Building capacity: coordination within and beyond social service systems
To coordinate is to harmonize in a common effort or action, to have equal importance or rank, to organize in a way designed to match or complement one another or to establish a set of reference points by which to navigate. (2) Each part of this definition contributes to strengthening social service systems. In this specific context, coordination may be defined as “using a common structure (permanent or temporary) to bring together groups that are pursuing a common outcome” (3) —namely, strengthening the capacity of social service systems to protect and care for the most vulnerable, especially children and families affected by HIV and AIDS. Inherent in this definition is the goal of maximizing financial and human resources to coordinate the social service workforce to effectively meet the needs of the most vulnerable children and families. (4)
Promoting country ownership and coordination of social service programs requires strengthening capacity of the social service system at all levels –government, civil society, community, and family –as well as between these levels- to provide quality, sustainable services for the most vulnerable children. Effective coordination must include both formal and less formal workers, at every level of the system, in skills – and relationship-building to foster linkages within and among local partners, community networks, civil society organizations and government offices.
The power of partnership: coordinating relationships, networks and technology
Of the six capacity-building blocks, coordination is measured less by metrics than by the art of developing human relationships. Efforts to strengthen coordination at every level must recognize the importance of building connections as well as competencies, trust as well as toolkits. (5) Respecting and inviting the contributions of all, and honoring the strengths of existing efforts, especially at the local level — these form the foundations of solid long-lasting partnerships and sustainable systems.
Coordination of social services is a complex process, engaging diverse groups, perspectives, and activities as well as social, cultural, political, and economic realities. Typically, a Ministry of Social Welfare or Social Services leads the charge in overseeing orphans and vulnerable children’s programs and is responsible for coordinating with other government ministries (e.g. health, education, justice) at the national level. However, the social service system reaches beyond the ministry of social welfare and beyond the national level to encompass a range of programs and workers, both formal and informal, in government departments, civil society organizations (CSOs), and community groups. These groups work at multiple levels of the system — national, provincial, district, and community levels and span a range of sectors, CSOs, social workers, paraprofessionals and volunteers. All play essential roles in creating the social service workforce. Yet coordinating within and across levels of the workforce is one of the greatest challenges to a well-functioning, sustainable social service system.
Coordination as communication: listening, learning, and valuing local wisdom
Communication is the heart of coordination. In recent years, capacity building focused more on “pushing out” information and “solutions,” with no communication coming back. As national staff worked together toward common goals, many at the district and local levels were not included in the process. (6)
Increasingly, programs have recognized that improving coordination and communication requires building on existing strengths of key groups and individuals, at all levels, to establish ‘a platform for the exchange of knowledge and wisdom.’ Communicators must be “conveners of conversations,” allowing time and space for thoughtful listening in order to learn from families and communities. (7) Learning exchanges among these local groups are needed to effectively support children and families affected by HIV and AIDS and to maximize limited human resources. Increased attention to- and promotion of- existing strengths of local groups is essential to scaling up the response to vulnerable children and families.
Opportunities and Challenges
Coordination and tracking of services, referrals, and follow-up with partners and ministries all depend on accurate, updated information sharing across different levels of the system. Programs must find ways not only to coordinate among the differing levels of the social service system but also to reach across systems such as health, education, justice, and economic strengthening to engage a range of programs in multiple sectors. Increasing coordination among diverse partners at all levels is critical to sustaining a well-functioning social service system that can provide more comprehensive, integrated services, fill critical service gaps, and reduce duplication of effort. Coordination of services at the point of delivery is especially important to make it easier for families and children to access a range of essential services.
Programs must also find ways to generate funding support. Coordination activities are rarely included in budget submissions or job descriptions, and donors are hesitant to fund such activities. There can be no effective coordination without sufficient investment of resources, especially time, staff, and funding.
Information and Communication Technology (ICT)
Technology, such as the internet and social media sites, has connected information and relationships globally as never before. Knowledge is now more easily shared among many rather than a few. Yet, in many countries, state-of-the-art technology is not available, resources are limited, and the formal social service system is small and underfunded.
Where it is available and affordable, Information and Communication Technology (ICT) can help transform the social service system to provide a more coordinated and integrated model of care. (8) ICT can strengthen collaboration and coordination among service providers, government offices, partners, and donors. Mobile technology, such as cell phones for text messaging, improves the speed and cost of information sharing and often allows greater program participation and coordination than might otherwise be possible. Many civil society organizations use FrontlineSMS, a text messaging system created for NGOs working in developing countries to foster positive social change.
The ability to monitor and evaluate outcomes of coordination efforts and measure improvement at different levels of the system is just as critical as coordination. Tracking results requires quality data collection and analysis, starting with a baseline assessment to determine whether future coordination outcomes are a result of any intervention. Where feasible, mobile technologies may be valuable tools to collect and analyze data, monitor and evaluate coordination, and identify coordination gaps to guide important program adjustments. Where technology is not as readily available, tools such as the Global Fund’s performance checklist for evaluating Country Coordinating Mechanisms (CCMs) may be useful. The checklist includes multiple questions in three areas of operations: 1) CCM Composition and representation, 2) Participation and communication among CCM members, such as regular meeting attendance, information availability and flow, decision-making processes, and skills in documenting consultations, and 3) Governance and management of the CCM.
Coordination and Networking Across the Different Levels of the Social Service System:
Family and Community
Coordination must engage the formal social service system and the less formal traditional, community, and family structures that often serve as first responders to children and families in crisis. (9) Community networks are often the most appropriate channel for outreach to children and families affected by HIV and AIDS.
Key activities to strengthen coordination and networking:
- Engage families as full partners in all efforts to strengthen their capacity to care for their children.
- Strengthen or form community-based committees/working groups, such as child protection committees or mutual support groups for HIV-infected families and children. Ensure that these committees promote local level coordination between different services and programs such as schools, early childhood development programs, clinics, agricultural extensions, police, community centers, traditional leaders, and faith-based groups.
- Help communities to build relationships and links with other communities, NGOs, and government offices, to broaden access to coordinated care.
- Help community members to identify child welfare services and coordinate these services in specific communities. (10)
- Strengthen program coordination by compiling directories of available services and providing coordinated referral mechanisms for integrated health, education, economic justice, and other services. (11)
- Assist communities in linking community-based services with clinical services, such as OVC and PMTCT programs.
- Integrate multiple points of access to social services within community structures such as schools, health facilities, and community centers so families can more easily access coordinated services (e.g., early childhood development, nutrition, immunizations, PMTCT and ART).
Civil Society
Organizations that encourage collaboration and coordination are more likely to create favorable partnerships and networks and to achieve sustainable results. To effectively coordinate services and avoid duplication, civil society organizations (CSOs) need to know the other organizations and programs located in the same geographic and technical areas. Increasing links between CSOs and local organizations help stimulate new connections and opportunities, and enhances influence and validity of strong, lesser known, organizations. (12)
Key activities to strengthen civil society coordination and networking:
- Engage with existing coordination groups and networks before establishing new child-welfare focused groups.
- Map organizations and programs providing services to orphans and vulnerable children in the same technical and geographical areas to increase partnerships and referrals.
- Create or update specific coordination and networking tools, such as service directories, service maps, and referral mechanisms.
- Assist local partners in linking community-based services with clinical services, such as OVC, PMTCT, and ART programs.
- Help civil society organizations coordinate with social service ministries and in-country donors to complement existing programs and maximize financial and human resources.
- Hold regular OVC coordination consultations and help partners coordinate and collaborate with other development partners across local, regional, and national levels. (13)
- Encourage networking and mutual support among social service professionals through communities of practice, mobile technology (e.g. text messages), social media and other new technologies.
- Broker partnerships between larger well-known CSOs and promising local smaller organizations to support opportunities for exchange, collaboration, and future funding.
- Support CSOs to develop collaborative agreements with partners and government offices and meet regularly with partners.
- Assist CSOs in ensuring quality service standards and developing procedures to connect with stakeholders. (14)
- Help CSOs to reach out to the private sector to establish partnerships and expand funding opportunities.
Government
Government-level coordination is particularly important as the government sets the tone for how the other levels in the social service system work together to respond to children’s needs.
Government ministries are the only level of the system that can initiate and sustain an effective social service system and workforce by planning and coordinating multiyear, sector-wide initiatives, directing service providers to geographic and technical areas that need assistance, and authorizing program activities. (15) To coordinate an effective country-wide response to vulnerable children, social service ministries need complete information about all formal and less formal groups working to address child welfare. Ideally, social service ministries should have collaborative agreements, strong linkages with other ministries and government offices assisting children, and processes to regularly connect with stakeholders. (16)
Key activities to strengthen government coordination and networking:
- Facilitate regular, multi-sectoral coordination meetings among social service ministries and other ministries that are addressing vulnerable children’s needs to maximize financial and human resources.
- Facilitate networking and coordination of social service ministries with in-country donor agencies and organizations to develop complementary OVC programs that maximize resources and fill service gaps.
- Provide coordinated and integrated training for social workers and para-social workers to encourage increased collaboration.
- Foster networking and mutual support among social service workforce professionals in different ministries and CSOs through linking communities of practice to mobile technology (e.g., mobile phones for text messaging) and social media.
- Assist ministries in connecting formal and informal parts of the social service system through regular meetings and networking opportunities
- Help social service ministries negotiate agreements and memoranda of understanding with key partners.
- Facilitate regular and recurring face-to-face or virtual meetings to help partners collaborate and coordinate across local, regional, national and global levels.