6 Programme Management and Organizational Capacity-building
Box 6.5
Case example: Programmatic mapping and key population size estimation in Kenya
Since 2006, several small-scale size estimation studies have been done to understand the size and distribution of sex worker populations in Kenya. In 2012, a large-scale geographic mapping exercise was conducted by Kenya’ s National AIDS & STI Control Programme( NASCOP), with support from the World Bank, to provide accurate information on the size, locations and characteristics of populations of sex workers, men who have sex with men and people who inject drugs in key urban and semi-urban areas. The goal was to improve the scale, quality and impact of HIV prevention programmes among these populations.
A total of 51 urban centres were mapped, representing 70 % of towns with a general population of 5,000 or more in each province. These data, and data from other studies conducted since 2006, were then compiled to finalize the 2013 national estimates for populations of sex workers, men who have sex with men and people who inject drugs. NASCOP estimates that there are 133,700 female sex workers in Kenya. It is the first time that the government has developed national, provincial and city estimates. They serve as baseline data for NASCOP to analyse gaps in funding and programming and develop a scale-up plan to reach female sex workers( along with other groups at risk) as part of the upcoming national strategic plan.
Allocating responsibilities among implementing units / NGOs: In assigning implementing units or NGOs to begin services, it is important to carve out distinct catchment areas for coverage responsibility. As far as possible, overlaps in geographic areas should be avoided. This should be balanced against the size of the sex worker communities assigned to each implementing organization. If the target population is too small, it will make the intervention too costly per sex worker reached; if it is too large, it may exceed the organization’ s management capabilities.
Hiring and training staff: A multi-component HIV intervention for sex workers requires team members with a variety of skills. The composition of a team depends on the services provided, how the services are delivered, the size of the sex worker community, and the geographic area being covered. Table 6.4 provides an example of an implementation team at a municipality / sub-municipality level.
The team includes both non-sex worker staff and community members. Non-sex worker staff should be sensitive to the context of sex work and the discrimination, violence and other problems sex workers face. They should also be able to discuss such topics as sex and service delivery needs in a non-judgemental manner. Although staff are hired for a specific role in the programme and will have a job description, they need to be flexible to adapt to new situations on the ground and incorporate new approaches. Given the overarching goal of sex worker progression and community empowerment, staff should be prepared to learn from the sex workers as well as serve as mentors to the process. Chapter 3, Box 3.3 describes the characteristics of successful community outreach workers.
Capacity-building of human resources is an important aspect of any programme but is particularly important in programmes with sex workers where the intent is to progressively increase their involvement in the programme. A full discussion of organizational capacity-building is in Part II of this chapter.
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