Developing the Northern Cape Private Sector Strategy on HIV and AIDS

1. Developing the Northern Cape Private Sector Strategy on HIV and AIDS Liesel Köstlich 23 August 2014

2. Contents Understanding the Context Framework for Implementation

3. Understanding the Context

4. Map of Northern Cape

5. HIV Prevalence by District

6. Private Sector Across Districts • Frances Baard: • De Beers Kimberley, De Beers Diamond Trading Company, Rockwell Diamonds, Nocci Kimberley, Agri Noord Kaap, Fabcos, Nafcoc • Kgalagadi: • Assmang Black Rock and Khumani, Hotazel Managanese Mines, Kumba Iron Ore • Siyanda: • PPC Lime, De Beers Finsch, Assmang Beeshoek, Idwala, Nocci Upington, Karsten Boerdery, ORPA, Fruits du Sud, Oranjerivier Wynkelders, Eksteenskuil Farmers Association, KLK Landbou Beperk, SAD

7. Private Sector Across Districts • Pixley Ka Seme: • GWK, Small Scale Mining Chamber, Business Chamber (disintegrated) • Namakwa: • Alexkor, De Beers Namaqualand Mine, Trans Hex, Black Mountain • Tourism, hospitality, construction, manufacturing, new mining role players (suppliers) • Who are the other role players? • How do we engage them?

8. Survey Overview • Background: • Continuation of consultation • Nature of Study: • Challenges related to information, coordination and vision • Purpose: • Identify barriers and opportunities • Approach: • Rapid dipstick survey, 12/15 companies, questionnaires and telephonic interviews

9. Summary of Findings • Workplace programmes – company size indicator of response level. Mostly activity based. Prevention and testing focused. Treatment often outsourced. • HIV and AIDS – seldom integrated with CSI • HR lacking – skills and seniority • Policies – focus on human rights not implementation • Budgets seldom pre-allocated and consolidated – under-represents spending • Perception of low prevalence – complacency • Partnerships with NGOs – often ad hoc • Data monitoring and reporting – short of NSP requirements • Disclosure – low • Leadership – present but room for improvement

10. Barriers • Institutional: • Lack of senior leadership and management support, shift systems, production targets and lack of capacity • Individual: • Fear, denial, complacency and ignorance towards HIV and AIDS. Alcohol and drug abuse, information fatigue and repetitive messages exacerbate complacency • Social: • Stigma and discrimination, beliefs of morality • Structural: • Geographic distances, lack of integration results in diffusion of impact

11. Recommendations • Leadership – vocal and visible • HIV and AIDS – adopted as business imperative • Coordination, integration and alignment • Not-profit public private partnerships • Support SMMEs and vulnerable sub-sectors • Quality control and data management • Close gap between VCT and treatment • Increase support for PLHIV • Practical examples: recreational facilities and diversity management

12. Framework for Implementation

13. Approach • NSP to form basis of a sectoral strategy – priorities, goals & objectives unchanged (page 66) • Focus on both Provincial & District priorities • Scope workplace and communities • Interventions specific to private sector and often cross-cutting • Targets structured over 3 years • Lead Agency iro private sector differentiated by company size, industry or organisation • SMMEs – a working definition: • Micro (which includes survivalist enterprises): less than 5 employees • Very Small: less than 10 employees (for mining, manufacturing and construction, the limit is 20 employees) • Small: less than 50 employees • Medium-sized enterprise: less than 100 employees (for mining, manufacturing and construction, the limit is 200 employees)

14. Interventions, Targets and Lead Agencies • Preceded by district profiles, purpose and guiding principles • Brainstorm and debate interventions (what and/or how) • Provincial or district specific (where and/or who) • Prioritise interventions (when)