AIDSTAR-One trip report Tanzania

AIDSTAR-One

Trip ReportDESTINATION: Tanzania (Dar El Salaam, Arusha, Pangani, Kigoma)

DATES: 18-29 January 2010

TRAVELERS: Marcy Levy and Melissa Sharer

PURPOSE: As USAID/Tanzania continues to expand both reach and impact, the number of new partners has increased in tandem with an increase in the number of wrap-around and HIV integration activities among implementing partners with expertise in another sector, such as Natural Resource Management (NRM) and Economic Growth (EG). As such USAID/Tanzania identified the need to source timely and accessible HIV program and technical assistance to support this movement towards deeper integration efforts. The USG is at a critical juncture where it must ensure that such partners have easy access to the necessary support to effectively design and implement state-of-the-art (SOTA) HIV/AIDS orphans and vulnerable children (OVC), care and/or prevention programs, grounded in scientific evidence and tailored to local contexts.

In mid-2009, USAID/Tanzania issued a Request for Proposals (RFA) to support HIV integration or “wrap-around” among existing NRM and EG activities. The RFA requested NRM/EG respondents to propose logical and synergistic activities for HIV/AIDS including OVC, care and/or prevention activities to capitalize on existing systems and networks in both the NRM/EG and HIV/AIDS sectors. USAID/Tanzania anticipates that the first year of capacity building and integration support will focus on those NRM partners receiving HIV/AIDS OVC, care and/or prevention “wrap-around” funding. Anticipated field support in future years may expand to include support for additional partners in the Tanzania Mission’s portfolio, such as USAID’s education sector partners and/or Millennium Challenge Corporation (MCC) implementing partners.

BACKGROUND/SCOPE OF WORK: As per the purpose above, USAID/Tanzania requested support from AIDSTAR-One to provide technical assistance to new and/or local ‘wrap-around’ partners to maximize HIV/AIDS program effectiveness and impact. USAID/Tanzania expects that as a result of capacity building and institutional strengthening efforts, partner

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recipients will improve the quality of programming, thereby increasing the scale, coverage and effectiveness of HIV/AIDS programming though diverse civil society sectors in Tanzania.

AIDSTAR-One will work with partners to strengthen their capacity to show results and improved program outcomes by implementing high quality, multi-sectoral HIV/AIDS OVC, care and/or prevention programs. AIDSTAR-One will focus on HIV/AIDS skills transfer in key technical and program management areas. By strengthening the involvement of new and local partners, USAID/Tanzania aims to ensure results and country ownership for a more sustainable, high-quality and increasingly multi-sectoral HIV/AIDS response.

As an initial step of this support initiative, two AIDSTAR-One consultants, Marcy Levy and Melissa Sharer, visited Tanzania from January 18 – 29, 2010. The purpose of their visit was to meet with partners to begin a process of in-depth analysis of technical, managerial and institutional strengths, weaknesses and gaps related to HIV/AIDS programming. Specifically, the SOW was to:

• Meet with USAID/Tanzania and key NRM/EG partners to introduce the AIDSTAR-One team;

• Initiate relationships with partners and begin the process of jointly assessing partner’s needs, based on informal interviews with key staff (using a standardized organizational profile) and site visits to partners’ offices;

• Review and advise on workplans and Performance Monitoring Plans (PMPs,) as available, in collaboration with NRM/EG partners (specifically FINTRAC, African Wildlife Federation (AWF), Jane Goodall Institute (JGI), Tanzania Coastal Management Partnership/University of Rhode Island (TCMP/URI)) to:

– Offer support for partners in completion of workplans and PMPs

– Identify key priority areas for future TA• Draft SOW for AIDSTAR-One staff to be based in Dar with

travel to partner sites.

Further plans will be developed jointly by the in-country AIDSTAR-One representative to be approved by the USAID NRM/EG team Agreements Officer Technical Representative (AOTR) and the HIV/AIDS team Activity Manager. Although AIDSTAR-One is not a source of funding to partners, it is anticipated that the collaboration between AIDSTAR-One and NRM/EG partners will add significant value to partner recipient’s performance through regular targeted technical assistance and skills transfer in a variety of areas including technical interventions in HIV/AIDS OVC, care and/or prevention and institutional strengthening as appropriate.

The schedule for the assignment was as follows:

Date Activity18/19 January Arrive in Tanzania

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(Transit)20 January (Dar/Arusha)

Morning: Briefing at USAID missionAfternoon: Fly to Arusha

21 January (Arusha) Meet with FINTRAC team

22 January (Arusha) Meet with AWF Team

23 January (Dar) Synthesis meetings and prep for UZIKWASA/Pangani and JGI/Kigoma

24 January (Dar/Pangani)

Travel to Pangani

25 January (Pangani) Meet with UZAKWAZI26 January (Kigoma) Leave for Kigoma

Meet with JGI Team27 January (Dar) Return to Dar28 January (Dar) Meet with URI Team

ACTIVITIES AND ACCOMPLISHMENTS:

AIDSTAR-One staff initially met with USAID/Tanzania to discuss the SOW and review the proposed actions of the AIDSTAR-One technical team. Members from the USAID PEPFAR and NRM/EG teams were present to give more context/background for the proposed SOW. Key issues discussed include the following:

Varying levels of HIV knowledge and experience among partners: JGI and URI/TCMP have had PEPFAR funds and been implementing partners for a number of years. Both FINTRAC and AWF are newer partners, so may need more assistance as per PEPFAR requirements (e.g. workplan and PMP support).

PEPFAR 2 (New Generation) indicators: Strong need to focus on compliance with PEPFAR New Generation indicators with all partners.

Partner selection: Partner selection criteria may need reinforcement with all groups, especially regarding the selection of HIV partners with strong implementation experience.

State of the Art (SOTA) adherence: Ensure all prevention, OVC, and care activities are in line with PEPFAR 2 strategies and use evidence-based, ‘state of the art’ approaches/interventions.

Maximizing access, using existing systems that expand the reach of HIV knowledge and practice: To increase impact, ensure partners focus on utilizing their already existing networks, programs and target populations to reinforce HIV messaging. For example, AWF should target

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messaging for the rangers and union members and FINTRAC for small farmers, as these efforts will maximize the reach of HIV information among the NRM/EG sectors.

Using Tanzanian developed tools and resources: AIDSTAR-One support and assistance should reinforce or introduce tools already developed/adapted for the Tanzanian context. The team specifically referenced the behavior change resources of EngenderHealth, Tujadiliane DVD and the experiences from the FHI ROADS program.

Addition of a fifth partner in the future: Techno Serve was identified as the upcoming wrap-around partner in Iringa and Mbeya (working in horticulture). As this is a newly identified partner AIDSTAR-One was unable to meet with Techno-Serve during this visit.

Key contact and resource person at the USAID Mission is Mr. Grey Saga, a Nutrition, Health and Wrap-Around Specialist.

At this initial briefing AIDSTAR-One introduced the proposed process for the activity, outlining a uniform process for partner meetings. Meetings with partners progressed in line with the process below:

• AIDSTAR-One introductions: Brief background on AIDSTAR-One; purpose of assignment; general definitions/discussion on integration1 and wraparound.

• Organizational Profile2: Semi-structured interviews with key informants to sketch out a broad overview of organization’s activities and specifically HIV activities and integration/wraparound approaches.

• PEPFAR specific: Review of any workplans and PMP progress (as available), review/reinforcement of PEPFAR New Generation indicators.

• Future technical assistance: Discussion of integration support and potential future TA needs, as well as key skills required for future AIDSTAR-One Tanzania hire.

The main output from each partner meeting was the completion of an Organizational Profile. The Organizational Profile provides a strong and uniform baseline for each PEPFAR partner summarizing the key HIV/integration organizational challenges and strengths and key technical assistance needs, providing a template to guide next steps as AIDSTAR-One progresses with on-site technical support. The Organizational Profile will primarily help incoming AIDSTAR-One staff member to rapidly ascertain the key issues, challenges and priorities of each partner. Please note the organizational profiles are written for internal use by AIDSTAR-One staff to guide the design of technical assistance. See Attachment 1 for a copy of each partner’s Organizational Profile.

1 Note there is no working USAID definition of ‘integration’ utilized by USAID/Tanzania and partners.2 See attachment 1 for Organizational Profiles

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BRIEF SUMMARY OF KEY ISSUES

The AIDSTAR-One team had the opportunity to meet briefly with each organization at their respective sites in Arusha, Pangani and Kigoma. Common themes emerged from the meetings with all partners:

Varying levels of integration among partners Integration involves a range of practical strategies and actions aimed to scale up and maximize responses to mitigate HIV and AIDS. In this context, NRM/EG partners plan to continue and/or start HIV activities to apply their comparative programmatic advantage to support Tanzanian and PEPFAR HIV/AIDS priorities. For the purposes of this assignment, we refer to this as external integration defined as organizations using opportunities to respond to HIV in their regular projects and activities. Internal integration refers to providing a workplace environment where the organization provides HIV prevention, care, support and treatment services and/or referrals for their own employees and their families. To date, USAID/Tanzania has not developed an operational definition of integration. However, a brief literature scan provides resources and toolkits3 based on experience in the field. The assessment of integration loosely used the external/internal model outlined above as a guide, however it is important to note that the understanding of ‘wrap around’ and integration is still evolving within USG agencies. In terms of external integration, the four partners demonstrated varying degrees of integration for their planned FY10 activities. AWF, JGI, URI/TCMP all work in partnership with HIV-oriented organizations to provide HIV messages and activities among the same target populations. FINTRAC will also use this model, and is proposing to select key community partners in each operational zone. However, some organizations look at HIV activities and apply an ‘add-on’ mentality, meaning they do not necessarily integrate HIV into their own programs, so the target populations may receive both NRM and HIV interventions, but on separate days/via separate activities. In other cases, such as with AWF, NRM and HIV activities took place in tandem, utilizing existing systems, programs and networks. Both AWF and JGI offer training that covers both issues of biodiversity and HIV awareness, and/or incorporate HIV/AIDS messaging into a pre-existing conservation curricula. URI/TCMP is planning to do this more formally in 2010, and FINTRAC is also planning on doing so, but are more in a start up phase than other organizations.The levels of internal integration varied within each organization. When exploring levels of internal integration (HIV/AIDS workplace policies), all organizations reported challenges. AWF’s workplace policy/program was the most active with a specific partner 3 http://www2.gtz.de/dokumente/bib/07-0330.pdf and http://www.aidsandemergencies.org/cms/documents/2008_Tearfund_Mainstreaming_HIV.pdf and http://www.oxfam.org.uk/resources/issues/health/hiv_mainstreaming.html

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http://www.oxfam.org.uk/resources/issues/health/hiv_mainstreaming.html

http://www.aidsandemergencies.org/cms/documents/2008_Tearfund_Mainstreaming_HIV.pdf

http://www2.gtz.de/dokumente/bib/07-0330.pdf

identified (Afya-Bora) who developed and implemented training manuals for staff education and local communities. URI/TCMP had a workplace policy on paper, but there was no implementation of this policy. JGI and FINTRAC did not have workplace policies. All groups were open to working with AIDSTAR-One to develop and/or strengthen their HIV/AIDS workplace policies.

A brief summary of each partners’ integration ‘status’ is as follows (note this summary does NOT cover all HIV activities, but rather is intended to provide a quick snapshot of some of the major issues regarding integration):

FINTRAC: FINTRAC is a first time Tanzania PEPFAR grantee, and has solid plans in place for HIV integration of their NRM and HIV portfolios. They have hired an experienced full time HIV program manager to support their HIV activities. FINTRAC intends to train all their agronomist staff in basic HIV prevention and HIV education outreach. When selecting target populations for interventions, FINTRAC has provisionally projected at least 5% will be HIV-impacted (PLWHA and affected families). FINTRAC will actively select economic growth activities that are inclusive of labor saving technologies to benefit HIV-affected families. For example, FINTRAC is using drip-irrigation activities to reduce the labor burden on these individuals. FINTRAC is just beginning the process of selecting its HIV partners, and they stressed the importance of identifying active partners that are skilled in implementation. The HIV manager specifically stated that she will delve deeply into potential partner capacity to ensure it is good fit, and noted that they will not be partnering with Wanawake na Maendeleo (WAMA) Foundation, as identified in the proposal. FINTRAC plans to identify six local groups, one in each geographical area where they operate. They intend to solicit the input of local agronomists and farmers in order to partner with organizations who are ‘working hard’ and are confident their target populations will know which HIV groups are already working in their communities. Local knowledge of which groups have good reputations will be part of the partner selection criteria. AIDSTAR-One provided a Partner Selection tool for FINTRAC’s use4. As this is their first time introducing HIV-activities into their programs, FINTRAC could benefit from ongoing support from AIDSTAR-One to ensure they maximize integration opportunities and also utilize ‘state of the art’ approaches. They have no HIV/AIDS workplace policy in place, but have examples from their Kenya operations and the HIV manager has already spoken to the Director about drafting a policy for Tanzania.

AWF: AWF’s main HIV/AIDS component is education and sensitization, making target beneficiaries aware of HIV/AIDS issues and encouraging C/T. They do not have a full time HIV

4 See attachment 36

specialist on staff but rather a collection of staff members are responsible for managing their HIV/AIDS subgrantees. Partners include Afya-Bora and LOOCIP. LOOCIP is working to integrate HIV into the work of other, non HIV-partners such as Tanzania Land Conservation Trust (TLCT). LOOCIP uses Community Conversations methodology to do HIV prevention. AWF works with partners to include add-on HIV prevention messaging. For example, at community meetings (with district officials, community leaders) there will be an NRM person and an HIV person present to co-facilitate the meeting, talking about prevention messaging alongside NRM conservation messaging. Afya-Bora is AWF’s HIV/AIDS workplace policy partner, and they produced training manuals to create and/or update workplace policy for partners. AWF’s current HIV/AIDS activities stem from a previous pilot project (funded by USAID/PEPFAR-via NRM/EG) where AWF and partners developed a curricula on Quality of African Wildlife Management on mainstreaming HIV for NRM. The project at the College of African Wildlife Management (CAWM) Mweka was concluded with the following outputs: a document that provided an overview of HIV/AIDS issues in and around the college; CAWM’s HIV/AIDS comprehensive workplace policy and strategic plan; an HIV/AIDS behaviour change curriculum for CAWM students; among other activities. As AWF does not have a full time HIV staffer, it is recommended that AIDSTAR-One focus in particular on ensuring their interventions/partner activities are ‘state of the art’ and focus on the New Generation and other key indicators to ensure their activities are captured and progress is measured.

JGI: In FY10, JGI will continue its HIV/AIDS activities (prevention among in and out of school youth and home based care) in the Greater Gombe Ecosystem and expand further into the south. JGI has a full time HIV program coordinator. JGI has an innovative Roots & Shoots program which is a youth environmental movement, and JGI has adapted this to deliver HIV messages combined with a UNICEF life skills curricula on HIV (for in school youths) – an excellent integration example of using existing programming to expand their reach. For out of school youth (and older youth), JGI works through faith based groups (via different religious partners) using an ADRA curricula. In another excellent example of integration, JGI uses existing programs/networks to streamline HIV/AIDS awareness into training sessions provided to the forest management CBOs, coffee and honey producer associations, farmers, and village extension workers. The program provides information on the potential impact of the virus on their health, earning power, their immediate environment, and the overall ecosystem. HIV/AIDS education and sensitization is also provided to staff members, community volunteers, and district staff as well as local partners so ensure that HIV does not lead to a loss in

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local capacity to deal with natural resource management and economic growth issues. JGI does not have an HIV/AIDS workplace policy, but has confirmed the need to have one and is open to working on one with AIDSTAR-One.

TCMP-URI: TCMP-URI’s main HIV partner, UZIKWASA, implements activities using drama and other creative methods to deliver HIV/AIDS prevention and mitigation messaging, primarily in the communities adjacent to SANAPA and the larger Pangani district including coastal communities north of the Pangani River. TCMP-URI and UZIKWASA have many years of experience integrating HIV/AIDS, conservation and poverty alleviation activities. Anecdotal evidence indicates these interventions in the target areas have led to behavior change (e.g. increased condom use, less “sex for fish”, and fewer temporary marriages between visiting fishermen and local women) that can reduce HIV/AIDS prevalence. For FY10, their Pwani Project will concentrate on three aspects of the human dimensions of coastal ecosystems: climate change adaptation, economic growth, and HIV/AIDS mitigation and prevention activities to create wealthier and more empowered communities. Pwani will continue sub-contracting to UZIKWASA to implement HIV/AIDS prevention and mitigation activities to improve life for those living with HIV/AIDS and to promote quality behavior change among fishing communities. New activities include integration activities related to increasing economic opportunities for people affected by HIV and targeting fishermen (“Men w Money” initiative). This work is just beginning so AIDSTAR-One’s contribution will focus on ensuring the interventions are ‘state of the art’. Within TCMP there is no HIV workplace policy, however TCMP is working with Sanapa National Park and Tanzania National Parks (Tanapa) that have a workplace policy. It is not actively rolled out yet.

RECOMMENDATIONS AND NEXT STEPS

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The following areas were identified as areas for future AIDSTAR-One support:

All partners would greatly benefit from a stronger understanding of integration, sharing experiences and cross visits. All partners could benefit from an increased understanding of integration and what this means from an implementation perspective, and in the context of HIV/AIDS and NRM/EG activities. A suggested activity is to bring partners together to engage on ‘cross visits,’ to share existing programs, resources and activities related to HIV/NRM/EG integration. As partners are at different levels of integration cross visits or a ‘study tour’ may be especially valuable in helping support ‘weaker’ partners (i.e., JGI appears to have extremely well integrated programs which partners such as FINTRAC and AWF could learn from). The AIDSTAR-One staff to be hired could facilitate this workshop and/or identify opportunities for cross-visits among key partner personnel to identify different models of integration.

All partners would benefit from strong monitoring and evaluation support, in particular on reviewing workplans, PMPs, and selecting and reporting on the PEPFAR 2 New Generation indicators. Partners consistently requested more information and support around the new PEPFAR indicators, and, in particular, help with identifying which PEPFAR indicators should be included in the workplans (in addition to those submitted for the FY10 Country Operational Plans (COP)). Partners also requested support to ensure full compliance with reporting on their indicators. Some of this concern appears to be due to their lack of knowledge about the new changes under PEPFAR 2, and how this may affect PEPFAR’s expectations of the partners.

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All partners would benefit from support to develop and strengthen internal HIV/AIDS workplace policies. With the exception of AWF, the organizations do not have an internal HIV/AIDS workplace policies in place, or have one in place that is not implemented. As noted above, in addition to having a workplace policy, AWF previously supported the development of workplace policies under their one-year pilot project for the College of African Wildlife Management (CAWM). FINTRAC’s new HIV Program Manager has discussed the development of internal HIV/AIDS workplace policies with the FINTRAC director, and has plans to partner with AIDS Business Coalition of Tanzania (ABCT) to work with their private sector companies to implement HIV/AIDS workplace policies and programs. TCMP/URI works with Sanapa National Park and Tanzania National Parks (Tanapa) which has a workplace policy, however it is not actively rolled out for TCMP yet. JGI does not have a workplace policy, but is open to developing one. Support for workplace policy development could be designed in such as way that the main NRM partners would then have the skills to provide support their sub-partners to also develop strong internal HIV/AIDS workplace policies.

All partners would benefit from an in-depth review on the extent to which they are using/plan to use ‘State of the Art’ interventions for their planned activities. As none of the partners had a finalized workplan in place it was difficult to assess the level of ‘state of the art’ of their HIV interventions. Future TA should focus on working collaboratively with the organizations to ensure their roll out is done in line with best practices and any evidence-base related to their specific activities.

Draft Job Description for AIDSTAR-One Tanzanian hire (Attachment 2) reflects the key recommendations/action steps above.

PRINCIPAL CONTACTS

USAID/Tanzania: Julia Henn, Senior Technical Advisor Prevention Lead; Grey Saga, Health, Nutrition and Wrap-Around Specialist; Laura Skolnik, Senior Prevention Advisor; and Gilbert Kajuna, Deputy Team Leader-NRM/EG.Jane Goodall Institute: Mary Mavanza, Project Manager and Sania Lumelezi, Head of Health Services. African Wildlife Federation: Dr. Steven Kiruswa, Maasai Heartland Director; Sulu Kibira, Monitoring and Evaluation Officer; and Thadeus Binamungu, Senior Project Officer.

FINTRAC: Dorothy Magesse, HIV Program Manager.

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TCMP/URI and UZIKWAZA: Jeremiah Daffa, Tanzania Program Director; Juma Dyegula, Health Coordinator; Dr. Elin Torell, TCMP Pwani Project Manager; Mr Abdul, Communications Manager, UZIKWAZA.

A gracious thank you to those listed here for their collaboration, time and input on this process.

DISTRIBUTION:Shyami DeSilva- [email protected] Julia Henn- [email protected] Gilbert Kajuna- [email protected] Grey Saga- [email protected] Laura Skolnik- [email protected] AIDSTAR-One

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mailto:[email protected]





ATTACHMENT 1: ORGANIZATIONAL PROFILESFINTRACVisit: 21 January 101. Contact details (including AIDSTAR-One lead contact)

Dorothy Magesse [email protected]@FINTRAC.comMobile: 0754336457 (prime #)

0655336457 (secondary #)0783336457

Office: 0688905564

2. Location of project activities (geographic coverage)

FINTRAC is operational in 6 zones 1) Arusha/Moshi/Hai/Lushoto (HO and 9 staff), 2) Mbeya (1 staff), 3) the Coast/Tanga/Dar (1 staff), 4) Iringa (1 staff), 5) Morogoro (1 staff) and 6) Zanzibar (1 staff).

3. When was the organization established? How long opera-tional in this particular country?

FINTRAC is new to Tanzania as an organization, but not new to region. Had projects with TAHA for long time as in/out TA. FINTRAC has strong operations in Kenya, Uganda and Ethiopia, inclusive of HIV activities.

Two current TZ projects:

TAHA Fresh (Tanzania Agricultural Horticultural Association: ‘import/export and processers’). This project has been opera-tional prior to FINTRAC’s physical presence in Tanzania.

TAPP (Tanzania Agricultural Productivity Project: small & large farm-holders; and processors/exporters)

HIV specific aspects in Tanzanian program include:

Prevention (30K for AB prevention, 100K for other preven-tion)

Support for OVC ($300K for care and support of OVC)12



4. Overall strategy and structure

Goals: 1) Increasing small farm holder’s income through improved agricultural production 2) Increase markets/linkages/transport for products. Focus for two years on vegetable production (ie, training on good ag production, meeting market standards, linking to processers, linkages to large farmers). Train them on quality agricultural production. Offer employees in horticultural program training on HIV.

5. Summary of activities

Funds come from PEPFAR and NRM/EG. PEPFAR funding for basic needs, and FINTRAC sees EG funding as a means to ‘wean’ them off PEPFAR funds. FINTRAC is integrating the two funding streams in order to offer strong programs for clients that are self sustaining.

FINTRAC aims to collaborate with agronomists and health extension workers. When identifying farmers (approx 5000), FINTRAC also will work to identify HIV+ families (estimated 5% PLHA and affected families). PLWHA groups assist here.

Economic Growth activities includes support for livelihoods, production activities (growing food and linking them with market); labor saving technologies for HIV-affected families in particular (e.g. people who are weak w/ HIV – instead of people carrying cans of water, use drip irrigation system to reduce work burden on them); introducing efficiencies in the processing and preservation of vegetables; introducing high micronutrient crops for PLWHA.

OVC activities aim for economic strengthening activities around EG, IGAS, etc to help reduce household reliance on external funding. They can receive school books, etc, but also will receive EG activity (have income to buy food, livelihood) for longer term support.

Prevention activities are via key partners and focus on AB and O work, including peer education.

6. Does the organization have a draft or completed workplan for FY10? Does it include HIV-components?

No completed workplan or PMP.

TOTAL: 430K for Prevention and OVC activities 30K for Prevention on AB- work done via partners-still

unselected100K on other Prevention (including condom supplies)-work done via partners-still unselected300K for care/support for OVC-EG/IGA work

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7. Targets / Beneficiaries

Many of the regions targeted under FINTRAC’s proposed program have HIV prevalence and orphan rates higher than the national averages (see Table 1 page 9 in proposal). One of the targeted regions, Iringa, has Tanzania’s highest HIV prevalence rate at 16%. It also has the highest proportion of children classified as orphans (24%). Five percent of demonstration farms will be from vulnerable households, defined as households with members that are HIV positive, HIV/AIDS widows, orphans, and/or vulnerable children.

Small farm holders 1st year: 5000 smallholder farmers (40% women and youth/60%

remaining population) 10% of 5000 (500 OVC/250 mf)) 5% of target population should be HIV-affected (estimated via

national prevalence).

Larger scale farmers: workplace prevention program 6 large farms (up to 200 employees per farm) Canteen gardens: on-site garden at farm so workers can access

food at facility

8. Human resources related to HIV activities: number of full/part time staff and volunteers. Does the organization have staff specifically allocated to HIV activities? Are these staff able to provide appropriate leadership?

FINTRAC’s key personnel are based in Arusha (total of nine including an M&E and HIV/AIDS/OVC specialist. The HIV program manager is tasked with ensuring prevention education and treatment options reach more farmers and rural households via existing networks of farmers and businesses.

List of staff (by role)No.

TITLE Qty. M/F % time allocated to

HIVArusha

DirectorEnvironmentalistProduction ManagerM&E ManagerHIV Program Manager F 100Administrative ManagerAdministrative Assistants

ManwaraAgronomist

ArushaAgronomist

KilamanjaroAgronomist

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TangaAgronomist

PawaniAgronomist

Morogoro Agronomist

ZanzibarAgronomist

9. What non-traditional HIV partners are you working with? Networks? What are their strengths and weaknesses?

FINTRAC works with farmers groups and networks to provide education/training on potential vegetables and fruits to increase profit. Vegetables with high market demand are encouraged. For example, as farmers are linked with Serengeti Fresh, FINTRAC connects the two groups, allowing farmers to discuss specific needs and increase their quality. With the farmers groups, some have advanced networks, some less formal. Most farmer’s groups have little to no HIV knowledge.

Current partners Serengeti Fresh (production partners, private company) Florista (private company)

For small farm-holders program:Have not yet identified HIV partners, however refer to their illustrated list (proposal, pg. 14, 15). FINTRAC will proceed carefully with the selection of partners, as it is key to select credible and strong partners. Starting to write RFP/concept note for partners and place advert for partners. Idea is to have 6 local groups, one in each geographical area. Will use experience of agronomists and farmers in order to partner with organizations who are ‘working hard’. Want them to work with groups they identify, so it is mainstreamed. FINTRAC zone officers/staff will look into which organizations are already operating HIV programs. Who do the farmers know? What community based organizations will do work? (have ‘word of mouth’ opinion of which partners to work with). This will help inform partner selection.

Once selected, partners will work with FINTRAC staff to do HIV work. FINTRAC staff will be there to make sure HIV activities are well coordinated and managed.

For larger farms/workplace policy: AIDS Business Coalition Tanzania (ABCT) as NGO partner to support partners in the development of their workplace policy.

Target partners: See illustrative list (proposal, pg. 14)

10. What are the selection criteria to select local partners?

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Don’t have criteria yet for partnership selection criteria. Have understanding of concepts.

11. Technical HIV support: whom does the NGO receive technical support from currently? Are there other organizations you have identified who could provide technical support?

None yet

12. Monitoring and Evaluation

a. What ME system is set up?

FINTRAC uses a M&E system called CIRIS (Client, Impact, Result, Information, Systems) that operates with daily data collection, validation and management including tracking HIV/AIDS related indicators. CIRIS allows for projects to add an unlimited number of household, workplace and community‐level variables, including those tracking HIV/AIDS‐related indicators.

Staff enter data on a daily basis, which is immediately transferred to Virgin Island Head Office, and available to other FINTRAC Country Offices in Ethiopia, Kenya and Uganda. For example, CIRIS collects names of clients, what type of training and attendees, gender etc.

PEPFAR indicators will be included in this system. FINTRAC is working to also have key economic indicators included in CIRIS.

b. What are the main PEPFAR indicators?

Approx 5 PEPFAR identified by FINTRAC and AIDSTAR-One:

CURRENT: 3 prevention indicators submitted to COP FY10

POTENTIAL FOR CONSIDERATION: Possibly add standalone ES indicator (care/support) Possibly add workplace policy programs When finalizing WP, USAID will advise FINTRAC re:

indicators

c. What are your concerns re: PEPFAR indicators/reporting?

No concerns yet identified. All six zone staff are trained in CIRIS program and have their own laptop. As this system can include PEPFAR indicators, it will make the information simple to organize, as entered by each zone staff on a daily basis.

13. Does the organization have an HIV/AIDS workplace policy?

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Not yet, but the HIV Manager has approached the FINTRAC Director to train staff and pursue WP Policy for FINTRAC.

WP Policy for partners: FINTRAC will partner with AIDS Business Coalition of Tanzania (ABCT) (USAID supported) to work with their private‐sector companies to implement HIV/AIDS workplace policies and programs. FINTRAC will support two full‐time ABCT specialists (one in Arusha, one in Dar es Salaam) to provide assistance in developing agribusiness workplace policies, currently a critical gap, and, as necessary, provide cost‐sharing grants to companies establishing them. FINTRAC also proposes to establish pilot workplace canteen gardens, similar to an initiative launched in Kenya that made the workplace policy more tangible for employees.

14. Main curricula/training materials currently in use. Do these have any HIV components?

None yet. Once partners are identified, FINTRAC will work with them to assess locally used curricula and either use/adapt them. Identified the need to ensure the materials are culturally relevant in each zone.

15. Main challenges/issues/problems related to HIV activities

None yet.

16. Main successes related to HIV activities

None yet as program is start up, however FINTRAC is replicating some successes from Kenya program (see below).

17. Lessons learned related to HIV activities: what would the organization do differently or the same, based on their experiences?

FINTRAC is planning on replicating the successful Canteen Garden initiative from their Kenya program. Each workplace has canteens where there are gardens for their employees to cultivate crops for home consumption and/or source of income. This is also a place to have educational and HIV awareness sessions.

18. Future areas for potential TA

Criteria for identifying partners Work with partners to understand integration and working

within existing networks and partnerships 19. Future plans: what skills would you value most from the

in-country AIDSTAR One staff?

Strong skills in M&E.17

Follow Up Action Points

Action Person Responsible

Timeline

Send partner selection criteria to FINTRAC

AIDSTAR-One January 2010

Workplan review and advise

Dorothy/FINTRAC January/February 2010

PMP/indicators review and advise

Dorothy/FINTRAC February 2010

Ongoing TA Dorothy/FINTRACAIDSTAR-One

Ongoing

From USAID NRM/EG Matrix

Region

SOW Proposed COP 09 funding

Comments

Arusha, Lushoto, Ngorongoro highlands, Morogoro, Coast (Mainland & Zanzibar)

- Horticulture project- HIV/AIDS “wrap‐around” activities

integrated include prevention training and treatment provided to targeted rural populations via smallholder groups and large‐scale farms; production of micronutrient‐rich indigenous vegetables; and establishment of specific targets for participation by HIV/AIDS‐affected (and women‐owned) households as farmer‐beneficiaries

- Plan to have one full‐time HIV/AIDS/OVC Activity Coordinator responsible for managing this component,

- Subcontract specialized HIV/AIDS CBOs/NGOs, including ABCT, Peace Corps, and WAMA, to assist with outreach and education for farmer groups and other project clients

- Target regions with high incidence of HIV/AIDS

- Set specific participation targets for HIV/AIDS/OVC-affected farm households

- Include indigenous vegetables/target crops high in micro-nutrients, and/or having synergistic properties with AVTs

- Promote appropriate new technologies & techniques for increased food security and income, while reducing labor requirements

PreventionOVC/econ

- Decide where want them to focus (which regions)

- Link them with Champion for workplace program

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for HIV/AIDS -affected persons- Develop HIV/AIDS workplace

policies/programs for TAHA member exporters, processors and other agribusinesses

- Provide HIV/AIDS prevention & awareness alongside smallholder group agronomic training activities

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African Wildlife Foundation (AWF) Visit: 22 January 10

1. Contact details

Dr Steven Kiruswa, Maasai Heartland Director, [email protected] Sulu Kibira, Monitoring and Evaluation, [email protected] Thadeus Binamungu, Sr Project Officer (inclusive of the HIV work for AWF and managing HIV partners), [email protected]


AWF works in the Maasai Steppe Heartland and will in FY10 intensify its reach in the wider Tarangire-Manyara-Kilimanjaro-Natron ecosystem.


AWF is an NGO committed to conserving Africa’s natural resources while leveraging the continent’s tremendous natural endowment for economic growth and improved livlihoods. It was founded 48 years ago. The Tanzanian office opened in 1998. The main donors are USAID and private foundations.

4. Overall strategy and structure

Had a one year funding for pilot project (funded by USAID/PEPFAR-via NRM/EG) for developing curricula on Quality of African Wildlife Management on mainstreaming HIV for NRM. The project at the College of African Wildlife Management (CAWM) Mweka was concluded with the following outputs: a document that provides the current HIV/AIDS situation in and around the collage; CAWM’s HIV/AIDS comprehensive workplace policy and strategic plan; HIV/AIDS curriculum for CAWM; and HIV/AIDS monitoring and evaluation tool for the college. Manyara Ranch/TLCT-local Tz led conservation trust (about 70 staff) started HIV awareness from this pilot project. Has a final report/evaluation. AWF can share reports with AIDSTAR-One. For most HIV work AWF sub-contracts with a local NGO, so there is an element of local capacity building with the national CBO/NGO partner.

5. Summary of key HIV activities

Main activities are in prevention, knowledge and awareness. AB and O activities. Inclusive of facilitating access to condoms. Referrals to CT via partner LOOCIP, who operate facilities. Districts also offer CT facilities. Trx/PMTCT is not accessible at remote locations. Wrap-around evolving from their pilot project described above, continuing activity. Expanding outreach to communities and youth.

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Have program for youth in schools, doing a situation analysis to look at HIV-awareness levels among youth as well as behaviors in about 10 schools. The analysis indicated awareness is low, low use of condoms and early initiation of sex.

Messaging within NRM team and partner LOOCIP uses Community Conservations Methodology to reinforce prevention messaging, using a method that identifies community champions to promote positive behaviour norms.

No baseline/endline, just a scale up from previous activities. All numbers from pilot program used as baseline. Do have some funding for an endline.


Workplan is not yet completed.

Two indicators submitted under COP submission:

Number of the targeted population reached with individual and/or small group level HIV prevention interventions that are based on evidence and/or meet the minimum standards required (FY10: 1,490; FY11: 1,775)

Number of the targeted population reached with individual and/or small group level HIV prevention interventions that are primarily focused on abstinence and/or being faithful, and are based on evidence and/or meet the minimum standards required. (FY10: 2,700; FY11: 3,000)


List of key staff (by role)No.


HIVAWF key staff for HIV support and management

Sr Program Officer 1 M 5-10%Community Development Officers 2 M/F 15%Monitoring and Evaluation Officer

1 M 10%

Director 1 M 5%Finance-Sr and Asst 2 M/F 2%Admin 1 F 2%

8. Current sense of ‘Integration’

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AWF works with partners to bring in HIV expertise. Main HIV component is sensitization, making target beneficiaries aware of HIV issues and C/T (target populations that the non-HIV partners work with). For example, at community meetings (with district officials, community leaders) there will be an NRM person and an HIV person. They will share and co-facilitate the meeting, talk about prevention messaging along with how NRM conservation messaging as well, and make links between HIV and NRM. The local HIV person also links in with the conservation networks.

9. What non-traditional HIV partners are you working with? Networks? What are their strengths and weaknesses?

LOOCIP is a local partner which uses Community Conversations and one approach.

Afya-Bora is a workplace policy partner, training manuals, created and/or updated WP for partners, and provided in-house training for AWF staff.

Also have some links with local women’s CBOs, providing information on managerial issues. The women’s groups have links/operations related to livelihoods (main challenge is finding markets).

10. What are the selection criteria to select local partners?

Did mapping to identify some partners. Not many NGOs doing this work, so it was easy to pick their two partners. The local MOH/NAC office helped to identify key partners not previously accessible to AWF. AWF selected smaller partners, not the traditional ‘big’ partners. AWF is pleased with their smaller partners. They feel they have built the capacity of the local partner, as AWF did training on institutional capacity building training (governance, NRM management, compliance issues). This is a key indicator for inclusion in the PMP.


Two HIV partners Afya-Bora and LOOCIP, who are working to integrate HIV into the work of other partners: Tanz Land Conservation Trust (TLCT), Afya-Bora-district Simanjiro, LOOCIP-district Longido, MBUK-Karatu District, Burunge Wildlife Management Area CBO-Jumubi, Jumatria-Babati District, Longido (info on page 4 in Progress Report).


a. What ME system is set up? AWF will employ the NRM monitoring tools to plan and track activities, including PEPFAR activities. AWF works with partners when they go to the field to help monitor their activities. LOOCIP

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and partners provide an internal report to inform the indicators.

b. What are the main PEPFAR indicators? COP submissions are number of people reached at ind/small group level (1490 2010 and 1775 2011); number of youth reached (AB messages) (2700 2010 and 3000 2011).

c. What are your concerns re: PEPFAR indicators/reporting? Last program only reported on one indicator (number reached), now adding one more and open to adding other relevant indicators. Have MEMs template, and for the PMP AWF wants to use MEMs format to update existing (2009) PMP.

Additional indicators identified: P=PEPFAR indicator Prevention-

o # reached (P)o # reached AB-youth (P)o # of individuals from target audiences who

participated in a community wide event (P)o # of schools reached with HIV prevention

messages (P)o # of co-facilitation events between AWF/NRM

and HIV partnero # people attending WASH education sessions

with an HIV messageo # events WASH/HIV heldo Workplace plans-

% of large enterprises/companies that have HIV WP policies and programs; (P) (TLCT, TANAPA, WMAs)

# of people reached by WP programs by sex; (P)

Capacity Buildingo # of local partners capacity built in HIV (HIV

trainings)o # of women’s groups provided support in at least

two economic opportunities/livelihoods activities (training, materials, registration, seed capital, markets)

Impact Indicators: May combine KAP survey questions to tease out impact for PMP, may need support here in the future.

o % of population who recall hearing or seeing a specific message (P)


Developed workplace policy with some partners via Afya-Bora. AWF has a workplace policy and training manuals for staff

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education and local communities. Afya Bora-use testimonies of PLH (GIPA) for training.


Community conversations and community mobilization for the adults. Youth-LOOCIP previously worked with youth team. Based on a situational analysis, they developed an outreach program for the schools-general awareness for schools. (indicator 2-youthAB)


How to better link HIV to sanitation/hygiene? Good washing practices improve health and reduce morbidity among population including PLWH. Challenge to demonstrate this link.


Ability to find/select HIV partners to help with activities, so this expanded AWF’s experience and knowledge on HIV. This linkage helped increase the reach of AWF among clients. AWF was also able to include OD to support their local partners. Also pleased with the curriculum that was created by Aysa-Bora. Workshop for national park staff (3 parks) on HIV. Spoke about relationships with partners and other prevention initiatives.

17. Lessons learned related to HIV activities: what would the organization do differently or the same, based on their experiences?

Better baseline to prepare for collecting more impact indicators. Improve reach.


Help develop PMP framework for program. They have a format for the PMP, planning on using the MEMs format for FY10.

Additional indicators to include are WP policy, youth, institutional capacity building.

19. Future plans: what are the future directions of the

organization, in terms of HIV integration?

How to better measure impact, how to better scale up pilot to reach more beneficiaries, how to increase reach. Aim is to double reach by 2011 (current plan is 20% growth). Want to train more district councils.

20. Future plans: what skills would you value most from the in-country AIDSTAR One staff?

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o Monitoring and Evaluation skills, data analysis skills, how to measure impact.

o USAID specific/PEPFAR and linkages: Familiarity with PEPFAR systems Someone who knows how to integrate different systems (PEPFAR, GF, Tanz).

o Quality Assuredness/SOTA: Strong HIV technical skills (someone who can help implement SOTA), HIV quality assuredness, strong cross-cutting skills, with experience in what others are doing in HIV.

o Linkages/systems: Someone to identify gaps and opportunities ‘no missed opportunities’ and able to link with other programs to provide the best services to beneficiaries.

o Linkages/systems: Someone who knows how to do good SBC messaging for HIV and can identify relevant existing materials in Tanzania.

o USAID specific: Someone who knows about branding policy/rules/requirements.

Follow Up Action Points:


Timeline

Send new PEPFAR indicators

AIDSTAR-One February 2010

Work plan/implementation plan review and advise

AWF ASAP

PMP development, review and finalization

AWF February 2010

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PWANI/TCMP/URIVisit: 25 January 10 (phone call 15 January 10)

1. Contact details (including AIDSTAR-One lead contact)

Jeremiah Daffa - Tanzania Program Director (+255-713-339247)Juma Dyegula - Health Coordinator (255-713-881688)Dr. Elin Torell serves as TCMP Pwani Project Manager, providing managerial mentoring to in-country staff and technical backstopping. Elin is the key point for the HIV work-plan and indicators. Email is [email protected].


The Pwani project will maintain a Dar-based headquarters smaller than the current TCMP office. This will be complemented by small field offices in Pangani, Bagamoyo, and Unguja. Pwani will continue to work with UZIKWASA to implement activities related to HIV/AIDS prevention and mitigation primarily in the communities adjacent to SANAPA and the larger Pangani district including coastal communities north of the Pangani River.

3. Summary of key HIV activities

Overall goal of Pwani Project is to concentrate on three aspects of the human dimensions of coastal ecosystems: climate change adaptation, economic growth, and HIV/AIDS mitigation and prevention activities to create wealthier and more empowered communities. Wealthier communities are defined as not simply increasing people’s economic health and standing, but improving as well other factors that contribute to quality of life—factors such as increasing people’s resilience to the impacts of climate change stressors; and improving their access to health services that shape their overall physical well being, including reducing their vulnerability to quality-of-life reducing diseases such as HIV-AIDS. It is this combination of socio-economic “wealth” factors that the Pwani project seeks for its beneficiaries.

Pwani has received HIV/PEPFAR funds for three years from USAID. Primarily it has supported activities of national partner UZIKWASA to focus on HIV prevention work (UZIKWASA is in Pangani 5-6 hours drive from Dar). Main work focused on prevention, specifically communication activities doing theater activities for BCC/IEC elements. With this new grant UZIKWASA is expanding communications to include radio and other mediums.

Pwani will continue to work with UZIKWASA to implement activities related to HIV/AIDS prevention and mitigation primarily in the communities adjacent to SANAPA and the larger Pangani district including coastal communities north of the Pangani River.

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Pwani will also support implementation of village multisectoral AIDS action plan activities that encourage behavior change among visiting fishermen, and it will integrate sessions on HIV/AIDS and risky behaviors into the Mainland/Zanzibar collaborative fisheries management exchanges.

In the latest grant the new HIV initiatives include:o Targeting fishermen (Men w Money) and having focus

groups with them about HIV and prevention.o Coordinate with ongoing initiatives by Village

Multisectoral AIDS Committee initiatives to support orphans and people living with HIV/AIDS and involve these groups in Pwani-supported livelihood activities (Years 2-4)


Elin currently finalizing work-plan for submission in January/February 2010, will send to AIDSTAR-One for review before USAID submission. COP submitted-final version was sent to AIDSTAR-One. TCMP did this together to Julia, so this is final.


List of key staff (by role)

No


HIV

1 Program Director-Jeremiah Dafar

1 M

2 HIV Program Manager Juma Dyegula

1 M 100%

6. Local partners (HIV) UZIKWASA is a Pangani-based NGO and a long-term TCMP

partner that has been implementing communications and capacity building activities to fight HIV/AIDS. They address personal, family, and community issues that contribute positively or negatively to the spread of HIV. Dr. Vera Pieroth, Executive Director of UZIKWASA, is a trained surgeon and reproductive health specialist. After many years of practicing medicine, Dr. Pieroth turned to community development and HIV/AIDS prevention, pioneering the theater-for-development methodology in Tanzania. Gilbert Bugeke, an HIV/AIDS communications officer who has

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worked with TCMP since 2007, will coordinate all of UZIKWASA’s

o Dr Vera- [email protected] Urasa-Overall HIV/AIDS Program Manager-

0784597406 or 0712747230o Gilbert HIV TCMP project manager-0684651515

7. Local partners (non-HIV)

• Sea Sense: implement activities to protect sea turtles in Pangani;

• IUCN: provide TA to SANAPA• TaTEDO: lead fuel efficient stove and other activities to reduce

destructive practices

• WIOMSA: work with entrepreneurs to make tourism more environmentally

responsible• CEEST: lead climate change vulnerability assessments and

action planning


UZIKWASA


d. What ME system is set up? Pwani’s M&E system draws upon the principles of adaptive-management. Pwani uses indicators that are valid, reliable, precise, measurable, timely, and programmatically important. Project impacts related to climate change, gender, and HIV/AIDS are mainstreamed into the project indicators, but can be extracted for customized reporting. The Program’s PMP results framework and indicators will be closely linked to USAID/Tanzania strategic objectives and biodiversity and PEPFAR earmark objectives. Indicators will be monitored and reported in workplans and quarterly reports.

e. What are the main PEPFAR indicators? 3 Prevention indicators (# reached with ind or small group prevention messages; # of MARPS reached; # targeted service condom outlets). Others to potentially add include EG and WP Policy.

f. What are your concerns re: PEPFAR indicators/reporting? URI/TCMP want to ensure their work is fully captured and would appreciate support to ensure that PEPFAR indicators and reporting are maximized to show impact.

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No workplace policy, see more information below in Q15.


UZIKWASA’s focus on HIV/AIDS prevention, promoting behavior change among fishing communities through interactive theater, radio, and the development of other information/education/communication (IEC) materials, such as posters and leaflets. Behavior change will be promoted within targeted mainland communities through innovative communications activities based on real-life issues/scenarios that contribute to the spread of HIV. The issue of “mobile men with money” will be addressed through communication campaigns in coastal villages (e.g. theater and radio shows that address parents’ roles in early forced marriages).


Challenge to fit their new/actual activities into the new indicators (particularly on how to capture the people/focus groups).

Submitted targets in Dec, when PMP was developed, these key indicators from the mission (P.8.3.D and P.8.4.D)

See #14 for more.


CRC-URI has many years of experience integrating HIV/AIDS, conservation and poverty alleviation. Anecdotal evidence indicates these interventions in the target areas have lead to behavior change (e.g. increased condom use, less “sex for fish”, and fewer temporary marriages between visiting fishermen and local women) that can reduce HIV/AIDS prevalence. Yet, problems remain. In part, this is because individuals with HIV/AIDS or caring for individuals sick with HIV/AIDS are less capable than healthy individuals of engaging in sustainable resource use practices.


AIDSTAR review workplan, and give feedback. Particularly how it fits in with PEPFAR priorities and indicators. Help to align TCMP better with PEPFAR strategy.

Integration is TCMP/Juma as point person with fishermen and economic growth/livelihoods and HIV and AIDS. Integration support with newer HIV activities, specifically increase EO ops for people affected by HIV and targeting fishermen

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(“Men w Money”). This work is just starting, and plan to liaise/connect with Juma as he starts this work to provide support/assistance.

Within program no HIV workplace policy, TCMP is working with Sanapa National Park and Tanzania National Parks (Tanapa) has a workplace policy. It is not actively rolled out yet, but TCMP is engaging Sanapa to increase their involvement to increase interest. Work with Juma and team to prioritize and strengthen progress.

Workplan status-currently in progress and being finalized now-mostly over email between Tz team and RI based team. Due 30 January. Draft ready by mid-week 20Jan or so. Two colleagues (Jim and Don) are in Dar right now, leaving Friday (22 January). Elin will send to AIDSTAR for input, very open to feedback. Key challenge is to make sure the excellent work they are doing is adequately presented.


M and E support, specifically related to PEPFAR requirements. Support with indicators/presenting a better or stronger results translating them to the new indicators.

Support on integration, specifically support on new EG activities.

Workplace Policy support, as it is rolled out via SANAPA.



Timeline


Elin January/February 2010


Elin February 2010

Ongoing TA Elin Ongoing

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Jane Goodall Institute (JGI)Visit: 26 January 10

1. Contact details (including AIDSTAR-One lead contact):

Mary Mavanza, Project Manager of JGI’s TACARE, [email protected] (0754761312)Sania Lumelezi, HIV Program Coordinator, [email protected]

2. Location of project activities (geographic coverage):

Greater Gombe Ecosystem area (GGE) and (as of FY10) the Masito-Ugalla Ecosystem (MUE) surrounding Mahele National Park.


The landscape of Western Tanzania is seriously threatened by unchecked development, unsustainable farming techniques, destructive and uncontrolled wildfires, and a lack of local capacity to establish and enforce more environmentally friendly land use policies and practices. Changes in temperature and precipitation brought about by climate change, and the increased environmental impact and decreased productivity that result from the burgeoning HIV/AIDS epidemic are also having a significant impact on sustainable development and habitat preservation in the region. To address these ongoing concerns, JGI and its partners have developed a integrated program that will address both preserving key threatened ecosystems in western Tanzania and improving the livelihoods of the local population.

In 1994 JGI began a first phase of community projects started with tree planting (3-years, EU funded). Yet PRA activities showed health and education ranked high among concerns of villagers. Second phase of implementation focused on other non-conservation activities (recognition that in order to get the villages to ‘buy into’ conservation, JGI had to take care of their immediate problems). Since 1997 there has been a focus on family planning and reproductive health, microcredit, water and developmental sanitation (especially in schools).

HIV work began in 2005 with US funds. PEPFAR funding started in 2006. Activities included prevention (ABY), VCT, and HBC (AMREF took over VCT after one year, JGI then phased it out).

4. Summary of key HIV activities:

JGI has significant experience in implementing HIV/AIDS activities in Tanzania in collaboration with a number of local partners. Partners consist of UNICEF and ADRA at the curricula development/use/training level and with key implementing partners

31


being select FBOs for out-of school youth and Kigoma Vigani Development Association-KIVIDEA for in-school youth. These efforts have reached over 22,443 people/youth with “Abstinence and be faithful” messages and provided Home Based Care (HBC) to 6,100 clients, of which 157 are identified as people living with HIV and AIDS. In FY2010, the program will continue its activities in the Greater Gombe Ecosystem and expand further into the south. JGI programs for implementing HIV/AIDS activities are as follows:

Home Based Care Utilized previous system for FP (Community Based Distribution Agents (CBD/A)) whereby each CBD had to reach 100 households. Used these CBD volunteers and trained 120 specifically in HBC health visiting, using MOH standards. Currently have 157 patients HIV+, and approx 6000 chronically ill. Administrative health staff trained to support them. PLWHA referred to regional hospital in Kigoma for treatment, where there is a CD4 capacity and ART. Volunteers get basic supplies/materials and may be excused from community activities/responsibilities as incentives for volunteering.

Youth The Roots & Shoots program is a youth environmental movement with three pillars:

Care for environment Care for animals Care for human community (malaria, sanitation, HIV)

For in-school youth, JGI use youth members of Roots and Shoots and other identified youth to deliver HIV messages combined with a UNICEF life skills curricula on HIV. For out of school youth (and older youth), JGI works through faith based groups (via different religious partners) using an ADRA curricula.

Microcredit JGI’s microcredit program works to increase incomes and benefits from natural resource management, with a focus on individuals and families affected by HIV/AIDS. Every family in the catchment area can have one family member participate in the MC program, those affected by HIV can have more than one.

Conservation/Tree Planting JGI streamlines HIV/AIDS awareness into training sessions provided to the forest management CBOs, coffee and honey producer associations, farmers, and village extension workers. The program provides information the potential impact of the disease on their health, earning power, their immediate environment, and the overall ecosystem.

HIV is part of any training guide on tree planting/conservation. In the promotion of commercial crops for export markets, the establishment of tree seedling, medicinal plant, agroforestry, and medicinal plant nurseries, and the establishment of Savings and Credit Cooperatives, JGI works so HIV/AIDS affected households are invited to participate and supported in their efforts.

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Internal Capacity Building HIV/AIDS education and sensitization is also provided to staff members, community volunteers, and district staff as well as local partners so that HIV does not lead to a loss in local capacity to deal with natural resource management and economic growth issues.


A portion of JGI’s HIV money is via GMU mechanisms, but there are problems with the HIV component being left out of the GMU. Team is in Dar now working to resolve this issue, and it is hoped that both GMU and NRM funds will come for HIV. NRM workplan already completed but HIV workplan still not completed, pending resolution of amount of funds available from GMU and NRM combined. Will be extending program to the South which will include new activities, so will need new work plan that details start up of activities.


List of key staff (by role)No.


HIVAWF key staff for HIV support and management

Project Manager (Mary) 1 FHealth Head of Section (Sania) 1 F 50HIV/AIDS Officer 1 F 100FP Officer 1 FRoots and Shoots Coordinator (coordinates all clubs)

1 M

7. Local partners (HIV) Trainers from MOH Kigoma Vijana (youth) Development Association (KIVIDEA) Faith-based groups ADRA (does master training for curricula for FBOs) / out-of-

school partner UNICEF (does master training for curricula for KIVEDEA) /

in-school partner

8. Local partners (non-HIV) The Nature Conservancy Pact Tanzania Frankfurt Zoological Society (will also take in HIV

components. JGI will build their capacity)

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Trainers from MOH (certify dispensaries) Kigoma Vijana Development Association (KIVIDEA) ADRA UNICEF


g. What ME system is set up?

CBD leaders report to DMO (district medical officer); takes it to regional; and then to MOH. Difficult to get regular up-to-date data from DMO/MOH, so JGI set up parallel system for CBD leaders to collect reports from village level and feed them to JGI direct, in addition to MOH. Use standardized tools developed by MOH. JGI has a close relationship with MOH and has quarterly visits with the DMO team to address key issues arising from direct monitoring.

h. Supportive supervision

Have quarterly visits from district and supervisors. Also go house to house providing supportive supervision on the HBC program, JGI staff member alongside appropriate MOH staff.

i. What are the main PEPFAR indicators?

Approx 3 for AB; 2 HBC indicators. Still TBD with finalization of workplan and PMP.

j. What are your concerns re: PEPFAR indicators/reporting?

GMU funds from NRM (crosscutting mechanisms), and intention is to use MEMS. Some confusion over timing of NRM and PEPFAR reporting; what can be combined and what needs to be reported separately.


No, recognize as gap.


See above on UNICEF life skills and ADRA’s curriculum.

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One of the biggest challenges is in regards to stigma around HIV and the impacts of this stigma on PLWHA and their families. HBC providers work to address stigma by going house to house and providing households with HIV awareness and knowledge (similar challenges with FP when taboos, culture, etc affect the work). But ‘people still do not want to go to the hospital.’ JGI recounts good success with PLWHA giving testimonies about being positive, and de-mystifying and putting a face to living with HIV helps.

Microcredit can help bring together all people, not just PLWHA and can be effective with combating stigma.


JGI has had success in reaching hard-to-reach groups – for example, groups that live across the lake. “The community trusts us” and JGI feels this makes all their efforts/messaging work more smoothly because of this. Count on this as they continue with their work. They have been working with the community for 10 years which is ‘alone a success.’

JGI has also developed strong links with government/MOH and have good relationships with them. Strong levels of integration with the MOH, including monitoring, supportive supervision, and having their HBC efforts reinforce and replicate the MOH standards reaching a larger population.


M&E: (see below)

SOTA: Want more information on SOTA/quality assuredness.

Expansion: As JGI adds on an additional 24 villages in the Mahale NP region-doubling their current reach-they will need support. Sttarting efforts in a new area will require identifying new partners, initial trainings in educational curricula and also HBC will require more staff time and effort. Some partners have been identified (e.g. Frantfurt Zoolilogical Society) but community level partners are not identified yet.


Strong skills in M&E: Support in analysing the tools for data collection, data quality assurance processes. Want support to increase JGI’s capacity for M and E.

Support in navigating different systems (e.g. how to integrate M and E plans into MEMS/PEFPAR etc)

Supportive supervision to make sure following SOTA

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Timeline


Mary January/February 2010


Mary February 2010

Ongoing TA Mary/Sania Ongoing

From USAID NRM/EG Matrix

Region SOW Proposed COP 09 funding

Comments

Gombe & Ugala eco-system

- Gombe ecosystem project- Expand sensitization/education

activities - Focus HIV/AIDS activities on relevant

groups as indicated by mapping, socioeconomic surveys, and Conservation Action Plans

- Streamline HIV/AIDS awareness into training sessions provided to the forest management CBOs, coffee and honey producer associations, farmers, and village extension workers

- Roots & Shoots will be used as a vehicle to reach youth, & the next generation of resource users and managers

- Focus on increasing incomes and benefits from natural resource management to individuals and families affected by HIV/AIDS

- In the promotion of commercial crops for export markets, the establishment of tree seedling, medicinal plant, agroforestry, and medicinal plant nurseries, and the establishment of Savings and Credit Cooperatives, JGI will ensure that HIV/AIDS-affected households are invited to participate and supported in their efforts

PreventionHBC

- Current partner

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ATTACHMENT 2: DRAFT JOB DESCRIPTION FOR AIDSTAR-ONEAIDSTAR-One is a global United States Agency for International Development (USAID) contract, awarded in 2008 to John Snow, Inc. and partner organizations: BroadReach Healthcare (BRHC); EnCompass LLC; GMMB Inc.; International Center for Research on Women (ICRW); MAP International (MAP); mothers2mothers (m2m); Social & Scientific Systems, Inc. (SSS); the University of Alabama at Birmingham (UAB); The White Ribbon Alliance for Safe Motherhood (WRA); and World Education, Inc. (WEI). The Project's focus is to provide high quality technical assistance services to the Office of HIV/AIDS and USG country teams. Specifically, AIDSTAR-One will:

Synthesize, expand and disseminate a knowledge base of effective program approaches to prevent, provide care for and treat HIV/AIDS;

Provide short- and long-term technical assistance to support the implementation of USG-funded HIV/AIDS programs and activities;

Increase utilization of good and promising practices in HIV prevention, care and treatment among program implementers;

Improve the quality and sustainability of HIV prevention, care and treatment programs.

PEPFAR/Tanzania is currently working to expand its reach and impact through increasing numbers of new and local partners, and through increasing numbers of wrap-around programs where implementing partners may have predominant expertise in another sector. The need for accessible and timely technical assistance and program support has become apparent to ensure that partners have easy access to the support that they need to effectively design and implement state-of-the-art (SOTA) HIV/AIDS orphans and vulnerable children (OVC), care and/or prevention programs, grounded in scientific evidence and tailored to local contexts.

In the summer of 2009, USAID/Tanzania issued a Request for Proposals (RFA) to support natural resource management (NRM) and economic growth (EG) activities. As a “wrap around” component to comprehensive NRM/EG proposals the RFA requested respondents to propose logical and synergistic HIV/AIDS

37

OVC, care and/or prevention activities that capitalized on the strengths and networks of both the NRM and HIV/AIDS sectors.

Responsibilities

The Tanzania AIDSTAR-One Lead will provide capacity building support and technical direction to USAID/Tanzania’s NRM partners. The first year of capacity building support will focus on those NRM partners receiving HIV/AIDS OVC, care and/or HIV prevention “wrap-around” funding. Anticipated field support in future years may expand to include support for additional partners in the Tanzania Mission’s portfolio, such as USAID’s education sector partners and/or Millennium Challenge Corporation (MCC) implementing partners

Qualifications

Sound technical knowledge and experience of international programs on HIV care, support, prevention and OVC; knowledge of current issues and trends in these areas.

Strong experience with the PEPFAR program and PEPFAR monitoring/ indicators, including new generation indicators. Experience with developing Performance Monitoring Plans.

Experience with wraparound and integrated programming highly desirable, as well as experience working with natural resource management/conservation groups (not required).

Experience with developing and implementing Workplace Policies highly desirable.

Strong communication and interpersonal skills required, and demonstrated ability to establish and maintain excellent relationships with AIDSTAR-One team members, host country counterparts, donors, consultants and implementing agencies;

Proven track record providing quality, high-level technical assistance to USG partners and local organizations;

Fluency in written and oral English; Ability to work well as part of a team and ability to work with

limited supervision; Ability to travel as required throughout country (30% - 50%)

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ATTACHMENT 3: ILLUSTRATIVE PARTNERSHIP SELECTION CRITERIA

Selection Criteria for Partners (Grant Applications Review Form)

Name of Grant applicant/organization:Title of Proposal:

Program Focus excerpt from Call for ProposalsProposed activities should contribute to the overall goal of (organization to insert own language here)

Please check relevant HIV category the proposal addresses (can be more than one): Prevention Peer Education Youth Care and Support Livelihoods Mainstreaming Workplace Policy

Given program focus above, please rank the proposal according to the following criteria by completing the table. In addition, consider how this project is relevant to other ongoing HIV and AIDS activities and if they have employed a new or different approach in their programming.

RANK Comments Unsatisfactory(0 points)

Satisfactory(1 point)

Exemplary(2 points)

1. Overall Appropriateness of Organization for Assignment

Does the organization demonstrate commitment to HIV programming?Does the organization have

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experience working on HIV issues with organizations not experienced in HIV (non HIV-focused partners)?Does the organization have experience with integrating HIV into other development domains (ie, conservation, economic growth, livelihoods)?2. Quality of Project Design

Does the proposal clearly describe the relevant background and experience of the organization in relation to the proposed activity? Does the proposal clearly describe feasible technical goals and objectives?How well are the inputs, activities and outputs linked to the objectives? Are the beneficiaries, both direct and indirect, identified and divided by gender and target population? How well do activities use existing community structures and encourage community self-reliance through local participation? How feasible is the time frame for implementation, based on the proposed activities?3. Likelihood Benefits Are RealizedAre the monitoring/evaluation of proposed activities adequately addressed?Does it appear the organization will have the capacity to collect required (PEPFAR) indicators?Does proposal identify

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potential risks and critical constraints to activities being realized?4. Value for MoneyIs the budget well designed and realistic?Is the budget appropriate for the objectives? Are the costs necessary and appropriate for the outcomes being delivered? 5. Overall RankingOverall, is the organization well suited to this assignment, and is their proposed project timely and appropriate? Will they be capable of achieving stated objectives, and contributing to PEPFAR reporting requirements?6. Total Points

______ No, I do not recommend this proposal for funding.

______ Yes, I recommend this proposal for funding as it is.

______ I recommend this proposal for funding with the following recommendations or conditions (for example: changes in the project plan or budget--describe fully.)

Recommendations for strengthening the project:

Conditions:

Reviewer/Organization/Date _________________________________

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AIDSTAR-One trip report Tanzania

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Transcript of AIDSTAR-One trip report Tanzania