Building a well-performing workforce

64 equipment or infrastructure that cannot be maintained unless they have a clear management and maintenance plan. 195 In addition, partners should keep training scholarships to a minimum. Rather, partners should invest in building the capacity of training institutions and of individuals and households to fund their own education. 11.2.1 Building strong leadership and governance At minimum, PEPFAR partners should engage in strategies to improve the leadership and governance of social service ministries, CSOs, and communities. Engaging in these activities will establish a foundation for capacity-building activities in other function areas. Government level – Social service ministries need strong senior leadership that is able to communicate clear ministry goals and to convene processes for agreeing on strategic plans and regulations. Leadership needs processes for engaging stakeholders in decision making and a sound organizational structure that clearly identifies responsibilities and lines of communication between different departments. 196 Civil societyNGO level – Strong, well-run, and responsive NGOs need boards of directors and well- articulated vision and mission statements. They also should have coherent strategic plans, participatory planning processes, and a clear and functional organizational structure and administrative policies. Community level – Community leadership structures should be organized around common community goals and involve representation from a diverse range of constituencies, including equal representation from less powerful segments of the population, such as women and young people. 197,198 Approaches that PEPFAR partners can take to support leadership and governance include: Helping to carry out child protection mapping exercises to better understand protection concerns and the capacity of various actors to address them Supporting vision and mission statements and community goals Respectfully challenging belief and value systems that endorse harmful cultural practices Facilitating strategic planning to inform action plans Supporting capacity building of leadership bodies and government and community leaders Assisting the drafting andor review of technical and operational policies, practice standards, program guidance, and legal regulations, including OVC quality standards Strengthening lines of communication and feedback channels Facilitating participatory planning processes

11.2.2 Building a well-performing workforce

As a second priority, OVC partners should pursue strategies to strengthen the social service workforce employed by the government, NGOs, and community. Most services in this sector are human resources- heavy and require a number of highly skilled professionals and paraprofessionals. 195 PEPFAR COP Guidance. 2012. 196 Play Therapy Africa and Training Resources Group. 2012. 197 Zaharah H, DaudSilong, A. 2008. Women leadership and community development. European Journal of Scientific Research. 23 3, 361-372. Accessible at: http:www.eurojournals.comejsr_23_3_02.pdf 198 House RJ, Hanges PJ, Ruiz-Quintanilla SA, Dorfman PW, Javidan M, Dickson M, et. Al. nd. Cultural Influences on Leadership and Organizations: Project Globe. Accessible at http:t-bird.eduwwwfilessitesglobepdfprocess.pdf. 65 Government level – Social service ministries need accurate human resource data, clear job descriptions, and staffing plans that include recruitment and deployment mechanisms. They should also have a good understanding of staff skills and qualifications and access to training opportunities for professional development. In addition, a strong workforce requires competitive salary scales and incentives, good supervision, clear professional codes of conduct, licensing mechanisms, and professional associations. Civil societyNGO level – Human resources plans and policies should at minimum reflect the standards outlined for the government social service workforce. In addition, NGOs must have mechanisms for managing nonpaid volunteers. Community level – Each member of a community should have a role that complements his or her capacities and interests and is well understood by others. Community leaders and members should be able to identify individuals to fill capacity gaps and provide them with the support required to do their jobs well. Communities should also identify ways to compensate members for their contributions. 199 Approaches that PEPFAR partners can take to support the workforce at each of these levels include: Working with ministries and NGOs to do capacity assessments and develop human resources information systems and recruitment and deployment plans Training and mentoring supervisors and developing performance improvement tools and resources Worki g ith o u ities, the a suppo t egula assess e ts of o u it e e s roles and responsibilities Establishing systems for supporting volunteers Encouraging community members to provide frank and constructive performance feedback to government workers, NGO staff, and other community members

11.2.3 Building adequate financing