Programme for Development of Local Government Leadership 
in the Partnership Against HIV/AIDS 
Evaluation report
Department of Health: Chief Directorate of HIV/AIDS and TB - 
Interdepartmental Support Programme 
Department of Provincial and Local Government 
Department of Social Development: Chief Directorate of Population and 
Development 
Written by
K Kelly 
Research team
K Kelly 
P Ntlabati 
C Fawcett 
Centre for AIDS Development, Research and Evaluation 
Institute for Social and Economic Research 
Rhodes University
P O Box 94
Grahamstown 6140 
SOUTH AFRICA 
kk@cadre.org.za 
ph: +27-46-603-8553 
fax: +27-46-622-4032 
cell: +27-83-267-9935 
__________________________ 
website: http://www.cadre.org
__________________________ 
AGENCY FOR INTERNATIONAL DEVELOPMENT
UNITED STATES OF AMERICA
ACKNOWLEDGEMENT AND DISCLAIMER 
This report was supported in part by the United States Agency for International Development
(USAID)/South Africa under the terms of contract HRN-C-00-00-00006-00. The opinions 
expressed herein are those of the author and do not necessarily reflect the views of the 
USAID or the POLICY Project. 
ACRONYMS 
CBO Community based organisation 
DOH Department of Health 
DPLG Department of Provincial and Local Government 
GAAP Government AIDS Action Plan 
ISP Interdepartmental Support Programme within the National Department of 
Health Chief Directorate of HIV/AIDS and TB 
IDP Integrated Development Plan 
LG Local government 
MT Master trainer 
NGO Non-governmental organisation 
NPU National Population Unit (now Chief Directorate Population and 
Development): Department of Social Development 
PHC Primary Health Care 
PLGA Provincial Local Government Association 
SALGA South African Local Government Association 
TOT Training of trainers (Master Training Workshop) 
NOTE ON TERMS USED 
The term ‘local government leaders’ refers collectively to officials and councillors who 
attended the rollout-training programme; also referred to as ‘trainees’. 
CONTENTS 
1. EXECUTIVE SUMMARY 1
2. INTRODUCTION 6
3. EVALUATION PARAMETERS 11
4. EVALUATION FINDINGS 14
4.1 Selection of participants 14
4.2 Backgrounds of participants 16
4.3 Master training workshop 17
4.4 Roll-out training administration and logistics 21
4.5 Roll-out training workshops 24
4.6 Post-workshop activities of trainees 28
4.7 Implementation challenges facing trainees 34
5. RECOMMENDATIONS 39
6. APPENDICES 
APPENDIX 1 - People interviewed 44
APPENDIX 2 - MT backgrounds 45
APPENDIX 3 -Trainee backgrounds 46
APPENDIX 4 - MT needs for more in-depth training 50
APPENDIX 5 - Trainee selection: Suggestions 52
APPENDIX 6 - Good learning experiences 54
APPENDIX 7 - MT comments on roll-out training workshops 56
APPENDIX 8 - Trainee comments on roll-out training workshops 57
APPENDIX 9 - Trainee post-workshop report back 59
APPENDIX 10 - Trainee Post workshop HIV/AIDS activities 60
APPENDIX 11 - Trainee needs for more in-depth training 62
APPENDIX 12 - Trainee Unanswered questions 63
APPENDIX 13 - Trainee further training needs 64
APPENDIX 14 - MT programme development suggestions 68
APPENDIX 15 - Trainee programme development suggestions 70
Programme for Development of Local Government Leadership 
in the Partnership Against HIV/AIDS 
1. EXECUTIVE SUMMARY 
This report is an evaluation of the implementation and outcome of the Programme for 
Development of Local Government Leadership in the Partnership Against HIV/AIDS. 
The evaluation has been conducted with the financial support of The POLICY Project 
and commissioned by the steering committee of the programme. 
Background
History of the training programme
In October 1998, the Partnership Against AIDS was launched by the Government of 
South Africa, challenging all spheres of Government to become involved in 
addressing the HIV/AIDS epidemic. In response in January 2001 the 
Interdepartmental Support Programme (ISP) within the National Department of 
Health Chief Directorate of HIV/AIDS and TB and the South African Local
Government Association (SALGA), supported by The POLICY Project, initiated a 
programme to develop and support local government responses to HIV/AIDS. The 
initiative was built on the successes of a training programme for local government 
leaders conducted in KwaZulu-Natal and the experience of SALGA in training local 
government leaders. 
The ISP conducted a rapid assessment of agencies working in the field of local 
government and HIV/AIDS. The following key stakeholders were identified: 
ƒ Department of Provincial and Local Government (DPLG): which is involved in 
supporting the development of integrated development plans that mainstream 
HIV/AIDS in development planning;
ƒ The Department of Social Development, National Population Unit (now the Chief 
Directorate of Population and Development): which conducts a national training 
programme aimed at Government planners at national, provincial and local level; 
ƒ ISP: which is responsible for facilitating intergovernmental collaboration on 
HIV/AIDS and training from within the Department of Health Chief Directorate of 
HIV/AIDS and TB; 
ƒ SALGA: which is mandated by the Constitution to assist in the transformation of 
local government, is involved in training and capacity building of local government 
leaders, and represents local government on the SA National AIDS Council 
(SANAC); 
ƒ The POLICY Project: which is an international contracting agency to 
USAID/South Africa, with significant experience in the field of HIV/AIDS-related 
training and advocacy and which provides support to HIV/AIDS programmes. 
A steering committee was established aimed at the integration of all national 
activities targeting local government response to HIV/AIDS. The functions of the 
steering committee were: 
ƒ coordination of planning of LG initiatives; 
ƒ formation of a permanent project management, monitoring and support structure; 
ƒ advocacy for DPLG to take the lead in local government support on HIV/AIDS. 
The committee undertook to initiate a training programme for local government 
councillors and officials. This involved training of a group of master trainers to 
conduct a rollout-training programme for local government trainees aimed at 
1 
developing support and advocacy for more effective local government responses to 
HIV/AIDS. 
Evaluation methodology 
Data sources: 
ƒ project documents;
ƒ interviews with key stakeholders, programme developers and administrators;
ƒ interviews with master trainers;
ƒ three site visits to municipalities, involving interviews with officials, councillors and 
local HIV/AIDS programme managers;
ƒ questionnaire survey of master trainers;
ƒ questionnaire survey of trainees.
Findings were discussed with the project steering committee before final presentation
of the report.
Findings 
Programme outputs 
Twenty master trainers with experience in training local government leaders were 
recruited and underwent a 5-day training facilitated by The POLICY Project. The 
programme and training materials for these workshops and the rollout-training 
workshops were developed by The POLICY Project. 
Master trainers in turn conducted rollout-training workshops for 409 local government 
leaders in 18 locations across the country, including all provinces. 
The total cost of providing this training amounted to R1 398 per person trained, 
excluding the costs of staff time incurred by the ISP and SALGA. 
Programme management 
A number of coordination and administration problems were experienced and these 
had a negative impact on the earlier training workshops especially, but were largely 
remedied as the programme progressed. 
The administration of the programme proved to be a greater burden to all parties 
concerned than was originally anticipated. Organization of rollout-training workshops, 
which required close coordination of activities conducted by different agencies, 
proved to be particularly challenging. The success of the programme was slightly 
compromised by communication and coordination difficulties between the partners 
responsible for delivering the programme, and the programme needed a more 
substantial coordination and administration infrastructure at both provincial and 
national levels. Closer monitoring of programme activities was necessary, especially 
in those areas where the activity required coordinated action between organisations. 
Master training workshop 
The programme was largely successful in developing a motivated, available and 
fairly skilled group of provincially based MTs. They have backgrounds in LG training 
and were able to develop sufficient expertise in HIV/AIDS issues at LG level to 
successfully run training workshops for local government officials and councillors. 
Rollout-training workshop 
The trainees were mostly (82%) recruited from B Municipalities. The proportion of 
councillors and officials was approximately equal. 
2 
The rollout-training was much more positively evaluated by councillors than officials, 
but amongst both groups it created high degrees of motivation for responding to 
HIV/AIDS at LG level. 
Of the officials 66% had professional qualifications in the health field whereas only 
14% of councillors did. This meant that officials were generally already much better 
informed about HIV/AIDS and more directly involved in HIV/AIDS issues than were 
councillors. They had different needs in terms of learning about HIV/AIDS. The 
differences between the roles and functions of councillors and officials also 
manifested in their evaluation of the training. The training programme was generally 
more positively evaluated by councillors and better suited to their needs to develop 
the interface between local government and communities, than to officials who are 
more involved in the internal responses of municipalities and in planning of services. 
The participatory learning methods used in the training programme were well 
received and trainees found the programme engaging and relevant. They felt, 
however, that more time should have been given to discussing their own local 
contexts and in developing implementation plans. Most felt that the training was too 
short and 94% expressed the need for and interest in further training in the area. 
Outcomes of training 
Trainees have engaged in a large range of activities as a response to the training. 
There has been a strong increase in levels of activity in each of the following areas: 
‘awareness raising activities’, ‘public engagement’ and ‘planning and advocacy’. In 
the first category there has been a strong increase in involvement in public education
campaigns and workshops addressing HIV/AIDS activities. Concerning public 
engagement there has been a strong increase in organizing community activities, 
participation in community HIV/AIDS forums and meetings, ward level campaigns 
and promotion of municipal contact with and support for NGOs and CBOs in the 
AIDS field. Concerning planning and advocacy the trainees have become much more 
active within their municipalities in advocating for and supporting activities aimed at 
improving response, forming HIV/AIDS committees, strategic planning, networking 
with government departments and advocating for engagement with local AIDS 
organizations. 
Councillors and officials have responded to the training in different ways. Councillors 
have become notably more engaged than officials in community outreach activities 
and officials have focused more on planning and advocacy activities. The programme 
also enhanced involvement of councillors in municipal level HIV/AIDS activities. 
A number of obstacles to implementation are faced by trainees. Both institutional 
challenges and individual challenges are examined in the report. Prominent amongst 
these are: 
ƒ lack of funding for start-up projects and community networking activities;
ƒ poor understanding of local resource and service provision issues; 
ƒ poor coordination of services both within municipalities and between 
municipalities and community service organisations; 
ƒ poor understanding of priorities in HIV/AIDS response; 
ƒ integrated development plans (IDPs) are often not based on satisfactory analysis 
of local context of HIV/AIDS response, meaning that implementation of plans 
requires development of such analysis; 
ƒ poor communication between HIV/AIDS initiatives within municipalities; 
ƒ a largely unmet need for consolidation of municipal, civil society and provincial 
government responses to HIV/AIDS through formation of committees and forums 
focusing on HIV/AIDS issues; 
3 
ƒ confusion about coordination functions between B (local) and C (district)
municipalities and about the responsibilities of provincial and municipal structures 
in developing responses to HIV/AIDS in the context of uncertainty about how and 
where health services, including primary health care services, will be managed in 
future. 
There is a strong need for follow-up training and support, and MTs are mostly very 
interested in continuing to act as training and support facilitators for the programme.
This provides a sound basis for developing an expanded and coordinated response 
to HIV/AIDS at municipal level which is attuned to the workings of local government. 
Recommendations 
Management 
ƒ There is a need for consolidation of programme administration and support 
through a dedicated secretariat. 
ƒ The Provincial Local Government Association offices which organized the rollout￾training programme proved to be an appropriate base for coordination of the 
programme at provincial level, but their involvement would need to be rekindled. 
They incurred unexpected and uncompensated administrative and human 
resource costs in running the programme and this would need to be remedied in 
future, if their involvement is to be re-secured. 
ƒ The programme needs support from provincial Departments of Health and needs 
to be coordinated with other programmes for mobilization of HIV/AIDS response, 
notably GAAP programmes (Government AIDS Action Plan) at provincial level. 
Possibilities for this need to be investigated at provincial level in each of the 
provinces. 
ƒ The commitment of DPLG to the programme needs to be reestablished as this 
seems to have effectively lapsed. The involvement of DPLG in supporting
integrated development planning means that an association between DPLG and 
the programme is necessary. The possible involvement of Provincial 
Departments of Local Government also needs to be explored. 
ƒ There is a need for better monitoring of programme administration processes and 
for development of an updated list of trained participants.
ƒ There is a need to assist trainees to find ways of supporting start-up programmes 
which they find difficult to resource.
Master trainers 
ƒ The involvement of master trainers needs to be secured and terms of reference 
for their future involvement need to be discussed. 
ƒ There is a the need to focus programme resources on enhancing the value of the 
master trainers who understand local government, are competent trainers and 
have strong interests in assisting the development of HIV/AIDS responses at this 
level.
ƒ Master trainers need follow-up training to improve and update their understanding 
of HIV/AIDS and to equip them to support and mentor trainees in the future, in 
response to the many requests which they receive from trainees for further 
training and support. 
ƒ Master trainers need an opportunity to discuss their experiences of conducting 
rollout-training workshops, and specifically to discuss exercises, workshop 
formats and facilitation challenges.
ƒ There is a need to connect the efforts of master trainers to relevant programmes 
within provincial government departments and to identify sources of support for 
them at provincial level. 
4 
Rollout-training 
ƒ There is a need for training of local government leaders from municipalities which 
did not participate in the programme. 
ƒ There is a need for refinement of selection criteria. In particular, a strong 
commitment to working in the field of HIV/AIDS needs to be added as a selection 
criterion. It also needs to be taken into account that trainees with strong 
commitments in other areas of local government work proved to be less active in 
responding to the programme than those who had opportunities to devote time 
specifically to HIV/AIDS work. The programme also needs to establish an
association with the formation and support of local AIDS action committees within 
municipalities. This can be done by promoting formation of such committees 
during the training and where these already exist, by specifically selecting 
trainees who sit on such committees. Careful thought needs to be given to the 
question of whether the programme should be targeted at councillors specifically, 
in the light of the finding that councillors were significantly more positive in their 
responses to the programme. If officials are to be included it would be important 
that membership of an AIDS action committee be a selection criterion to ensure 
that the impact of the training is enhanced through co-operative working together 
of councillors and officials, which is a problem area. 
ƒ There is need for clarification of the programme focus in relation to the 
government planners training programme offered by the Department of Social 
Development. It is suggested that the programme be specifically aimed at local 
government leaders in ‘B municipalities’. ‘A municipalities’ (Metropoles) proved to 
be difficult contexts for reception of the programme and there appears to be a 
wealth of activity happening within these contexts already. ‘C Municipalities’ 
(Districts) were only marginally involved in the programme and their activities are 
generally more oriented to strategic planning which is better engaged with 
through the training programme for government planners run by the Department 
of Social Development. 
ƒ There is a need for the training to focus more on understanding local HIV/AIDS 
response resources and the challenges of responding to AIDS with more time 
given to development of action plans. There is a need to develop a more detailed 
tool or procedure for taking stock of, or mapping, the range of organizations and 
resources involved in HIV/AIDS response at municipal level, to overcome the 
problem of lack of understanding and coordination of activities and programmes. 
Training for such an activity would need to be incorporated into both the follow-up 
training for master trainers and future rollout-training workshops. There is a need 
to prioritise the formation of municipal HIV/AIDS action committees where these 
do not exist, but also to promote the formation of community HIV/AIDS forums to 
deal with the problem of poor coordination of local level HIV/AIDS response, and 
to develop a more integrated approach than presently exists. 
Networking and support 
ƒ There is need to provide a support framework for trainees through establishment 
of a network for local government leaders working to promote response to 
HIV/AIDS. This could involve a newsletter and website, and would need to
include updates on HIV/AIDS information, sharing of ideas and activities,
examples and case studies of local government responses and recognition of 
achievements. A strong need for this and for a framework for ongoing support 
has been expressed by trainees and master trainers. 
5 
2. INTRODUCTION 
History of the training programme
In October 1998, the Partnership Against AIDS was launched by the Government of 
South Africa, challenging all spheres of Government to become involved in 
addressing the HIV/AIDS epidemic. 
As a response in January 2001 the National Department of Health’s Chief Directorate 
of HIV/AIDS and TB Interdepartmental Support Programme (ISP) and the South 
African Local Government Association (SALGA), supported by the Policy Project, 
initiated a programme to develop and support local government responses to 
HIV/AIDS. It was decided between these parties that the ISP would be the lead 
agency in supporting a local government (LG) HIV/AIDS training programme. The 
initiative was built on the successes of a training programme for local government 
leaders conducted in KwaZulu-Natal and the experience of SALGA in training local 
government leaders. 
The ISP conducted a rapid assessment of agencies working in the field of local 
government and HIV/AIDS. The following key stakeholders were identified: 
ƒ Department of Provincial and Local Government (DPLG): which is involved in 
supporting the development of integrated development plans that mainstream 
HIV/AIDS in development planning;
ƒ The Department of Social Development, National Population Unit (now the Chief 
Directorate of Population and Development): which conducts a national training 
programme aimed at Government planners at national, provincial and local level; 
ƒ ISP: which is responsible for facilitating intergovernmental collaboration on 
HIV/AIDS and training from within the Department of Health Chief Directorate of 
HIV/AIDS and TB; 
ƒ SALGA: which is mandated by the Constitution to assist in the transformation of 
local government, is involved in training and capacity building of local government 
leaders, and represents local government on the SA National AIDS Council 
(SANAC); 
ƒ The POLICY Project: which is an international contracting agency to 
USAID/South Africa, with significant experience in the field of HIV/AIDS-related 
training and advocacy and which provides support to HIV/AIDS programmes. 
Parallel to this process a steering committee was established aimed at the integration 
of all national activities targeting local government (LG) response to HIV/AIDS. The 
functions of the steering committee were: 
ƒ coordination of planning of LG initiatives; 
ƒ formation of a permanent project management, monitoring and support structure; 
ƒ advocacy for DPLG to take the lead in local government support on HIV/AIDS. 
The DPLG has played a relatively minor role in the programme throughout, and has 
acted mainly in an advisory capacity. DPLG has not attended many of the steering 
committee meetings and did not attend the evaluation feedback meetings. It also had
little involvement in the operations of the programme. The programme was originally 
planned to run concurrently with a programme offered by the National Population 
Unit (now the Chief Directorate of Population and Development) based in the 
Department of Social Development. This programme is aimed at government 
planners. However, for practical reasons effective coordination of the two 
programmes proved difficult and they continued to operate largely independently. 
The programme management team from the Department of Social Development 
were not effectively involved in the operations of the programme being evaluated. 
6 
They have, however, actively participated in discussing evaluation findings. The 
operations of the training programme for LG councillors and officials which is the 
focus of this evaluation principally involved the ISP, SALGA (including its provincial 
branches) and The POLICY Project. 
These participants decided that each organisation should contribute to the project in 
accordance with their inherent strengths and positioning. The following roles were 
assigned to the key participants of the Local Government Project Steering Committee 
that was formed to oversee the project: 
ƒ ISP of the Chief Directorate of HIV/AIDS and TB: Programme planning, 
overall coordination, funding and administrative support. 
ƒ SALGA: Identification of master trainers through the offices of the Provincial 
Local Government Associations (PLGAs), identification of training venues, 
recruitment of LG trainees, and provincial coordination of logistic 
arrangements for training workshops. 
ƒ The POLICY Project: Technical expertise, development of the training course, 
facilitation of the master training workshop, provision of rollout-training 
materials, limited co-funding. 
ƒ External consultant: Development of materials and master training 
programme, and facilitation of master training. 
Description of the training programme 
The programme consisted of a master trainer (MT) workshop and a series of rollout￾training workshops run by MTs. The programme was based on a toolkit developed 
through a separate process1
, and piloted in KwaZulu-Natal. 
The programme has both an internal and an external focus. The internal focus is on 
the functions of LG as an employer and a workplace that requires prevention 
programmes, policies and strategies to deal with HIV/AIDS. The external focus is on
the functions and mandates of local authorities in terms of service delivery, 
administration and community development. 
MTs were recruited by SALGA and trained at a national 5-day workshop in Gauteng 
in May 2001. They were then required to conduct the rollout-training workshops in 
their provinces from July-October 2001. These training workshops were conducted 
with local government officials and municipal councillors. Provincial organisation was 
provided by PLGAs. Administrative support plus financial backing was provided by 
the Department of Health. Eighteen 3½-day workshops were held from July-October 
2001 in the following locations: 
ƒ Eastern Cape: Umtata, East London, Graaf Reinet; 
ƒ Free State: Harrismith, Bloemfontein; 
ƒ Gauteng: Kempton Park; 
ƒ KwaZulu-Natal: Durban, Richards Bay; 
ƒ Mpumalanga: Nelspruit, Secunda; 
ƒ Northern Cape: Uppington, Kimberley, De Aar; 
ƒ Limpopo: Phalaborwa, Nylstroom; 
ƒ North West: Mafikeng, Zeerust; 
ƒ Western Cape: Cape Town. 
 1
 In collaboration with the Health Economics and AIDS Research Division of the University of Natal, 
Durban and with financial support of the KwaZulu-Natal Department of Health. 
7 
The following map shows the towns in which the rollout-training programmes were 
conducted and also the three sites where the case studies were conducted. 
A total of 409 local government leaders were trained. An approximately equal 
number of officials and councillors were trained, although the exact designations of 
all trainees were not documented as part of programme record keeping, and are 
unknown. The following table shows the targets and achievements of the 
programme. It can be seen that there was some underachievement in terms of 
numbers of people trained and costs per person. These costs do not reflect the 
economic cost of 30% of the time of the Interdepartmental Support Coordinator and 
75% of the time of a Senior Administrator over a period of 3 months. They also do 
not reflect the greater than anticipated human resources and administration costs 
incurred by SALGA and PLGAs. 
TARGETS ACHIEVEMENT
Conduct one master training and 
23 Rollout-training workshops 
One master training and 
18 Rollout-training workshops conducted 
Train 18 master trainers 
Train 285 LG councillors
Train 285 LG officials 
TOTAL: 588
20 master trainers trained 
251 LG leaders trained (unspecified: council or officials) 
75 LG councillors trained 
83 LG officials trained 
TOTAL: 429
Budget: R 690 000 
(= R 1 177 per person trained) 
Expenditure: R 600 000 
(= R 1 398 per person trained) 
8 
The context of local government and the challenges it poses 
LOCAL COUNCILS (B Municipalities)
DISTRICT COUNCIL 
(C Municipality)
Provides district wide planning 
and co-ordination as well as 
direct service provision in 
DMAs 
DISTRIC
T
MANAGEMENT 
AREAS (DMAs)
A local government district is governed by a District Council (C Municipality). District 
Municipalities incorporate a number of Local Municipalities (B Municipalities) and 
also areas of the district which are not directly governed by Local Municipalities. 
These are called District Management Areas (DMAs), which are generally those rural 
areas not serviced by local municipalities. 
In 6 metropolitan areas of the country there are no district and local councils but a 
metropolitan council (A municipality) which is essentially an independent authority 
with the same status as a district from the perspective of provincial authorities. Within 
metropoles there are metro councils and metro sub-councils.
It is important to realise that whilst significant steps have been taken to implement 
the Municipal Structures Act which established this framework for the LG system in 
South Africa, the ways in which the system will ultimately work are largely “in the 
making”. 
Very often municipal officials and councillors are at a loss to explain ‘the big picture’
of how local and district municipalities function in relation to each other, especially in 
the health field. The management of health facilities and services under the new LG 
framework is an area where there seems to be a particularly high level of confusion
and uncertainty, especially about which authority will in future be responsible for 
management of primary health care services and facilities. Currently basic facilities 
which are part of the HIV/AIDS response framework within a town can be managed 
by the local municipality or the province, and in addition there may be a planning 
committee active in the town which is a committee of the district municipality. To 
further complicate the picture, in some towns there are AIDS Training, Information 
and Counselling Centres, hospice branches funded by provincial welfare and health 
departments, foreign funded AIDS community projects and a range of other types of 
projects. Understanding of such a range of resources and developing an 
understanding of the needs of communities in relation to available resources, is not
surprisingly a challenge. 
It was strongly evident in all of the towns visited and especially in the larger towns 
that there is a strong need to understand the ‘system’, given its fragmentation. If 
coordinated and integrated plans of action are to be developed the process must 
begin with a concerted attempt to take stock of available government, civil society 
and community resources and then to understand how these can be harnessed in 
9 
service of the needs of people directly affected by HIV/AIDS as well as in the interest 
of the need for comprehensive prevention programmes. 
It was very clear in the towns visited that there had been little success in integrating 
the range of available resources into comprehensive networks for responding to 
HIV/AIDS, although there were many instances of good working relationships 
between specific organisations. But the dominant impression is one of fragmentation 
and the efforts of well-meaning and motivated councillors and officials are bound to 
be limited until they take concrete steps to take stock of the response framework and
pull together the range of stakeholders involved in, and concerned about, 
responding to HIV/AIDS. Formation of community forums for integrating HIV/AIDS 
response in turn requires a focused effort within municipalities and at the least 
formation of HIV/AIDS action committees. In only one of the municipalities visited 
was such a committee already functioning at the time of the visit. In the other 
municipalities there were plans afoot for formation of a committee, but in both cases 
it was not yet a functional and mandated group within the official structure of the 
municipality. It is evident from the responses of other respondents that the same is 
the case in most other municipalities. 
To date municipal activity to develop HIV/AIDS response plans has mostly been 
focused on the mainstreaming of HIV/AIDS into municipal integrated development 
plans. But this does not in and of itself guarantee local action, which seems to need a 
more focused and HIV/AIDS specific approach. These two themes, HIV/AIDS as a 
special focus area and as one of a number of development threads, recurs 
throughout this report. The latter seems to have been prioritised to date and 
exemplifies the work of municipal officials involved in creating integrated 
development plans. The work of councillors, on the other hand, is more directly 
concerned with the need to link the municipality to the community, and is more 
advocacy-oriented than planning-oriented. 
It is important to understand the different roles of councillors and officials in local 
government and their different roles in the struggle to develop sustained and effective 
local responses to HIV/AIDS. It is not surprising given the differences that exist that 
these two groups of participants responded to the programme quite differently and 
clearly further thought needs to be given to the challenges they face in working 
together to develop integrated responses. One of the greatest strengths of this 
programme is that it attempted to bring together diverse groups at every level, in 
developing an integrated response to HIV/AIDS at LG level. Inasmuch as it has 
succeeded it has also exposed some of the difficulties inherent in this challenge, 
which it has been one of the concerns of the evaluation to identify. 
10 
3. EVALUATION PARAMETERS 
Objectives of evaluation 
ƒ To evaluate the success of the master training workshop 
ƒ To evaluate the success of the rollout-training workshops 
ƒ To assess the impact of the programme on LG responses to HIV/AIDS 
ƒ To describe activities at LG level resulting from the programme 
ƒ To describe challenges and difficulties facing the programme 
ƒ To develop an understanding of future needs of the programme 
Indicators 
The following indicators of programme outputs and outcomes were used as 
reference points in developing the evaluation protocols: 
ƒ efficacy of implementation; 
ƒ evidence of master trainers acquiring appropriate skills; 
ƒ evidence of positive training experiences on part of trainees;
ƒ evidence of appropriate local government activity resulting from the 
programme;
ƒ evidence of impact on working together of officials and councillors; 
ƒ synchronisation of the programme with other programmes, municipal affairs 
and planning; 
ƒ evidence of the need for the programme; 
ƒ evidence of the value of the programme. 
In addition to the above general indicators, it emerged in reporting back preliminary 
findings to the project steering committee, that it may be of value to examine the 
differences between the responses of local government officials and those of 
councillors. 
Methodology
The evaluation was conducted between April and July 2002. The sequence of 
activities followed in developing this evaluation report is as follows: 
1. Interviews with key stakeholders 
Aim: To understand the history of the programme and details relating to its 
implementation; to identify key issues and specific areas of concern to be
addressed by the evaluation; to understand key stakeholder interests; to 
develop an understanding of problems, successes and challenges relating 
to the programme implementation and its further development. 
Activity: Seven key stakeholders2
 involved in the development and 
administration of the programme were identified and interviewed either in 
person or telephonically. 
2. Document review 
Aim: To develop an understanding of the programme history and context 
through key programme documents. 
Activity: Key programme documents and minutes, training materials, 
documentation relating to the structure and functions of LG, and 
documentation relating to HIV/AIDS at LG level were identified. These 
 2
 See Appendix 1. 
11 
documents were reviewed and key issues of relevance to the evaluation 
were extracted. 
3. Interviews with selected master trainers
Aim: To develop an understanding of the experiences of MTs of the master 
and rollout-training programmes and to understand their perceptions of the 
programme as a whole.
Activity: MTs from different provinces and types of locality were identified 
and telephonically interviewed (list of names in Appendix 1). Interviews 
covered their experiences of the master training workshop and subsequent 
involvement in the programme. 
4. Case study one 
Aim: To complete one of the case studies prior to developing the 
questionnaires so as to develop a clearer understanding of the difficulties 
and challenges facing local government leaders who participated in the 
training and the contexts in which they work. 
Activity: The first of three municipalities (see below) was visited and 
respondents3
 were interviewed. 
5. Questionnaire development 
Aim: To develop two questionnaires, for master trainers and trainees. 
Activity: Questionnaire development was conducted and questionnaires 
refined through the process of conducting interviews and during the first 
case study where key questions were identified. The focus of
questionnaires was also defined with reference to the set of indicators 
described above. 
6. Administration of questionnaires 
Aim: To gather relevant information and perceptions using postal 
questionnaires administered to all master trainers and a sample of 
trainees. 
Activity: Sent questionnaires by fax and mail to all MTs (20) and 135 
randomly selected officials and councilors, with an equal number sampled 
from each province. A 100% return rate was obtained from MTs and a total 
of 77 completed trainee questionnaires were returned, amounting to a 58% 
response rate, and representing 18% of all trainees4
. 
7. Case studies two and three 
Aim: To closely understand the challenges facing trainees in
operationalising their training; and to understand the contexts of their work 
and the challenges they face in developing LG responses in these 
contexts. 
Activity: Visited a further two case study sites. The three case study sites 
were selected to cover different contexts of local government. The primary 
sites were B Municipalities (see below). In each site trainees who had 
participated in the programme were interviewed, as well as relevant 
officials, local HIV/AIDS programme managers and individuals who were 
 3 See Appendix 1. 
4
 Details of the backgrounds and previous experience of MTs and trainees are found in Appendices 2 
and 3. 
12 
identified as knowledgeable about the challenges of responding to 
HIV/AIDS in the area. 
Case study sites
Town B Municipality C Municipality 
Empangeni-Richards Bay, 
KwaZulu-Natal uMhlatuze Uthungulu (DC 28) 
De Aar, Northern Cape Emthanjeni Bo Karoo (DC 7) 
Pietersburg, Limpopo Province Polokwane Capricorn (DC 35) 
8. Analysis and writing
Aim: To analyse and integrate the various sources of data into a 
preliminary presentation.
Activity: Quantitative data was captured and statistically analysed. 
Qualitative data from the questionnaires was captured and is presented in
the Appendix. Rather than treat each source of data as discrete the report 
puts together all relevant sources of data in developing an understanding 
of each element of the programme. 
9. Preliminary report backs 
Aim: To meet with the steering committee and discuss the findings of the 
evaluation research, to identify issues which need to be investigated 
further in the final report, to explore alternative interpretations of the data, 
and to examine the relevance of the findings to possible further programme 
developments. 
Activity: Two meetings with programme developers and stakeholders were 
organized by the ISP where initial and up-dated presentations were made 
and discussed in depth.
10. Further analysis and final report 
Aim: To present a final report on the evaluation of the project after initial 
presentation of findings.
Activity: Further analysis was conducted on the basis of the preliminary 
report backs before a final report was written. 
13 
4. EVALUATION FINDINGS
In cases where there is a statistically significant difference between the responses of
councillors and officials their responses are reported separately. In all other cases 
the graphs and percentages refer to councillors and officials combined. 
4.1 Selection of participants
Selection of MTs 
MTs were identified by SALGA as experienced trainers in the field of local 
government who had been facilitators in previous SALGA capacity building 
programmes for local government leaders.
Selection of trainees 
The selection process 
The selection of trainees was made at municipal level, with guidelines provided to 
municipalities by PLGAs, and developed by the Project Steering Committee. It was 
intended that trainees would be sent on the training by mandate of the relevant 
municipal authority and it was stressed that those participants should preferably not 
be health officials, but rather trainees in management positions where they could 
lead local responses to HIV/AIDS across cluster boundaries. 
The PLGAs had an onerous task of contacting the municipalities involved and setting
in motion processes of selecting appropriate trainees. It is felt by SALGA that 
provincial offices of local government should have been more directly involved at this 
level, and that they could have assisted in identifying appropriate trainees. 
Selection criteria 
The programme may have benefited from better standardization of this process, but
in most cases there was some form of rationale and formal procedures were usually 
followed for selecting trainees5
. For many of them this was an almost automatic 
selection by virtue of them being leaders of health or HIV/AIDS activities at municipal 
level. This was not the case in all instances, however, and MTs report that some 
participants had very little or no previous involvement in HIV/AIDS issues. 
There were some instances of participants being selected as a last minute 
replacement for others not able to attend. Further, 5% of respondents were neither 
councillors nor officials, but health service employees not in management positions,
showing that the process of selection was not closely managed in all cases. It is also 
apparent from accounts of some workshops that amongst those who attended there 
were some who did not complete the training and some who were less motivated and 
missed some sessions. 
Suggestions were made by respondents about how participants should be selected 
for future training programmes:6
 
1. There are strong calls for people to be selected who are involved in health 
portfolio committees and social services, and who have influence and ability to 
work effectively within the municipality at developing and coordinating services 
and planning for integrated services. These criteria seem to be most relevant to 
officials, but also to councillors. 
2. There are calls for people with a strong orientation to engaging with local 
community structures and needs. This criterion seems to be most relevant for 
 5 Appendix 5 describes the various ways in which respondents were selected to participate. 6 See Appendix 5. 
14 
councillors who have an important role in bridging the divide between the public 
and municipal resources and services. 
3. In either of the above cases there is a call for selection on the basis of a 
“passion” for working in HIV/AIDS and for selection of people already directly 
involved in HIV/AIDS service planning and delivery. 
There is a fairly widespread perception amongst trainees that many people who are 
in a position to respond to HIV/AIDS are not personally motivated to do anything 
about it and vice versa. There has been much relatively low-impact training and lip￾service to the need to respond to HIV/AIDS and the trainees feel that a more 
sustained programme of support of LG HIV/AIDS action is necessary. Their 
suggestions about the nature of this action are contained in Appendices 14 and 15 
and many of these concern formation of local HIV/AIDS action and coordination 
committees. There is a strong sense of needing to embed HIV/AIDS response within 
municipalities in a group of committed leaders, and it is felt that it is important to 
select people who are able to focus specifically on HIV/AIDS. 
Levels of leadership 
Some MTs who expressed reservations about whether the right local government 
leaders were targeted for the workshops. “I found that we have trained people who 
are (lower level) managers, but they are not at the very top and are not in positions to
commence programmes. What they think of is campaigns and giving talks.” It was 
suggested by some participants that training executive level management and senior 
councillors would enhance the effectiveness of the programme. 
This impression is leant some support by the activities that have resulted from the 
programme, especially on the part of councillors whose principal focus has been on 
community-oriented work, rather than on strategic planning. Their activities have in 
some cases tended to be oriented around unstrategised campaigns and once-off 
interventions. It is certainly true that without support and follow-up the gains on the 
part of trainees will indeed be limited to this level of intervention, but there is sufficient 
promise in the activities commenced by trainees since the training, to suggest that 
the training should be focused at this level (“where things get done”) rather than at 
executive level (“where things get thought”). Site visits showed that whilst the support
of executive level management is a strong force in commissioning action, the work of 
building LG HIV/AIDS response requires commitment and focus specifically on 
HIV/AIDS, and executive level municipal leaders are seldom in a position to focus on 
specific issues. This means that lower level leaders with more available time should 
be recruited and that the task of building executive support should be pursued as an 
advocacy function, or through building a national mandate through DPLG to establish 
AIDS action committees in all municipalities. 
The importance of HIV/AIDS action committees 
There seems to be a tension between integrating the mobilization of HIV/AIDS action 
into the activities of all LG planning committees (mainstreaming) versus establishing 
specific HIV/AIDS action committees within municipalities. These are not necessarily 
contradictory approaches (to mainstream HIV/AIDS by attempting to embed it in all 
relevant activities of LG does not rule out a central HIV/AIDS committee). However, 
the trainees seem to favour emphasis on the latter in selection. There is a perception
that it is important to select people with a specialist interest in HIV/AIDS rather than 
those who need to take HIV/AIDS into account in development planning (e.g. town 
planners), but do not have a specialist interest. Whilst it is widely recognised that 
HIV/AIDS must be ‘mainstreamed’ into all aspects of LG, it seems that unless 
implementation of plans is driven and monitored in a formal way by specific HIV/AIDS 
committees, the HIV/AIDS priorities are easily lost to other pressing needs like 
15 
delivery of basic services. Further thought needs to be given to whether the 
programme should the emphasis on building HIV/AIDS response into broader 
integrated development planning processes, or focusing on developing specific 
HIV/AIDS foci within municipalities. The current emphasis in LG is focused on the 
former, yet the participants in becoming active in the HIV/AIDS field in response to 
the programme have tended to form special HIV/AIDS task teams, and have tended 
to suggest selection processes which focus on HIV/AIDS as a particular issue. 
Further, it was strongly felt that a specific interest in HIV/AIDS rather a more general 
involvement in health and social service portfolios is appropriate for selection for local 
government leader training. 
Where a specific HIV/AIDS focus does not exist it was suggested that recruitment be 
linked to the expectation of forming a local HIV/AIDS committee. It seems that many 
municipalities are in the process of setting up specific HIV/AIDS committees. 
4.2 Backgrounds of participants 
Master trainers7
Fifty three percent of MTs have previous experience in conducting more than 10 
training workshops (mostly in LG capacity building) and 27% had conducted between 
3 and 10 training workshops prior to being trained as MTs. Only one of the MTs has 
a health background and they represent a diverse range of people, all but one of 
whom have experience in LG, either as a councillor or as an official. 
Local government leaders8
The following composite graph represents the percentages of trainees who are 
councillors, municipal officials, professional health workers and those who have 
undergone previous HIV/AIDS training programmes. It also depicts the percentage 
representing Metropoles (A municipality), Districts (C Municipality) and Local 
Municipalities (B). 
Backgrounds of trainees
0
20
40
60
80
100
Local
municipality
District
municipality
Metropole Councillor Municipal
official
Municipal
employee
Professional
health worker
Previous
HIV/AIDS
training
%
Key points 
ƒ By far the larger proportion of LG leaders (82%) were from Local (B) 
municipalities. 
ƒ The proportion of councillors and officials was approximately equal. 
 7 Details of the backgrounds of MTs are presented in Appendix 2. 
8 Details of the backgrounds of trainees are presented in Appendix 3. 
16 
ƒ A number of ‘municipal employees’ (5%) who are neither officials nor 
councillors were included in the training. This reflects some problems in the 
recruitment procedures, discussed below. They are included as a distinct
category here only to show that some trainees were recruited who are not 
actually in leadership positions. 
ƒ A good many (72%) of the participants had had previous HIV/AIDS training 
with officials and councillors having been approximately equally exposed to 
previous training. However, it seems that this training was in general not very 
comprehensive and was largely conducted on a once-off basis, and not in the 
context of a systematic programme for development of LG responses to 
HIV/AIDS. 
ƒ The qualifications of officials reflect a strong health bias with 66% of officials 
having professional qualifications in the health field. Most of these are from
the nursing profession, but they also include environmental health 
practitioners and public health qualifications. The rest of the officials who 
attended the training are mostly senior officials (e.g. IDP managers, 
administration managers, ExCo members) without qualifications or work 
portfolios relating to health or HIV/AIDS. They represent a diverse range of 
disciplinary backgrounds including agriculture, town planning and 
administration. Only 14% of councillors have professional health 
qualifications. 
ƒ Present positions held by officials are in descending order of frequency: 
nursing staff managing PHC and community health services; HIV/AIDS 
focused work; environmental health; and social services. There were 
relatively few officials from human resources and training departments, 
although case studies showed that officials in these areas are also involved in 
HIV/AIDS issues. 
ƒ In decreasing order of frequency the most common council positions held by 
councillors are: health portfolio/desk; HIV/AIDS committees or portfolios; 
social services; and community services and projects. 
ƒ Eighty one percent of officials, report having experience of working in the 
HIV/AIDS field compared to only 48% of councillors. 
4.3 Master training workshop
The overall aim of the master training workshop was to equip trainers experienced in
training and knowledgeable about local government with the knowledge and skills to 
conduct standardized HIV/AIDS workshops for nominated local government 
Councillors and other officials. 
The content of the five-day course was designed to: 
ƒ Equip participants with an appropriate level of understanding of relevant, 
basic HIV/AIDS facts and an understanding of current debates around 
HIV/AIDS. 
ƒ Explore their personal perceptions of, and clarify their values regarding 
HIV/AIDS. 
ƒ Analyze the impact of HIV/AIDS at the individual, family, community, and 
societal levels. 
ƒ Explore the links between the HIV/AIDS epidemic and development. 
ƒ Interpret the constitutional and legal developmental functions of local 
government.
ƒ Identify the comparative advantages of local government to respond to the 
HIV/AIDS epidemic. 
17 
ƒ Provide a model for a local government response. 
ƒ Discuss the elements of an internal or workplace response and an external or 
mainstreamed response.
ƒ Explain advocacy principles and practices and develop an example for local 
government.
ƒ Apply planning concepts and tools to develop an HIV/AIDS plan for local 
government.
The methodology of the course was designed to enable participants to: 
ƒ Train others using interactive participatory training techniques. 
ƒ Use the HIV/AIDS Toolkit within a training context. 
ƒ Access information from a range of training resources. 
ƒ Provide a program for the rollout-training workshops. 
ƒ Discuss a training schedule for the rollout-training workshops. 
ƒ Clarify the logistical arrangements for the rollout-training. 
ƒ Describe the relationship with other related initiatives (especially the 
Department of Social Development Chief Directorate of Population and 
Development programme).
ƒ Compile a monitoring and evaluation plan for the rollout-training. 
MTs were not provided with a fixed workshop format that they were expected to 
present in rollout-training workshops although there was a broad programme outline 
suggested and provided. In the master training workshop they also discussed the 
rollout-training workshops, but when they came to having to design the workshops 
many felt uncertain as they did not have fixed guidelines about what exactly they 
should present in these workshops. However, this problem seems to have been 
overcome after the first workshops after which MTs generally felt confident about the 
workshop formats which they had designed and tested, based on the tools 
(exercises) which they had been exposed to in the training. 
Perceived value of master training workshop 
0
10
20
30
40
50
60
70
80
90
motivation knowledge provision presentation/ facilitation skills
%
Excellent good satisfactory weak very weak
Value of training 
ƒ The three categories of experience in the above graph are success of the 
training in motivating MTs, providing MTs with the knowledge they need to 
run training workshops and training in the necessary presentation and 
facilitation skills. 
ƒ In all areas the training was perceived as ‘excellent’ or ‘good’ with only one 
‘weak’ rating in the area of ‘presentation and facilitation’. The MTs were 
generally highly motivated after the MT workshops, they felt equipped with 
18 
enough basic knowledge to proceed and they had sufficient presentation and 
facilitation skills. 
ƒ The trainers had all had previous training and experience in facilitation and 
presentation and their ratings of ‘facilitation and presentation skills’ may 
reflect that they don’t particularly need additional presentation and facilitation 
skills, rather than a perception that the master training workshop equipped 
them with such skills. This is said because the positive evaluation in this area 
seems to contradict reservations expressed by MTs in interviews, that they 
had felt a little under-prepared for the training task which lay ahead. They 
were taught the exercises by doing them, and many felt that it was necessary 
in addition to spend more time discussing the exercises and how to facilitate 
them. 
ƒ Some felt that the training should have been longer and that whilst a lot of 
material was covered, much of this would have benefited from further 
discussion. It was also felt that more time should have been given to 
individual presentations.
Further training needs 
ƒ MTs generally felt that they need to improve their understanding of the 
medical aspects of HIV/AIDS, especially since many of those they train are 
professionally trained as health workers. Concerning the medical aspects of 
HIV/AIDS they feel the need to know more about: the relationship of 
HIV/AIDS and STIs; opportunistic infections; the difference between CD4 
count and viral load; and antiretroviral drugs and side-effects.
ƒ Some of the MTs felt that the training could have had a greater emphasis on 
LG issues including: more specific input on Local Government responses to 
HIV/AIDS and examples of this; review of the current relevant legislation, 
regulations and policies; more input on the impact of HIV/AIDS on different 
sectors of LG and society; and more input on the economic aspects of 
HIV/AIDS. It was also felt that specific issues to do with mobilizing gender 
and youth responses could have been dealt with in greater depth, and more 
attention could have been paid to understanding the role of counselling in 
HIV/AIDS. The last concern seems to arise from a general concern to know
more about ways of addressing needs for care and support of people directly 
affected by HIV/AIDS. 
ƒ Facilitators expressed the need to discuss training exercises and facilitation 
experiences with MTs from other provinces. Any follow-up training should 
allow such opportunity. 
ƒ It was strongly felt that there is a need to update MTs on current issues in an 
ongoing way, rather than only through training programmes. The idea of a 
network of MTs and trainees was strongly supported. 
“It turned my thinking around. I would speak about AIDS all the time.” 
“I talked about AIDS everywhere. In religious circles, in my business, I tackle 
them all the time and talk about it.” 
19 
MT perspectives on training resources and preparedness for rollout-training 
0
20
40
60
80
Usefulness of training materials Understanding of expectations Clarity about what to present
%
Excellent Good Satisfactory Weak Very weak
Training guidelines for rollout-training 
ƒ Following the training the MTs had a relatively clear sense of what to present 
at the level of content, using workshop elements that they had been exposed 
to in their own training. To this extent they were well prepared. The training 
programme had provided them with enough exercises easily to fill the time 
allotted to the rollout-training workshop. However, many nonetheless felt
“thrown in at the deep end”. In the words of a MT who conducted his first 
training workshop in very adverse circumstances (when it was organized at 
the last minute and his co-facilitator was unable to attend): “I had to grovel my 
way through it”. Another remarked that “They expected us to develop our own 
training materials” and “It would have been good to have a trainer’s manual. 
We need a clearer framework from conveners as to how to go about it. This 
part needs more flesh.” Whilst they had clarity about ‘what to present’, how 
they were to do it was left up to them. Fortunately, for the most part they 
seemed to cope well given their previous experience as trainers and in most 
cases by the second rollout-training workshops they felt more confident. 
Training materials 
ƒ Concerning training materials the MTs felt that the slides and figures on 
infection rates were useful and they would appreciate more such aids for use 
as trainers. It was felt that the materials provided do not contain enough 
information about HIV/AIDS and MTs have a need to have access to a 
greater range of information which they can readily share with trainees and 
look up when they feel that their knowledge is inadequate. 
Difficulties in working as a team
ƒ It was expected that MTs would work together at provincial level, in 
developing a workshop-training programmes and in preparing for the 
workshops. But MTs are spread across the province and cooperation 
between them proved to be difficult to attain. In many cases they did not 
equally share the responsibility for planning and preparation and certain MTs 
stand out as having been significantly more involved in the programme than 
others. Some MTs tended to be carried in the slipstream of more active 
partners. 
The need for further training 
ƒ Ninety five percent of MTs said that they have an interest in, and needs for 
further training, and a number of areas where further training would be helpful 
were pointed out9
. 
 9 These are presented in Appendix 4.
20 
Trainee perspectives on capacity and preparation of facilitators 
Key points 
ƒ In terms of preparation, presentation skills, knowledge of HIV/AIDS issues 
and ability to address questions posed to them, the trainees found the skills of 
the MTs mostly ‘satisfactory’ or better than satisfactory. 
ƒ However, many criticisms were also leveled, and another way of looking at
the above data is to say that in each of the above categories there is a 
significant number (at least 30% in each case) who found the performance of 
facilitators to be either only satisfactory or less than satisfactory. This 
suggests that there is significant room for improvement, especially if they are 
to address the needs of trainees with knowledge and experience in the field. 
ƒ Presentation skills and preparation were the most highly rated areas, 
reflecting perceptions that the MTs are competent in presenting workshops 
and seemed to the trainees to be adequately prepared for the task. 
ƒ The ability to answer questions was the least satisfactory of the areas. 
ƒ A number of negative comments about specific facilitators suggest that two or 
three MTs were not quite up to the task. 
The following graph shows that officials and councillors tended to rate the 
capacities of the MTs differently. 
Addressing questions
0
10
20
30
40
50
60
Officials Councillors
%
Excellent Good Satisfactory Weak Very weak
Weak Very weak
0
10
20
30
40
Preparation Presentation skills Knowledge of HIV/AIDS
issues
Addressing questions
%
Excellent Good Satisfactory
Key points 
ƒ Councillors are significantly more likely to have been satisfied with the way in 
which MTs were able to answer their questions in the training and they rated 
the responses to questions as ‘excellent’ to a much higher degree than did 
officials. Furthermore, approximately 10% of officials found MT’s ability to 
answer questions less than satisfactory, whereas no councillors rated them as 
below satisfactory. 
ƒ This is consistent with a generally much more informed understanding of 
HIV/AIDS on the part of officials. Officials, with their greater levels of 
21 
knowledge and experience, tended to be more critical of MTs skills and 
expertise. They also tended to have more technical concerns and given that 
66% of them have qualifications in the health field, and many work 
professionally in HIV/AIDS, it is not surprising that MTs were found wanting in 
some respects. 
ƒ Officials and councillors had different information needs and demands, and if 
MTs are to meet the needs of officials they will need to improve their 
knowledge of HIV/AIDS. Alternatively they will need to ensure that appropriate 
expertise is available to assist.
4.4 Rollout-training administration and logistics 
Preparation for the rollout-training workshops was managed at provincial level via 
SALGA and its network of PLGAs. 
Unanticipated administrative burden of the programme 
Administration of the programme required much greater commitment of staff time 
than was anticipated. 
It seems that the burden of administering the programme, measured in terms of 
embedded costs and human resources commitment, was more than expected for all 
parties involved. All parties feel that they incurred significant non-budgeted and non￾reimbursed administration costs. 
Problems in communication led to some additional costs, such as having to pay for 
accommodation for participants who had made travel arrangements based on 
incorrect information about the duration of the workshop. 
Communication problems 
Poor communication between SALGA and the ISP led to some confusion about 
whether the workshops were to take place as scheduled. There is recognition 
amongst both parties that there was a gap between planning and administration. 
When workshops were not postponed as anticipated by the ISP, administrative 
systems had not been established and this created a context for a number of 
problems. The underlying issue seems to have been that whereas to play its part in
administering the programme ISP had to communicate closely with the PLGAs, the 
main channel of communication between the programme and the PLGAs was initially 
via the SALGA offices. Had ISP and SALGA co-operated more closely in setting up a 
communication conduit between ISP and the PLGAs some of the problems of 
information flow would have been averted. Ultimately, many of the problems were 
resolved as the ISP began communicating independently with PLGAs but the poor 
communication and administrative environment had already added significantly to the 
administrative burden of the programme. 
Areas of miscommunication and misunderstanding 
The length of the training; dates for training workshops; identification, booking of 
and payment for venues; who would be facilitating workshops; supply and delivery 
of training materials; the purchasing of working material (stationery); lack of clarity 
about payment procedures and delays in payment of facilitation fees to MTs; 
budgets for venues and accommodation; responsibility for follow-up on unsubmitted 
workshop reports; and procedures for submission of reports to ISP.
The following charts present the MT and trainee perspectives on the organisation of 
the rollout-training workshops.
22 
Perceptions of the organization of rollout-training workshops 
Perceptions of master trainers
0
10
20
30
40
50
60
Organisation Communication with
PLGA
Availability of
training materials
Logistical support for
trainer needs
Availability of
specialist input
%
Excellent Good Satisfactory Weak Very weak
Weak Very weak
Perceptions of trainees
0
10
20
30
40
50
Pre-workshop
communication
Organisation &
arrangements
Venue & facilities Materials & info
distribution
%
Excellent Good Satisfactory
Key points 
ƒ Although the general trend is on the positive side it is apparent from the 
above that the logistics of the rollout-training programme had significant 
problems and an outcome of the administrative and communication problems 
of the programme. This was not the case in all instances, and weaknesses 
reflect problems in a few provinces rather than a general picture. 
ƒ Areas of particular weakness relate to the availability of specialist input and 
logistical support for trainer needs. The responsibility for identifying specialists
to make an input should in the view of many MTs have fallen to the 
organizers. It was felt that had provincial DOHs been involved in the 
programme more directly, this issue would have been more satisfactorily dealt 
with. It is felt by MT that the programme needs much more substantial 
provincial support and backup. 
ƒ MTs felt most critical of the logistical support for their needs as trainers. The 
trainers felt that their needs as trainers, in terms of training materials and 
stationery for workshops, were not well catered for. They also sometimes 
found that arrangements at venues had not been well made and the venues 
were often not suitable. 
ƒ For many this was unsettling and distracting, particularly in their first 
workshops, where uncertainty about the task they were undertaking was 
exacerbated by poor and last minute arrangements. 
ƒ It is notable that MTs were generally more critical than trainees of the 
arrangements, and to a certain extent trainees were cushioned from the lack 
of coordination and planning that created problems for the MTs. 
ƒ Most respondents rated the organisational aspects of the rollout-training 
workshops as either ‘excellent’ or ‘good’. However, 13% of trainees felt that 
pre-workshop communication was less than satisfactory. 
23 
Post-training administration and record-keeping 
ƒ After the workshops had been conducted there was a lull in programme 
activity and important post-training administration functions were neglected, 
although a summary report of the training programme was compiled by the 
ISP. 
ƒ There were difficulties in gathering workshop reports and attendance lists.
The bulk of attendance registers and reports were lodged with ISP as 
expected, but about 25% were outstanding and unavailable on 
commencement of the evaluation research. 
ƒ Repeated attempts by the offices of the ISP were required to locate 
outstanding records, and then they remain incomplete. Compilation of 
incomplete records into an accurate and updated registry of trainees is an
outstanding and important task for programme developers. 
ƒ This is symptomatic of the coordination problems within the programme. The 
records had either not been submitted by provincial offices of SALGA to the 
coordinating office in the DOH or they had not been submitted by master 
trainers to provincial offices. In most cases there was confusion about the
whereabouts of these records. 
ƒ In the case of many participants randomly sampled to participate in the 
survey, insufficient contact details were available. These participants had to 
be individually traced which considerably added to the burden of evaluating 
the programme. 
ƒ In some workshops in particular, but evident to a small degree in most 
workshops, participants had not all attended all days of a workshop. This was 
not always evident from lists supplied and on some occasions participants 
were identified and contacted for the survey or for interviews, only to find that 
they only attended a day of the workshop, or that someone else had replaced 
them. 
ƒ Other problems arising after the training were delays in payment (up to 4 
months after claims were submitted) and failure of some stakeholders 
(notably DPLG) to attend debriefing and evaluation meetings. 
Effects of administrative problems 
One of the results of administration problems and particularly last minute planning 
was that some participants were unable to attend all of the days of the training. 
Twelve percent missed one or more days. Five percent missed two or more days. 
Furthermore, many arrived late and some left early. Some invited participants did not 
arrive at all, but it has not been possible to quantify this as the records only reflect 
those who attended. These percentages are likely to be an underestimation as they 
reflect only those trainees who returned questionnaires and the sample of trainees 
who efficiently returned questionnaires is more likely to represent those who attended 
the full training than those that missed days. This situation was particularly noticeable
in workshops where participants felt inconvenienced or pressured by last minute 
arrangements. In addition to these problems in some instances venues and 
accommodation arrangements were unsuitable from the perspectives of both MTs 
and trainees, and training materials arrived late. 
These problems led to some dissatisfaction and distraction during the workshops. In 
later workshops many of the problems were ironed out and if the above profiles 
reflected only the first workshop in each province only, they would have been much 
more negative. 
24 
It should be said that whilst the last minute planning was an inconvenience and 
annoyance many of the problems were resolved at the last minute and the net result
was that participants were often not aware of the confusions and problems that had 
preceded them, with some exceptions. 
4.5 Rollout-training workshops 
Many participants felt that they already knew enough about AIDS prior to the training
and were less than enthusiastic about attending the workshop. Nonetheless they 
generally found the workshop motivating, interesting and challenging. The training 
programme was mainly well received by participants and proved to be a positive 
learning experience for them. But trainee comments also reflect significant criticisms.
Some respondents strongly felt that MTs were not adequately prepared for certain 
aspects of the task, and particularly that they were not knowledgeable enough about 
HIV/AIDS. 
The following box reflects the range of comments by trainees, positive and negative. 
Further comments are contained in the appendix section of this document
10. 
A sample of comments by participants 
Positive comments 
“I have been provided with the tool to make a concerted, coordinated efforts to fight the 
epidemic.” 
“The workshop was superb. I have learned/benefited a lot from this workshop. I feel 
empowered.” 
Negative comments 
“Though participation and discussion by participants was satisfactory, some were unable to 
actively participate because the level of the workshop topics were above their 
understanding.” 
“The facilitators' preparation was satisfactory but their knowledge on HIV/AIDS was very 
limited. It was very clear that they only had knowledge of what they learned in their own 
training and did not have enough background or general knowledge beyond that.” 
“No follow up was made to assess progress, problems and ideas in order to engage fully 
and meaningfully about AIDS.”
The discussion of the rollout-training workshops is now presented under the 
headings ‘Trainee participation and orientation to action’ and ‘The training context’. 
 10 Of particular relevance are Appendix 6 (notable positive learning experiences), Appendix 7 (MT
comments on rollout-training workshops) and Appendix 8 (trainee comments on rollout-training 
workshops). 
25 
Trainee participation and orientation to action 
Clarity of expectations after workshop
0
10
20
30
40
50
60
Officials Councillors
%
Excellent Good Satisfactory Weak Very weak
Weak Very weak
Weak Very weak
Master training perspectives
0
20
40
60
80
Motivation of
participants
Levels of
participation and
discussion
Opportunity for
discussion of
action plans
Preparation for
advocacy
%
Excellent Good Satisfactory
Trainee perspectives
0
10
20
30
40
50
60
Motivation after
workshop
Levels of
participation &
discussion
Clarity of
expectations after
workshop
Opportunity to
discuss future
plans
Opportunity to
discuss specific
local issues
%
Excellent Good Satisfactory
Motivation 
ƒ Quantitative and qualitative data suggests that the workshops were 
motivating for most participants, although 16% report that their motivation 
after the workshop was only satisfactory or weak. For the majority (84%) 
motivation was either excellent (28%) or good (57%). Separating councillors 
and officials it is highly relevant that these groups differed significantly in 
respect of how motivating the workshop was for them. Eighty two percent of 
councillors responded either excellent or good, whereas only 54% of officials 
did. Of those that responded ‘weak’ or ‘very weak’ all were officials. 
ƒ Comments and ratings made by MTs (see above) suggest that whereas the 
general motivation of participants was very good, in many workshops there 
were individual participants who were disinterested or unmotivated. Some 
participants had been given very little warning about the workshops and were 
26 
asked to attend at very short notice, and were less than enthusiastic, or 
disinterested. 
Participation
ƒ Ratings of levels of participation and discussion were all either in ‘satisfactory’ 
or better from the perspective of both MTs and trainees. This is consistent 
with the participatory learning approach used, which was largely modelled on 
the TOT workshop and involved a mixture of inputs and exercises designed to 
engage participants in interactive discussion. There were suggestions that 
language choices made participation difficult for some and that it was difficult 
to pitch the workshops at the broad range of participants, because of their 
wide range of previous experience and education backgrounds. Further
discussion of these issues is included in the section below. 
Clarity about post-workshop expectations for trainees 
ƒ Respondents were asked to rate their clarity about what was expected of 
them after the workshop. Responses were mixed, with 31% responded either 
‘satisfactory’ (26%) or ‘weak’ (5%). Many felt that they would have liked to 
spend more time in the workshops thinking and talking about action projects. 
This is also reflected strongly in the suggestions about how the programme 
should be more practically oriented in exploring specific ways of engaging as 
councillors or officials (Appendices 16 and 17). This is reflected both at the 
level of ‘exploring local issues’ and ‘discussing plans’. 
Future planning and the local context
ƒ The opportunity to discuss future plans and to discuss specific local issues 
were the most unsatisfactory aspects of the training. This is echoed in the
ratings of MTs who also felt that the workshops could have involved more
emphasis on talking about local challenges. There was need for a more 
practical approach to exploring what trainees could do after the workshop to 
operationalise their learning through specific projects that engage particular 
local issues. A need for a greater emphasis in this area is reflected in the 
following: “The planning phase needs attention of the whole day, not half the 
day, because it is very important”. 
ƒ Participants were also asked to rate a list of challenges faced by them as 
trainees responding to HIV/AIDS. Amongst these they were asked to say 
whether there are important issues relevant to local government in their 
municipality that were not covered in the workshop. The responses (not 
included in the above charts) were as follows: 19% strong problem; 41% 
slight problem; 40% no problem. It is perhaps inevitable that it will be the case 
in a training programme that local issues will not be specifically addressed, 
but it must nonetheless be taken into account that more time needs to be
given to addressing local issues and contexts in future and follow-up training 
workshops.
ƒ It is of value to take note of the small chart above that disaggregates the 
responses of officials and councillors. Councillors are significantly more likely 
to have clarity about what was expected of them afterwards. This is 
consistent with much data suggesting that the workshop was much more 
successful in engaging with the needs of councillors than with the needs of 
officials. 
The learning environment
Activities in the workshop that stood out as having been particularly good learning 
experiences are noted in Appendix 8. Most prominent amongst these are activities 
which involved group work and active discussions; ‘The dying game’ video; impact of 
27 
HIV/AIDS in our lives (map-drawing); plan/policy for municipal workers; identifying 
the roles and functions of LG in HIV/AIDS; creating partnerships and networking; 
accounts of personal involvement; and talks by PWAs. 
The wide variety of inputs and the breadth of scope of the programme provided a 
stimulating learning experience for trainees. The model of training was based on 
participation and discussion and this was strongly appreciated by trainees. There 
were some didactic elements to the programme presented by outside medical 
experts (although frequently such experts were not located or available). 
Respondents were asked to note any obstacles to their participation and learning.
Very few responded to this item. Responses included: 
ƒ Time: It seems that the comprehensiveness of the training led to certain
topics being covered in too little depth. Some trainees suggested that the 
workshop should have been conducted over two additional days and the 
general feeling was that the workshops were too rushed and more time could 
have been spent on the useful learning opportunities raised by the workshop 
exercises. Appendix 13 provides a record of areas of training that trainees 
feel need to be to be covered in more depth. These include: drafting of 
local/workplace policies and plans; implementation issues (e.g. guidelines/
framework; model for LG response); treatment, care and support issues;
networking; establishment of HIV/AIDS committees; budgeting; monitoring of
policy and IDP implementation; and the relationship between local and district 
level activities. 
ƒ Language: A number of participants felt that there should have been more 
sensitivity at times to the language competencies of participants as 
discussion was sometimes difficult to follow for second language speakers. 
ƒ Different levels of background knowledge and experience: The diversity of 
participants from experienced HIV/AIDS workers to councillors with very little 
previous knowledge and experience, made participating at the same level 
difficult. Discussions erred between being too basic and not of interest to
some and being too complicated and advanced for some. Those with less 
knowledge tended to withdraw in the face of expert opinion. As one 
participant noted: “Lack of basic knowledge leads to poor participation”. 
Another participant remarked that her own participation was poor because 
“Sometimes my own knowledge was not enough”. 
ƒ Dominant participants: In the words of one participant, ”Presenters sometimes 
allowed dominant participants too much leeway”. 
ƒ Poor technical knowledge: There were some feelings that certain issues had 
not been well explained due to limitations in the MTs understanding of 
HIV/AIDS. A number of MTs were rated by participants as less than 
competent in understanding some of the more technical aspects of HIV/AIDS. 
A number of MTs seem to have created some confusion with less than clear 
explanations of the difference between CD4 and viral load counts, for 
instance. As one participant noted: “The level of facilitators knowledge should 
not be questionable because if the participant appears to know more his/her 
participation will make facilitators uncomfortable and may disadvantage the 
whole group”. This situation was exacerbated by the fact that many of the 
trainees were professional health workers and only one of the MTs was. 
When technical experts were available it was felt by some trainees that they 
were “filling in for them”. MTs were under some pressure to appear 
knowledgeable and it may have worked better to have acknowledged their 
limitations and have made it clear that the programme is fundamentally about 
developing LG leadership for managing responses to HIV/AIDS.
28 
ƒ Facilitator availability: In at least one workshop there was only one facilitator 
in attendance and participants found this a less than ideal situation for groups 
of up to 20 participants, especially since the workshop formats were heavily 
reliant on facilitation and group work.
ƒ Workshop programme: In many of the workshops there was not a prepared 
workshop programme and this was experienced as a shortcoming by 
participants.
 
ƒ Poor logistics: A poor foundation was laid for approaching the workshop in a 
motivated way because the logistics and administration of the workshops 
were problematic. 
These points should be seen against the basic evaluation of the workshop as a 
positive experience. Nonetheless these are issues to bear in mind and discussed.
Most of them could be alleviated through discussion amongst MTs. 
4.6 Post-workshop activities of trainees 
There is much evidence to suggest the programme has strongly enhanced and developed 
HIV/AIDS activities of participating trainees. 
Report back to municipalities11
0
20
40
60
80
100
Report to LG
colleagues
Written report Verbal report or
presentation
Conduct workshop
for LG colleagues
%
Yes No
Key Points
ƒ Eighty percent of participants have written reports on the workshop. Details of 
the reports given are contained in the appendix. Fifty seven percent gave a 
verbal report or presentation. Much fewer (24%) conducted workshops for 
colleagues in local government as a way of reporting back. 
ƒ Site visits showed that even in the smaller municipality of De Aar, and 
certainly in the larger municipalities of Umhlatuze and Polokwane some 
officials and councillors who are themselves quite involved in AIDS work were 
not aware of the training having taken place and there was evidence of 
opportunities to operationalise the training for trainees, but which they didn’t 
know about and vice versa.
ƒ Working together as a team was only strongly evident in one of the three 
municipalities visited, where two of the councillors had developed a structured 
outreach programme that they were conducting together, aimed at mobilizing 
rural communities on a ward basis. However, the survey finding was more 
encouraging, and 60% percent of trainees have had subsequent meetings 
with other trainees. Twenty one percent of trainees report having met five or 
29 
11 Qualitative comments are presented in Appendix 9.
more times since the workshop. Ten percent meet at least once a month. 
Twenty six percent of trainees have met between one and three times. This 
suggests that the programme has been reasonably successful in mobilizing 
activity at LG level. But these activities need support and many trainees are 
expecting and hoping for follow-up support and further training. 
ƒ Networking between trainees has also occurred across municipal boundaries. 
For instance ” I got a call from a colleague to say: “What’s happening? What 
are we doing now?” and “Some of us have kept in touch with others, people 
we had not known before”. In the sites visited councillors spoke repeatedly 
about the need for post-workshop follow-up and the need to communicate 
with other participants. These needs are largely unfulfilled from the 
programme side. 
Awareness raising activities12
Trainees were asked to rate their levels of activity since the training relative to before
the training in each of a number of activity areas. These have been categorized 
under three headings: ‘Awareness raising activities’, ‘Public engagement’ and 
‘Planning and advocacy’. 
In some instances councillors and officials are not involved in a particular area of 
activity as it falls outside of their functions such that even in a best-case scenario 
they would not be involved in this activity. For this reason a response option of ‘not 
active in this area’ was provided, but it should be said that there might be some 
ambiguity about how this item was interpreted relative to the response choice ‘about 
the same as before’. This problem is overcome by focusing on the predominantly on 
the comparison between responses in the first two columns (representing degrees of
increase of activity) and the responses in the next two columns (representing no 
change). 
It should also be noted that counselling people with HIV/AIDS was included not 
because it was a focus of the training programme (it was not) but because it was 
spontaneously mentioned as an area of activity that had increased as a response to 
the training. Increases in this area show that the programme worked at the level of 
heightening involvement in HIV/AIDS related work, beyond the specific foci of the 
training programme. 
0
10
20
30
40
50
HIV/AIDS talks Organising HIV/AIDS
workshops
Running HIV/AIDS
workshops
HIV/AIDS counselling
%
Increased very much Increased a little About the same as before Not active in this area
 12 See Appendix 10.
30 
Running HIV/AIDS
workshops
0
5
10
15
20
25
30
35
40
Officials Councillors
%
Increased verymuch
Increased a little
About the same as before
Giving HIV/AIDS talks
0
10
20
30
40
50
60
Officials Councillors
%
Increased very much
Increased a little
About the same as before
Counselling people with
HIV/AIDS
0
5
10
15
20
25
30
35
40
45
Officials Councillors
%
Increased very much
Increased a little
About the same as before
Not active in this area Not active in this area Not active in this area
Key points 
ƒ Trainee activities have increased most strongly in the areas of addressing
public gatherings about HIV/AIDS and organizing community activities and 
campaigns. Councillors have increased their levels of activity in these areas 
more than have officials. The difference is particularly notable in respect of 
giving HIV/AIDS talks and is illustrated in the first of the three small graphs 
above.
ƒ There have also been increases in the areas of activity of organizing and 
running HIV/AIDS workshops. Officials have been more active in this area
than have councillors, particularly in running workshops. 
ƒ In the first of the small graphs above it can be seen that this activity has been 
much more prominent for councillors. Many councillors have focused on 
giving talks at ward level. Essentially this is a community educative function. 
Two of the councillors in one of the sites visited have formed an outreach 
team that addresses women’s organisations and public meetings in rural 
areas, largely over weekends. Many councillors have also become much 
more active speaking to groups in their wards. Officials are more confined to 
municipal work and this has involved less of a focus on direct education 
efforts. 
ƒ Organizing and running of workshops has shown relatively small increases for 
councillors but both councillors and officials have become more active in this 
way since the training. 
ƒ Counselling is an area that many of the officials are directly involved in, 
especially within the municipality. Since the training these officials have 
become much more active in the area. There has been relatively little 
increase in this area for councillors, again reflecting different opportunities for 
getting involved in AIDS on the part of these two groupings. It is interesting 
that officials have become more involved in counseling as this was generally 
not an area which was covered in any depth. 
31 
Public engagement13
0
10
20
30
40
50
60
Discussing HIV/AIDS
at public gatherings
Contact with
NGOs/CBOs in AIDS
field
Consulted about AIDS
issues
Participating in
community
forums/meetings
Organising community
activities/campaigns
%
Increased very much Increased a little About the same as before Not active in this area
Not active in this area
Discussing HIV/AIDS at public gatherings
0
10
20
30
40
50
60
70
Officials Councillors
%
Increased very much Increased a little
About the same as before
Key points 
ƒ The area of greatest increase in activity has been discussing HIV/AIDS at
public gatherings and as can be seen in the small graph above this difference 
is mostly accounted for by the activities of councillors. 
ƒ This has involved participating in public meetings and to a slightly lesser 
extent organizing such meetings. It has also involved various forms of ward￾level activism (see box below) 
ƒ There is much to suggest that since the workshop trainees have been 
consulted about HIV/AIDS issues to a much greater extent than they were 
before. There has been an increase in the extent to which they have made 
themselves available to advise on and discuss HIV/AIDS issues with others. 
This has included an increase in contact with NGOs and CBOs working in the 
HIV/AIDS field. Concerning the last point one of the most significant unmet 
needs expressed in all of the sites visited has been to take stock of the NGO 
and CBO responses to HIV/AIDS. There is need for further instruction in this 
area at future training workshops. Although the toolkit involves a basic format 
for conducting situation analyses a more detailed approach is necessary, 
which involves a simple but systematic way of taking stock of organizations 
involved in HIV/AIDS response and analyzing gaps and opportunities for
greater co-operation and integration. 
 13 See Appendix 10.
32 
Trainees promoting ward-level HIV/AIDS awareness 
In all of the sites visited councillor trainees have initiated awareness raising 
activities within their constituencies as a specific consequence of the training. 
In one of the sites a ward councillor has established HIV/AIDS as a standing 
item in ward meetings. He is also planning a door-to-door campaign where AIDS 
issues will be discussed in every household in his ward. Because he is a part￾time councillor and he is not involved in the municipality on a daily basis, he is 
responding in the area where he is able to bring about most direct and concrete 
action, namely at the level of his constituency. 
In another site two councillors have teamed up to reach out to rural community 
groups and in the third site a councillor has specifically committed herself to 
supporting community AIDS events where possible, at least at the level of 
attending public functions. 
These attempts need to be further built upon, but many promising beginnings 
have been made in developing links between the public and LG in developing 
responses to HIV/AIDS. 
Planning and advocacy14
0
10
20
30
40
50
60
Discussions with LG
colleagues
Ideas for projects Putting AIDS on
meeting agendas
Drafting HIV/AIDS
policies
HIV/AIDS strategic
planning
Workplace
policies/programmes
Advocacy for local
AIDS
organisations/issues
Networking with govt.
depts.
%
Increased very much Increased a little About the same as before Not active in this area
Not active in this area
Drafting HIV/AIDS policies
0
10
20
30
40
Officials Councillors
%
Increased very much Increased a little
About the same as before
 Increases in activity
ƒ There has been significant increase in activity in each of the areas in the 
composite graph above. 
 14 See Appendix 10.
33 
ƒ The activity of ‘discussion with local government colleagues’ shows the most 
substantial increase in activity, followed by increase in ‘having ideas for 
projects’. It is encouraging that activity has increased at this level, but 
ultimately this increase needs to be reflected in committed and sustained 
actions. 
ƒ Those activities that require more concerted and protracted effort do not show 
such substantial increases. This suggests that the impact of the programme is 
largely at the level of ad hoc type efforts rather than sustained and ongoing 
efforts. But it is likely that only a small proportion of trainees would in any 
case be involved in doing the technical work on drafting HIV/AIDS policies 
and development of workplace programmes, so one would not expect to see 
an across the board increase in these areas of activity. 
ƒ Councillors tend to have been significantly less involved than officials in 
strategic planning within municipalities and drafting of HIV/AIDS policies 
(small graph above). Similar differences between officials and councillors are 
notable for all of the activity areas included in the large chart. 
Inadequate mapping of resources in IDPs 
ƒ Many officials interviewed in site visits pointed out that IDPs had incorporated 
a strong HIV/AIDS component, and suggested that to this extent HIV/AIDS 
will be integral to implementation of IDPs. However, it seems that the urgency 
of responding to HIV/AIDS gets lost in broader municipal implementation 
processes and grounding activities in the work of local action teams is the 
most important ingredient of success. It should not be assumed that IDP 
plans are based on a thorough situation analysis of resources for HIV/AIDS 
response and many municipalities that have developed IDP plans have not 
conducted satisfactory analyses of what resources exist for HIV/AIDS 
response. In visiting sites it became readily apparent in speaking to both 
councillors and officials, that there is a widely recognised need to take stock 
of resources for HIV/AIDS response and that planning needs to look at both 
municipal and community resources. There was widespread concern about 
areas of overlap and duplication whilst other areas remained unserviced, but 
there was no evidence of concrete plans to undertake situation analyses of 
exactly what the position is. 
The need to establish priorities 
ƒ It seems that there are so many areas of need that councillors and officials do 
not know what to prioritise and they seem to be led by prevailing provincial 
directives and general understanding rather than by specific engagement with 
local circumstances and needs. Again, this clearly points to the need to link 
programmes of action to situation analyses as a way of breaking down the 
task of responding into categories and priorities which can be more 
systematically approached. Site visits suggest that whereas trainees are 
engaged in a wide range of well-meaning and energised responses, response 
is largely approached in an ad hoc fashion and this is likely to be the case
until analyses of the context of HIV/AIDS need and response it conducted.
Formation of local AIDS action committees 
ƒ It is apparent in the responses of trainees in response to a request to 
describe HIV/AIDS activities they have been involved in since training 
workshops15 that quite a number have been involved in formation of 
committees for local AIDS response. It is now important to develop models of 
functioning for such committees and as a priority these would need to include 
methods for conducting situation analyses specifically related to AIDS 
 15 See Appendix 10. 
34 
response and needs. A beginning has been made in that much of the activity 
of trainees and especially councillors since the training, has involved 
networking-type activities, largely making contact with community AIDS 
groups and organisations in relation to specific projects and programmes. 
The challenge of building more integrated response-frameworks 
To understand and engage with the needs of communities it is important to understand existing 
networks of resources and services, including rapidly growing numbers of community organisations 
emerging in response to HIV/AIDS. Whereas many municipalities have done basic situation analyses 
of their own services in preparing IDPs, there appears to have been relatively little done to understand 
burgeoning civil society responses to HIV/AIDS. In some municipalities such resources overshadow 
services offered by government health services. For example, home-based care initiatives seem to be 
largely conducted by civil society organisations, and planning of municipal services needs to engage 
with such initiatives in understanding what further needs to be done. In the uMhlatuze Municipality 
there are significant private sector HIV/AIDS education and care efforts driven by large industries. In 
Emthanjeni Municipality there is a Hospice Project that is the only significant provider of home-based 
care for chronically ill people. There is also much evidence of many small CBOs springing up in 
response to HIV/AIDS, including small-scale income generation projects, support organisations for 
families affected by HIV/AIDS, cultural groups concerned with community education, community 
HIV/AIDS forums and a range of others. The challenge facing local government leaders is to 
understand what resources exist at this level and to build bridges between municipalities and such 
resources through creation of forums for integrating responses to the epidemic. There is an urgent and 
largely unmet need to address the problem of highly fragmented response to HIV/AIDS. 
4.7 Implementation challenges facing trainees 
Trainee questionnaire respondents were asked to rate the challenges they faced as 
local government leaders in responding to HIV/AIDS as constituting either a ‘strong 
problem’, ‘a slight problem’ or ‘no problem’. The areas of activity are presented below 
under the headings ‘Institutional challenges’ and ‘Individual challenges’. In reading 
these charts it is useful to look first at the height of the ‘no problem’ column for each 
activity. 
Institutional challenges 
0
20
40
60
80
Little AIDS action at LG
level
Lack of funds/resources for
projects
HIV/AIDS not prioritised in
municipality
Lack of interest of other
councillors/officials
Lack of co-operation with
management
Lack of co-ordination
between health authorities
Lack of clarity about AIDS
response
Lack of support by
mayors/senior officials
Lack of recognition of
training
%
Strong problem Slight problem No problem
35 
Lack of funds/resources for
projects
0
20
40
60
80
100
Officials Councillors
% Strong problem Slight problem
No problem
Lack of recognition of training
0
10
20
30
40
50
Officials Councillors
%
Strong problem Slight problem
No problem
Unavailability of funds for small-scale projects 
ƒ The most frequently repeated response of trainees and councillors in 
particular, in discussing their needs, is the unavailability of funding to projects 
and community networking activities. The process of making funds available 
through municipal budgets is time consuming and is not well suited to ad hoc
funding. In some cases at least, trainees (especially councilors) are using 
their own resources to support operational expenses. 
Management support 
ƒ Most trainees noted support by senior management and support of other 
councilors and officials as at least a slight problem, with the latter being a
greater problem area. A common problem, in the words of a trainees is “An 
action plan was drafted but the management did not support it.” Advocacy 
directed to other councillors and officials needs to be a part of an expanded 
response and trainees need to discuss how to cope with situations where 
their efforts are not recognized and supported.
Formation of municipal HIV/AIDS committees
ƒ The problem is that some of the trainees are not experienced in advocacy 
within their municipalities and site visits showed that councillors do not know 
enough about the functioning of the system to be in a position to engage with 
it and develop it. Site visits showed that some councilors in particular are 
unclear about the relationship between different authorities working in the 
HIV/AIDS field and thus are unable to actively engage with advocacy in the 
area. There seems to be considerable confusion about the relationship 
between local and district management structures and coordination of 
HIV/AIDS response. In all districts visited there are initiatives underway to
form district level HIV/AIDS councils, but only in one of the three was there a 
portfolio sub-committee within the local municipality specifically for promoting 
HIV/AIDS response and coordination. HIV/AIDS is dealt with in many different 
portfolios but often not satisfactorily in any, and the formation of local 
HIV/AIDS committees seems to be the only solution to confusion about the 
organisation of HIV/AIDS response. Whereas HIV/AIDS is well integrated into 
many IDPs, focused understanding of the sum total and range of responses
to HIV/AIDS at municipal and community level is lacking, and a problem.
ƒ In one municipality visited a significant HIV/AIDS education initiative had been 
initiated in the Training Department, but was unknown to others in the 
municipality who are also involved in HIV/AIDS work. There is clearly need for 
much greater integration of efforts and the role of HIV/AIDS specific 
committees in such contexts is apparent. 
36 
ƒ Given the uncoordinated efforts involved in responding to HIV/AIDS that are 
evident, a first order of business for such committees needs to be to take
stock of the range and reach of AIDS interventions in place at municipal level. 
For this there is need for development of situation analysis tool or procedure 
for conducting analyses of existing resources or needs at both municipal and 
community level. It is difficult to see how integrated and contextualised 
responses can be achieved without this. 
ƒ In all of the sites visited officials involved in important HIV/AIDS activities 
were not aware of which councillors had undergone training and they were 
also in some cases not aware of activities conducted by these councillors 
after the training. Interestingly a much greater percentage of councillors than 
officials point to this as a problem. This would not be the case in 
municipalities where there is a focused response to HIV/AIDS and it is 
symptomatic of the uncoordinated responses to HIV/AIDS at Municipal level. 
Individual challenges
0
10
20
30
40
50
60
Time available for AIDS issues due
to other demands
Do not feel knowledgable enough
about AIDS
Lack of clarity concerning possible
personal action
Need follow-up assistance after
workshop
%
Strong problem Slight problem No problem
Do not feel knowledgable enough 
about AIDS
0
20
40
60
80
Officials Councillors
%
Strong problem Slight problem
No problem
Lack of understanding of medical 
issues of AIDS
0
10
20
30
40
50
60
Officials Councillors
%
Strong problem Slight problem
No problem
Need follow-up assistance after
workshop
0
10
20
30
40
50
60
70
Officials Councillors
%
Strong problem Slight problem
No problem
Lack of clarity concerning possible
personal action
0
10
20
30
40
50
60
Officials Councillors
%
Strong problem Slight problem
No problem
37 
Not enough time available
ƒ Most notable amongst the individual challenges faced by trainees in 
responding to HIV/AIDS is the problem of available time. This seems to be 
equally a problem for both councillors and officials. The only solution to this 
problem that was suggested by trainees is the increasing recognition of the 
need to prioritise HIV/AIDS and the establishment of mandated HIV/AIDS 
committees so that work in this area is recognised and encouraged within LG. 
The need for follow-up assistance 
Ninety percent of MTs have been contacted by trainees for follow-up assistance 
since the workshop.
ƒ The second most prominent problem is the unfulfilled need for follow-up 
assistance after the workshop, experienced by both councillors and officials, 
but much more strongly by councillors who tend not to have access to the 
kind of collegial support environment that many officials have. The perception 
amongst many trainees is that there has been a disappointing lack of follow￾up after workshops. Although no follow-up programme was specifically 
offered as a formal part of the training programme many are expecting the 
programme to be continued, and expect to be contacted in this regard. It
seems that at least some MTs created expectations of follow-up that have not 
been fulfilled. But quite apart from expectations that they created there is a 
vast need for further assistance and support, which needs to be addressed as 
a matter of priority in developing the programme further. Were trainees to
have been actively invited to contact MTs there would have been many more 
requests. Site visits showed that councillors in particular have had need for 
follow-up assistance since the workshop. The requests as noted by MTs are 
described in the table below and provide a good picture of the range of 
needs. It is abundantly clear that MTs are seen as a valuable resource for 
trainees. MTs are in some cases using their own resources to respond to 
requests as an ongoing framework for assistance to trainees has not to this 
point been built into the programme. It is important in future development of 
the programme to make provision for supporting MTs in these activities which 
range from requests for conducting training within municipalities to obtaining 
training resources. Suggestions are made following about how such a system 
might operate (see Section 5: ‘Recommendations’). One of the MTs has 
formed a small organisation through which he offers services in development 
of HIV/AIDS policies. It is clear the MTs offer a resource that is needed, but 
how this should be organized and supported is open to a number of 
possibilities.
ƒ It is notable in the last of the of the four small charts above, that councillors
were much more likely to have a problem (mainly ‘slight problem’) than were 
officials in terms of being clear about what course of action to adopt in 
developing HIV/AIDS response at municipal level. For officials what needs to 
be done is often quite evident and they are often quite aware of the backlogs 
and inadequacies of service provision, gaps, problems in implementation of 
policies, and so on. For councillors the field of possible interventions is much 
more open and the path more uncertain. Councillors need more follow-up 
assistance and guidance than do officials. 
38 
The need for better understanding of specific HIV/AIDS issues 
ƒ Least problematic of the above categories is knowledge of HIV/AIDS, 
suggesting that whilst trainees have many unanswered questions this is only 
a ‘strong problem’ for 12%, a ‘slight problem’ for 35% and ‘no problem’ for 
54%. Of those who found this a strong problem area, all were councillors 
(see first small chart above), again pointing to the different knowledge and 
experience bases of these two groups. Concerning knowledge about medical 
aspects of HIV/AIDS, 81% of councillors and 53% of officials feel that they 
have at least a slight problem. Although this is not necessarily a problem 
(because in many respects a specialised understanding of HIV/AIDS is not 
necessary), in engaging with officials councillors feel the need to have a 
better understanding of some of the medical aspects of HIV/AIDS,1617
particularly as these relate to service provision issues. Also, in engaging with 
the public, they are faced with questions that require a sound understanding 
of HIV/AIDS disease processes, mother to child transmission and other such 
information. Further education about HIV/AIDS, perhaps led by unanswered 
questions, would need to be included in follow-up training. 
 
• 
Requests to MTs for follow-up assistance 
(verbatim responses) 
• They needed assistance (financial) for their initial one-day workshop after the training. Assistance was given (This 
request was made to the MT who works in a provincial health department). 
• To advice them in setting up HIV/AIDS structures in their municipalities. 
• They requested that the slides be compiled into a document and given to them. 
• To acquire more knowledge on how to establish internal workplace forums. 
• Asked to be provided with a picture of a cell and transmission. 
• To repeat some sessions in their area. 
• To assist them on how to develop HIV/AIDS policy in their Municipality.
• To address their constituencies in their respective localities. 
• I am engaged in monitoring their training. 
• They wanted me to come and present in their municipality. 
• The video was most challenging and I have lent it to many. 
• To give a progress report on some recommendations adopted by the workshop. 
• To request more workshops. 
• To express appreciation for the presentations, discussions and content material.
To request for follow-up workshops.
• With regard to the formulation of workplace policy and the attitude of other senior officials to HIV/AIDS. 
• To request further training but their Municipalities said there is no funds for a personal, detailed training. 
• Training of officials and councillors for their municipalities. 
• They wanted the workshop to be extended to all councillors in their Municipalities, and their Ward Committees. 
• They wanted me to come and workshop all the councillors in their Municipalities and the traditional leaders 
who are part of the Municipalities.
• How to go about motivating for support so that municipalities can buy into the programme. 
• A nurse from Vryburg requested the sex questionnaire for a workshop she was to run. 
• Bojanale District wanted me to act as a presenter for their youth workshop. 
• They wanted to borrow the videotape. 
• They contacted me inquiring about the training for other members of their municipalities.
16 See ‘Unanswered questions about how to respond to HIV/AIDS at LG level’: Appendix 12. 17 See ‘Further training needs’: Appendix 13.
39 
5. RECOMMENDATIONS FOR DEVELOPING THE PROGRAMME
The programme is strongly needed and valued by participants, and has achieved 
promising results. However, there are many areas which have been shown above to
need improvement and further development. It follows that the successes should be 
built on and support for the gains made is important if the value of what has been 
achieved is not to be lost. The following are some recommendations for future 
development based on the findings of the evaluation. 
Organisational structure 
National structure 
ƒ There is a need to develop a strong communication and management system to 
harness and maximize the efforts of the various collaborators in this programme. 
ƒ The programme needs a more substantial coordination and administration 
infrastructure at national level and a permanent secretariat seems necessary. 
This will help to address the need for more efficient co-ordination and better 
execution and monitoring of administration procedures. 
ƒ It needs to be decided where this programme is to be located at national level. 
Efforts to involve DPLG have not been as successful as hoped for and DPLG has 
remained on the periphery of programme operations. The involvement of DPLG 
in the process of supporting integrated development planning and implementation 
is too important in the process of planning HIV/AIDS response for their not to be 
closer ties between DPLG and this programme. It is suggested that if this cannot 
be achieved at national level it may be achievable at provincial level. 
ƒ The location of such an infrastructure would need to be decided at a high level 
meeting of partners, but priority should be given in such deliberation to the need 
for continuity and maintenance of momentum. 
Co-ordination at provincial level 
ƒ It is the view of almost all stakeholders that if a more embedded and integrated 
programme for LG response to HIV/AIDS is to be brought about, the programme 
needs to be better integrated with other programmes at provincial level. It has 
emphasized by SALGA that the provincial Departments of Health should be more 
integrally involved in the programme. There is overlap between the objectives of 
this programme and GAAP (Government AIDS Action Plan) at provincial level 
and SALGA strongly supports the working together of their provincial offices with 
government health offices in developing the programme further. This would also 
assist in developing a more systematic and coordinated approach. 
ƒ Other emerging initiatives such as the ‘Cities Network’, and AMICAALL (African 
Mayors' Initiative for Community Action on Aids at the Local Level) increase the 
need for coordination of efforts at provincial level. 
ƒ It would seem advisable that PLGAs remain provincial co-ordinating offices for
the programme although they would need more substantial financial support than 
was the case in the first round of training workshops. 
Focus of future programme 
Interface with government planners programme
ƒ It has been an objective of this programme from its inception to coordinate it with 
the government planners programme conducted by the Department of Social 
Development. Whilst these programmes appear to have different audiences, their 
separate domains of focus should be clarified. The Department of Social 
Development programme is specifically aimed at government planning. An 
evaluation of this programme is underway but indications are that the programme 
40 
has been directed mainly at more senior level planners working at provincial and 
district level. To avoid overlap and confusion in future and to stick to the central 
focus of this programme, it is suggested that this programme continue to be 
targeted primarily at mobilising local action and specifically addressing the 
interface of municipalities and the support and service needs of communities. It is 
suggested that the programme be aimed mainly at local government leaders in ‘B 
municipalities’. ‘A municipalities’ (Metropoles) proved to be difficult contexts for 
reception of the programme and there appears to be a wealth of activity 
happening within these contexts already. ‘C Municipalities’ (Districts) were only 
marginally involved in the programme and their activities are generally more 
oriented to strategic planning which is better engaged with through the training 
programme for government planners run by the Department of Social 
Development.
Focus on formation and functioning of HIV/AIDS action committees within
municipalities 
ƒ It has emerged in this evaluation that there is a specific need to focus the
programme on supporting municipal HIV/AIDS committees. It has been 
suggested that the programme should be tied to the development of such 
committees and support for their work. Future rollout-training and support 
workshops could be more closely tied to addressing specific needs of such 
committees.
Follow-up training and support 
ƒ Master trainers: There is a the need to focus programme resources on enhancing 
the value of the master trainers who understand local government, are competent 
trainers and have strong interests in assisting the development of HIV/AIDS 
responses at this level. The involvement of master trainers needs to be secured 
and terms of reference for their future involvement need to be discussed.
However, it is important that their skills and knowledge be regarded as 
‘developing’ rather than ‘already formed’. They have needs for follow-up training 
to improve and update their understanding of HIV/AIDS and to equip them to 
support and mentor trainees, in response to the many requests which they 
receive from trainees for further training and support. They also need to have 
access to mentors or advisors at provincial level and need to feel part of some 
form of structure or network which they can turn to for advice and assistance. At 
the moment they are quite unsupported. Master trainers also need an opportunity 
to discuss their experiences of conducting rollout-training workshops, and 
specifically to discuss exercises, workshop formats and facilitation challenges. 
ƒ Local government leaders: Ninety four percent of trainees are interested in further 
training within the scope of this programme. Areas which they have identified as 
needing to be covered include: how to coordinate local HIV/AIDS responses 
more effectively; how to take stock of resources and services available including 
community organisations; prioritizing need areas (e.g. VCT, MTCT, welfare 
grants) and advocacy for action in relevant local and provincial government 
departments; understanding the relationship between local government and 
district and provincial health systems; ways of accessing funds for smaller 
projects; how to establish collaborative relations between provincial government 
departments, local government and other stakeholders including community 
groups and other service providers; LG HIV/AIDS policy and responsibilities in 
addressing HIV/AIDS; networking, coordination and integration of services; how 
to monitor implementation of IDP plans; how to orient around the needs of people 
directly affected by HIV/AIDS; issues of importance in addressing the needs for 
care and support of PWAs; how to involve politicians (e.g. other councillors) in 
41 
responding to HIV/AIDS as a priority; HIV/AIDS and economic development; and 
legal, ethical and human rights issues. 
Supporting small-scale projects 
ƒ There is a need to assist trainees to find ways of supporting start-up programmes
which they find difficult to resource.
Networking 
ƒ There is need to provide a support framework for trainees through establishment 
of a network for local government leaders working to promote response to 
HIV/AIDS. This could involve a newsletter and website, and would need to
include updates on HIV/AIDS information, sharing of ideas and activities,
examples and case studies of local government responses and recognition of 
achievements. A strong need for this and for a framework for ongoing support 
has been expressed by trainees and master trainers. A network would need to 
perform the following functions: offer the services of MTs who can provide a basic 
training programme or parts thereof to groups of trainees on request; develop 
communication resources through which trainees can learn about the 
experiences in other municipalities and share their ideas, experiences, difficulties
and successes; provide updates on AIDS debates and information relevant to 
local government action; provide a point of contact for addressing specific 
questions, accessing communications materials and obtaining strategic advice; 
and design and conduct a monitoring programme for assessing local government 
responses and performance. SALGA suggest that DPLG would be a useful 
partner in developing a focus on the latter. 
Further rollout-training necessary 
ƒ As well as develop a support framework it is necessary to offer the training 
programme at provincial level to municipalities that did not participate in the 
original training. Suggestions about participation made in this report are that 
participation be tied to membership or formation of municipal level HIV/AIDS 
coordinating committees. There is a need for refinement of selection criteria. In 
particular, a strong commitment to working in the field of HIV/AIDS needs to be 
added as a selection criterion. It also needs to be taken into account that trainees 
with strong commitments in other areas of local government work proved to be 
less active in responding to the programme than those who had opportunities to 
devote time specifically to HIV/AIDS work. The programme also needs to 
establish an association with the formation and support of local AIDS action 
committees within municipalities. This can be done by promoting formation of 
such committees during the training and where these already exist, by specifically 
selecting trainees who sit on such committees. Careful thought needs to be given 
to the question of whether the programme should be targeted at councillors 
specifically, in the light of the finding that councillors were significantly more 
positive in their responses to the programme. If officials are to be included it 
would be important that membership of an AIDS action committee be a selection
criterion to ensure that the impact of the training is enhanced through co￾operative working together of councillors and officials, which is a problem area. 
ƒ There is a need for the training to focus more on understanding local HIV/AIDS 
response resources and the challenges of responding to AIDS with more time 
given to development of action plans. 
ƒ It has been suggested by many trainees that the workshops for trainees were not 
long enough to allow opportunities to engage in understanding local challenges, 
problems and opportunities for integrated development. A possible way of 
addressing this is to offer two 2-day workshops, with the second workshop 
42 
focusing more specifically on difficulties and challenges in implementing action 
plans and sharing of experiences and learnings. 
Development of tools 
ƒ There is a need to develop a more detailed tool or procedure than is presented in 
the existing toolkit, for taking stock of, or mapping, the range of organizations and 
resources involved in HIV/AIDS response at municipal level, to overcome the 
problem of lack of understanding and coordination of activities and programmes. 
Such a tool would also need to incorporate ways of understanding specific local 
needs. Training for such an activity would need to be incorporated into both the 
follow-up training for master trainers and future rollout-training workshops. There 
is a need to prioritise the formation of municipal HIV/AIDS action committees 
where these do not exist, but also to promote the formation of community 
HIV/AIDS forums to deal with the problem of poor coordination of local level 
HIV/AIDS response, and to develop a more integrated approach than presently 
exists. 
ƒ There has been no systematic evaluation of local government responses to 
HIV/AIDS in South Africa to date and nor does there exist a set of indicators of 
LG response to HIV/AIDS that has been adopted as a standard, and which can 
guide municipalities. This would be of considerable value in guiding development.
Specific steps consistent with the above suggestions 
1. Convene a high level meeting to discuss the formation of national and provincial 
support frameworks for the continuation and further development of the project. 
2. Convene a follow-up meeting with MTs to discuss the evaluation and establish a 
plan for development of a support framework that operates at a provincial level. This 
should draw in other stakeholders and specifically provincial Departments of Health 
and provincial Departments of Local Government. The gathering of MTs should also 
be used as an opportunity to further train them as suggested above. 
3. Develop a situation analysis tool or procedure, as suggested above, to 
incorporate into the training. 
4. Review the basic training and possibly consolidate the basic training exercises into
a training guide for master trainers. Develop a format for a two day follow-up training 
to be conducted 6 months after the basic training, based on updating information and 
sharing of ideas relating to difficulties experienced, lessons learned and success 
stories. Alternatively offer the basic training in the form of two 2-day workshops as
suggested above. 
5. Conduct a rollout-training workshop in each province targeted at municipalities not
included in the first training and possibly follow this up with a two-day workshop in 
each province after six months. 
6. Contact trainees to let them know of further developments and draw them into the 
communication network. 
7. Monitor and evaluate the functioning of the network after a year. 
43 
APPENDIX 1 - People interviewed
Programme developers, co-ordinators and administrators interviewed 
ƒ Nikki Schaay - The Policy Project 
ƒ Rose Smart - Independent programme development consultant, materials 
developer, trainer of master trainers 
ƒ Nomsi Mashaya - DPLG
ƒ Buti Simelane - SALGA 
ƒ Jacques van Zuydam, Christa Kruger, Mpontseng Kumeke, Mavis Gijima, Dumi 
Mahlangu (group interview) - NPU Local Government Planners Training 
Programme team, Department of Social Development 
ƒ Niko Knigge - Inter-Departmental Support Committee, Directorate of 
HIV/AIDS, STD and TB, Department of Health 
ƒ Kishore Harie - KWANALOGA 
Master Trainers interviewed
ƒ Mr. Shaik 
ƒ Ms. Hokwana 
ƒ Mr. Mlanjeni 
ƒ Mr. Padi 
ƒ Mr. Langeveldt 
ƒ Ms.Mohlala
Polokwane Municipality (Pietersburg) 
ƒ Cllr. Motsaung; Cllr Mothapo; Cllr. Hardy 
ƒ Officials: Mr. Lotz (Training Manager); Mr. Swanepoel & Mr. Eloff (Manager & 
Deputy Manager Municipal Health Services) 
ƒ Mr. Smith (ATICC) 
uMhlatuze Municipality (Empangeni-Richards Bay) 
ƒ Cllr. Ngobese; Cllr. Zulu; Cllr. Pierce; Cllr. Sookroo 
ƒ Municipal health educators: Mr. Zungu, Mr. Ntuli. 
ƒ Municipal officials: Sr Dlaldla; Mr Volskenk 
ƒ Ms Rogers, Zululand Chamber of Business Foundation 
ƒ Ms Hlongwane, ATICC 
ƒ Dr Haselau, Superintendent Ngwelezane Hospital 
Emthanjeni Municipality (De Aar)
ƒ Councillors: Cllr.Mafilika; Cllr. Koopman 
ƒ Officials: Ms. Mashula (HIV/AIDS Committee); Mr. van Staaden (EHO); Mr. 
Appies (Administrative Officer); Mr. Manual,(Municipal Manager); Mr. 
Engelbrecht (Deputy Manager) 
ƒ Hospice Manager (Hospice) 
44 
APPENDIX 2 - MT participants 
Backgrounds 
Prov. Training
workshops 
conducted 
Current position Experience in LG
EC Graaf Reinet,
Umtata, East 
London 
Assistant Director -
GAAP 
My only experience is working with councillors 
and officials as a Master Trainer 
EC Graaf Reinet,
Umtata, East 
London 
Unemployed/ 
Councillor 
Served on Engineering & Development 
Committee, Human Resource head, Public 
Admin. Negotiator, mediator, Facilitator, 
Leadership skills and Tourism 
EC Umtata, East
London, Graaf 
Reinet 
Councillor Councillor
FS Bloemfontein,
Harrismith 
Being a Provincial Trainer for SALGA and 
FRELOGA. Mayor for 5 years 
FS Harrismith,
Kimberley
Director of a CC 5 years Councillor, served in different 
Committees both provincially and nationally
G Gauteng Councillor I have been a Councillor for six years now. I 
have obtained a diploma in LG Admin and 
Development at SA Tech. Trained Councillors 
in CCTP 
G Gauteng Eight years as a Councillor 
KZN Durban, Richards
Bay 
Businessman, Local 
Govt. Councillor 
Local Govt councillor since 1996 & member of 
KWANALOGA from 1996-2000 
KZN Durban, Richards
Bay
Speaker - Sisonke 
District Municipality
Speaker- Sisonke District Municipality
Lim Phalaborwa,
Nylstroom 
ABET Practitioner Councillor 
Lim Phalaborwa,
Nylstroom 
Councillor I am a Councillor elected from 1995 to date. I 
am a member of Health and Welfare portfolio 
Committee. 
Limp Phalaborwa Teacher/ Councillor I have been elected to Council as from 1995 till 
to date. I am heading the Health and Welfare 
portfolio. 
M White River,
Secunda 
Deputy Dir. Housing & 
Land 
Councillor from 1995 to date 
M No data Councillor (Speaker) Full-time councillor responsible for the whole 
council, was a councillor from 1995-2000, was 
chairperson of the executive committee and a 
member of the Provincial Association for local 
government. Core Councillor Training program 
in many municipalities in the Province. 
NC De Aar, Uppington Part-time Trainer From Dec 1994 to November 2000. 
NC Uppington,
Kimberley,
De Aar; Cape 
Town
Was a councillor at the Sol Plaatje Municipality
in Kimberley from 1994 to 2000.
NW Mafikeng, Zeerust. Councillor I have been a councillor since 1994 to date. 
Mayor 1995. Exco member 1995 to date. 
NW Mafikeng, Zeerust. 1994-Women's Coalition Chairperson, 
Representative at Rustenburg Transitional 
Local Government Preparatory meetings. 1996-
Elected by USAID sponsored institute for new
South African Councillors to undergo a Public 
Management and Administrative exchange 
program in USA cities. 2000-was re-elected as 
a Councillor for the Madibeng Local Municipality
and currently serving as a Member of the 
Mayoral Committee. 2001-Chairperson of 
NORWELOGA Gender Working Group. 1999 to 
date-Appointed by SALGA as Core Councillor 
Trainer for new Councillors. 
WC Cape Town Speaker -District 
Municipality
16 years experience, ranging from Councillor, 
Mayor to Speaker. 
WC Cape Town Councillor As from 1998 I was a councillor with Cape 
Metro council and from 2000 Dec. became a 
councillor with Cape Unicity. Also a trainer on
Local Government. 
45 
APPENDIX 3 - LGL participants 
Councillors 
Province Municipality W-shop Position in LG Councilor portfolios Officials job titles Health worker professional background Previous AIDS experience Previous AIDS training 
EC Tsolwana Graaf Reinet Ward Councillor
EC Alfred Nzo Umtata Councillor Social Needs Committee 
EC Mnquma Local
Munic 
East London Councillor HIV & AIDS coordinator Dept of Education has 
trained me and I worked 
as a trainer. 
EC Tabankulu Umtata None
EC Senqu Munic East London Councillor Chairperson: Community
and Social services 
HIV/AIDS counselling.
EC Inxuba Yethemba Graaf Reinet 
and 
Queenstown 
Councillor L.E.D.
FS Masilonyana Bloemfontein Councillor Member of Executive 
Committee 
FS Setsoto Kimberley &
Bloemfontein 
Councillor HIV/AIDS Councillor
FS Thabo￾Mofutsanyana
District Municipality
Bloemfontein Chairperson of
Youth, Gender and 
Disability Portfolio 
None
G West Rand Dist 
Munic 
Benoni Speaker District speaker & HIV/AIDS 
activist 
SALGA HIV/AIDS training 
G Emfuleni Local
Munic 
Member of
Mayoral 
Committee 
Portfolio Head: Health & 
Welfare 
G/ M Kungwini Local 
Munic 
Benoni Councillor
KZN Umhlatuze
Municipality
Richards Bay Ward Councillor -
part-time 
Ward Councillor; Portfolio -
Health & Safety Committee 
member. 
I was trained by a 
facilitator from Tugela 
how to help the sick 
people of HIV/AIDS. 
Have victims at home 
I have attended two 
workshops of HIV/AIDS 
KZN Ulundi Municipality Richards Bay Councillor Member of Executive 
Committee. Chairperson of 
Community Safety/ Health
46 
KZN Ethekwini
Municipality
Durban Councillor
L Greater Groblersdal White River Part time Exco 
member 
Deputy Chairperson of 
Community Services 
L Greater Marble Hall PR Councillor PR Councillor 
L BaPhalaborwa
Municipality
Councillor Health Desk Convener 
L Makhuduthamaga Secunda Councillor (ExCo)
L Makhado Phalaborwa Councillor Portfolio Head of
Community Services 
Professional Health
Worker at the 
Community since 
1982 to date. 
Working in partnership 
with NGOs, addressing 
stakeholders 
HIV/AIDS Counselling 
course November 1999 
by Deputy Director
Counselling & Support 
(Norman Letebele) 
L Mutale Munic Phalaborwa Ward Councillor Ward Councillor, councillor 
for Health 
L Thabazimbi Warmbaths Councillor Health, Pension
L Mopani Dist Munic Pietersburg Head of Health 
and Welfare, 
Social Services
Portfolio 
Committee. 
Head/ Chairperson of 
Health & Welfare Services. 
L Waterberg/ Bela￾bela Belabela Councillor Health & Welfare (Portfolio) 
M Thaba-Chweu Munic White River Councillor Portfolio Head: specialist 
project, community
development 
M Emalahleni Nelspruit Councillor
M Nkomazi Munic White River Councillor 
M Umjindi Munic White River Ward Councillor Ward Councillor Staff nurse Nursed for 22 years In 1998 in Bundu Hotel 
NC Namakwa &
Richtersveld 
Upington Chairperson of
Social Committee 
in District 
Municipality.
NC Magareng
(Warrenton) 
Kimberley Ward Councillor Ward Councillor 
NC Kgatelopele Munic￾Danielskuit Kimberley Councillor 1. Chairperson, Gender committee 2. Member of 
Mnagement & Finance 
committee 3. Municipal 
representative at District. 
Attended a lot of 
workshop trainings 
involved with National 
strategy planning on 
AIDS for Provinces. 
NC Emthanjeni Munic De Aar Councillor ExCo Member 
NC Siyathemba De Aar Councillor
NW Maquassie Hills Zeerust Councillor Health Portfolio 
NW Moses Kotane Health Portfolio & 
Housing Portfolio 
47 
NW Molopo Local Munic Mafikeng Councillor Councillor
NW Moletele Local
Munic 
Zeerust Councillor Health Disaster
Management Social 
Service Portfolio 
Worked as a counsellor 
and motivational 
speaker on HIV/AIDS 
HIV/AIDS empowerment 
training by LifeLine 
NW/NC Ga-Segonyana
Munic 
Upington Councillor Proportional representative Professional nurse Worked as RDP nurse 
in mines and educated 
miners about AIDS 
Workshops in my working 
area as a nurse.
WC Beaufort West Munic Councillor 
WC West Coast'
Swartland 
Municipality
Bellville Ward Councillor Personally affected (lost 
a sister) -participated a 
lot in AIDS related 
issues. 
Officials Province Municipality W-shop Position in LG Councilor portfolios Officials job titles Health worker profession background Previous AIDS experience Previous AIDS training
NW Lekwa-Teemane
LM 
Mafikeng Admin Officer Admin Officer Attended TOT 
organised by labour 
EC Lukhanji Graaf Reinet Chief: Health
Services 
Trained
Environmental Health 
Practitioner 
The NEC ATICC form 
a section of my
Department 
Not formally
M Lekwa Munic Evander Chief Community
Health nurse 
Chief Community Health 
nurse -coordinates the 
services at the clinics 
FS Mafube Harrismith Senior Professional
nurse 
Senior 
Professional 
nurse (clinics)
Mentor for a PMTCT 
project I.e. Nevirapine 
project 
WC Kumbiwa/
Gostenberg 
Tygerberg/Bellville Lecturer PDM Presenting HIV/AIDS 
workshops 
Orientation courses 
WC Breede Valley Bellville IDP Manager IDP Manager Management member 
Worcester AIDS Action 
current mini-thesis 
research. 
NC Kuruman (Ga￾segonyana) Upington Chief: Health Services Work-related experience +/-15
years. 
L Thulamela Munic Phalaborwa Horticulturist Had a similar 
workshop at University
of Venda for Science 
and Technology.
48 
L Ba-Phalaborwa Phalaborwa Community Health
Nurse 
L Makhado Phalaborwa Community Health
Nurse 
Professional 
nurse 
NW Bophirima
District 
Municipality
Mafikeng Professional Nurse Professional Nurse Registered with 
SANC since 1985 
Involved in Awareness 
campaigns. 
Trained HIV/AIDS
counsellor through 
LifeLine. 
NC Kgalagadi Dist.
Munic. 
Upington Chief Community
nurse 
L Vhembe Dist.
Munic. 
Phalaborwa Seconded: Assist.
Manager -
Community Health. 
Seconded: Acting
Manager Community
Health 
Chief Professional 
nurse 
Counselling duties Not formally
NC Tsantsabane Kimberley Clerk
FS Matjhabeng Bloemfontein Senior Professional
nurse -HIV/AIDS co￾ordinator 
NW Rustenburg Zeerust Senior Community
Health nurse 
Senior Community Health 
nurse 
Nurse
NW Tswaing Mafikeng Acting Head: Health 
Services 
Acting Head: Health 
Services 
Professionally trained 
on non-personal 
health care services. 
G/M Kungwini Local
Munic 
Admin clerk (HR 
section)
Admin clerk
G City of
Johannesburg 
Johannesburg Deputy Director
(Head of HIV/AIDS 
and STI program) 
Head of HIV/AIDS and 
STI unit. 
L Mogalakwena Belabela Acting Manager:
Planning & 
Development 
G Sedibeng District
Council 
District HIV/AIDS
coordinator 
HIV/AIDS coordinator Involved in HIV/AIDS 
counselling. 
NW Maquassi Hills
Local 
Municipality
Zeerust Chief Professional
nurse 
Chief Professional nurse General nurse & 
midwife, community 
health nurse 
Dealing with HIV 
positive patients 
Basic HIV/AIDS 
counselling course 
NC Frances Baard
Distr Munic 
Kimberley Senior
Environmental 
Health Officer 
1. Arrange HIV/AIDS 
workshop. 2. Educate 
communities on 
environmental aspects. 
National Higher 
Diploma in Public 
Health. 
M Emalahleni Nelspruit Training officer Training officer
NC Hantam Upington
M Ehlanzeni Dist
Munic 
Whiteriver & 
Witbank 
Assistant Director
EC Buffalo City East London Nursing 
Services Chief 
In charge of 23 fixed 
clinics, 3 mobile clinics, 
X-ray Department & ATIC 
49 
G Randfontein
Local 
Government 
HIV/AIDS co￾ordinator Senior Professional nurse. Facility
Manager of clinic 
M Umjindi Munic White River Assistant Head 
Community Services 
Supervisor of Section 
Primary Health Care 
L & 
M 
Greater Tubatse 
Munic 
Nelspruit
KZN Ulundi
Municipality
Richards Bay Deputy Manager 
Health Services 
Environmental Health
Officer 
Environmental Health 
Control Diploma
KZN Matatiele Local
Munic 
Durban Professional Nurse
(HIV/AIDS 
Coordinator) 
Nurse I have been 
counselling and 
attended workshops 
Yes -HIV/AIDS 
counselling course 
updates and 
workshops. 
KZN Mkhambathini
Munic 
Durban Administration
Manager 
Corporate Services e.g. 
housing 
None
Employees of municipality who are neither officials nor councillors
Province Municipality W-shop Position in LG Councilor portfolios Officials job titles Health worker profession background Previous AIDS experience Previous AIDS training
WC Drankenstein,
Paarl 
Bellville Professional Nurse Only to a very
small extent 
Work in a clinic Professional Nurse 
EC Ndlambe
Municipality
Graaf 
Reinet 
Professional Nurse 
EC Gariep Munic East
London 
Environmental Health 
Practitioner 
Environmental Health
Practitioner 
EC Amatole East
London 
Professional nurse Senior professional nurse Encounter with infected 
and affected. 
Yes. Counselling 
course 
50 
APPENDIX 4 - MT needs for further training 
Responses to request to note areas of the master training which require more in-depth coverage
ƒ Three respondents said that the important issues were covered and there was no need to develop the training programme further 
should it be used to train other master trainers. 
Other participants made the following comments:
ƒ Most of the respondents expressed a need for follow-up training, information updating and refresher training. 
ƒ A few MTs stated the need for further information on medically related topics, since they had struggled to engage with health worker 
trainees who were more informed than them on medical topics. They say they need to know more about the process of HIV infection
and the stages of AIDS, the relationship with between STIs and HIV/AIDS, common opportunistic infections, the detection of the virus
and antibodies (viral load and CD4 counts and simplified ways of explaining these processes). 
ƒ A number expressed an interest in knowing more about anti-retroviral drugs, possible side-effects, supply and treatment issues.
ƒ Many expressed the need for a clear uniform training material which documents exercises and activities which are useful and which 
were used in their own training. They also would like the trainee’s manual to provide more HIV/AIDS information for reference. 
ƒ They expressed the need for a video “on the real world” which “must cut across the racial lines” and be available in all district 
municipalities. 
ƒ They need to know more about advocacy methods and processes.
ƒ They need to know more about the impact of HIV/AIDS on different sectors and the economy. 
ƒ A few expressed the need for a more specific focus on local government responses to HIV/AIDS and more on models for this. 
ƒ Some expressed the need for rollout-training workshops to be better organized. 
ƒ More information and discussion of male and female gender issues.
ƒ Some expressed an interest in knowing more about youth training in HIV/AIDS issues. 
ƒ Some felt that the duration of the training should have been longer. 
ƒ There is need for more and updated information on current relevant legislations and regulations/ policies. 
ƒ They would like to have the provincial Departments of Health more involved in information dissemination. 
ƒ Many felt that individual presentations should be given more time in the training. 
ƒ They would like further discussion on “the art of communicating with people with HIV/AIDS”. 
51 
APPENDIX 5 – Trainee selection
LGL: How selected to participate Comments and suggestions on selection process for future training workshops
Instructed by my superior 
As Chairperson of the Health Portfolio Committee dealing with communities. 
Because I was always attending SALGA Provincial meetings together with the 
Councillor involved with Social Services for consistency.
Nominated by Mayor's office. 
Selected by the Thaba-Chweu Executive Committee 
Selected by the Head of the Dept of Health Services 
We were participating by raising our hands and answer the question and give more 
comments, and by doing group work. 
Through our Health dept. Full Council elected 
I'm a coordinator for Mafube and PMTCT project mentor in the Free State 
(research site rural)
As a Councillor also serve in Health Governance structure 
Through Council resolution 
We were in groups. There were to be the mayor of that municipality presenting his 
municipal problems in groups. 
WECLOGO nominated me since I am a presenter
Because in Council I focus on Health issues 
By the acting Municipal Manager due to my high profile involvement in HIV/AIDS, 
as well as its link to IDP. 
I was selected by the Health Portfolio Committee to serve on HIV/AIDS 
Identified by the Beaufort West Municipal Council 
As Departmental Chief: Health Services 
By our Health and Environmental Standing Committee. 
I was participating actively in transformation in the clinic. Having an interest in 
planning. 
I was the Portfolio Head for Community Services 
The HOD/Council has delegated me to attend all workshops. 
Through dedication and activism.
Chosen because I co-ordinate HIV/AIDS related matters in the office. 
I received an invitation. 
No one is dealing with Health except me. 
Mandated by the Council 
I was selected because I'm the only one involved in HIV/AIDS issues at the 
workplace. SAMWU HPS rep (Health & Safety) 
I was nominated
Nominated by my Council as chair of the Committee. 
HIV coordinator in the Municipality 
As I was active in the HIV/AIDS program within the organisation. 
The Community Services Committee includes Health, Welfare and community
participation issues, that is why it was decided that I may attend. 
By virtue of being official rendering health services. 
Group leader 
It should be stressed that employers/dept. heads should send the right people to seminars, and not just
make up numbers. Dept. heads and Councillors should also go to the seminars. 
Officials or Councillors attending training programmes must continue as to capacitate them fully.
It is right that officials be selected by their HODs because they know their personnel's abilities. 
There are no comments as everyone participated especially in group work. (meaning that they were thus 
suitable participants) 
1. People should be in the health sector/ have a passion for HIV/AIDS issues. 2. Health Councillor with
medical background and or understanding. 
If the selection may include Ward Committee health officials 
The participants must be mentioned by their category or work especially officials. 
Advertise the program widely on local newspapers
A core group per Municipality should be trained e.g. officials, union reps, councillors, community reps. 
Interest is key for anyone selected to drive the process forward. 
It is important that people in the rural areas be identified to attend workshops/ training on HIV/AIDS. 
By now most Municipalities/ District Councils will have a person allocated to AIDS awareness. The chief of 
Health Services should allocate/ select personnel for attendance. 
The Council should select a person with experience to participate in programs. 
I think people should rotate in order to gain more knowledge in HIV/AIDS-related issues. 
The person chosen must have an interest in the position and share in all spheres of life. Clear mind, good 
communication. 
1. A person who is ready to work with the community 2. Know at least all languages in the area one 
serves 3. Interested, dedicated with democratic leadership skills. 4. A good public speaker. 
Each Municipal Dept must have at least one person trained in HIV/AIDS or at least a person in the Human 
Resources Dept.
Active participants must be selected, the desire and passion of the subject matter should be a decider. 
Presently I am a newly appointed Deputy Chairperson of Local AIDS Councilor and represent LAC also at 
District AIDS Council meetings and activities. I co-ordinate with other officials and councillors at LAG with 
HIV/AIDS matters. 
People in charge of Health issues or AIDS need to be selected. 
None 
Only people who have the passion for HIV/AIDS issues should be nominated 
Invite Councillors by their name through the Municipality.
The Social needs desk in the Municipality should be responsible for monitoring and implemantation of the 
program. 
The person must have an interest in HIV/AIDS issues. The ability to share information with others. 
It was good in the way it was done because all the people who were there were those who were dealing 
with the issues dealt with at their municipalities. 
The workshop trainees were selected on the basis of one councillor dealing with health matters of 
Portfolio Committee and one official rendering health services. 
Provide same facilitators but give them more equipment -videos and cassettes to make it more interesting. 
For each municipality there must be one official from HR section especially Training officer. 
As a ward councillor and as a youth councillor, people who are interested in this field should be selected. 
52 
As an official from HR section 
As a ward councillor and a youth councillor and as being actively involved in 
community issues. 
I am a councilor dealing with Health and Welfare at Municipality.
Because of my involvement in the community and I work with different groups e.g. 
youth, women, the elderly. 
Member of Mayor's committee: Health 
Delegated by superior 
In 2000 I was selected in 'Women in partnership' and I volunteered to help the 
community in projects like collecting clothes for those in need. 
Because of my previous involvement in HIV/AIDS related issues and the support I 
have given to infected patients. 
It falls under my portfolio 
I was selected by the Council. 
At the time I was Head of Health Services in the Municipality.
As members of Health & Welfare portfolio in District Municipality.
Nominated by Council 
Education on HIV/AIDS awareness. 
As a HIV/AIDS coordinator in the District. 
Council nominated me to attend.
I work at the ATIC which is under the municipality.
I am the only health official at the municipality.
I was nominated because, I assume, I am ward councillor and member of Health 
Portfolio Committee. 
Because HIV/AIDS affects Economic Development 
I volunteered to attend because I was charged to set up HIV/AIDS. 
At the time I was acting for Dr Noruka who had been invited. 
All Heads of Health i.e. Councillors 
Because I am a co-ordinator of HIV/AIDS workplace 
Written invitation 
Delegated by the Council of the Municipality.
Nominated by the Council 
As a councellor in Health and M.M.C. for HIV/AIDS
Because I am responsible for Health & Welfare 
I was nominated by other councillors to go to the workshop. I was also nominated 
by my Traditional leader to attend the training held under my Tribal Authority.
Selected because I am working at the Community Service Dept. 
Elected by Council. 
I was selected because I coordinate programmes on HIV/AIDS in the municipality.
By the Portfolio committee because of my experience on HIV/AIDS work and status 
By the Health and Safety committee 
Selected because of the desk that I'm holding and which group is mostly affected. 
On merit and basic knowledge. 
Its because I had an interest in helping the community to fight HIV/AIDS. 
We were selected through group discussion. 
I was delegated by Council to attend the workshop. 
As a councillor dealing with health matters at Municipalities. 
A person who works with the community on a daily basis, not those who are always in the office. A person 
who's always available when needed. 
Unable to comment as I was informed the day before the workshop. 
Selecting people by their performance. 
That continuous training should be provided as promised. It should also include Portfolio Councillors for 
Health, and Health workers. 
I propose that training should have emphasis as far as selection is concerned, on councillors and officials 
dealing specifically with health issues as well as mayors and municipal managers. 
I think it was done appropriately, for people dealing with HIV/AIDS in order to address this epidemic 
because sending any other person who is not involved with HIV/AIDS for training will be of no value. 
Persons must be interested in the field. Persons must want to help people. 
Select a person who will be able to implement and run the program without distubing his/her daily duties. 
Also invite peer educators in the workplace and in the community. 
Individuals should volunteer to participate in the program. Sometimes people are nominated to go 
whereas their hearts are not in the subject, after being trained they do nothing. 
Involve all stakeholders and all municipalities should develop HIV/AIDS policies with internal and external 
strategies. 
I think municipality should invest in exercise? By sending or nominating three officials to attend. 
No comments as I don't know the criteria used. 
Select people who have an interest in the subject. 
It is very important to know the needs of people to be trained and their medical background. 
Delegates should be selected according to their field of work/ employment. 
Councillors, officials, business people, churches must be motivated about HIV/AIDS. Those who have 
interest be involved in order to spread this. 
Training should include councillors, educators of schools and other stakeholders. Trained nurses on the 
impact of HIV/AIDS should be included , and volunteers. 
I believe selection criteria is good because it involves people who are dealing with the problem. 
The selection process was done fairly because I am the one dealing with day to day, HIV/AIDS as an
official together with Councillor for Health. 
People who have passion to work in the HIV/AIDS field, not choose people according to their 
qualifications. 
1. Responsible people should be chosen who can effectively disseminate the information acquired during 
training. 2. Must have the ability to communicate with communities. 
It is important to select people who have a background of the AIDS epidemic in their own area. 
53 
APPENDIX 6 - Particularly good learning experiences as reported by participants
Master trainer perspectives Official perspectives Councillor perspectives ME perspectives
The Sim City exercise or Draw a City. 
Group discussions quite informative. 
HIV/AIDS has touched my life. 
Hot Topics & touching the souls ( where participants 
share experiences) 
Circle of Hope:- Where participants indicate in a circle 
about how HIV/AIDS has affected him/her directly or
indirectly. 
Information Tour:- As additional to the programme, we
arranged a trip to the orphanages (HIV/AIDS) for the 
purpose of feeling and realising the seriousness of the 
epidemic in our community. 
 What is HIV/AIDS. 
Progression from HIV to AIDS. 
How HIV is transmitted. 
Developing an HIV/AIDs and STDs… 
 Legal issues. 
Employees' benefits. 
The analysis of sexual behaviors was a big challenge. 
The video. 
The interactive nature of the workshops 
The seriousness of this pandemic. Participatory exercise 
 Role model 
 Experiences and challenges received by individuals. 
ME FAD C-LIP. 
The discussions and examples given by all of us. 
The video tapes. 
Advocacy methods. 
BBC 
Dying game video 
How the virus works (video?) 
Relationship between HIV/AIDS and TB. 
SIM CITY I and II. 
The dying game video. 
Advocacy, the processes of responses and the history or
basic facts of HIV/AIDS. 
At Warmbaths we visited the local clinic where PWAs are 
volunteers, with the aim of motivating them. 
Inclusion of HIV/AIDS in the IDPs. 
Group discussions and document good. 
Working in groups. 
Plan/ policy on HIV/AIDS for Municipality
workers.
Dr Kariem from the National office's 
presentation 
The exercise where we had to cross parts of 
our communities, spatial that is affected. 
I learned a lot about HIV/AIDS through 
participating nurses/ sisters. 
Video tape which reflected true stories 
aboout people affected and infected with 
HIV. 
Creating an HIV/AIDS partnership network. 
HIV/AIDS workplace policy.
Building of a city.
The external response. 
NAPWA delegates ought to come and give 
an address. 
Having someone living with AIDS talk to us. 
Each participant explaining how HIV/AIDS 
has affected him. 
Networking against HIV/AIDS. 
The notion of developing workplace and 
external response. 
Good platform for networking -I met officials 
responsible for AIDS in other local councils. 
When the service provider on HIV/AIDS 
around BELABELA shared her day to day 
experiences with people living with HIV and 
AIDS. 
None specifically. 
The role of the local Govt in HIV/AIDS. 
Circle of hope (something of this nature). 
Young women are the most vulnerable because they are often 
powerless to say no to unprotected sex with an HIV positive 
partner. 
Drama. 
A cassette which was played and also group discussion. 
Spread of HIV/AIDS globally. 
It was the activity in our last day in the workshop, where we sat 
together with our hands touching and prayed for those who are 
affected and those who are effected. 
Function of Local Govt, HIV/AIDS and the Law. 
Workplace policy and programme.
The role which Local Govt was to play with regards to 
HIV/AIDS 
That a person infected with HIV/AIDS be honest and open. 
Drawing of our areas and showing how HIV spreads. 
Video - we learned so much about HIV/AIDS and its impact. 
Role-play e.g. addressing community members 
Group discussion to answer question to get all people to 
participate 
Interaction with others and the video footage. 
Group discussion. 
Group work. 
Video, group discussions. 
The reality in which HIV/AIDS can affect everyone 
economically, socially and in every sphere of life if we are 
ignorant. 
Drawing -sketch maps, graves, towns, rural -but all affected, 
could be poor or rich, great or small, AIDS kills. 
By discussing openly and confiding in each other even though 
we did not know one another. 
The video. 
The HIV epidemic in South Africa, HIV/AIDS impact on Local 
Govt, Guidelines on HIV/AIDS and the law. 
How to make a policy and an action plan for the municipality.
Speech by AIDS victim. 
ME FAD CLIP 
Information with the doctor pertaining to policy.
Map-drawing to 
show how every 
area of our lives 
will be touched by
HIV/AIDS at some
time or other. 
It was about needle 
stick injury regard 
HIV/AIDS 
Group discussion
and feedback from
breakaway groups 
was very
educating. 
54 
Particularly good learning experiences (cont…) 
Master trainer perspectives Official perspectives Councillor perspectives ME perspectives
At Phalaborwa we visited the Mining Company on 
HIV/AIDS issues.
Visit to Phalaborwa Mining company: to find out how they
cope with the issue of HIV/AIDS versus employment 
management and planning. 
Developing a workplace policy on HIV/AIDS. 
Identification of external and internal impact. 
Policy formulation. 
Planning for epidemic group discussion. 
The video. 
Discussion (plenary) of the effect on Councillors 
personally. Input by the medical doctor. 
HIV/AIDS basic facts; video "The dying game"; input by Dr
Kariem on MTCT, vaccine, testing and grants. 
The strategic planning for municipalities. 
Presentation and questions. 
information sharing with other Districts. 
Planning from different organisations e.g. 
Industrial area, Local Govt, the metro, 
shebeen re HIV/AIDS awareness. 
The video on HIV/AIDS was excellent. 
Clarity about what was expected of us after 
the workshop. 
When people spoke of their experience on 
HIV/AIDS. 
Action plans to be put into action to assist 
with AIDS. 
Co-ordination of HIV/AIDS activities involving other 
stakeholders. 
Provision of Nevirapine to certain sites. 
Presentation skills of the facilitators 
I'm forming groups in different location to fight HIV/AIDS, we
are now to form K A C -Kungwini HIV/AIDS C 
They should be trained because they discriminate those who 
are affected. Workers also must be trained. 
Awareness, prevention activities and infection control. 
Counselling, conduct training on HIV/AIDS. Encourage others 
to support it. 
Personal expeience 
The individual experience on HIV/AIDS work and field. The 
way in which each attendant committed him/herself to go for 
HIV test. 
Levels of participation and discussions 
Formulation of an AIDS policy for your Municipality 
55 
APPENDIX 7 - MT additional comments on roll-out training workshops 
Participants were very eager to learn and understood clearly what the impact of HIV/AIDS in their communities was and is. Their concerns were TOP MANAGEMENT AWARENESS and 
COMMITMENT and also allocation of budget to the programme. Also the specific need concerning rural (back of the beyond/ unreachable) communities; e.g. insufficient information and 
mechanisms to dissemination due to lack of infrastructure e.g. roads. 
The logistics from the Dept of Health was very poor. Claims were not paid in time. 
There was no specialist input as no prior arrangements were made for that. 
A regular training must be conducted so that an indepth understanding is made. 
Arrangements for outside experts were not good at all. Officials were confused by the office on how to roll out the plan. 
Clearly organisation of workshops needs to be taken more seriously.
Further training materials and participants’ material need to be provided. 
More workshops are needed urgently. 
The workshop and material were an eye-opener to me. To receive more relevant content on HIV/AIDS will further increase my interest in the whole debate around this crucial topic. 
The training material was very useful except that in some instances it arrived late. 
Some local authorities send people who are not involved with HIV/AIDS at local level and this is a problem. 
HIV positive people who are confident about their disclosure will assist a lot. Also doctors or nurses to give input. 
The training of Master Trainers should be repeated.
The materials were not delivered on time. 
The materials for the workshop were available but it was delivered the morning before the workshop.
Nurses were more conversant with the issues than councillors and officials. PWAs as well as AIDS coordinators could have been of assistance to the rollout training workshops. 
Things went well, the SALGA Provincial office facilitated and coordinated all participants and specialists. I wish to thank the support and hard work they have done for the coordination of the 
roll-out training for NW Province.
There was no interest from some local government authorities (Overberg Municipality as well as Drakenstein Metro). Certain political groups seemingly boycotted the workshops. 
The provincial office of SALGA was not helpful especially in inviting municipalities to attend the workshop as it was authorised to do so, thus I ended up with one workshop only.
56 
APPENDIX 8 - Trainee comments on rollout-training workshops
Officials Councillors
None except that on arrival everyone was late and the facilities were not 
ready. 
Not enough time as some delegates were in a hurry to go home as this was 
on the last - workshop day. Delegates to be patient during workshop days
and explanation given to the effect prior workshop.
The presenters were overall fairly informed about the disease. 
Material should also be made available in Xhosa. 
This workshop was new to all. The venue could have been better. We paid 
for duplication of the video. The handouts were not satisfactory. 
The facilitators were not really knowledgable regarding HIV/AIDS except for
one. They couldn't address some of the aspects and tried to get other 
people to deal with the issues but the issues were not so well addressed. 
They tried to get a doctor but couldn't get hold of one. 
I could not elaborate more to make my LA aware on those real issues 
because at the end of my discussion their response was poor thus it made 
it difficult for me to attend to real issues I had to carry out as a nominated 
employee. 
As a person at District Municiplaity my work seems as if I had to coordinate 
with the six LA that fall under District Municipality which I query.
Arrangements for accommodation were not good, because there was only
a few double rooms which could not accommodate all of us. I personally
like to stay alone because I don't want to disturb people when I'm reading 
late or come in late and put lights on. 
In future DOH -AIDS Directorate need to be part of the workshop and not 
only attend on the last day.
Hospital visits to HIV/AIDS patients need to be done where possible. 
There was no program for the workshop. 
One of the facilitators did not turn up, and the one present tried his best to 
cover the work. 
Due to the paramount importance of these AIDS workshops, organisation, 
arrangements and preparation needs to be done well in advance. 
Though participation and discussion by participants was satisfactory, some 
were unable to actively participate because the level of the workshop topics 
were above their understanding. 
We must counter the impression that AIDS is a disease that only attacks certain groups or populations and show by our 
personal example that people with HIV/AIDS are to be treated with respect and compassion by tolerance. 
There was a little delay the first day, materials were delivered late. What was expected of us as Councillors is still not 
clear as we are not full-time. 
The workshop was well organised and everyone was satisfied about the Facilitator.
The facilitator even moved beyond what we were expecting. Site visits on mines where our municipal piloted at. 
To help small municipalities to conduct further training in their areas.
The problem and comment is that we, as the government have no remedy for this virus. Because Nevirapine is only given 
to pregnant mothers, what about those who are not pregnant? 
Facilitator has information but not all information like drugs information was difficult to explain and the issue of the virus is 
a big problem needing clear explanation. 
Presentation was up to standard. The only problem was that some materials arrived late. 
The facilitators were having knowledge on HIV/AIDS and they were understandable.
Women need to be more empowered. 
People coming to present should arrive in time; e.g. the doctor did not come. 
Facilitators were friendly and even promised to post certificates and cassettes of dying people, but failed. 
All of the above was well organised but a lot can still be done to improve especially the facilitation. 
Levels of participation and discussion by participants: group 
More action plans in how to deal with an infected person. More ways on how to motivate people to VCT. 
Participation was encouraged, and there was no time for discussing specific issues of municipalities.
The workshop was well planned. Facilitators knew what they were doing and we are motivated. 
Report back on a lift up standard of care for the people of SA was very weak as some undermined the fact others making 
it a laughing joke but at the end - could see its importance. 
We were really given the opportunity to discuss issues affecting us in our municipalities and as individuals. 
Assignments (tasks) must be given to municipalities just to ensure understanding around AIDS and 
to see that what they've been trained. 
Some of the facilitators did not seem well prepared for the workshop.
Language barrier -one facilitator used too much vernacular which was not necessarily understood by all participants -this 
has to improve. 
Continuous workshops are needed as HIV/AIDS is broad. 
Some facilitators don't care when some participants do not understand. 
57 
Officials cont…
During the workshop it was suggested that SALGA be requested to develop 
a framework which will guide municipalities on how to develop a program 
for HIV/AIDS in Local Municipalities. It was felt that a framework will assist 
in the uniform approach to the problem. No response to date received. 
Workshop was conducted by ETU for our district with all the stakeholders. 
We had two facilitators, one averagely knowledgable about the content and 
the other not sure at all. They could not answer some of the questions, 
however there were some officials who could fill in the answers for them. 
The facilitators' preparation was satisfactory but their knowledge on
HIV/AIDS was very limited. It was very clear that they only had knowledge 
of what they learned in their own training and did not have enough 
background or general knowledge beyond that. The participants were more
knowledgeable than the facilitators. 
The facilitators were still on a learning curve therefore they had problems 
explaining some of the issues, especially medical issues. 
The overall goals and objectives were met. 
One trainer was very good and the other one not, but managed to catch up. 
Thorough preparations must be done prior to the workshop. 
1. Communication before the workshop was doubtful, BCM councillors did 
not attend. 2. There was no clarity of what was expected after the 
workshop. 
I feel very strongly that people to be trained as master trainers must be 
medically trained so as to be able to explain the HIV/AIDS issue. 
The workshop material -books arrived only on the second day.
Materials and information distributed should be arranged in time before any 
workshop could be held. 
Councillors cont… 
In general the training was very informative and I personally gained a lot from the experience. 
I think that the same people who attended the workshop should attend further workshops to better their knowledge. 
Venues for training and facilities must be closer to the Local Municipalities. Each local municipality was given an 
opportunity to provide an action plan. 
There were no clear cut program of action and working relationship between clinic, hospitals. 
Some people in Health tend to feel that one is encroaching in their territory. 
No follow up was made to assess progress, problems and ideas in order to engage fully and meaningfully about AIDS.
Was able to spearhead the development of the municipality policy.
The Health and Social Development Departments should avail people to come and assist us with questions and give us 
information around Gauteng, strategies around HIV/AIDS. 
Venue was on a hidden spot and councillors have to seek for this place for some hours. 
Facilitators' knowledge was good and questions were well answered. 
 We were also given opportunities to discuss. 
Facilitators came with all the materials and they were well understood. 
Studies were from predominantly rural areas and studies to be done also in areas like Chatsworth. 
That we be workshopped on steps to be taken thereafter i.e. how to seek funding. 
 How do we get support - and bringing together different departments' plans. 
The group had good intentions of a way forward but unfortunately it took very long to have correspondence again. 
58 
APPENDIX 9 – Trainees’ post-workshop report back 
Officials Councillors Municipal 
employees 
In preparing a written report to Council a workshop was held for colleagues and an informed 
report was well prepared and presented to Council. 
Red lights are a problem sometimes. One finds that he or she has to submit a report that 
he/she has written via another person. That gives a little bit of a problem. 
I wrote a report to the health councillor, no feedback till now whether the council was 
informed. No workshop since we have to go via Union officials to access information to 
employees. 
Discuss details of workshops with my co-presenter since she could not attend. 
Used the information to develop a strategy from Mayor's office in collaboration with NGOs, 
CBOs, business etc. 
A workshop was conducted with the assistance of ETU on the 27/28 February 2002 for all 
stakeholders under Makhado Municipality dealing with HIV/AIDS including the Mayor, 
Manager and officials from different departments in the Municipality. A steering Committee of 
HIV/AIDS in partnership was formed. Still waiting for a report from the ETU. A youth 
Committee for Makhado Munic dealing with HIV/AIDS was also formed. 
Workshop not held at D Munic but presently I am coordinating with my trained colleagues to 
workshop LAC and LG colleagues on areas trained. Presently preparing to acquire 
information from LA on HIV/AIDS programs at LGs and LAC which are to be reported to the 
Dist. Munic. 
Only meetings were held with Local Municipalities discussing future plans and unfolding the 
process. 
I had made inputs on 2 workshops held at our Local Council. One was on Health & Safety
and the other one on discussions which lead to formulation of the Matjhabeng AIDS Council. 
The Department of Health and the MMC for Health are in the process of organising a 
workshop for councillors. 
A written report was submitted to ExCo and a verbal report to employees representatives. It 
was agreed that a draft policy on HIV/AIDS be done but be included in the Health & Safety
policy of the municipality which has not been finalised. 
I delivered a verbal report to Health officials. 
Workshopped Regional AIDS coordinators, and conducted workshops in regions. 
Workshop for staff members. 
Developed a policy on HIV/AIDS for Maquassi Hills Municipality.
Matter was still reported to different structures for nomination, and approval of the trainer. 
The situation in the District Municipality was not normal still restructuring was taking place. 
At the moment I manage to train 32 peer educators and 3 of them were councillors. 
A follow workshop was conducted by ETU from Johannesburg on Strategic planning on 
HIV/AIDS for municipalities. 
Currently working on an action plan which is … in our I.D.P. 
Though the Govt together with Welfare has started to respond to the AIDS crisis, 
but without a coherent and collective approach at local level their efforts will not 
achieve as much as they could. 
Written report was compiled by the official who attended the workshop with us. 
Due to the fact that there was a workshop after that one I attended, it was held 
for all of us. 
The then Acting Municipal Manager was provided with the report. No specific 
official to deal with on HIV/AIDS matters in the whole health Portfolio Committee 
and this leads to poor accountability.
1. Need more funds for workshops 2. Transport or sleep overnight and more so 
that people who are invited should fully participate and concentrate as in our 
Local Govt most of the wards are very far from the Municipality then this means 
only those nearby will benefit. 
This subject matter still has to be adopted at Council level (resolution) 
None 
It was not well attended though it was a success. 
We provided a written report together, as a result our municipality is on the way 
to having AIDS coordinator in the Mayor's office and in the IDP AIDS issues are 
included. 
Some councillors were interested others not as they are seemingly lack 
knowledge about the deadly killer of our nation, took jokes- but frightened at 
some instances.
I gave both a verbal and a written report. 
Highlights on the report -responsibilities of Local Govt in terms of HIV/AIDS, 
Local Govt budget for HIV/AIDS programs and how it should take the leading 
role in ensuring that all stakeholders play a role. 
I delivered a verbal report to individuals, volunteers, community and to learners. 
As a District municipality we are in the process of appointing an AIDS
coordinator. AIDS Council also to be launched. 
1. Lack of communication. 2. No facilities or resources. 
A general report was given in a council meeting, further on a detailed report was 
given in a Health Portfolio Committee. 
The report was done in writing and was also backed up verbally. As a result our 
IDP contains strategies on HIV/AIDS. 
We have found volunteers to help the sick and train people on how to deal with 
HIV/AIDS. Tell the people that prevention is better than cure. To abstain, be 
careful and condomise. 
No material 
Because of the Head of Portfolio not taking the request seriously. 
The mayor is too busy, I tried to organise a day to conduct a workshop but in 
vain. 
No feedback was
ever required of me. 
The workshop was 
also held at a time 
when the 
Municipalities 
became one, and 
because of these
shifts there was no 
follow-up, just got 
lost in the municipal 
politics. 
I did not get a time to 
present since 
councillors & officials 
always complain of 
being busy but I 
gave a report. 
59 
APPENDIX 10 - Post workshop HIV/AIDS activities: Trainees’ accounts 
Officials 
To establish a workplace HIV/AIDS policy and to establish a Lukhanji AIDS Council with specific goals and objectives. 
Actively involved in PMTCT project 
Coordinator for HIV/AIDS -VCT research pilot in MFs? 
 Working closely with CBOs 
I assist with the presentation of HIV/AIDS workshops at LG level. 
Assisting the communities to start food distribution points, home based care services and organise big awareness raising events. 
We are in process of building a multi-disciplinary partnership at local level against AIDS. 
We have involved youth because they seem to have more time to move around sharing knowledge with others. 
Education and awareness on employees. Voluntary testing to know each status for future planning and changing life style. 
1. Coordinating HIV/AIDS matters around our Municipality. 2. Conducting workshops/campaigns. 3. Networking with other stakeholders, NGOs and CBOs. 4. A project of caring for HIV/AIDS 
orphans and PWAs. 
As an official co-ordinating with LGAs my main concern is to monitor whether trained officials do plough back to the offices and communities but their reporting back to me at Dist. Municipality still a 
problem. As a LAC Deputy Chairperson my focus is awareness campaigns, HIV/AIDS calendar activities and mobilisation of the communities. 
1. Establishing DAC which has vision and a mission to cultivate. 2. Establishing AIDS youth Committee up to the Ward level. 3. HIV/AIDS information centres in all villages and streets. 4.
Availability of drugs for HIV/AIDS sufferers. 
Positive thinking -people should come out and disclose so that they can get help. 
I am an HIV/AIDS co-ordinator for Matjhabeng Local Authority -Welkom unit. 
Increasing awareness about prevention of being infected and how to reduce the spread of infection by those (infected?). How to provide support for those sick with AIDS and their family members. 
Education and advocating the use of barrier methods. This is done on small scale. Lack of personnel who are knowledgeable is a constraint.
Train management/ councilors/ officials / the community. 
I am responsible for coordinating the HIV/AIDS program across the city. I provide strategic support to all the administrative regions of the city. Develop policies and support all Departments and 
regions on AIDS issues and sexually transmitted infections. 
Presently, as Development Manager, the focus should be on how to curb the spread of HIV/AIDS so that the projects that are on the IDP could materialise because if more emphasis is not on 
HIV/AIDS, more funds could be shifted in future to address the aftermath of this epidemic. 
1. Establish a workplace program. 2. Involve all managers to be committed to HIV/AIDS activities. 3. Reduce the number of new HIV/AIDS people. 4. Promote VCT. 
As an official I am supposed to coordinate all HIV/AIDS issues and work hand in glove with the Health Department. 
Holding and arranging HIV/AIDS workshops at schools, mines and farms. 
Information giving, HIV/AIDS training and counselling for the community. 
Conduct a HIV/AIDS policy for the specific municipality/workplace. 
I am a member of a task team busy developing strategies for HIV/AIDS in Buffalo City. 
I was involved in HIV/AIDS policy formulation. 
I supervise all ATICC activities 
To increase VCT.
Launching of HIV/AIDS policy for workplace. 
Acting as the secretary of the Umjindi AIDS Council -also the supervisor of the Section Primary Health Care 
Increase public awareness about Home Based Care. 
Increase public awareness about grants for orphans. 
To encourage community to form ward committee to deal with AIDS campaigns and organising workshops 
Is to form the HIV/AIDS Committee including nurses from the local hospital, E.H.O. around and selected municipal staff. 
To prioritize HIV/AIDS
To encourage community to form ward committee to deal with AIDS campaigns and organising workshops 
Is to form the HIV/AIDS Committee including nurses from the local hospital, E.H.O. around and selected municipal staff. 
I believe that committee can plan all the HIV/AIDS activities in the area. 
I am a healthworker who does pre and post-test Counselling, take bloods (VCT), treat ailments related to the disease, have initiated an HIV/AIDS support group in my area. At the moment my focus 
is on the support group and starting an HIV/AIDS centre at the clinic. 
To bring about and facilitate more effective and efficient assistance for people with AIDS.
60 
Councillors 
To make HIV/AIDS a priority in all development programs at the Regional, National and community levels. To support the introduction of policies and programs that will raise awareness of the impact 
of HIV/AIDS will culminate in behavior change. 
1. Reducing new HIV infections and providing care and support to those infected and affected. 2. Increase service utilisation, and changed social peer norms. 3. Empower the workforce. 4. Open
up the debate about HIV/AIDS and confront the existing denial. 
Participating in events of HIV/AIDS by giving speeches, playing drama HIV/AIDS and HIV/AIDS dialogues. 
We at our municipality had a forum which includes Depts of Health, Welfare, the private sector, NGOs & CBOs. We want to assist orphans & victims and also provide shelter. 
We have a policy in place. Working Committee in place dealing with HIV/AIDS issue. 
Because of the lack of fundsand resources there is no focus in place. 
It is a great challenge. Our Municipality did not have a budget for HIV/AIDS in the past. Our local AIDS Council has the greatest chalenge to solicit funds for HIV/AIDS programs. 
To fight the epidemic in our communities. 
We look forward to have a counselling and care centre for municipalities and to support care groups in the area of our jurisdiction. 
Campaigns, publicity and awareness. Condom distribution. 
On NGOs and CBOs who are volunteering and no resources to develop them because in our Municipality there was no budget for HIV/AIDS but after this work shop I have proposed a budget which 
has since been approved. We have HIV/AIDS in the Partnership Committee in Local Govt. 
I would like other Councillors to concentrate and do something about HIV/AIDS provided we are being well-funded. 
To try by all means to fight against HIV/AIDS and to ensure proper awareness in the farm areas. 
That farmers and farm workers do really support AIDS programs. 
We are focussing on projects, that is poverty relief programs like food production.
A task team is in place to get senior LG government support for AIDS and I am a member; 
Motivate everybody to VCT. 
HIV/AIDS campaigns. 
Promoting use of condoms. 
Encouraging openness about HIV/AIDS. 
Promoting sex education 
Promoting abstinence 
Presently we have called upon all the local stakeholders and have established an interim Local AIDS Council which will be officialy launched in June 2002. The aim is to tackle HIV/AIDS problems 
together in a joint and partnership way. 
I have a relationship with groups of volunteers e.g. Matwabeng, Ratanang and Tlohola Health Carers. I usually hold meetings with them, support Health Care programs of HIV/AIDS and encourage 
the groups to have vegetable gardens for those in need. 
My involvement is on the side of the DOH as a member of the Hospital Board and an activist from the communities. As Councillor I do very little because of my position as a Speaker. 
Establish AIDS support groups in our area. 
Establish support groups for orphans, widows and widowers. 
Establish Health workers to support bed-ridden patients. 
Lobby hospice for sufferers. 
Facilitation, co-ordination, counciling, preventative 
Education to all stakeholders. 
Awareness campaigns. 
Workplace workshops. 
Training Management, training councillors, training officials, training community
I want to do a campaign, Mayors against HIV/AIDS. I want to encourage all the mayors & ex-mayors to run this project.
To help the people who are attacked by HIV/AIDS. 
To help HIV/AIDS orphans with grants from the Government if possible. 
To have material and educate people. 
I am busy establishing support groups in the community. I am also talking to the Mayor to establish an HIV/AIDS centre in our council jurisdiction as it is 100% rural. I have also introduced NAPWA 
to the communities. 
Have been involved in drawing up of AIDS document for the Unicity.
Education especially on rural areas -and the orphans that are increasing everyday. 
Coordination of programmes of different NGs and oter committees in this area. 
61 
APPENDIX 11 – Trainee needs for more in-depth training - (“Areas which would have liked to have covered in more depth”) 
Officials Councillors
Inclusion of HIV/AIDS in IDPs 
Facilitators spent too much time on the virus and too little on how to
draft a local policy and plan. 
Policy issues especially in municipalities with no capacity or budget 
How to manage HIV/AIDS at LG level -more specific details required. 
A little bit more medical background. An actual AIDS patient to give 
evidence of feelings-mental-physical 
To find a way to decrease MTCT
Counselling; Planning 
HIV/AIDS counselling aspects/ testing and post-counselling. 
The guidelines and tools for multisectoral planning & the Activities
checklist. 
The draft of the document. 
Counselling skills. 
Relationships with NGOs. 
Budget for HIV/AIDS. 
Not really but I think we should get updated with new things that 
arise. 
Having a detailed structure of the HI virus. 
Establishment of HIV/AIDS Committee and workplace policy
formulation. 
HIV/AIDS is a national problem and I think a framework to guide us 
all is important so as to approach the pandemic with common 
approach we are all familiar with. 
To teach about AIDS in the hostels (mines) 
Trainers need to be sure of content. 
MTCT 
The effect of retroviral drugs 
A model for local Govt response to HIV/AIDS. 
presentation skills for trainers as they need to implement after 
workshop. 
It should have been explained that the trainer of trainers approach 
was going to be used. 
The impact of HIV/AIDS on children which will increase orphans, 
which strategies to be used to solve those problems. 
Awareness and prevention. 
I believe most of the issues were touched. 
Better and more effective ways of assisting AIDS victims. 
Farms. To people living on farms such workshops are needed because they are not allowed to attend if far. Even in rural areas most 
people know nothing about the workshops and awareness and use of condoms. 
Orphans. Children who are orphaned are often deprived of not only parental care, but also of financial support. Many leave school and may
become our biggest problem in the future. 
Rural areas 
The changing of by laws to cater HIV/AIDs and also to include it in our IDPs. 
Drugs, research done by the Govt and the findings. (Side-effects drugs) and I think we need to be updated about the changes in these 
issues. 
Nutrition for people infected by HIV/AIDS. 
Counselling strategies since people are not having funds to go to Counselling Centres. 
Home-based care and counselling and testing. 
Blood test for HIV/AIDS procedure. 
 HIV/AIDS and the law.
HIV/AIDS and breast feeding. 
Care and support are key, this needs to be emphasised. 
Funding for HIV/AIDS 
Planning for HIV/AIDS in the workplace, meaning how to give them a rightful place in the organisation.
Openness, talking about sex. 
Professionals could be called in the workshops especially those who are dealing with HIV/AIDS in their places of work because most 
institutions are having HIV/AIDS programs. 
Apparatus, polish workshops, monitoring, serious implementation by Depts within Municipals. 
That people who are attending this kind of workshop should at least be encouraged to undergo blood testing. 
How to draw local policy which will be in line with Provincial and National policy on HIV/AIDS. 
Trainers need to be sure of content. 
Home based care and counselling. 
The basic needs of sufferers in hospitals and clinics. 
National policy towards sufferers "The more one reads and hears about the subject, the more confused one is" 
Strengthening of partnerships in the fight against HIV/AIDS. 
Procedures on how drugs can be used by breastfeeding women. 
To take this knowledge to churches, hostels, mines and schools. 
Dealing with numbers of orphans and aged who need care who have lost adult children. 
They didn't tell us what medicine to cure people affected by AIDS. 
Latest information and statistics on HIV/AIDS. 
Latest strategy be received and supplied during the training. 
Treatment and home-based care centres. 
Yes, the implementation part. 
The problem of drawing a line between opportunistic diseases and AIDS. 
62 
APPENDIX 12 – Trainees’ unanswered questions: “Unanswered questions about how to respond to AIDS at local government level”
Officials Councillors 
How to engage politicians e.g. Councillors in realising the 
importance of HIV/AIDS policy.
The real responsibility of LG on HIV/AIDS e.g. on funding 
side. 
AIDS and Local Economic Development. 
The AIDS prevalence figures are everyone's guesswork. 
To make notification compulsory like TB and other 
illnesses will give exact figures and statistics. 
It is still difficult so far for our Munic to consider taking 
HIV/AIDS as a core function. This brings limitation in 
planning for HIV/AIDS programs as there is still other 
work to be done.
How do I bring the community on board if Councillors fail 
to deliver. 
Professional secrecy versus Disclosure. 
The question of Nevirapine -the advantages and 
disadvantages. 
No questions -I'm still organising other stakeholders. 
Involve all stakeholders in combating HIV/AIDS. 
HIV/AIDS is not a health issue -I wish this could be 
clarified further, everybody's input is vital. 
1. Future plans for increased demand of orphans. 2. 
Future plans for extra skills at the workplace. 
The social responsibility of the local government and the 
lack of funds. 
Grievance procedures -if they are discriminated against, how do we deal with that at the workplace? To protect 
employer and employee. 
Drug for unborn babies not to be infected by their mothers. 
More detail on issues to do with management of HIV in workplace, ethical and hukan rights , what the national 
and provincial governments re doing 
The main important is the issue of drugs and its so difficult to respond because it's still under discussion. 
The National and Provincial program that bypasses the Local Govt. 
How a person having TB becomes HIV positive. Where did HIV/AIDS start. 
Integrating these plans into the IDP. 
Does HIV lead to AIDS and is there any hope for a cure some day. 
1. How to ensure that e.g. nurses and Dept of Health make use of us as Councillors. 2. How to eradicate poverty
for HIV/AIDS. 
Experience and training in AIDS before -the only thing I know is that I have attended workshops which were 
dealing with HIV/AIDS. 
The problem is weak togetherness with Govt Depts, not attending municipal or meetings or workshops. 
How to come up with an HIV/AIDS policy.
There is a problem of communicating to each other. Those who attended the workshop should coordinate 
activities. 
1. Effectiveness of condoms. 2. How to disclose without stigmatisation. 
Pre-and post-counselling of people who are infected. 
Is to provide AIDS centres to educate 
1. Treatment 2. Availability of legal assistance to HIV positive patients. 
None 
Neglect by Managers (top) in addressing and implementing some plans. 
63 
APPENDIX 13 – Trainees’ further training needs 
“Areas which should be covered in future training” 
Officials 
Medical issues involved in HIV/AIDS. 
How to involve all other Departments of the Local Govt so that the issue of HIV/AIDS will be everybody's issue of interest. 
Policy-Local Govt work related policy on HIV/AIDS 
Presentation/ project management for LG
HIV/AIDS local strategic planning 
AIDS and economic development. 
AIDS and poverty eradication. 
AIDS and development planning. 
Inter-Departmental collaboration and also sectoral AIDS Awareness material -Posters, pamphlets, videos and how to use these effectively. 
It seems as if its an ongoing process which needs one to attend at least one workshop per year, just to sharpen the brains and know more. 
Counselling and advanced Diploma in Psychology.
VCT 
The roles of trained Councillors and officials and their impact at different LGA or Distr. Municipalities.
A more simple way on how to workshop Councillors on HIV/AIDS seeing that most only know a little on HIV/AIDS I.e. indepth training for them. 
Counselling skills. 
Communication skills. 
Working with NGOs. 
Home based Care. 
Leadership skills.
How to run workshops. 
Budgeting 
Local Governance. 
Want to gain more knowledge pertaining to HIV/AIDS and learn more counselling skills. 
Home Based Care. 
Peer educator training. 
Communication with other Departments and organisations which deal with the problem. Lack of proper liason between departments is problematic. 
Socio-economic impact and development issues related to HIV/AIDS. 
Training of lay counsellors and home carers. 
Why Government, specifically municipalities, should view HIV/AIDS seriously. 
Reviewing the channel of funding for HIV/AIDS issues from the National Govt. 
How to motivate people to test for HIV/AIDS without fear of discrimination. 
Project management. 
Counselling. Improving the quality of life of infected persons. 
Project management. 
Projects management -to assist communities in running/ initiating AIDS related projects and programs. 
64 
Officials suggestions for further training (cont…) 
Counselling people affected by HIV/AIDS. 
I would like to be kept informed of current & future trends in HIV/AIDS treatment but not as a trainer of trainers as I do not have the time due to my present position. 
Research work re HIV/AIDS in community. 
Financial and project management skills and knowledge. 
Medical issues related to HIV/AIDS 
Greater Tubase Municipality
Specifically addressing the community on how to accept people living with HIV/AIDS and people suffering from AIDS, because I feel we still need to work on those areas.
“Areas which should be covered in future training” 
Councillors 
Focus on rural areas and problems of responding to their needs. How in rural areas to encourage dialogue at all levels on issues related to HIV/AIDS, that will facilitate an open and 
supportive environment for people infected and affected by HIV/AIDS. 
Skill succession plan 
Analysis of legal obligation 
How to develop commitment in others. 
Ways of building awareness. 
Peer education 
Testing and Counselling 
STD management 
Infection control program
Program monitoring 
Initiation of community projects 
Rural areas 
How to make policies to assist our municipality.
What project to establish in our area. 
New research. New medical policies. 
About the remedy of this virus. 
More specific details/ info about the management of HIV in the workplace. 
Ethical and human rights issues should get more attention. 
More about what the National and Provincial Govts are doing. 
To the drugs and their side effects. I think there are new developments also about HIV/AIDS I need to know. 
AIDS and economic development. 
AIDS and poverty eradication. 
 AIDS and development planning.
65 
Councillors suggestions for further training (cont…) 
Interaction of Government Department from Local, Provincial, National and the NGOs and CBOs. 
MTCT -HIV/AIDS and breastfeeding. 
 HIV/AIDS and the law.
 Preparation of HIV/AIDS workshop, training, rally.
Counselling and policy development. 
People come out about their status in order to prevent further spread of the disease and how to help and give some kind of counselling to them. 
Specifically I would like to be trained or workshopped on basics on how to make the support group run efficiently and how to start HIV/AIDS projects for it. 
The roles of various stakeholders e.g. NGOs etc. 
The medical part involving AIDS. 
Programmes and action plans. 
Drafting of policies. 
Approach infected people- counselling. 
Bringing HIV/AIDS strategies to Local Govt. 
Further training e.g. counseling 
Development of workplace policies and programs. 
Drafting of policies of HIV/AIDS. 
Follow-up assistance after workshop. 
How to get to people in good time as our areas are too vast, are in bundus, no facilities. Get more people to teach about AIDS, videos to clearly state that AIDS is really there (Giant 
killer)
Identification of AIDS projects. 
Counselling skills. 
Understanding of the medical issues involved in HIV/AIDS. 
To have enough knowledge to lead HIV activities. 
Developing local policies. 
Co-ordinating NGOs, CBOs and Health Dept and other spheres of Govt. 
Advocacy
Local Govt in the partnership against HIV/AIDS. 
Model workplace strategy. 
More understanding around the epidemic in S.A. 
Counselling and home based care. 
66 
Councillors suggestions for further training (cont…) 
To deal with infected patients who are at the terminal stage. 
I am interested in further training in all aspects of HIV/AIDS 
Proper coordination of gatherings and activities. 
How to respond to HIV/AIDS problem at local level.
Organising community AIDS activities or campaigns. 
How to counsel and deal with AIDS victims. 
This is a ME FAD CLIP. 
Issues around VCT, Nevirapine, Home based care. Research that is being done to be forwarded to us for knowledge and 
information. 
How to deal with people who are HIV positive 
New discoveries, Counselling 
There is a need to train managers and staff about how they should treat those who are infected. 
Rural areas and shacks 
Training to be a trainer. Treatment and counselling. 
Talking/ treating of AIDS patients 
Strategies of working and bringing together NGOs and CBOs. 
Addressing the after-effects to families. 
How to address poverty that is seen as a major effect. 
Preventative measures, especially a way to convince people that they can live with HIV and become role models.
67 
APPENDIX 14 - MT programme development suggestions
Issues to be addressed in improving sustainability of programme How this initiative should be improved and developed 
1. Follow up training on recent developments in the HIV/AIDs pandemic for those 
trained. 2. Definitely monitoring of programmes set up as a result of training. 3. 
Constant evaluation of constraints and challenges faced by Master Trainers in effecting 
the training they have undergone.
1. Suggest a follow up meeting with all those trained in order for them to report 
on progress, share success stories and maybe map out the way forward as a 
collective, or per Province. 2. Examine/ closely look at their individual further 
training plans and implementation plans for the HIV/AIDS programmes in 
individual municipalities. 
Each province must have a full-time paid coordinator who is going to assist all 
municipalities for sustainability of their programmes, and report monthly to SALGA
Provincial and National. Be responsible for information and material for distribution. 
There is a need for a national follow up workshop, to strategise for the next 
programme in order to meet our objective & impact in our roll-out programme in 
our provinces, and for the sharing of experiences. 
Transport, stationery, trained counsellors. I think their material should have male and female condoms. The medical 
practitioners shoul be present throughout the course of the training.
Late payments of claims to trainers is causing serious financial constraints as we have 
to wait for more than 60 days before receiving our claims. We also need to cooperate
more with Head office to solve such problems immediately and not shift responsibility.
The involvement of Trainers after workshop in assisting Municipalities to draft 
internal & external responses can assist in improving this initiative. 
1. Continuous workshop about the latest development on HIV/AIDS. 2. To ensure that 
Municipalities avail resources or make budget provisions specifically for HIV/AIDS. 3. 
Coordination of HIV/AIDS activities in their areas using a forum of all formations on 
HIV/AIDS. 4. Joint programme. 
As stated above, mainly continuous workshops -education is a tool. 
If the training could be repeated one could be able to judge and make comments. Regular training by Master Trainers, that will make us sharp and truly competent. 
Streamlining of activities with the Province for these trainings. Need to fund training of Trainers to targeted communities and not leave it up to 
Municipalities -Please!!
1. The need for these workshops to be split into 2 two-day sessions. 2. Provision of 
Training material & participants manuals. 
1. Follow up workshops 2. Best practice needs to be documented. 3. There 
neds to be a newsletter circulated to all councils. 
1. Involvement of women and participation, especially in rural areas. 2. Teaching at 
school and at the workplace. 3. Funding for more informative workshops. 4. Recognition 
of culture. 5. Gender relations and involvement in sex issues. 
1. Government to train more, or repeatedly trained trainers in all or most 
HIV/AIDS related programs. 2. Involve traditional leaders and healers. 3. 
Legislation to the Education Dept. to have such programs dealing with 
HIV/AIDS. 4. Poverty alleviation programs. 
More video tapes, simplified learning material. Constant workshopping, advocacy and 
implementation of workshop policies generated by the employee and employer
component. 
1. Enrich the contents with real-life experiences. 2. Look into the possibilities of 
other relevant workshops that have similar impacts. 3. Ensure that in future more 
people are invited. 4. Make constant follow- ups. 
1. Follow-up on the initial training. 2. Monitoring of the formulation of workplace policy. 3. 
To have a link with the local AIDS Council. 4. The integration of this program's trainers
with trainers from other institutions/programs to avoid duplication. 5. If the training can
be reduced to local authorities where most of the people can benefit. 
1. To have follow-ups because now it seems as an event, and you just leave 
people without knowing exactly what should be done next. 2. To communicate 
with other departments, as other departments are running the same program 
parallel to this. 3. Some trainers to be used in follow-ups and be further trained 
on specifics. 
An assessment should be conducted to check the readiness of local authorities in 
designing their response models. I think this kind of workshop should be rolled out to
learners at schools. 
Local councils should make audit of NGO's in their communities that give care 
and support to people living with HIV/AIDS. 
All Municipalities must get more councillors and officials trained and involved in 
HIV/AIDS training programme. The one or two who attended the training goes back 
without doing anything about the problem. Some of them do not even give a report back 
to Council. 
1. Funding us as Master Trainers to continue this training in the community. 2. 
Give recognition to our NGOs for HIV/AIDS training to give follow-up training to 
Municipalities at a certain rate to sustain our NGOs. 
Municipalities should make more resources available Councillors and officials of individual municipalities should all receive this 
training. 
68 
MT programme development suggestions (cont…) 
1. It must be a continuous programme that will include all the stakeholders within the 
areas. 2. All Municipalities should include HIV/AIDS in their budget. 
Training should include all councillors and Traditional Leaders around the areas. 
1. It must be continuous. 2. It must include all the stakeholders who are part of the 
municipalities e.g. Ward Committees. 
It must move from the Municipalities to farms and mines. 
Yes. Executive mayors/ mayors and senior officials should be involved in these 
workshops rather than to delegate to junior officials who cannot influence the decision of 
councils. 
The course should be developed where attendees can be accredited. People 
should not view these workshops as time off from their daily chores. Anyone 
attending these workshops should be given a certificate of some sort. 
They should follow-up workshop of roll-out training because there is a lot happening 
around the epidemic/pandemic and monitoring and evaluation program. 
1. The issue of putting this epidemic into the global Economic perspective and 
how does it impact on the Local Govt and the country's economy. 2. How can 
this be managed in S. A. and case studies vs certain countries and its impacts of 
Local Government. 
1. Spend more time on training sessions. 2. More input from specialists. 3. Visits to 
victims of AIDS. 
Try to reach municipalities which were not represented at workshops. 
Firstly not all councillors or officials and municipalities were trained. 2. Only one training 
for the Western Cape was held. 3. Somebody to follow on those municipalities that were 
represented in training in finding out if they have an AIDS program. 4. All government 
National to Local departments to collaborate AIDS response activities. 
I think this initiative should go further to all municipalities as Local Government is 
the closest government to people. SALGA should make sure that all 
municipalities have prioritised HIV/AIDS in the IDPs in order to have budget to 
deal with this epidemic and to monitor and evaluate impact of local response. 
69 
APPENDIX 15 – Trainees’ programme development suggestions
“How the initiative should be developed or strengthened to improve its impact”
Officials 
That SALGA ensures that devolution of powers for Districts to Municipalities on health issues is taking place ASAP. 
Municipalities to take charge of programmes relating to HIV/AIDS. 
To follow-up concerns and report back with the purpose of improving service delivery. 
I am lucky in the sense that the NEC ATICC is based in Queenstown and falls under the control of the Municipality. Furthermore one of the VCT pilot sites operates from a local municipal 
clinic. We are therefore up to date with policies and procedures etc. and the course assisted me but did not teach me a lot (except on the establishment of the Local AIDS Council). 
Officials have no powers over Councillors. If Councillors are not motivated enough, it will not make any difference even if how hard the official may want to implement something it will not 
materialise. Therefore, task the Mayor and the Councillors at the Health Desk. Give them time frames. In that manner they will seek and delegate officials to do the work. That will mean that 
when an official submits his/her report, it will be of interest to the Councillors because it will be what they will be waiting for and want to hear about. 
Provide budget for HIV/AIDS activities at Local Govt 
Emphasize the need for Councillors to appreciate the work around HIV/AIDS. 
Integrate HIV/AIDS policies with IDP. 
Have workshops for Councillors excluding health councillors. 
Should target role players on HIV/AIDS 
Planning should be looked at. 
As IDP Manager I ensured that specific projects focussed on HIV/AIDS mitigation were designed with community input and included in the plan. Please e-mail me information on HIV/AIDS
courses and all relevant research and info. 
There must be better coordination of Health/ AIDS workers. In this town/ District there are nine AIDS-related Committees. 
We also determine that there are people collecting money (donations) which are spent elsewhere. Numerous applications for financial help are received but after investigation we found it was 
a fly-by-night operation. 
Coordination of AIDS related Committees on a Governmental level for each determined area is essential. 
Continuous education 
Training 
Budget 
Planning 
If only the Municipality can consider HIV/AIDS as a core function with its own staff/co-ordinator it will be facilitated better. 
Formulation of HIV/AIDS policy in the workplace for the Munic. 
Workshops/ meetings/ training have been done but workplace programs cannot be planned and implemented due to budget constraints, staff and other resources. 
There is a lot of programs of HIV/AIDS going on within the area of Makhado Munic but not actually initiated by the Munic itself. 
After receiving the report from the ETU the plan of action will be started. 
A counselling course in HIV/AIDS for our health staff within the Council because there is a lot of volunteers coming for testing and we refer to the hospital and clinics. 
70 
Programme development suggestions cont…
Training to be conducted by well-empowered trainers. 
Follow-up training with meetings so that weak local councils can be strengthened - allocate mentors to Metros/ Local councils where programs are not yet developed e.g. one local council 
that had no program as yet. I asked that the councillor as the trainer formalise the request but this has not been done up to now, and I don't know if anything was done. If we had follow up
meetings such issues would be addressed. 
Govt should be able to co-ordinate and assess the type of information about HIV/AIDS disseminated to the public. 
Govt should avoid duplicating sevice provision, viz. a particular service provider like the university could be funded by Govt to run a workshop on HIV/AIDS whilst the Northern Province Local 
Govt Association has also been funded to do the same and thus finding out that they present the same information to the same people. 
There should be a clear plan of action and follow-up workshops. 
To hold regular meetings to share ideas about developments in our areas, and how to improve. 
Budget: more money allocated for appointment of co-ordinators; travelling allowance or subsidized cars as travelling is too much; training manuals and information brochures. 
Appointment: correct appointments not for cosmetic purposes but for service delivery. 
Selection: correct selection for people to come to training workshops. 
As trained officials and Councillors we should give a quartely report back on our activities so you can also monitor our level of involvement. 
A formal letter from your sector to our Municipal leaders to either appoint or place us as people working exclusively on matters of HIV/AIDS thereby we can improve the impact. If possible 
post created and budgeted for so we can be motivated as now I am doing my duties as a nurse and I still have to run HIV/AIDS matters for the Council. Proposal:- LGA should have 
coordinators with the main one at the District Municipality and the Health coordinator of the District. 3. Continuous capacity building of trained officials and councillors. 
Request reports from various Municipalities on Health-HIV/AIDS. 
Supply Municipalities with all information on HIV/AIDS e.g. pamphlets, video, and all materials at your disposal. 
Visit Municipalities and chat with officials and councillors. 
Persist in conducting workshops/ seminars. 
Give reports of what is happening in other Municipalities as well. 
I think after a workshop or training session the facilitator or whoever is responsible should ask for progress reports (monitor) to see if it’s a waste of time to train people just for the sake of 
training mun-officials or Councillors. Also, the involvement of Management in assisting or encouraging officials in this fight against HIV/AIDS or how committed they are for that matter. 
If we could have biannual meetings with people who underwent the course to strengthen and empower each other. 
Co-ordinators and Master Trainers should send memo to all municipalities with clear guidelines of what is expected of the trainers. 
Make follow ups on trainers to assess if knowledge gained is implemented and if not investigate. 
 Mayors, Municipal Mnagers and top management officials should also attend HIV/AIDS workshops to understand the serious impact of HIV/AIDS on their constituencies and organisations 
for them to respond with the urgency expected of them.As already said the Provincial and District authorities have programs that they do not communicate to us and this causes problems 
when we involve communities as we present parallel programs. A proper planning together with these roleplayers will assist a lot. We do request them for joint planning but not always. I think 
that communication with these roleplayers at a higher level to forge co-operation will take us further. 
In our workshops mayors, municipal managers, councillors and Director/Departmental Head should be invited. 
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Programme development suggestions cont… 
Through the IDP program. 
Government financially support specifically on HIV issue. 
Workshops and training on HIV/AIDS important. 
If there is a workshop based on training the trainer, this should be clarified to ensure that relevant people attend. For continuity the same people should attend until the process takes off. 
I am knowledgable but my position is not to lead in these things. 
All Local Govt to have permanent post for HIV/AIDS co-ordinator. 
Job description for these co-ordinators to be the same. 
Each and every Local. Metro and District to have HIV/AIDS forum and Council. 
All Councils to have workplace policy and program and to be integrated at community level. 
Monitoring and evaluation to be done at six months' intervals. 
Situational analysis to be done in order to identify strengths and weaknesses of Local Government. 
Budget allocation for HIV/AIDS programs at Local level. 
Promote private-public partnership. 
Sharing of resources within Local Govt. 
Strong political commitment from politicians. 
If funds could be made available for projects it would be possible to implement them and take action. 
I think if all the villages can form the committees, assisted by the councillor and official to run their meetings or campaigns together with Health Dept it can work properly to make the people 
aware by providing them with condoms. 
I said on point 24 I believe that the emphasis should be on educating the people on accepting the people with HIV/AIDS and those suffering from AIDS. 
I acknowledge what has been started. To me if it could be possible for facilitators to do follow ups and not only workshop officials and councillors, also the community for they are the ones
suffering, they are the ones that need knowledge and skills, other than officials and councillors sitting in their offices and doing nothing after being workshopped. Also , helping with funding
for projects to be started. 
Make organisations aware on the impact and importance of knowing about AIDS. 
Must be a No 1 priority throughout. 
I would suggest that there should be a regular training every year in order to monitor the trainees. 
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Councillors- suggestions fordeveloping and improving the programme 
I personally thought that the workshop was very good, but more time should have been given to the document strategy that should draw for a L
M. 
The training that is given to us is not enough if it does not start from the top (i.e. H
O
Ds, Mayors, speakers, MECs etc.) because it does not have enough support. 
The HIV/AIDS epidemic represents one of the most urgent challenges to our country. The HIV/AIDS epidemic constitutes an enormous threat to development of energies and resources 
with unity and commitment to common goals, all these are needed if we are to bring AIDS under control. Effective prevention programs are needed that lead to a lo
wer infection rate. 
Everyone has a role to play in the campaign for Abstain, Be Faithful and condomise. Coordinate and bring together community centred multi-sectoral actions. Create effective 
partnerships bet
ween govern
ment and civil society. Ensure that there is a coherent HIv strategy in place for the area. Mobilise volunteers to provide care. Training of HIV/AIDS 
coordinators in each province. Providing HIV/AIDS life skills course for schools. 
1. Prevention, care and support to patients or PWAs must be strengthened and improved in all spheres of Govt 2. More workshops, not only for top management but also for people on 
the ground. 3. Ongoing education progra
ms including a
wareness. 4. Counselling courses for employees. 5. Identification of financial resource so that implementation of 
workplace 
HIV/AIDS programs can be developed. 
Please select facilitators with more skills and information 
This kind of workshop should be extended to the rural areas and schools. 
1. SALG
A to make follow-up on all municipalities by monitoring the tasks assigned to various municipalities. 2. To supply materials 
which are vital to HIV/AIDS locally it might be 
quarterly and make routine checks whether they are used. 3. To seek or request municipal programs pertaining to HIV/AIDS. By engaging the Districts. 
If province can speed up devolution of Health Dept to Local Authority to deal 
with alignment of forces to fight HIV/AID
S. 
1. There should be anumber of workshops, so that we can be clear of 
what is happening inside. 2. Because people and the community at large is afraid and don't want to be part of the 
meetings and gatherings. 3. Because each one does not 
want to know about his or her status. 
1. The 
workbook should be made more user friendly -the font size should be increased, the text aligned and made more attractive and appealing. 2. Advertise initiative more 
widely,
many L
Gs do not even know of its existence. 3. Get more people from the National Dept involved in presenting the workshops. 4. Link directly
with L
Gs regarding their specific needs 
and then go through the coordinating bodies. 
More skill for the facilitators. Giving us more 
workshop or training skill. Send us more booklets for more information. SALGA to follo
w up on the different Municipalities for the recognition 
of the training. Prioritisation of HIV/AIDS programmes. 
1. Reporting to the facilitators about progress after each workshop. 2. Developing of a program of action by all the delegates who attended the 
workshop. 3. Stipulate a time frame for 
all programs scheduled. 4. Ongoing follow up with regard to the program. 5. Ongoing capacity building on HIV/AIDS issues. 
1. More 
workshops. 2. Workshops for a family unit. 3. Facilities for people after the window period. 
By arranging another 
workshop to build strong capacity on HIV/AIDS. Write a letter to our office telling them about HIV/AIDS so that they will give me time and support to my programs. 
Mobilise communities to join the partnership against AIDS. To reduce transmission of HIV, ensure that today's boys and girls are safe from HIV. Plan for the care of people with HIV 
infection and AIDS. 
1. Empo
wering of NGOs, CBOs, youth, stakeholders with HIV/AIDS knowledge so that together
we make change. 2. Monitoring and evaluation by HIV/AIDS research involving the 
Mayor and Municipal Manager. 3. Too little budget allocated to Local Municipality which is difficult to reach those communities which are far or in the mountain 
where there is no clinic or
visiting point. (HI
V/AIDS does not have a boundary) 4. To encourage HIV/AIDS volunteers to be thanked by at least R500 per month, given uniform so that they be kno
wn/identified by
community members. 5. candlelight, HIV/AIDS rally to be held in the rural area not urban so that our people 
who are poor should have the kno
wledge. 
Situational analysis of the impact of HIV/AIDS and funding mechanisms that can be identified. Health Dept to be encouraged to co-operate 
with Local Govt through Local District 
Councils. 
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Programme development suggestions cont…
The attendees should be encouraged to undergo testing, because it is better to know your status. 
1. Funding of HIV/AIDS at Municipality level. 2. Representatives of NGOs and other community structures. 3. Reps from other Departments and civil society at large and other sectors 
coming together and adopt a common approach for dealing with AIDS. 
Must be strengthened by availing resources e.g. Dept staff or representatives to meetings, money when needed, stationery and other needs. 
1. NGOs must be involved in Health meetings because they know the community's status. 2. If the law can allow doctors to disclose this epidemic, sex is not a sin, people should not be
ashamed to break the silence. Then more people would be safe and free from their fear besause the silence is a major problem. 3. NGOs must be trained on counselling. They in turn 
should first be counselled to ensure that they (their personality?) are right for the job. 4. Jobs should be created to alleviate poverty because most women become prostitutes to feed 
their children. 
whatever initiatives by yourselves will be appreciated. 
1. Community workshops (stakeholders) 2. AIDS issue be included in school curricula 3. Councillor workshops 4. Official workshops 5. Educators workshop 6. Traditional Healers and 
Leaders -workshops. 
I think poverty leads to AIDS, so let's try to fight that first and teach the youth who do not care to abstain and those who don't must condomise. 
1. We were only two people who attended the workshop from our area so it is difficult to interact with them. It will be good if a follow up workshop for councillors can be arranged. 2.
After the workshop we must send in what the impact was e.g. how the Council will approach the issue. 3. Include workers' representatives of e.g. the mines in our areas or the Transport 
Department because we have problems with some of the truck drivers taking our children with them. 
1. We need people that are full time in the municipality who work in HIV/AIDS. 2. Every councillor should take HIV/AIDS very seriously and not take it as just one of those things that 
should be dealt with by some people. 
There should be a monitoring body which will help in our municipalities because seemingly there are those people who are funded but most of the programs are not properly done, they
enrich themselves. Research must be done before people are invited to attend workshops to avoid duplication or repetition of information to the same people. Database for each 
municipality be there. Also, if there can be funds for projects that will help in reducing the high rate of HIV/AIDS. Concentration should be directed more in rural areas. 
1. There should be offices for HIV at Municipal level, well provided with human and other resources to lead out what is expected -especially on Agric produce to keep healthy and well￾occupied, minimize spread and change attitudes. 2. Proper supply: monitoring, appointing officials who ever will be directly involved in this state of affairs. 3. Permanent offices, 
(homages?) and other centres, orphanages, home based care centres/ units etc. 4. Transport to run the Municipalities charts and all. 
1. People who should be taken on board should have knowledge about AIDS and who have interest on this field. 2. People who are living with this disease should be considered. 
The workshop ran over two days but up to now we are still waiting for our working document so that we can follow the program of action. 
1. Programs are there and policies pertaining to the subject IDPs 2. The policies are not put into practise by an official or health worker e.g. "no flu vaccine for affected people" -
sometimes medication runs out. 3. More activists are needed to ensure that agreed policies are adhered to. 4. Condoms can be available, awareness done. Solution rests with each 
individual. 
By strengthening partnerships between National, Provincial, District municipalities and Local Municipalities first and also Local Municipalities to build partnerships with NGOs. 
Meetings to be held monthly to help us with new information. Not only Health Councillors to be trained, but other councillors as well. 
Please fund us, provide HIV/AIDS logistics, train us further, I need your support. 
These AIDS workshops must be now and again done. 
1. The training be done every six months. 2. To invite organisations who deal with HIV/AIDS daily. 3. To give training to individual municipalities. 
1. Programme to be brought close to the community. 2. Pamphlets must be distributed. 
1. If these workshops can be filtered down to our communities through your assistance. 2. If you can establish yourself in Districts so that we have a full office that can be able to deal 
directly with these issues. 3. If you develop a team that will address specifically issues of counselling. 4. The development of orphanages is a priority -can be of great help to our 
communities. 
1. Municipality should be given commitment to report about AIDS in their area. 2. They must have action because there is a budget for AIDS. 3. Should co-opt school children in high 
schools locally to formulate a strong youth AIDS committee.
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