PEPFAR's annual planning process is done either at the country (COP) or regional level (ROP).
PEPFAR's programs are implemented through implementing partners who apply for funding based on PEPFAR's published Requests for Applications.
Since 2010, PEPFAR COPs have grouped implementing partners according to an organizational type. We have retroactively applied these classifications to earlier years in the database as well.
Also called "Strategic Areas", these are general areas of HIV programming. Each program area has several corresponding budget codes.
Specific areas of HIV programming. Budget Codes are the lowest level of spending data available.
Expenditure Program Areas track general areas of PEPFAR expenditure.
Expenditure Sub-Program Areas track more specific PEPFAR expenditures.
Object classes provide highly specific ways that implementing partners are spending PEPFAR funds on programming.
Cross-cutting attributions are areas of PEPFAR programming that contribute across several program areas. They contain limited indicative information related to aspects such as human resources, health infrastructure, or key populations programming. However, they represent only a small proportion of the total funds that PEPFAR allocates through the COP process. Additionally, they have changed significantly over the years. As such, analysis and interpretation of these data should be approached carefully. Learn more
Beneficiary Expenditure data identify how PEPFAR programming is targeted at reaching different populations.
Sub-Beneficiary Expenditure data highlight more specific populations targeted for HIV prevention and treatment interventions.
PEPFAR sets targets using the Monitoring, Evaluation, and Reporting (MER) System - documentation for which can be found on PEPFAR's website at https://www.pepfar.gov/reports/guidance/. As with most data on this website, the targets here have been extracted from the COP documents. Targets are for the fiscal year following each COP year, such that selecting 2016 will access targets for FY2017. This feature is currently experimental and should be used for exploratory purposes only at present.
Years of mechanism: 2008 2009
THIS IS AN ONGOING ACTIVITY FROM FY 2008. ACTIVITIES LISTED HAVE BEEN INITIATED AND
WILL PROCEED DURING FY 2009 AS IN THE PREVIOUS YEAR. ACCOMPLISHMENTS WILL BE
REPORTED IN THE FY 2008 APR. PLEASE NOTE THAT THE ACTIVITY NARRATIVE REMAINS
UNCHANGED FROM FY 2008. USG WILL CONTINUE TO WORK WITH INTRAHEALTH TO ENSURE
THAT ITS ACTIVITIES REINFORCE THE USG PREVENTION STRATEGY.
TITLE: System strengthening to accelerate HIV/IDS Service expansion
NEED and COMPARATIVE ADVANTAGE: In Tanzania, the health workforce, especially at district level, is
shrinking in both numbers and requisite skills. A major anxiety at this time is the relatively small number of
eligible patients on ART. The Ministry of Health and Social Welfare (MOHSW) is concerned that it cannot
meet the demands for ART with the current workforce and systems. It is clear that unless systems are
strengthened to address the acute shortfall, in human resources, it will be impossible to meet HIV/AIDS
care and treatment goals. The Capacity Project draws on the extensive experience and expertise of its
global partners and now helps over 25 countries to improve capacity for workforce policy and planning and
to strengthen systems to support workforce expansion and performance.
ACCOMPLISHMENTS: Mainland: Technical support to MOHSW to develop a HR strategic plan that offers
appropriate strategic options to respond to the HR crisis and manage scarce human resources more
effectively; creating new capacity for over 250 HR leaders so as to focus HR priorities. Zanzibar: human
resource management capacity strengthening to improve worker productivity, and to enhance HRH tracking
capacity
ACTIVITIES: Continue funding support to the AIDS Business Coalition, Tanzania (ABCT) to further
strengthen leadership capacity for HIV/AIDS awareness raising and capacity building within the private
sector and in more regions. This activity will allow ABCT to develop workplace HIV/AIDS policies and to
conduct peer counselor training among its 60 member organizations.
LINKAGES: The project works in close collaboration with NIMR. Findings from the NIMR-led HR studies
inform interventions designed and supported by the Capacity project. The Benjamin William Mkapa
Foundation and Capacity Project will maintain the partnership to ensure smooth integration of new EHP
hires in the work place. The Capacity Project will work with MSH to design and implement leadership
development and HRM strengthening programs for central and district levels. The existing partnership
between ABCT and the Capacity Project will continue to advance private sector engagement in HIV/AIDS.
The project is a member of the HCD and USAID implementing partner groups. These provide a platform for
sharing plans and achievements. All related work is implemented in close collaboration with the appropriate
central, regional, district and local government authorities. The Capacity Project will work with various
partners and stakeholders and will encourage and facilitate effective collaboration.
CHECK BOXES: Human Capacity Development: In service training, retention strategy, task shifting,
strategic information. Workplace programs: The activities seek primarily to strengthen leadership capacity,
at central and district levels, through training, to enable leaders to take appropriate and timely action to
recruit and keep valued workers. The enhanced human resource information system will be a key decision-
making tool to HR leaders. Support to ABCT will expand the reach of HIV prevention messages and
improve the uptake of HIV/AIDS treatment and care services among private sector workers and their
families.
M&E: The project will develop a comprehensive and integrated M&E plan linked to existing M&E plans for
partner institutions. A simple and practical mechanism will be established that will allow for the tracking and
reporting of progress and results from FY 2008 and FY 2009 technical assistance activities to support the
implementation of the MOHSW HR strategic plan and the Emergency Hire Program (EHP). Standardized
tools will be used to ensure data quality and data will be stored in paper and electronic format. The outputs
will provide a basis for decision making on amendments and improvements on recommendations to achieve
targets. As part of the M&E process, project results will be documented and disseminated, in addition to
lessons learned including case studies from the EHP experiences.
SUSTAINAIBLITY: The project relies on effective partnerships with the MOHSW, district authorities, local
training institution, and NGOs to implement the described activities. The proposed implementation model
will allow the project to tap on existing strengths, mobilize, and build on local talent to leave behind
sustainable systems. As an example, the Project will team up with Zonal Training Centers (ZTC) in FY 2008
to implement planned district HRM capacity building activities. ZTC will take up lead responsibility from FY
2009 onward, and roll out the training to other districts, with minimal support from the Capacity Project.
New/Continuing Activity: Continuing Activity
Continuing Activity: 16390
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
16390 16390.08 U.S. Agency for IntraHealth 6525 1225.08 CAPACITY $50,000
International International, Inc
Development
Table 3.3.02:
TITLE: System strengthening to accelerate HIV/AIDS Service Expansion.
eligible patients on ART. The Ministry of Health and Social Welfare (MOHSW) has expressed concerns
regarding increasing demands for ART with the current workforce and systems. It is clear that unless
systems are strengthened to address the acute shortfall in human resources, it will be impossible to meet
HIV/AIDS care and treatment goals. The Capacity Project (CP) draws on the extensive experience and
expertise of its global partners and now helps over 25 countries to improve capacity for workforce policy and
planning and to strengthen systems to support workforce expansion and performance.
ACCOMPLISHMENTS: On the mainland, CP provides technical support to the MOHSW to develop a
human resource (HR) strategic plan that offers appropriate strategic options to respond to the HR crisis. CP
manages scarce HRs more effectively, thereby creating new capacity for over 250 HR leaders to focus HR
priorities. In Zanzibar, CP conducts HR management capacity strengthening to improve worker productivity
and to enhance HRH tracking capacity
ACTIVITIES: Continue funding support to the AIDS Business Coalition of Tanzania (ABCT) to further
LINKAGES: The project works in close collaboration with National Institute of Medical Research (NIMR).
Findings from the NIMR-led HR studies informed interventions designed and supported by the CP. The
Benjamin William Mkapa Foundation and CP will maintain a partnership to ensure smooth integration of
new EHP hires in the work place. The CP will work with MSH to design and implement leadership
development, and HRM strengthening programs for central and district levels. The existing partnership
between ABCT and the CP will continue to advance private sector engagement with HIV/AIDS initiatives.
central, regional, district, and local government authorities.
CHECK BOXES: Human capacity development occurs in service training, retention strategy, task shifting,
and strategic information. Activities seek primarily to strengthen leadership capacity at central and district
levels through training to enable them take appropriate and timely action to recruit and keep valued
workers. The enhanced human resource information system will be a key decision making tool to HR
leaders. Support to ABCT will expand the reach of HIV prevention messages and improve the uptake of
HIV/AIDS treatment and care services among private sector workers and their families.
M&E: The project will develop a comprehensive and integrated M&E plan linked to existing M&E plans
implemented by partner institutions. A simple and practical mechanism will be established that will allow for
the tracking and reporting of progress and results from FY 2008 and FY 2009. Technical assistance
activities will support the implementation of a MOHSW HR strategic plan and the Emergency Hire Program
(EHP). Standardized tools will be used to ensure data quality and data will be stored in paper and electronic
format. The outputs will provide a basis for decision making on amendments and improvements in order to
achieve targets. As part of the M&E process, the project will document and disseminate results and lessons
learned including case studies from the EHP experiences.
training institution, and NGOs, to implement activities described. The proposed implementation model will
allow the project to build on existing strengths, mobilize, and build on local talent to leave behind
sustainable systems. As an example, the project will team up with Zonal Training Centers (ZTC) in FY 2008
2009 onward and roll out the training to other districts, with minimal support from the CP.
Continuing Activity: 17040
17040 17040.08 U.S. Agency for IntraHealth 6525 1225.08 CAPACITY $50,000
Table 3.3.03:
ACTIVITY HAS BEEN REVISED SIGNIFICANTLY FROM FY 2008 COP
TITLE: Scaling-up of Paraprofessional Social Workers and Integrating Them into Local Government
Systems
NEED and COMPARATIVE ADVANTAGE: Tanzania faces a crisis in its ability to provide needed services
to orphans and vulnerable children (OVC). Presently, only one third of districts have trained social workers,
and those social workers are not trained on child development or the particular needs of OVC. The needs
for people skilled in caring for the needs of OVC are particularly acute at the village level. Adequate and
qualified human resources, along with short- and long-term emergency measures to supplement the
available work force, are required to respond to the needs of OVC, and to support the effective rollout of the
National Costed Plan of Action (NCPA). The Capacity Project completed a Human Capacity Assessment in
2006. From those assessment findings, training was developed by the American International Health
Alliance (AIHA) Twinning partnership between the Tanzania Institute of Social Work (ISW) and Jane Adams
College of Social Work (JACSW) to provide basic skills for people in the community who are likely to have
interaction with OVC (e.g., community development officers) to serve as "paraprofessional social workers
(PSWs)" to address the shortage of trained professional social workers. After piloting this training, it has
become apparent that these is need to work with the Department of Social Welfare (DSW) to actually
develop a new cadre into the social welfare manpower scheme, and to ensure that the new cadre fits into
the local government structure for service delivery; i.e., to take those receiving basic paraprofessional
training and give them another level of training so that they can be employed as a low cadre of social
welfare worker. The integration of a new cadre of workers also means there is need to work with local
government to budget appropriately for this additional manpower. The knowledge gained in the 2006
Human Capacity Assessment, as well as Intrahealth Capacity Project's experience in supporting human
resources for health work at the district level, has equipped Intrahealth to expand the new cadre of
paraprofessionals for wider coverage of social services, with broader scope focused on enhanced
sustainability.
ACCOMPLISHMENTS: Intrahealth's OVC program will build upon the AIHA Twinning Partnership pilot
training done in FY 2008, where approximately 500 PSWs were trained. In addition, the consultants who
did the 2006 Human Capacity Assessment returned to frame the pilot experience into the needs at the
various levels of local government. A decision was made that the duration of training done in the pilot (five
days) is insufficient to provide quality services. An Implementation Plan has now been developed with
Intrahealth and the AIHA Twinning Partnership to have the ISW and the JACSW prepare a second level of
training of approximately three weeks in duration, to be completed after six months of supervised field work.
The Government of Tanzania (GOT) has agreed to recognize this PSW cadre after the second level of
training and has recommended they be formally certified by the GOT and integrated officially into the social
welfare work scheme. Once certified, the GOT would categorize them as "social welfare assistants."
ACTIVITIES: Using lessons learned and best practices from the pilot program undertaken by the AIHA
partnership, as well as the recently developed Implementation Plan, Intrahealth will continue to expand the
PSW cadre. Using FY 2008 funds, Intrahealth has begun training in eight districts, applying the first level
five-day training curriculum, and using trainers prepared through the AIHA Twinning program between the
JACSW and the ISW. Once trained at this basic level, the individuals will be considered Paraprofessional
Social Worker Trainees (PSWTs). Intrahealth will ensure that these PSWTs are integrated into their
communities to provide for the basic needs of OVC. Intrahealth will also train supervisors, using a
curriculum developed by JACSW and the ISW, to oversee the work of the PSWT for approximately six
months. After that PSWT probationary period is completed satisfactorily, Intrahealth will provide the second
level of training that will qualify the PSWT to become a PSW. Once the formal certification process is
completed by the DSW, this cadre will be formally designated as social welfare assistants.
The Intrahealth OVC program will also explore opportunities to provide follow-on training opportunities for
supervisors in the initial eight districts (both District Social Welfare Officers and Ward Field Supervisors) to
ensure continuing professional development as supervisors and managers of PSWTs. M&E of the program
will be revised to look at quality improvement of service delivery, based on impact after the second round of
training, and how well the supervision itself supported PSWTs to become capable ward PSWs.
Intrahealth will work with the DSW to support the adaptation and integration of the PSW cadre in the formal
social welfare work scheme. This will include the formal certification of PSWs as social welfare assistants
to be employed by the Ministry of Health and Social Welfare (MOHSW). To ensure continuity of recruitment
of PSWTs to the social welfare assistant level, Intrahealth will use the existing M&E data to develop an
action agenda aimed at replicating success factors in ten new districts throughout Tanzania. This will
ensure continuity of the trainings to a feeder system of welfare assistants.
In addition, in collaboration with the Prime Minister's Office for Regional and Local Government
(PMORALG), Intrahealth will ensure the mainstreaming of social welfare assistants into the local
government structure. Intrahealth will develop capacity building tools to strengthen the skills of local
government for more effective management of social welfare staff (particularly on recruitment, retention,
and performance) and those providing supportive supervision. This will involve strengthening the planning
function of local government to identify needs for staffing and meet those needs through effective
approaches to recruitment and retention. It will also mean developing clear roles, responsibilities, and
performance expectations for those who are engaged (whether as trainees, as social welfare assistants, or
social welfare officers) to work with children at the community level. To facilitate this work at the local level,
Intrahealth will work with the DSW and the AIHA Twinning partnership on the development of job
descriptions that are in line with the enhanced paraprofessional social worker and social worker curricula.
To assure quality of services provided to OVC and to enhance the profession, Intrahealth will also work with
these groups to strengthen the professional code of conduct of social workers in Tanzania. Intrahealth, in
collaboration with its technical partners, will continue to work with the DSW and the PMORALG to ensure
that the staffing up and enhancement of social welfare staff is seamless.
Activity Narrative: Intrahealth will train 1,000 PSWTs and 150 supervisors under the FY 2009 plan. A key component of this
activity will be to ensure PSWTs are well trained, and that they are nurtured through effective supervision to
maximize those who are accepted for the second level of training to become PSWs.
LINKAGES: This activity will link to the Tanzanian NCPA and with the entire USG-funded OVC
Implementing Partner Group (IPG). Intrahealth will continue to collaborate with the MOHSW, PMORALG,
the ISW, AIHA, and Family Health International as well as its own technical partners who will support the
local government level work. Likewise, Intrahealth will continue to contribute to and use the work of the
OVC IPG and the Quality Improvement Sub-Taskforce in the development of standards for
paraprofessionals providing OVC care. Most importantly, this activity will be linked to the work of the Most
Vulnerable Children's Committees (MVCCs) at the local level.
M&E: This activity will support the implementation of the NCPA by providing quality care for OVC through
trained PSWTs. Using the M&E indicators developed in the pilot and working with the pilot database (which
interfaces in data exchange with the national Data Management System), Intrahealth will continue to build
this repository of data to ensure the continual improvement of subsequent district rollouts. Intrahealth and
partners will leverage data being maintained at the local level through the MVCCs, ensuring that information
about caregivers trained and available for supporting OVC needs at the local level feeds not only into the
national system, but is also available to MVCCs at the local level for planning, decision making, and
monitoring as part of Intrahealth's district government strengthening support.
SUSTAINABLITY: The MOHSW has agreed to integrate the unofficial PSW cadre into the formal social
welfare work scheme. The PSW will be regarded as social welfare assistant at ward level. In the current
social welfare system, the social welfare officers are placed only at the district level, and these social
welfare assistants will provide for a type of task shifting to relieve those few social welfare officers who
serve entire districts. Intrahealth will continue to sensitize and strengthen the existing district council
structure's ability to understand, plan for, and advocate for the deployment of the local social welfare
function. By becoming an institutionalized part of the GOT's local governance scope and annual planning
process, the program is far more likely to be sustainable.
Continuing Activity: 16427
16427 16427.08 U.S. Agency for IntraHealth 6525 1225.08 CAPACITY $1,400,000
Emphasis Areas
Human Capacity Development
Estimated amount of funding that is planned for Human Capacity Development $1,400,000
Public Health Evaluation
Food and Nutrition: Policy, Tools, and Service Delivery
Food and Nutrition: Commodities
Economic Strengthening
Education
Water
Table 3.3.13:
ACTIVITY HAS BEEN MODIFIED IN THE FOLLOWING WAYS:
The district level work initiated in FY 2008 to ensure that the council (district) health management teams are
equipped to address problems with productivity, recruitment, and retention has been very well received by
central and district-level stakeholders. Over 40 of 133 districts now have new capacity to take actions so as
to increase staffing fill rates and worker output, and to retain valued health workers, using simple systems,
tools, and interventions (e.g., job descriptions, improved working environment, increased opportunities for
continuing education, etc.). This component of the Capacity program will be scaled up dramatically to 60
additional districts. In addition, the recently developed partnership with Aga Khan Foundation that has
opened up the way for nurses in rural districts to upgrade in place to registered status through distance-
based learning will be scaled up significantly. This is a major contribution to strengthening staff at remote
facilities, as it provides the opportunity for lower level nursing cadres to realize their ambition for career
advancement without having to leave their workplace for long periods of time.
Also, by the end of FY 2009, Capacity will have initiated implementation of a Ministry of Health and Social
Welfare (MOHSW) performance management system at both district and central levels. Lastly, Capacity
will initiate work with ministries beyond the MOHSW who are critical to remedying the key bottlenecks and
barriers to hiring, focusing particularly on the issue of the number of health workers to be hired, salary
levels, management of health worker performance, and incentives for individual and facility performance.
This will include advocacy for civil service reform, if necessary.
*END ACTIVITY MODIFICATION*
TITLE: System Strengthening to Accelerate HIV/IDS Service Expansion
NEED and COMPARATIVE ADVANTAGE: Tanzania suffers from a dramatic shortfall of skilled health
workers, with nearly 60% of positions vacant. The situation is particularly serious in rural districts, where a
combination of factors leaves huge gaps in staffing. The Ministry of Health and Social Welfare (MOHSW) is
concerned that it cannot meet the demands for ART, with the current workforce and weak recruitment and
retention, as well as management and information systems. Unless systems are strengthened to address
the acute shortfall in human resources, it will be impossible to meet Government of Tanzania and
Emergency Plan HIV/AIDS care and treatment goals. The Capacity Project draws on the extensive
experience and expertise of its global partners and now helps over 25 countries to improve capacity for
workforce policy and planning and to strengthen systems to support workforce expansion and performance.
ACCOMPLISHMENTS: Mainland: The Capacity Project provided technical support to the MOHSW to
develop a Human Resource (HR) strategic plan that offers an array of critical strategic interventions to
respond to the HR crisis and manage scarce human resources more effectively. In addition, Capacity
trained over 250 national and district HR leaders in management and leadership so that they are prepared
to meet the challenges posed by a decentralized HR system, as part of their support to the recently initiated
Tanzanian Emergency Hiring Plan (EHP). Capacity developed key assessments to set the stage for
essential remedies in the recruitment system that have been intractable for years. In Zanzibar, Capacity
has supported the MOHSW to strengthen the HR Management Information Systems (HRMIS) and assess
worker productivity, followed by specific interventions to improve worker productivity, and to enhance HR
tracking capacity. Also, Capacity developed a strategic plan for the autonomy of the only tertiary care
hospital in Zanzibar.
ACTIVITIES: 1. Ensure that systems are in place to manage and use Human Resources for Health
information effectively for decision making. This will involve the completion of a functional data system for
mainland Tanzania, linked at central, regional, and district levels. 1a) Play a leadership role to coordinate
HRMIS partners' efforts to ensure integration of component systems and plan for phase piloting and
implementation down to the district level; 1b) expand infrastructure through hardware procurement; 1c) train
at least 150 managers in the use of the system and the information generated from the system for data
driven decision making.
2. Strengthen the ability of the Department of HR at the MOHSW to lead the implementation of the full HR
strategy, which crosses many departments, and, indeed, several Ministries (Prime Minister's Office for
Regional and Local Government, Ministry of Finance, Ministry of Higher Education, Civil Service
Commission, etc.). This requires the development of strong leadership skills and ability to orchestrate the
myriad of interventions to streamline the recruitment, hiring and deployment process and contribute to
retaining skilled health workers. It also requires overhauled policies and practices to support improvements
to the system. 2a) Over the course of the year, Capacity will work with the relevant parts of the Ministry to
address the particular bottlenecks that presently preclude a streamlined system. 2b) Assist in developing
practical recruitment and retention strategies to attract and keep qualified candidates, more so to improve
the shortage situation and worker imbalance in disadvantaged areas. 2c) assist MOHSW to strengthen the
ability of the key department (Department of HR, Department of Administration and Personnel) to work
effectively together to achieve the goals of the HR strategy. This includes additional teambuilding,
secondment of staff, and other interventions to improve morale and performance, 2d) scale up the use of
Open Performance Review and Appraisal System (OPRAS) at all levels, potentially linking performance to
incentives; 2e) work with National Institute of Medical Research (NIMR) to identify and test practical
retention interventions.
3. Work with NIMR to identify and test innovative productive improvement interventions, also incorporating
lessons learned in the experience in Zanzibar. Recent findings by NIMR show a loss of 40% in productivity
in mainland. Productivity improvement strategies are necessary to at least capitalize on the staff that is
available, and this intervention will contribute to step up HIV/AIDS service outputs. 3a) pilot task shifting to
demonstrate the potential of an expanded workforce, and pursue policy change that will permit task shifting
on a broad scale, adding appropriate cadres of support health workers to extend highly skilled health worker
efforts (e.g., use competencies as the basis to re-define the cadre specific job descriptions, and shift tasks
from higher to lower cadres); 3b) Complete ongoing productivity interventions for Zanzibar, evaluate and
disseminate the findings and work with MOHSW to develop scale up plans and accelerate productivity
improvement work on the mainland.
4. A critical part of the EHP is the repair and clarification of the many steps in recruitment and retention,
including at the district level. To support the EHP, which will be working in about 40 districts by the end of
Activity Narrative: FY 2008, Capacity will work with district health management teams to strengthen capacity in HR
management, and provide grants to develop innovative recruitment and retention interventions. Many of
these interventions will improve the workplace climate, worker morale (such as clear expectations and job
descriptions, effective supervision, and participatory and feedback approaches). In addition, interventions
can include things such as internet access for distance-based learning or other improved communications,
opportunities for continuing education or upward mobility. A toolkit will used to allow districts to select
interventions that are appropriate for their needs. The program should reach 40 EHP districts and 200 HR
leaders by 2009 This is to ensure that districts take appropriate and timely steps to fill vacant positions and
retain valued staff. In partnership with MSH, Capacity will 4a) Establish and support HR working groups at
district level; 4b) Apply and improve the HR Management toolkit, build capacity for district HR leaders in
HRM and support action plans. 4c) Support HRH action forums at district level for cross sharing of
experiences and to further improve HRH practices. The Project will coordinate with Pharm Access which is
developing service level agreements with DHMT for more coordinated support to districts. 4d) To ensure
fiscal accountability, Capacity will help the districts set up financial controls and reporting systems, and
Capacity will undertake on-the-ground assessments to ensure fiscal accountability.
5. Approximately 40% of health services are provided through the private sector (both for profit and not-for-
profit).
Capacity will work with both these sectors to ensure they have strong systems in place for HR
management and have interventions that also address recruitment and retention. This will ensure that the
work in the public sector will not distort the worker environment in both components of the private sector.
5a) Team up with Aga Khan Foundation to expand access to their creative distance-based learning Diploma
in Nursing programme, which gives enrolled nurses a unique opportunity to upgrade their knowledge and
skills and become Registered Nurses, without leaving the workplace for extended periods; 5b) Work with
NIMR to assess productivity and retention gaps in the "not for profit" sector and give focused attention for
productivity and retention improvement in the sector.
6. Provide funding support to the AIDS Business Coalition of Tanzania (ABCT) and the newly formed AIDS
Business Coalition of Zanzibar (ABCZ) to catalyze their leadership in the response to HIV/AIDS, for
example, promote corporate social responsibility for funding HIV/AIDS activities, workplace awareness
raising, and to cascade their approach to reach more private sector entities in more regions.
LINKAGES: The project works in close collaboration with NIMR, Management Sciences for Health, I-Tech,
PharmAccess, the Touch Foundation, the Aga Khan Foundation, the MOHSW, and other policy and
systems strengthening partners. These provide a platform for sharing plans and achievements. All related
work is implemented in close collaboration with the appropriate central, regional, district and local
government authorities.
CHECK BOXES: Human Capacity Development inherently includes in-service training, retention strategies,
workplace programs task shifting, and strategic information. The enhanced human resource information
system will be a key decision making tool to HR leaders. Support to ABCT will expand the reach of HIV
prevention messages and improve the uptake of HIV/AIDS treatment and care services among private
sector workers and their families.
M&E: The project will develop a robust M and E plan so that the HR MIS, component system, and all
interventions can be closely monitored and adapted during pilot phases. Standardized tools will be
developed by NIMR to monitor and evaluate the specific interventions for the EHP so that effective
interventions are identified for national scale up.
training institution and NGOs, to implement activities described. The proposed implementation model will
allow the project to tap on existing strengths, mobilize and build on local talent so as to leave behind
sustainable systems.
Continuing Activity: 13497
13497 3462.08 U.S. Agency for IntraHealth 6525 1225.08 CAPACITY $2,260,000
7729 3462.07 U.S. Agency for IntraHealth 4545 1225.07 CAPACITY $2,100,000
3462 3462.06 U.S. Agency for IntraHealth 2866 1225.06 CAPACITY $840,000
Estimated amount of funding that is planned for Human Capacity Development $1,300,000
Table 3.3.18:
