Implementing Comprehensive HIV/STI Programmes with Sex Workers Implementing Comprehensive HIV/STI Programmes with | Page 167

6 Programme Management and Organizational Capacity-building

E. Qualitative assessments
Regular qualitative assessments with community members can determine whether communication
is being understood and whether there are unaddressed needs that could be met by the programme.
They may also be used to further investigate and understand answers on quantitative surveys.

Box 6.3

Case example: Using qualitative information and other sources of data
to inform programming in Ghana
In Ghana, two recent qualitative studies have described a trend of younger men who have sex with men
also engaging in commercial sex with older men in order to receive material support, including clothing,
rent and food. In 2012, FHI 360/SHARPER (the Strengthening HIV and AIDS Response Partnership with
Evidence-based Results project, funded by USAID Ghana) identified a hidden sub-population of male
sex workers working at brothels or via a network on the Internet. Discussions with these sex workers
revealed that only a small proportion had been reached through traditional community-led interventions
for men who have sex with men. SHARPER developed relationships with three of the seven identified sex
work networks and in early 2013 began implementing outreach prevention education and HIV testing and
counselling events. Just under 50% of those reached now know their HIV status, and HIV-infected male
sex workers have been referred to HIV care and treatment services.

F. Quality monitoring
The standard-setting process outlined in Section 6.2.1 is the foundation of quality monitoring, as
services are assessed against specified standards (quality assurance). Assessments may be done
externally through quality audits or using participatory approaches. Taking action to solve any identified
deficiencies (quality improvement) is an important step to maximizing service quality.

G. Expenditure data
These data are important to monitor the project’s financial status and ensure that payments to
implementing organizations are punctual, to keep the programme running. In addition, if coded
in a standardized manner across all of the implementing organizations, the data may enable the
programme to estimate the cost per beneficiary for each of the implementing organizations and to
reveal any that may need additional management scrutiny.

H. Other outside data
Data from other sources outside the programme, such as government surveillance, academic
research, or surveys done by other institutions, may be useful to inform progress or highlight
necessary adjustments in the programme.

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