, whilst simultaneously providing a mechanism with which community members could find out how to solve their concerns. Feedback was that community members who can similar concerns as callers could resolve their issues without duplication of similar mistakes.

HIV911 and the Centre for Communication, Media and Society want to replicate the Radio Referral in other districts. Researched, filmed, produced and disseminated an advocacy video show-casing local children's stories and local government stakeholder's opinions on how to better address the vulnerability of children in the district. Disseminated video to local government departments, providing an educational tool for champions within each government department to using in sharing the concept with colleagues/employees. Shared video with the media in combination with a media release, in order to create top-down pressure on local government departments to take action on development of an integrated child welfare management plan. The following outputs were achieved resulting in exposure for the cause: 2 articles in the Newcastle Advertiser 1 article in The Mercury Headline story on East Coast Radio news Headline story on Jacaranda FM news As a result of the media campaign, the Newcastle Mayor has subsequently organised a planning workshop with his team entitled Keeping the Promises which discussed how to speed up integration of services between government departments (news of the event has been covered by the Newcastle Advertiser a local newspaper) Produced and disseminated a 6 monthly newsletters to 500 local government, NGO and CSO stakeholders and potential donor organisations outside the district in order to highlight the vulnerability of children in the district and the consequent need for an integrated child welfare management plan. Set up a collaboration with PANOS UK (www.panos.org), an international NGO which develops and disseminates communication show-casing community voices to government and decision-makers. Collaboration resulted in Panos sharing their existing Growing Pains photo exhibition with HEARD, and the production of 5 sets of the exhibition for display across 5 different government and municipal departments during National Child Protection Week (25th-31st June 2009). The exhibition show-cased the lives and realities of communities across Kwa-Zulu Natal. As a result of the exhibition the Dept of Home Affairs, a traditionally hostile stakeholder in the district, has assigned a dedicated resource to HEARD in order to facilitate better engagement between the 2 organisations. Produced the Community Voices photo diary initiative, which entailed collecting photo images and accompanying stories from children living in the Amajuba district and sharing these with local government and media, as a means of creating awareness and immediacy of the difficulties faced by the local children. By doing so, the intention was to create bottomup pressure on local government to implement the proposed integrated child welfare management plan. Involved conducting 2 training workshops with 20 children from the Amajuba district on how to use a camera Each child was given a disposable camera and took pictures of their lives over a period of 1 week. The children then wrote accompanying stories to describe the contents of their photos. The most compelling pictures and stories were produced into a multi-media slideshow and disseminated to media and local government. DoH requested to use HEARD's Photo Voice exhibition to disseminate at the provincial Partnership against HIV/AIDS conference in Oct 2009.

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Produced and disseminated a 5 minute video slot for the ABBA conference in New York to show-case to other research insitutions within ABBA research consortium how to design advocacy material in order to better communicate the results of research. HEARD's communication work on ACHWRP was highlighted as best communication practice at ABBA.

Staff Complement:

At project inception on 1st September 2009, Mr Potter was hired as an external consultant bringing a social marketing competency to the existing advocacy project that had been underway since 2007. At September 2009, the HEARD Newcastle Satellite Office (NSO) was led by Dr Busi Nkosi and a large staff complement, which narrowed substantially following a retrenchment process May/June 2009. Post-retrenchment, the following core team either remained or was subsequently built up through an interview process:
Fieldworkers based in Newcastle Admin/Co-Ordinator based in Newcastle Management of fieldwork and analysis, Research write-up, Development of Capacity Building Dashboard for Municipaliies, Entry of Mechanism into Innovation in Public Service Awards, Stakeholder engagement, Reporting. Analysis of data Data Capturer based in Durban Owen Magadlela (full-time) Nondumiso Cele (full-time) Nonhlanhla Mkwena (full-time) Luke Potter (10 days per month)

A HEARD Head Office intern/ research assistand (ad hoc) Asavela (temporary)

Target Audience:
The effectiveness of directing communication to segments already pre-disposed to receiving these messages (Mildarsky 1968; Anderson & Cunningham 1972; Kotler 1972; Peters 1973) indicates the usefulness of developing a profile of target audiences whose behaviour is required to change (Tucker 1980). In the Amajuba Social Marketing Project, profiles were based on predisposition towards Child Welfare, as defined by a perceived personal ability to bring about change (Tucker 1980) and actual organisational ability (resources; political mandate; processes; structures; staff competency) to bring about change. A segmentation map was developed on these criteria as per follows:

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The Field: Child W elfare Level 1: W illing and Able Level 2: W illing but Unable Level 3: Un-willing but Able Level 4: Un-willing and Unable Level 5: W illing but Uninvited

Where "Willing & Able" was defined for the purposes of this project as: willing to exercise initiative based on a conviction that their own actions can make a difference; able as working within an organisational structure that enables initiative to take action on Child Welfare.

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Local Govt & Municipalities

Rotary Clubs BroadReach Provincial leadership Khulisa Management Services

NGOs & CBOs

Special Project (district & local municipal level

The Valley Trust

Legal Aid Board Special Project (district & local municipal level Dept of Home Affairs Dept of Public Works Amajuba District Municipality SAPS Dannhauser Local Municipality youthaids Ward Committees Utrecht Local Municipality Newcastle Local South African Municipality Social Security Agency (SASSA) Dept of Dept of Health Social Development Dept of Education HEARD Nurturing Orphans for Aids Humanity (NOAH) Children in Distress Network Newcastle (CINDI)Starfish CSO Exco Unsung Media in Heroes Education Trust FBOs National Association of Community Care Workers (NACCW)

Aids Foundation of South Africa (AFSA)

CSOs

Isolezwe Newspaper (Zulu) Local ABSA Branch

Arcelo-Mittal Level 1: Willing and Able Newcastle Chamber of Commerce Peer Educators

Parents of Vulnerable Children Child-Headed Households

Ukhozi FM (Zulu) Ilanga Newspaper (Zulu) Listed companies from outside the district & province Rapport Newspaper (Afrikaans) The Mercury (English)

Teachers w/in Schools Learners within Children School System <18 years old

OVCs

Level 2: Willing but Unable

Traditional Healers Broader South African Public

Level 3: Un-willing but Able Amakhosi

CSI Africa

Metro FM: Newcastle Community www.positivetalkservices.co.za Radio Station

Level 4: Un-willing and Unable

Newcastle Advertiser www.health-e.org.za Level 5: Willing but Uninvited

Private Sector & Media

Citizens

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Social Marketing Strategy:

For a full description on the Social Marketing Strategy designed for this project, please refer to Potter, D. L.C and Quinlan, T. (2009) From Advocacy to Social Marketing: The Amajuba Child Health and Well-being Research Project, Working Paper submitted to Journal of Health Policy Planning (HPP) GRIPP Special Edition. Given the indifferent attitude of some potential stakeholders, the strategy was to work with the flowers within reach, by considering target audience segments and working with those stakeholders closer to the field of Child Welfare (ie. more disposed or capable of involvement in the field of Child Welfare) progressively building outwards by bringing in other stakeholders whose interests could be aligned and motivated. The initial plan, structure, processes and people were built around those stakeholder relationships established closest to the field, in order to create a visible framework for outsiders to see, and such that there was a tangible basis on which to engage with additional stakeholders. Community Based Organisations (CBOs) were targetted first, as primary service channels by which to reach vulnerable children. NGOs and NGO networks were targetted second; Government Departments were engaged early on, but only actively targetted in the social marketing campaign once HEARD was fully positioned as an expert and go to point with unique and valuable information (the CBO database) with which to transact with local government departments. Below is an illustration of Behavioural Outputs that one would aim to change/manage within a social marketing initiative, dependent on target audience characteristics:
Target Audiences Motivation to Change Intrinsic Motivation (motives) Attitudes Opinions Values Belief Intention Outcome Expectation Locus of Control Subjective Norm Perceived Risk (Threat of not behaving) Extrinsic Motivation (motives) Incentives (Career Motivation: KPIs) Financial Rewards Psychological incentives such as guilt, threat, the chance to impress others (ie. neighbours; social recognition in the community) Target Audiences Opportunity to Change Information (Source of information determines credibility) Time Available Financial Resources (Funding) Perceived Capacity Outside controls (ie. Policy) Access (Availability of a Solution) Social & Cultural & Organisational Norms/Expectations Target Audiences Ability to Change Self-Efficacy (Perceived confidence to act) Knowledge (Awareness; Conviction) Skill Set Social & Cultural Support/Influence

The Potter and Quinlan (2009) working document explains how these factors were selected and managed in the context of the Amajuba Social Marketing Project. What remains is to document the broader strategy, in terms of how the Motivation, Opportunity and Ability (MOA) constructs were integrated into the broader advocacy campaign:

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A district-level Child Welfare Management Plan:

Mission level:

Being, an integrated management framework for the development of child welfare policies A committed & sustainable involvement in programmes designed to assist families and children mitigate the impact of orphaning Focus: Referrals as basis of Child Welfare management plan. Aiming to reduce Duplication in saturated areas & increase delivery in underserved areas Delivery Channels: Schools as Centres of Care & Support + CSOs Advocacy Forums: NIP & LACs (as forums already in place)

Strategy Scale:

Project Level Phases:

Build Ability Build Credibility/Trust Build Awareness Build Knowledge & Conviction Build Motivation Build Opportunity Monitor Implementation Build Capacity

Secure Commitment

Communication Campaign Brief:

The purpose of developing a communication campaign brief was to identify a single message to communicate that was drawn from an understanding of the behavioural levers, insights and cues about the target audience's behaviour. A central theme was developed with which to drive the communication campaign. The communication brief stipulates, in line with marketing practice, that one single message/theme should be communicated consistently across a variety of communication channels to ensure clarity and consistency and enable repeated exposure and memorability of the campaign. The communication theme for the campaign was: Journey of a Child (in accessing government services), later changed to Keeping the Promises in order to refresh the campaign and draw more overtly on references to existing policy at national level that provided local municipal stakeholders with an enabling policy framework with which to take action. Both communication ideas set out to link the actions of the hidden bureauocrat within government structures with the reality of life for a vulnerable child in that bureauocrats community. The communication idea set out to show the experience of children within the Amajuba district slipping between government departments & the implications for these children in terms of vulnerability. By adopting a communitybased approach grounded in local anecdotes/stories of vulnerability the aim was to put forward an unarguable fact that an improvement in service delivery is required. The intention of the communication idea was to link government actions/non-action on integrated planning directly to the vulnerability of children in the community. In so doing, the intention was to humanise the hidden beaurocrat within local government through a subtle shaming process that does not overtly criticise his/her work, but has the effect of making the beaurocrat feel responsible and shamed for the reality and vulnerability of children in that district. The marketing campaign brief follows:

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Marketing Communication Campaign Brief

Project: ACHWRP Child Welfare Advocacy Project: Using a Social Marketing Approach Project Leader: Luke Potter Date of Brief: January 2009

This is a brief for: 1. An entire Advocacy Campaign comprised of several sequential stages of advocacy that together achieve a single required objective. 2. Out of this brief, for each stage of advocacy there needs to arise several executions (for example: several different print articles each designed to achieve a different outcome). A. What is the key communication task to be done, the required behavioural impact and the ultimate development outcome? Key Communication Task 1: get stakeholders in the Amajuba district to understand the need for an integrated approach to managing child services. Key Communication Task 2: make stakeholders in the Amajuba district aware of the movement to develop an integrated approach to managing child services. Key Communication Task 3: place sufficient pressure on stakeholders in the Amajuba district to develop and adopt an integrated approach to managing child services. Ultimate Development Outcome: as a result of advocacy work above, to deploy a scalable system solution that can organise fragmented players in child services delivery into large scale, integrated networks that improve delivery, distribution and financing of child service interventions. B. What is the measurable communication objective for this task to be achieved? Required change in awareness: 100% awareness amongst pre-identified local Amajuba stakeholders (government departments, municipalities, NGOs, Private Sector) of the initiative to develop an integrated approach to managing child services, by end April 2009. Required change in perception: Ability: Reduce perceived Barriers to implementation of required behaviour, measured by appropriately skewed responses by stakeholders on the following attributes: lack of local capacity/resource; need for political permission; lack of senior stakeholder buy-in; requires additional budget allocation; requires additional processes/skills, by end June 2009. Opportunity: Up-weight perceived Benefits in order to Entice implementation of required behaviour. This will be measured by appropriately skewed responses from stakeholders on the following attributes: good for my career; aligned with national government policy; a clear mechanism for co-operative governance (buzzword); politically salient; builds on existing plans, activities and structures already in place; cost effective; a concrete/tangible plan to show others; potential for good publicity around service delivery; innovative mechanism for service delivery (in mitigation of effects of HIV); creates good news from the Amajuba district (vs existing image of worst HIV stats), reduces duplication of budget and activities between departments, reduces the vulnerability of children by end June 2009. Motivation: Use tacit threats/negative reinforcement to further encourage/push stakeholders to adopt required behaviour. Specifically, using the psychological lever of Shame. This construct is to be measured on the following attribute, showing an appropriate skewing in stakeholder response by end June 2009. Required change in disposition: Stakeholder disposition towards the project is assumed to be a factor of the extent to which stakeholders in the Amajuba district understand the need for an integrated approach to managing child services. The latter will be measured by testing stakeholder understanding of the following concepts and on obtaining appropriately skewed responses: Children receiving service delivery from one government department are not necessarily receiving service delivery from other government departments. As a result - despite possible service delivery by a government department the vulnerability of the child who receives that service is maintained (not reduced) because of not receiving a holistic set of services that meet his/her base needs. The costs to society of not meeting all the needs of a child are huge and pressing. Something needs to be done. There are gaps within the current system: children are falling between the cracks. An integrated response is needed to ensure that children accessing the system receive a rounded set of services from government. Disposition towards the project is conceptualised as a stakeholders involvement in the project, which in turn is conceived of as personal conviction that ones own actions can make a difference. This will be measured by achieving a positive rating on the attribute perceived ability to bring about change, by end July 2009. Disposition towards the project should result in specific behaviours, measured as follows:

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Key stakeholders within each government department, municipality and NGO sign into a Memorandum of Understanding (MoU) that signifies commitment to the development of an integrated child welfare management plan, by end July 2009. Employees within pre-specified municipal wards are allocated by each government department, municipality and NGO for participation in an integrated child welfare management plan, by August 2009. Training of government, municipal and NGO employees within pre-specified municipal wards commences on a Referral Scheme process, by end August 2009. What insight drives this brief? A mix of carrots, sticks and promises is needed in order to achieve required behaviour change amongst local stakeholders in the Amajuba district. In order to create perceived Opportunity to change behaviour, A child welfare management mechanism needs to be put forward for discussion by stakeholders. This must be perceived to be independent (ie. Come from a third party such as an NGO/HEARD). Integrated plan must not require additional resource In order to create Motivation to change behaviour: There needs to be a perception that government and the public outside the district are watching what is going on inside the district in order to rise above internal politicking. The initiative is aligned with key performance indicators (KPIs) within job spec. Re-frame HIV/AIDS & child welfare into a poverty alleviation context, in order to mainstram, as currently the mention of these issues results in pigeon-holing to specific depts and absolving personal responsibility. In order to create Ability to change behaviour: Remove Perceived Barriers. Stakeholders within government and municipalities tend to fall on the following excuses for not implementing an integrated child services management plan: o lack of capacity/resource; o lack of seniority in decision-making forums thwarts ability to make decisions; o municipalities are threatened by eachother; o municipalities are unclear on what their role is relative to government departments; o national strategy has changed recently; o the decision-making forum is the responsibility of another department(finger pointing). Build Perceived Benefits of change. Key buzzwords to draw on and align project to are: o Co-operative Governance; o Improve Budget Allocation; o Reduce duplication of services; o Improve service delivery to under-serviced areas; o Innovation in Public Service; o A tangible mechanism showing local govts HIV/AIDS response. A. Who is our target audience? Socio-Demographic: The target market for the integrated child welfare management plan are female and male employees whose job descriptions and/or resources and/or networks tie them to delivery of child services within the Amajuba district. Specifically, the target audience for advocacy communication are (1) local Government departments, (2) local and district municipalities, (3) NGOs operating in the district and (4) NGOs who are not currently involved in the district, but whose skills are required.

Segmentation: There are multiple segments of target audience that need to be targeted within the advocacy campaign, classified according to involvement in the field of child welfare service delivery (See Figure below). The advocacy plan needs to work in several stages, each targeting a respective segment and gradually/successively building consensus from willing and able, to willing and uninvited, to unwilling but able to unwilling and unable stakeholder

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segments.

The Field: Child Welfare Level 1: Willing and Able Level 2: Willing but Unable Level 3: Un-willing but Able Level 4: Un-willing and Una Level 5: Willing but Uninvite

Attitudinal: The typical attitudinal profile of the target audience across government and municipal stakeholder groupings is: Wants to be perceived to be initiating the project as a means to achieve recognition within his/her own ranks for achieving success. Accolades outside the district are only of use to him/her if it will result in career promotion, but otherwise they are a waste of time. Threatened by - and suspicious of - other municipal and/or departmental activities. Approaches other stakeholders and their activities from a defensive position and can be prone to sabotage other peoples ideas. (There is a need to lay out common ground and for clearly identified roles, responsibilities). Is often focused more on managing him/herself upwards within an organisation than on actual service delivery. Tends to pander to politics as a means to do so (There is a need to place the integrate child welfare service plan in the context of what it means for his/her career). Tends to be a silo thinker: intra-organisation oriented, to the extent that s/he is solely focused on his/her department and not on the bigger picture of children slipping through cracks between government departments (There is a need to paint the direct benefit for his/her dept first and foremost). Is likely to absolve responsibility for and implementation of - a task to another department/municipality if that dept/municipality is assigned responsibility for leadership (There is a need to clarify roles, responsibilities and timelines). Can tend to hide behind organisational processes and hierarchies and to put up bureaucratic obstacles (There is a need to single out and create pressure/permission from above through regular appraisal/M&E). B. Initial recommendation on required channels to reach our target and why: The must-have channels in order to reach the target audience are determined by a need for stakeholders to feel that others outside the district are observing them that failure to react comes with career-limiting consequences. The following channels are recommended as a basis for advocacy: Editorial and Articles in Regional Zulu language press (Isolezwe; UmAfrika) Editorial and Articles in National critical liberal press (Mail & Guardian) Talk show and News Pieces on National Zulu language Radio (Ukhozi FM) Talk show and News Pieces on National critical radio (SAFM) Talk show and News Pieces on Local Community Radio (Newcastle Community Radio) rd Investigative television journalism (3 Degree; Special Assignment) To manage stakeholder momentum once integrated child service delivery plan is under-way, a frequent below the line tool is needed to maintain communication and perception of momentum: Printed & digital Newsletter

9.

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Practical requirements: Timings:

ACHWRP_Project Timeline 2009
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Advocacy
Advocacy_Stage 1: Advocacy_Stage 2: Advocacy_Stage 3: Referral

Referral Scheme

Project End

Scheme_ Signing Ceremony

Budget:

Referral Scheme_Training: Referral Scheme_Pilot Run:

Referral Scheme_M&E:

10. Budget for development of material (ie. design; editing; printing): 11. Budget for flighting of material (ie. paid-for placements): Geographical Scope: The target market is localised to the Amajuba district in Kwa-Zulu Natal; however, there is a need to draw on national communication channels in order to create the external pressure to change. Existing Assets to make use of: Existing partnerships that are of use in advocacy involve HEARDs relationships with NGO and Private Sector stakeholders in the district, specifically: 12. The Starfish Foundation 13. Unsung Heroes 14. Children in Distress Network (CINDI) 15. National Association of ChildCare Workers (NACCW) 16. Arcelo-Mittal 17. HEARD controls the CSO database and has direct links to the CSO EXCO, as a base from which to draw anecdotal evidence for lobbying government. Within government and municipalities: 18. Within local municipality, HEARD has strong relationships with Dr Vorster, Deputy Mayor of the Newcastle local municipality. 19. Within district municipality, HEARD has good relationships with the Integrated Development Plan (IDP) team, a key point for providing GIS-Mapping capabilities and a foot into the wider municipality. 20. Within dept of Health, Mrs Bouwer (the regional head) in on board and has committed her teams resources. 21. Within dept of Education, the HIV/AIDS co-ordinator is on board. HEARDs existing resources: 22. HEARDs alignment with the UKZN and credibility as an academic institution are a tool to leverage when designing content. HEARD sits on the National Integrated Plan (NIP) committee, the Newcastle Local Aids Council (LAC) and the Amajuba district Aids Council (DAC). Team Members: Professor Tim Quinlan, as key internal client/stakeholder within HEARD. Luke Potter, as Project Lead acting as independent consultant to HEARD on the project. Shela McCullough, as Communication Co-ordinator employed by HEARD. Dr Busi Nkosi, as Senior Researcher employed by HEARD responsible for management and implementation of research in support of advocacy work. Nonhlanhla Mkwena, as HEARDs Newcastle representative for organisation and support of advocacy work.

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Roles: Luke Potter: Conduct Situational Assessment Develop Social Marketing Plan drawing on findings from Situational Assessment Brief HEARD Research Team to conduct research to obtain evidence with which to support core argument to stakeholders. Brief HEARD Communications Team to implement IMCBI Plan in support of Advocacy work. Lobby local Stakeholders directly using evidence-based argument and supported by published media advocacy work. Ensure delivery on development and implementation of integrated child services management plan. Manage respective team members in meeting respective delivery timelines. Newcastle Research Team: To follow through on implementation of Research Briefs, to provide evidence-based argument according to support the respective arguments identified above, according to required timeline for each respective stage of the advocacy campaign. Shela McCullough: To recommend channel strategy for implementation of advocacy work and achievement of required outcomes To develop a media schedule for planning and sharing of advocacy work To write and prepare content customised to respective communication channels, ensuring quality of product. To liase with relevant channels in order to secure placement of content and to produce content to spec for each communication channel. 1-line Summary of Brief: Using a mix of mechanisms to motivate and shame target audience in order to get stakeholders to network and integrate child services and thereby mitigate vulnerability.

Communication Channel Plan:

Communication channel selection (media planning) was an important component of planning how to reach the target audience and how to communicate the required behaviour change inducing messages. Channels were selected that would result in a combination of both top-down and bottom-up pressure, creating pressure/a squeeze to change to behaviour around planning for child welfare. The bottom-up approach captured Community voices & took these public, as a means of high-lighting the need for improved service delivery within the Amajuba district. Channels used for this purpose: Community radio show call-in shows capturing local proof of difficulties in accessing government services. An advocacy video capturing local community stories of vulnerability and circulated at a technocrat level within government departments An Exhibition in government foyers showing stories & images captured from local children of their difficulties in accessing govt services & implications.

The top-down approach highlighted the gap between national legislation, which out-lines the need for integrated planning around OVCs (ie. a legislative requirement), and local service delivery problems as evidenced by the community voices exercise. The intention of the top-down approach was to create a feeling of external pressure whereby local government employees felt that they were being observed & held accountable in doing their job.

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Channels used for this purpose: National community radio call-ins (SAFM; Ukhozi) drawing attention of media & public outside district around National Child Protection Week (25-31st May 2009) National newspaper (Mail &Guardian; Independent; Sunday Times); Provincial newsaper (Isolezwe) Advocacy video shared at technocrat level within government (provincial level of departments & national govt)

The intention of the communication campaign was to create a squeeze and therein feed dissonance amongst local government target audiences. For example: Increase perceived threat that there will be personal consequences if action is not taken soon around service delivery: Threat of bad job appraisal, drawing on internal/organisational line management (positional power) Threat of bad publicity, drawing on the media & public opinion (normative power).

Once sufficient squeeze had been placed on local govt target audiences, the atmosphere would be primed for HEARD & associated NGO partners to introduce behind the scenes - a district-level integrated planning tool (a product) that would help local government resolve the pressure. The Communication Channel Plan is a large Excel worksheet and can be found on the enclosed cd with supporting Budget breakdown for the communication activity cluster of the Social Marketing Project.

Communication Material Disseminated:

Monthly Newsletters:

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Multi-Media DVD:

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Community Radio Referral Shows:

COMMUNITY VOICES
Excerpts of a Community Radio Call-In Show An Activity of the Amajuba Child Welfare Advocacy Project A HEARD Initiative
BACKGROUND TO COMMUNITY VOICES INITIATIVE:
The Community Voices initiative involved conducting a fortnightly call-in show - over a period of 2 months - on Newcastle Community Radio Station (103.7FM), a community radio station based in Amajuba district, KwaZulu-Natal, South Africa. The purpose of the initiative was to provide a channel for adult community members to voice their experiences in receiving services from local government. By providing community members a platform to air their experiences in public, and in their mother tongue (isiZulu), the radio forum intended to encourage community members to hold local government accountable over service delivery issues that impact on the capacity of communities and families to cater to the needs of children. Using HEARDs networks with local government departments - built up over 5 years of involvement in the district - the Community Voices initiative led to the establishment of a radio-based referral system, whereby community members who called in were referred onwards to appropriate contacts within local government. For illustrative purposes, a translated transcription of excerpts from a particular broadcast is contained below. Excerpts of a Translated Transcription of a Community Radio Call-In Show Newcastle Community Radio Station (103.7FM) Date: 21st April 2009 Time: 10h30-11h00 ____________________________________________________________ Present in Studio: Nonhlanhla Mkwena (HEARD) Jabulile Msibi (Newcastle Community Radio) JABULILE: Today we will be talking about the challenges people face when they try to access services from different government departments and community-based organizations. We will be looking at where people try to access services but these needs are not being addressed. For now lets do thisLets call Nonhlanhla from HEARD to come and tell us what is happening today. 15 Minutes left before 11h00. I did say Nonhlanhla will be with us before the break. Let us welcome her to 103.7FM so that she can greet the listeners at home. Nonhlanhla. NONHLANHLA: Greetings to all the listeners at home, it is Nonhlanhla Mkwena from HEARD that you are talking to. I am pleased to report that people have been calling our offices reporting their challenges. What I like the most is that someone called to report their challenge and was suggested a solution to the problem! She also commended on the help she got from a department. I am happy that the community is responding to our call and that they are taking responsibility on solutions to the problems they face. I would like to remind people that HEARD is a research organization that did research on the vulnerability of children in Amajuba. Working with children made us realize that there was a gap in service delivery. Yes, all the government departments are working, but they are mostly working on their own. There are gaps that could be closed if they worked together. So we are suggesting a referral system as a possible solution to the problem. But for now, we need people at home to call and tell us of the challenges they face when trying to access

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these services. So that governments response is informed by the people it is suppose to service Tell us what your problem is, how you tried to solve it or which department you approached and what were the challenges you faced. I am hoping that others who have had similar experience will call with possible solutions to these problems, so that the community is able to help others through the radio. JABULILE: Hello Caller CALLER 2: Hi. JABULILE: How are you? CALLER 2: Fine. I am Mrs. Gama from Blaaubosch. I have a problem. My house is flooded with water. They are building a road in front of my house and now the problem is the water was made to flow straight to my house in case of rains. I do not even know on which door to knock at the Municipal Offices. May you advise me. NONHLANHLA: The whole idea is to try and develop a referral system. In this case we will try and refer you to the municipality; they will then tell us which door to knock on. CALLER 2: Thanks, bye. NONHLANHLA: It would be nice if we knew where exactly in Blaaubosch this is happening because Blaaubosch is a big place so that if referred the municipality will know exactly where the problem is and will be able to identify the contracted company that was working there. JABULILE: I think at the end of the show you should leave your office number. Hello Caller... CALLER 3: Hello, My name is (not audible) I am from Blaaubosch, and my problem is with Uthukela Water. At some stage we were given taps that we shared in clusters of 20 families. Now those taps have been removed. The problem is that we are now experiencing illegal connections from those water stations. The problem is that those taps were assigned to us and the illegal connections are making the water bill too high and we have to pay, yet there are these illegal connections. I am not sure how Uthukela Water can help us in that regard. I am not done, another problem is that I do house visits here in Blaaubosch and I find that people are taking treatment without food, and I would like to start a community based organization and I do not know how. NONHLANHLA: I would like to have you details. CALLER 3: I will call your office to give you my details. Thank you. JABULILE: We are now left with 15 minutes before the show ends. Hello Caller CALLER 4: Hi, my name is Ntombizodwa. I have a problem with the Department of Home Affairs. They made a spelling error with my childs birth certificate. When I reported the error they said I should pay R50.00 and I do not understand how, because the spelling error is their fault. NONHLANHLA: As I have said before, the only promise I can make is to refer these cases to departments, so that they can tell what you should do in a case like this. So we will refer to the Department of Home Affairs. By doing this they will also become aware that the types of things that need to be communicated to the community - so that people get to learn about what to do before they are affected. JABULILE: And the feedback will also be broadcasted right here on your community radio station NCR. The time is 14 minutes to 11h00 here on 103.7fm on the Igula Lempilo (Well of life) Show.

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We are here with people from HEARD who have done research of district 25, and now they are listening to your challenges in Amajuba. Please remember that the show is being recorded and these recordings will be distributed to different government departments. MUSIC BREAK JABULILE: 12 Minutes to 11h00 Nonhlanhla is here to listen to you. Hello Caller CALLER 6: Hi How are you? Hi this is Zenzele Ntsele from Vezubuso. My problem is that there is no development in our area. This is not right because when these politicians want to canvas for votes they come here to erect tents. There is no electricity, we have been living here since 2000, there is no water, no electricity, no nothing. NONHLANHLA: Most of the time it is Ward Councillors that would deal with such issues. We hope that when this problem is referred, the area councillors will then be able to communicate with their communities the challenges that are slowing development. JABULILE: It is now 10h55, I am closing the lines. Nonhlanhla, your last words? NONHLANHLA: To those I have promised our office number, the number is 034-312-4511. I can see there are people still calling in, but they can also try at the office. JABULILE: Lets take one last call. Hello, how are you? CALLER 7: My husband passed away and when we went to get his death certificate we found out that his status is written as divorced. I know he has never divorced. My question is how that happens, because my understanding is that when you get a divorce your wife has to be there and agree to that? NONHLANHLA: We will refer your problem to the department of Home Affairs. Where do you live? CALLER 7: Section 4 NONHLANHLA: I understand your frustration, because the divorce status has wider implications with the inheritance. I hope that when you have been referred they will be able to explain to you when this happened. CALLER 7: They say he divorced on the 5th of April and married someone else on the 8th and then died on the 10th. How is that possible? JABULILE: Nonhlanhla, you can bid the listeners goodbye. NONHLANHLA: I would like to remind the listeners that next week will be our last week and I encourage people to call If it happens that people that have been referred get help, they should not hesitate to call and tell us that it worked. We are really hopeful, and trust that this initiative will highlight the importance for departments to work together - and also for government to find a way that helps them to work better between each other. Thank you. JABULILE: Thank You Nonhlanhla for your time and thank you HEARD for looking into the problems that face the community and also involving us as a community radio station in finding the solutions. ADVERTISEMENT PLAYS RECORDING ENDS

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Photo Exhibition in Partnership with PANOS Institute: 14 Government Departments were approached to participate in the Exhibition, by displaying the PANOS INSTITUTE Growing Pains exhibition within their foyer for staff to interact with during National Child Protection Week 25th - 31st May 2009 and International Children's Day 30th June 2009. The exhibition was designed to showcase stories of community members within KwaZulu-Natal and their struggles in accessing essential government services. The following departments were approached by the HEARD team in March 2009: Health; Education; Home Affairs; Social Development Madadeni Area; Social Development Newcastle Area; Social Development Regional Office; Social Security Agency (SASSA); Transport; Public Works; South African Police Service Child Protection Unit; Amajuba District Municipality; Newcastle Local Municipality; Dannhauser Local Municipality; Utrecht Local Municipality Out of these 7 Departments responded, confirming their interest in show-casing the exhibition: Health; Education; Home Affairs; Social Development Madadeni; SASSA; Newcastle Municipality; Dannhauser Municipality. Of the remaining Departments: The Police Department refused; 4 referred the issue onwards within their department and - despite continual follow-ups by HEARD over the course of 2 months - stalled the process until it was too late; 2 did not respond despite continual follow-ups by HEARD. The exhibition ran for 6 days in each participating department as a continuous sequence, as per that in the PANOS conceptual .pdf file sent to HEARD during May. 5 departments participated, with the Newcastle Local Municipality refusing to put up the exhibition as agreed.

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Presentations to Government on Policy Change Proposals:

The following forums were presented to directly as part of the social marketing component of the advocacy campaign: Amajuba Forum for Local Economic Development (AFLED), April 2009 Amajuba District Municipality Poverty Alleviation Task Team , May 2009 Amajuba District Municipality Integrated Development Plan RF, November 2009

This is in addition to regular participation on planning forums such as the National Integrated Plan (NIP), Local Aids Council (LAC) for Newcastle, Dannhauser, Utrecht, and District Aids Council (DAC).

Integrated Development Plan (IDP) 2010/2011 Proposal

The proposal submitted to the IDP 2010/11 is contained in the enclosed cd. The thurst of the proposal advocates for the need to incorporate a systematic planning process that can assist structure and clarifty how to reduce vulnerability and increase welfare of impoverished households. The argument is centred around the inclusion of CBOs within the IDP, as an under-utlisied channel for achieving reach/access to services within poorer communities. The following process was proposed by which to go about assessing the ability and capacity building requirements of CBOs in order to act as a channel for deliverying poverty reduction interventions. District Child Welfare Management Planning (DCWMP) Framework

Proposed Mechanisms for Intervention Post Planning:

CopyLeft: The Compass Project, Foundation for Professional Development South Africa (www.foundation.org.za)

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Channels for Delivery CIVIL SOCIETY ORGS SCHOOLS HOUSEHOLDS Mechanisms for Planning CSO DATABASE HOUSEHOLD NEEDS ASSESSMENT DATABASE Mechanisms for Service Delivery MOBILE SERVICE DELIVERY JAMBOREES REFERRAL CARD

Community Based Organisation (CBO) Database:

One of the key outputs of the practical phase of the ACHWRP project was the research, cleaning and capturing of a database of >400 Community Based Organisations located across Amajuba district (comprising the local municipalities of Newcastle, Dannhauser and Utrecht). The database provides fields that are designed to facilitate incorporating CBOs into existing government planning and decision-making structures. For example: GIS co-ordinates were captured per CBO to determine saturation/under-representation of CBOs on a ward/local municipality level; Nature of services offered were captured to provide government and municipal departments with an indication of what services specific communities have access/don't have access to. Up-take was positive, the key success being that the Amajuba District Municipality Planning Department incorporated HEARD's CBO database fields into the macro municipal GIS database - such that CBO GIS tags now reflect alongside traditional GIS tags such as schools, clinics and police stations. This agreement also ensured the database would be permanently housed on the District Municipality's IT server, which has two benefits: making the CBO database widely and freely available to the public via the Municipality's website; providing a sustainable hosting and dissemination solution post HEARD's exit. Habitual use of the CBO database during Municipal planning processes was not observed/evident despite

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the handover by HEARD; hence HEARD's proposal to include the CBO database within the Integrated Development Plan (IDP) for 2010/11. Achieving formal recognition of the CBO database within the District Municipality's local business plan/policy framework would bring greater attention to and incentive in using the database for planning purposes. Basic descriptive statistics of the CBO database structure follow.

Civil Society Organisations in Amajuba District

64

78
Ne wca s tl e Muni ci pa l i ty Da nnha us e r Muni ci pa l i ty Ema dl a nge ni Muni ci pa l i ty

276

# CBOs by local municipality... # CBOs by type of organisation...

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Type of Organisations Already Established in Amajuba District

104 129

Co-Ops Support Groups Community Based Organisations (CBOs) Faith Based Organisations (FBOs) Creches

45 131

Description of Referral System:

The Referral System was a mechanism developed by HEARD during the practical phase of the ACHWRP project, building on existing in/formal processes observed within the Amajuba district community. The system aims to complement proposed local policy changes by developing a mechanism by which to build capacity of CBOs, NGOs and local government departments in Amajuba district to structure co-ordination of services. At a conceptual level, the Referral Scheme is an experimental system that aims to increase access of vulnerable children to essential government services and reduce time-to-delivery (efficiency of service delivery). At a practical level, the Referral System sets out to improve: the ability of Community-Based Organisations (CBOs) to conduct accurate and thorough needs assessments of vulnerable children; the efficiency and effectiveness of CBOs in making referrals of children to government departments based on data from the needs assessment. The Referral System represents a technology-in-change perspective. The system entails use of low-end technology (a paper referral card) coupled with high-end technology in the form of a back-end digital

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database. This involves a process of capturing needs assessment data per child in situ (at a CBO) onto a paper-based Referral Card (one card per child) followed by capturing of the raw data by HEARD into a centralised digital dataset. When cleaned and analysed by HEARD this data provides basic descriptive statistics that identify service delivery needs per CBO and per geographic ward. The benefits of this data are as follows: inform planning of government and NGO capacity around delivering services - to meet observed needs and identify geographic problem areas requiring special attention; compare performance of different CBOs and government/NGO interventions in meeting services requirements. Once the database and reporting metrics are established specific interventions can follow. Performance gains made within these target implementation areas could then be established against this data base - identifying good practices that warrant replication. Indicative costs to produce Referral Cards and set up Referral System per CBO site: REFERRAL CARD COSTS # Children per CBO (average) Cost to provide 1 Referral Card to 1 child 250 ZAR 01,20c [GBP 00-10p]

Cost to provide 1 CBO (+-250 children) with Referral ZAR 300-00c [GBP 25-00p] Cards Cost to provide 1 Training Manual per CBO ZAR 20-00c [GBP 01-67p]

Cost to train 1 CBO (+-10 employees) on completing ZAR 700-00c [GBP 58-00p] & using a Referral Card

At ACHWRP closure (31 March 2010) the Referral System had been piloted to gather baseline data on >800 childrens' needs in a sample of 3 municipal wards within Amajuba district. The utility of the system, developed over a year and a half of formative research (qualitative focus group discussions) and engagement with local community actors is yet to be formally evaluated using baseline data sourced during the pilot. There remains an opportunity for HEARD and Donors to build on the backbone of the ACHWRP and Social Marketing Project by funding a final evaluation and packaging of the Referral System for scale-up. Scale-ability: The Referral System is a toolkit and system that, pending proof of concept, has potential for replication at low cost and complexity across CBO sites nationally (South Africa) and regionally. There remains an opportunity for HEARD to package a system complete with training-the-trainers instruction kits, CBO training manuals, back-end datasets and reporting templates that can be overlayed/integrated with existing CBO processes irrespective of geographic location. HEARD's formative research in development of the Referral System conducted March-October 2009 set out to design - in participation with CBOs and local government departments - a tool that could be used by CBOs to complement and improve their existing processes in liasing with government. This resulted in the design of a set of processes, which can be implemented at low cost and complexity, by integrating with

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existing CBO processes. As a set of processes, aside from printing of Referral Cards and an initial round of training on how to complete cards, no incremental capital investment is required in order to operate. The Referral System leverages existing CBO infrastructure, staff and ideally donor funding. Multiplier Effect (Improving Accuracy of Government Planning): Aggregated needs assessment data captured from Referral Cards and analysed by HEARD provides descriptive statistics that can be used to identify service delivery needs per CBO and per geographic ward. This data has an instructional application, informing planning of government and NGO capacity around delivering services to meet observed needs and identifying geographic problem areas that require special attention. In an ideal form this would increase alignment between nature of vulnerability and planning of appropriate interventions by NGOs and government departments to meet those needs and associated multiplier effects around more effective planning. Reducing Time-to-Delivery (Increasing Efficiency): In addition to facilitating a thorough needs assessment of each child visiting a CBO, the Referral Card thereafter documents the child/caregiver's journey in trying to access essential services from government departments (life documents; social security; education; health services). This is envisaged to bring 3 benefits: 3. clarifies service requirements from government according to observed needs of a child; clarifies which department to approach per service and the type of supporting documentation to submit (often this information is not freely available to CBOs); 4. acts as a voice for the child/caregiver in explaining often complicated service requirements to officials within government departments; 5. through the act of documenting previous visits to a department, the Referral Card aims to improve accountability of government officials towards serving individuals and reducing the likelihood of duplicated advice. The net objective is to reduce the time-to-service for vulnerable children, which can be measured in comparative time-to-service data from pilot versus control wards. Penetration & Reach: Within Amajuba district >400 CBOs operate in response to the needs of children within the broader community. Where each CBO reaches +-200 children (average from HEARD's pilot study of the Referral Scheme), these organisations appear to be both a good channel for achieving geographic penetration within communities, as well as offering a good channel for positioning an intervention that can increase access of vulnerable communities to government services. This suggestion is supported by the Joint Learning Initiative on HIV/AIDS (JLICA 2009). The Referral System is designed to faciliate the potential of CBOs to identify needs and drive delivery of services for vulnerable children, such that if the system were to be scaled up across the Amajuba district alone +-80,000 children could be reached.

Geographic Imaging System (GIS) of Referral Scheme Pilot Wards

GIS maps were developed in partnership with the Planning and Development Department of the Amajuba District Municipality.

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The following 3 wards were sampled in the Referral Scheme pilot run. Ward 22:

Ward 24:

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Ward 2

Criteria for Selecting Pilot Wards for Referral Scheme:

3 wards in total: 2 experimental (in which the referral model will be piloted) and 1 control (to act as a comparative benchmark). Criteria for Selecting Experimental Wards (2 Wards) Geographic Criteria: Peri-Urban (ie. situated in townships/locations; not city centre/suburban; not in a completely rural/agricultural setting) Within Amajuba district. Political Criteria: Has an existing ward counselor in place The Amajuba District Municipality would be interested in piloting a model within these wards Infrastructural Criteria: MiETs Schools as Centres of Care & Support (SCCS) system is operational within the schools within these wards. These wards have an existing database of CSOs currently registered and operational and data on what services these CSOs are offering (confirm relative to HEARDs CSO database). There is some indication of health and vulnerability statistics for these wards (ie. HIV prevalence; orphanhood; vulnerability; human population). There is a database of government touch-points available for these wards (ie. touch-points are terms used in the project for government service depots such clinics; hospitals; schools; police stations; SASSA offices). Preferably that these touchpoints are already mapped out onto GIS system, but if not then with the potential to map these touchpoints onto GIS (speak to Udiv Singh from Amajuba District Municipality GIS dept to identify wards on this criteria).

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Criteria for Selecting Control Ward (1 Ward) All the same criteria as the experimental wards (must be the same on selection criteria to ensure comparability of results)

Referral Card:

Background Information on Referral Booklet: The referral booklet aims to be a voice for a childs care-giver or community-based organisation to use in approaching government departments. The information in this booklet: explains the child's situation; accurately identifies what essential services are required for a child per government department; records previous experiences the child's caregiver has had in trying to access a service from a department. A Tool to Improve Service Delivery: Often there is no case history kept of the steps that a community member has been through in trying to access services from a government department. This can result in duplication of advice, wasted trips to a department or delays in service delivery because of missing information. By recording case histories and a needs assessment in the booklet, the aim is to provide government officials with accurate and sufficient information which will reduce the time and complexity involved in service delivery.
NEEDS ASSESSMENT Date of Assessment dd / mm / yyyy YES NO

Answer each of the following by colouring in the appropriate block (YES or NO)... Life Documents Child has a Birth Certificate There is an available parent to attest to childs birth Available parent has a birth certificate, identity document or passport Child has a South African Identity Document Child has a South African Passport Child is a foreign national with a South African Resident Permit

Shelter

Child lives in a safe dwelling Child has access to clean, running water Dwelling has electricity Child has access to a hygienic latrine Child lives on the street Child has access to 1 full meal daily Child appears malnourished Shows signs of physical and/or sexual abuse Is at risk of physical and/or sexual abuse/harm Has been repeatedly abused despite previous intervention

Food Security Physical Safety

Page 47 of 49 Physical Health 23. Has a Road to Health Card 24. Has had required innoculations on Road to Health Card 25. Has a physical disability 26. Needs an assistive medical device (ie. glasses/hearing aid/prosthetic leg/wheel-chair) 27. Is in need of medical attention 28. There is knowledge of whether either/both parents currently have or died of HIV/AIDS 29. Child knows own HIV status 30. Child knows own CD4 count 31. Child is on Anti-Retroviral Therapy 32. Has experienced trauma 33. Shows signs of having a psychological disability 34. Has been diagnosed with a psychological disability 35. Is registered at a school 36. Is registered at school but missing classes regularly 37. Has dropped out of school 38. Has failed classes repeatedly 39. Shows signs of having a learning difficulty 40. Has a school uniform 41. Can not afford school fees 42. Has school fee exemption 43. Is a high potential scholar in need of a bursary Is in need of a disability grant Is in need of a child support grant Is in need of a foster care grant There is at least 1 member of the household who earns a regular income Child is required to work in order to earn money to support others in household Referrals Needed: Name of Department/NGO Department of Home Affairs Department of Social Development SASSA Department of Health Department of Education Department of Justice Department of Agriculture Ward Councillor Induna Local Municipality: Electricity Local Municipality: Sewage & Refuse Department (Rates) Local Municipality: Water Department Local Municipality: Housing SAPS (Police) Services Required from Department

Mental Health Education & Skills Development

Financial Security

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Have you received consent to make referral? Name of Consenting Party Role of Consenting Party within Childs Life Date of consent

CONSENT TO CONDUCT REFERRALS: YES

NO

dd

mm

/ yyyy

Signature/Thumb-Print of Consenting Party

Contact Persons for Referrals:

Department Visit 1
Purpose of Visit

CASE HISTORY:

Visit 2

Visit 3

Visit 4

Date of Visit Location/Branch Visited Serving Officials Name Reference # for visit Services Rendered by Official

Advised Next Step for the Childs CareGiver Signature of Serving Official Department Stamp

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Referral Scheme Training Manual:

A 52-page training document was prepared to facilitate the process of training CBO employees on how to go about completing Referral Cards and how to use the Referral Card in making referrals of children to appropriate government departments. Each CBO within the pilot run of the Referral Scheme was given a printed copy as reference. The training document forms part of a template toolkit, as with the Referral Card and Referral Database that can be used in replicating or scaling-up the scheme in future. The training document is available in both English and IsiZulu to increase comprehension and reduce further barriers to use in South Africa.

Referral Scheme Database:

Please refer to enclosed digitial cd which contains an SPSS database of >800 data entries captured during the pilot phase of the Referral Scheme in Amajuba district.

A funding proposal was drafted in February 2010 in order to prepare a motivation for scaling up the Referral Scheme on a wider basis. At 31st March 2010, the proposal had been presented to Children's Investment Fund Foundation (CIFF) and a reply is pending.

Funding Proposal for Scale-Up of Referral Scheme:

Opportunities for Future Academic Articles References:

To be completed, sourcing information from Prof T Quinlan.

Carden F. 2009. Knowledge to Policy: Making the Most of Development Research, SAGE/IDRC. Available from http://www.idrc.ca/en/ev-135779-201-1-DO_TOPIC.html Crewe E, Young J. 2002. Bridging Research and Policy: Context, Evidence And Links, Working Paper 173. London: Overseas Development Institute. Court J, Young, J. 2003. Bridging Research and Policy: Insights From 50 Case Studies. Working Paper, 213, London: Overseas Development Institute. Court J, Hovland I, Young J. (eds). 2005. Bridging Research and Policy in Development. London: ITDG. Earl S, Carden F, Smutylo T. 2001. Outcome Mapping: Building Learning and Reflection into Development Programs. Ottawa; International Development research Council. Joint Learning Initiative on Children and HIV/AIDS. February 10. 2009. Home Truths: Facing the Facts on Children, AIDS and Poverty. October 18, 2009 http://www.jlica.org. Sumner, A, Perkins N, Lindstrom J. 2008. Multiple Perspectives On Research Influence: Does Development Research Make A Difference? Brighton: Institute of Development Studies.