The CoE are intended to be PHO facilities, located at the district level. AusAID funds will be used to pay for the CoE for the first three years, with the expectation that PHOs will take over the funding from the fourth year. CHAI considered options for funding mechanisms for the Coe. For non-salary operational costs it was decided that CHAI will directly pay for these costs, using AusAID funds, as this will avoid logistical obstacles that would slow program implementation.
For CoE staff salaries, the CHAI considered two options regarding how AusAID funds could be channelled to support the CoE:
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CHAI sub-grants to the two PHOs for CoE staff salaries with CoE staff being employed directly by the PHOs; or
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CHAI employs all CoE staff and pays for salaries directly from its AusAID funding.
There will be no difference in the level of salaries and benefits between the two options. If option one is adopted, it will be necessary to make a direct grant to the PHOs using CHAI’s MoU with the MoH as the umbrella. It would not be feasible to channel the grant to PHOs through the Regional Development Planning Agencies (BAPPEDA) as this would require going through the annual strategic planning process for approval which would be too time consuming, especially as REACH will commence operations in July 2012.
A17.1 Direct granting to PHOs option
CHAI would transfer money annually to the PHOs to cover CoE salaries. Technical Arrangements would be developed between CHAI and the two PHOs. The agreements would be approved by the provincial governors and the provincial Regional Development Planning Agencies. Accountability for proper use of the funds would rest with the PHOs. Funding would cover salaries, health insurance, social insurance and tax.
Benefits with this system are:
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In addition to CoE staff being placed within the PHO structure they would be employees of the PHOs. This would reinforce PHO ownership of the CoE and may assist with realising the expectation that PHOs will take over CoE funding from year four.
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PHOs will develop improved skills in budget and human resource management.
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There would be no need to transfer employment of CoE staff from CHAI to the PHOs in year four. Any potential problems with such a transfer would be avoided.
Risks with this system are
To mitigate this risk a finance officer would be seconded from CHAI to help the PHOs with financial management, monitoring and reporting. Control mechanisms would be developed and followed as standard operating procedures. CHAI’s Finance Manager together with the PHOs would develop a manual incorporating all control mechanisms before any money is released in the first quarter of year one. The manual will cover bank account arrangements, payments and funds transfers from the account, reporting, acquittals, invoicing, accounting policies and commitments, authorizations, roles and responsibilities, and conditions for ongoing support. A separate impress account would be used. Two signatures, one by CHAI and one by the PHOs, would be needed to transfer money.
The PHOs would regularly account for use of the funding to the Regional Development Planning Agency and the Ministry of Finance. CHAI would require the PHOs to submit financial reports every quarter.
A17.2 Direct employment by CHAI
CHAI would employ all CoE staff and place them in the CoE. The CoE would be PHO facilities, but the staff would be CHAI employees.
Benefits with this approach are:
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CHAI will have strong fiduciary control over the use of funds.
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Controls to mitigate against risks associated with using the government financial systems wold not be needed.
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Implementation could occur more quickly.
Risks with this approach are:
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The CoE staff may be viewed as CHAI project staff by other health facility staff. This could lead to unclear lines of authority and responsibility which could result in tension between health facility and CoE staff.
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If CoE staff are seen as CHAI staff, the overall perception may be that the CoE is a CHAI facility rather than a PHO facility.
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CoE staff may view themselves as CHAI staff, leading to different expectations and different affiliations and allegiances. This could make it difficult to absorb these staff into the PHOs in year four.
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The cost of the CoE staff would be less apparent to the PHOs. This may make it more difficult in the future for this aspect of the program to be absorbed into PHO budgets.
Overall, the benefits of direct sub-granting to the PHOs outweigh the risks, especially as the risks can be satisfactorily mitigated. CHAI will only directly employ the CoE staff if a grant cannot be made because of political, structural, or time constraints. A third option would for CHAI to employ all CoE staff in the first year, with a sub-grant being made to PHOs to cover salaries for years two and three.
Annex 18: Bibliography
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AusAID, AusAID Strategy for Assistance to Indonesia’s Papuan Provinces. Canberra, Undated.
AusAID, Australia Indonesia Partnership Country Strategy 2008-2013. Canberra, 2008.
AusAID, Australia Indonesia Partnership for Decentralisation Delivery Strategy 2010-2015. Jakarta, 2010.
AusAID, Australia Indonesia Partnership for Health System Strengthening 2011-2016. Program Design Document. Canberra, 2011.
AusAID, Intensifying the response: Halting the spread of HIV. Australia’s international development strategy for HIV. Canberra, 2009.
AusAID, Promoting practical sustainability. Canberra, 2000.
AusAID, Saving lives. Improving the health of the world’s poor. (AusAID’s Health Strategy). Canberra, 2011.
Cohen, Myron S, Ying Q Chen, Marybeth McCauley, et al. 2011. Prevention of HIV-1 infection with early antiretroviral therapy. The New England Journal of Medicine 365 (6) (August 11): 493-505. doi:10.1056/NEJMoa1105243.
Elmslie, J., West Papuan Demographic Transition and the 2010 Indonesian Census. CPACS Working Paper 11/1. University of Sydney. 2010.
Government of Indonesia and its Development Partners, Jakarta Commitment: Aid FOR Development Effectiveness. Indonesia’s Road Map to 2014. Jakarta, 2009.
Government of Indonesia, Global Fund Proposal – Round 10. Cross-cutting health systems strengthening interventions.
GRM, Papua Assessment. USAID/Indonesia. Jakarta, 2009.
Indonesian National AIDS Commission, National HIV and AIDS Strategy and Action Plan 2010-2014. Jakarta, 2010.
Kambodji, A., M. Linnan, and M. Kestari, Adult sexual behaviour and other risk behaviours in East Java. 1995, Yayasan Prospektiv: Surabaya.
Linnan, M., AIDS in Indonesia: The Coming Storm. 1992, USAID: Jakarta.
Miller P. Donovanosis: control or eradication? A situation review of donovanosis in Aboriginal and Torres Strait Islander populations in Australia. Office for Aboriginal and Torres Strait Islander Health, 2000.
Ministry of National Development Planning/National Development Planning Agency, Summary of the Roadmap to Accelerate Achievement of the MDGs in Indonesia. Jakarta, 2010.
Majid N, Bollen L, Morineau G, et al. Syphilis among female sex workers in Indonesia: need and opportunity for intervention. Sex Transm Infect. 2010 Oct; 86(5): 377-83.
Miller P, Otto B. Prevalence of sexually transmitted infections in selected populations in Indonesia. Indonesia HIV/AIDS and STI Prevention and Care Project. June 2001
Pontororing et al. The burden and treatment of HIV in tuberculosis patients in Papua Province, Indonesia: a prospective observational study, BMC Infectious Diseases 2010, 10:362
Provincial AIDS Commission, Papua and West Papua Provinces, Communications Plan for HIV and AIDS Prevention and Management in Tanah Papua. 2008.
Steen R, Chersich M, de Vlas SJ. Periodic presumptive treatment of curable sexually transmitted infections among sex workers: recent experience with implementation. Curr Opin Infect Dis. 2012 Feb;25(1):100-6.
Sutrisna A, Soebjakto O, Wignall FS, et al, Increasing resistance to ciprofloxacin and other antibiotics in Neisseria gonorrhoeae from East Java and Papua, Indonesia, in 2004 – implications for treatment. Int J STD AIDS. 2006 Dec;17(12):810-2.
Vogel IC, Richens J. Donovanosis in Dutch South New Guinea: History, evaluation of the epidemic and control. PNG Med J 1989: 32; 203-218.
World Bank, Making the New Indonesia Work for the Poor (Overview), Jakarta, 2006.
World Health Organisation, World Health Statistics 2010. Geneva, 2010.
Zachariah R, Ford N, Maher D, Bissell K, Van den Bergh R, van den Boogaard W, et al. Is operational research delivering the goods? The journey to success in low-income countries. The Lancet Infectious Diseases [Internet]. 2012 Feb [cited 2012 Apr 3];Available from: http://www.thelancet.com/journals/laninf/article/PIIS1473-3099(11)70309-7/fulltext
Zachariah R, Harries AD, Ishikawa N, Rieder HL, Bissell K, Laserson K, et al. Operational research in low-income countries: what, why, and how? The Lancet Infectious Diseases. 2009 Nov;9(11):711–7.
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