TITLE: Leadership and Management Capacity Building for Health and HIV/AIDS

NEED and COMPARATIVE ADVANTAGE: Tanzania receives major funding for HIV/AIDS, but

management and leadership weaknesses constrain ability to program and implement at scale. These

constraints exist at national level (TACAIDS, Zanzibar AIDS Commission, ministries, CCM), district level

and in civil society. Failure to address these issues means fewer people receive critical services, and

funding may in fact be halted if improvements aren't made. MSH has six years experience in Tanzania

working to strengthen institutions responsible for conceiving and/or implementing the national response,

and pioneered the Rapid Funding Envelope (RFE) to engage civil society organizations (CSOs) in the

national response. MSH will build on relationships and momentum to expand efforts to increase capacity of

key institutions.

ACCOMPLISHMENTS: Wrote bylaws, governance and operations manuals to ensure compliance with

Global Fund (GF) regulations; designed dashboards to identify performance problems and catalyze

resolution. Completed assessments of ZAC and TACAIDS with capacity building plans; completed

leadership development program (LDP) with DACCOMS to strengthen district HIV/AIDS planning. Assessed

Zanzibar M&E district capacity and made plan for capacity building. Worked through Steering Committees

to revise National Mulit Sectoral Strategic Framework and Zanzibar strategic AIDS plan. Guided successful

evaluation of RFE. 75 grants awarded in 06/07; results conference and success stories completed; website

and e-newsletter launched. Conducted human resources (HR) assessment of MOHSW with Capacity.

ACTIVITIES: 1) Enhance the RFE per recommendations of external evaluation. Results to include improved

monitoring, coaching support, stronger CSO capacity, and results dissemination. 1a. Provide technical,

program and M&E support to round 4/5 grantees for effective grant implementation and results; 1b. Round

six announced and awarded, grantees trained; 1c. Implement evaluation recommendations; 1d. Capture

and disseminate lessons learned, continue quarterly e-newsletter, maintain website, hold results

conference; 1e. Help CSOs get needed capacity building support through coaching, technical assistance

(TA), participation in blended learning; 1f. Hire grant officer to support expanded RFE program.

2) Strengthen capacity of key institutions in Zanzibar to lead national and district HIV/AIDS response; 2a.

Implement ZAC capacity building plan to strengthen board, secretariat, management and HR systems; 2b.

Support District AIDS Committees planning and coordination with ZAC, UN volunteers; 2c. Open small

office and recruit coordinator for activities in Zanzibar.

3) Build national and district capacity to address HR constraints in collaboration with Capacity Project. 3a.

Help ensure effective integration and retention of new Emergency Plan (EHP) hires in districts, and help

districts plan for longer term solutions. 3b) develop leadership skills among staff at the MOHSW to direct

and monitor implementation of the HR strategic plan.

4) Build capacity of TACAIDS to lead national and district HIV/AIDS response; 4a. Implement TACAIDS

program to improve leadership, performance, management and systems; 4b. Support TACAIDS to assist

districts in developing skills to effectively coordinate HIV/AIDS interventions.

5) Partner with ESAMI, ADRA and ACQUIRE to expand service delivery using leadership development

program to identify and address challenges and obstacles. 5a. Conduct training of ADRA/ACQUIRE trainers

for LDP; 5b. Launch LDP with clinic and district staff to expand service delivery; 5c. Implement action plans

from LDP; 5d. Document/disseminate results of LDP.

6) Develop and implement scaled-up capacity building initiative for CSOs using individual and institutional

‘capacity builders' to deliver timely, practical technical assistance, and a program of longer-term support

leading to a management certificate for CSO teams 6a. Assess and prioritize CSO management

bottlenecks; 6b. Identify and mobilize capacity builders from consultants, firms, networks, professional

associations; 6c. Orient and coach capacity builders to tailor their skills for work with CSOs; 6d. Begin

development of sustainable funding mechanisms for CSOs to avail TA from capacity builders; 6e. Facilitate

linkages between CSOs and capacity builders to address bottlenecks and evaluate effectiveness; 6f. With

ESAMI, design and roll out a management certificate program using modular, blended learning approaches.

7. Build local capacity to manage GFprograms effectively. 7a. TA to orient and strengthen new members of

TNCM and ZGFCCM Secretariats; 7b. Support implementation of earlier recommendations to improve

TNCM/ZGFCCM governance and oversight; 7c. Operationalize TNCM/ZGFCCM technical working groups;

7d. TA to improve timeliness and quality of deliverables for GF. 7e. Develop culture of reporting and early

identification of problems with use of dashboards.

LINKAGES: MSH links with all key GF structures and recipients to strengthen governance, planning and

management, and with University Computing Center to update dashboards. MSH and UN, World Bank,

bilateral donors and Regional Facilitating Agencies jointly support TACAIDS and ZAC for national and

district programs. MSH and Deloitte co-manage RFE. MSH works with the Capacity Project for HR

interventions with MOHSW and to support the EHP. ESAMI, ADRA and ACQUIRE are MSH partners in

LDP scale up. MSH will link with ESAMI, professional associations, firms, faculties, Foundation for Civil

Society to build civil society capacity through TA and training.

CHECK BOXES: We encourage RFE grantees to take gender-based approaches. MSH offers in-service

training and TA for human capacity development. Building local organizational capacity is central to our

interventions with civil society, TACAIDS, ZAC, and RFE grantees. We leverage core funds as well for

virtual learning, global fund support, other. Strategic Information: we build M&E capacity of RFE grantees,

and disseminate results and lessons learned. RFE grantees reach the checked populations with services.

M&E: MSH TA to RFE grantees helps build foundation of M&E skills, and enables effective grant

monitoring. Grantees submit data quarterly, and MSH compiles quarterly report. Grantees use standard

reporting format and receive M&E training before start of grant. For other MSH activities, we track number

of organizations supported, number of persons trained and comply with USAID/PEPFAR reporting

requirements. MSH welcomes discussion with USG on M&E and indicators related to capacity building and

sustainability. Dashboards developed for TNCM and ZGFCCM help bring issues to attention of decision

makers and track progress against objectives and targets.

Activity Narrative:

SUSTAINAIBLITY: Building capacity at national/district level and in civil society through TA and training is

the major focus of MSH work and critical to sustainability of programs, services and institutions. MSH

leverages outside resources to build capacity. ESAMI is an institutional partner and uses MHS tools,

approaches and systems to improve sustainability. MSH promotes local consultants and firms to build

capacity and increase their resource base. MSH's focus on building leadership and management capacity

promotes sustainability.