RATN STRATEGIC PLAN 2009 - 2014 by info ratn

REGIONAL AIDS TRAINING NETWORK

Developing Capacity of HIV and AIDS Programmes in Eastern and Southern Africa Region

strategic plan 2009 - 2014

strategic

plan 2009 - 2014

Developing Capacity of HIV and AIDS Programmes in Eastern and Southern Africa Region

Table of Contents

Abbreviations......................................................................................................................................................................................

Executive Summary.......................................................................................................................................................................

viii

1. Introduction ........................................................................................................................................................................................

2. Background ..........................................................................................................................................................................................

2.1 RATN Unique Model for HIV Capacity Development ...................................................................

2.2 RATN Governance and Institutional Framework ...............................................................................

3. The Challenge ...................................................................................................................................................................................

3.1 HIV and AIDS Pandemic ................................................................................................................. .............................

3.2 Global Commitments for Scaling-up the HIV Response............................................................

3.3 Inadequate Human Resources Capacity and Skills..........................................................................

4. RATNâ&#x20AC;&#x2122;s Response to Date......................................................................................................................................................

4.1 Objectives (2004 -2008)................................................................................................................................................

4.2 Results and Achievements (2004 -2008).....................................................................................................

4.3 Impact of RATN Work (2004 -2008)...................................................................................................................

4.4 Challenges Faced by RATN (2004 -2008).....................................................................................................

4.5 Lessons Learned................................................................................................................................................................... 4.5.1 Effective Participation of MIs Adds Value to the Network ..................................... 4.5.2 Building an Effective Network Requires Resources and a Plan......................... 4.5.3 Functional Communication Channels are Vital within RATN ............................. 4.5.4 TNA is Crucial in the Development of Appropriate Training .............................. 4.5.5 Culture of Excellence in Training Creates Significant Impact ............................ 4.5.6 M&E Function is Vital for Ensuring Quality Training ....................................................

11 11 11 11 11 11 11

5. Strategic Analysis ........................................................................................................................................................................

5.1 SWOT Analysis.........................................................................................................................................................................

5.2 Stakeholder Analysis........................................................................................................................................................ 5.2.1 RATN Member Institutions (MIs)........................................................................................................ 5.2.2 Ministries of Health, NACCs, and Regional Bodies......................................................... 5.2.3 People Living with HIV (PLWHs).......................................................................................................... 5.2.4 International Cooperating Partners (ICPs)............................................................................... 5.2.5 RATN Alumni........................................................................................................................................................... 5.2.6 Civil Society Organisations .....................................................................................................................

13 13 13 14 14 14 14

5.3 RATN Strategic Options ............................................................................................................................................... 5.3.1 Expansion in Scope and Scale ............................................................................................................ 5.3.2 Shift from Project to Programme Approach ........................................................................

15 15 15

6. Strategic Direction........................................................................................................................................................................

6.1 Strategic Goal .........................................................................................................................................................................

6.2 Strategic Objectives ........................................................................................................................................................

6.3 Programme Areas and Expected Results .................................................................................................. 6.3.1 Programme Area1: Training and Capacity Development ..................................... 6.3.2 Programme Area 2: Knowledge and Information Management ................... 6.3.3 Programme Area 3: Advocacy, Partnerships and Networking ......................... 6.3.4 Programme Area 4: Research, Monitoring and Evaluation .................................. 6.3.5 Programme Area 5: Sustainable and Functional Network ...................................

17 17 21 23 25 27

7. Institutional Arrangements ............................................................................................................................................

7.1 Organisational Strategies .......................................................................................................................................... 7.1.1 Networking and Partnership Approach ................................................................................... 7.1.2 Rights-Based Approach............................................................................................................................... 7.1.3 Evidence-Based Programming............................................................................................................ 7.1.4 Gender Mainstreaming...............................................................................................................................

30 30 30 30 30

7.2 Coordination of Strategic Plan Implementation................................................................................ 7.2.1 Governance.............................................................................................................................................................. 7.2.2 RATN Secretariat.................................................................................................................................................

31 31 31

7.3 Risk Analysis and Mitigation....................................................................................................................................

7.4 Sustainability Plan............................................................................................................................................................... 7.4.1 Institutional Sustainability....................................................................................................................... 7.4.2 Programme Sustainability........................................................................................................................ 7.4.3 Financial Sustainability................................................................................................................................

33 33 33 33

8. Funding the Strategy ..............................................................................................................................................................

8.1 Resource Requirements ..............................................................................................................................................

8.2 Sources of Funds..................................................................................................................................................................

9. Conclusion ............................................................................................................................................................................................

Appendix 1: RATN Results-Based Logical Framework ..............................................................................

Appendix 2: RATN Governance Structure .............................................................................................................

Appendix 3: RATN Organogram (Revised) ............................................................................................................

Appendix 4: Stakeholder Analysis..................................................................................................................................

Abbreviations

AIC AIDS Information Centre

AIDS Acquired Immune Deficiency Syndrome

AMREF African Medical and Research Foundation

ARCAN African Regional Capacity Building Network for HIV/AIDS Project

ART Anti-Retroviral Therapy

ARV Anti-Retroviral

CAFS Centre for African Family Studies CEU Clinical Epidemiology Unit, University of Nairobi CIDA Canadian International Development Agency EAC East African Community

EANNASO Eastern African National Network of AIDS Service Organisations

ESA Eastern and Southern Africa ESAMI Eastern and Southern Africa Management Institute FACT Family AIDS Caring Trust

GC General Council

GU Genito-Urinary Centre, City of Harare

HEARD Health Economic and HIV/AIDS Research Division

HINARI Health Inter-Network Access to Research Initiative

HIV Human Immuno-deficiency Virus

ICPs International Cooperating Partners

IDM Institute of Development Management

INGO International Non-Governmental Organisation IT Information Technology KAPC Kenya Association of Professional Counsellors

KHI Kigali Health Institute

KRA Key Result Area

M&E Monitoring and Evaluation

MANANGA Mananga Centre for Regional Integration and Management Development

MI Member Institution MIM Malawi Institute of Management

2009 - 2014 strategicplan

MTR Mid-Term Review

NAC National AIDS Commission/Council

NACC National AIDS Control Commission/Council NARESA Network of AIDS Researchers in Eastern and Southern Africa

NGO Non-Governmental Organisation

PCM Partners’ Consultative Meeting

PEPFAR President’s Emergency Plan for AIDS Relief PHRU Peri-Natal HIV Research Unit, University of the Witwatersrand

PLWHA People Living with HIV/AIDS

PMTCT Prevention of Mother to Child Transmission (of HIV)

PSG Project Support Group

RATN Regional AIDS Training Network

RECs Regional Economic Communities

REPSSI Regional Psycho-Social Support Initiative

RTMES RATN Training Monitoring and Evaluation System

SADC Southern African Development Community

SAfAIDS Southern African AIDS Information Dissemination Service

SANASO Southern Africa Network of AIDS Service Organisations

SAT Southern African AIDS Trust

Sida Swedish International Development Agency

SP Strategic Plan STD Sexually Transmitted Disease

STI Sexually Transmitted Infection

TASO The AIDS Support Organisation

TB Tuberculosis TGNP Tanzania Gender Networking Programme THETA Traditional and Modern Health Practitioners Together Against AIDS

TNA Training Needs Assessment

TOR Terms of Reference

TOT Training of Trainers

TRG Training Reference Group

TRIC Training Reference and Information Centre

UNAIDS Joint United Nations Programme on HIV/AIDS

USAID United States Agency for International Development VCT Voluntary Counselling and Testing WHO World Health Organization

strategicplan 2009 - 2014

RATN Vision A Society with the capacity to respond effectively to the HIV and AIDS pandemic

RATN Mission To strengthen the capacity of relevant individuals, organisations and other stakeholders to respond to STIs/HIV/AIDS in the Eastern and Southern African region

RATN Values ◆ Involvement of people infected and affected by HIV/AIDS ◆ Tolerance to diversity within the organisation ◆ Equity and Fairness ◆ Mutual Respect ◆ Honesty and Integrity ◆ Transparency and Accountability ◆ Zero tolerance to all forms of corruption ◆ Learning from our past experiences and practices

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2009 - 2014 strategicplan

Executive Summary

Background of the Regional AIDS Training Network

The Strategic Plan (2009-2014) This document presents the strategic direction for RATN (2009-2014), which is shared by RATN Member Institutions, the Board, stakeholders and staff members. The primary purpose of the strategic plan is to provide a pathway for those responsible for prioritising RATN interventions and mobilising resources. This plan was developed through a participatory process of self-assessment and drawing from the evaluation of the previous Strategic Plan (2004-2008), with a focus on RATN’s goal and core objectives. The self-assessment and the evaluation considered RATN’s current practices, the effectiveness of strategies employed to date and the challenges that lie ahead. Based on the results of the environmental scan and experience from implementation of the last Strategic Plan, RATN has identified what it intends to achieve over the next five years in terms of strategic goals and objectives and what strategies will be adopted to realise the expected results in the short and intermediate terms.

Strategic Goal and Key Objectives The overall goal of this strategic plan is “to strengthen the capacity of individuals and institutions in the Eastern and Southern African Region to effectively respond to the HIV and AIDS pandemic through training and capacity development, information sharing and advocacy”.

strategicplan 2009 - 2014

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In order to achieve the strategic goal, RATN intends to accomplish the following specific outcome objectives for the period 2009-2014: ◆

Skills and competencies for design and implementation of effective HIV and AIDS interventions at community and workplace levels developed.

◆

Strengthened capacity for training institutions (under RATN Membership) to develop and deliver training and/or manage quality gender sensitive HIV and AIDS prevention, care, support, and mitigation programs.

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Strengthened exchange of knowledge and information on HIV and AIDS related to training and capacity development (and therefore RATN being recognised as an authority source for high quality HIV and AIDS information)

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Strengthened advocacy and the capacity of RATN MIs, civil society and other partners to influence policy towards increasing support for developing effective capacity to respond to the HIV and AIDS pandemic in the region;

◆

RATN strengthened as fully functional and sustainable regional membership-based network organisation.

◆

Monitoring and Evaluation system of RATN and its members strengthened.

The strategic objectives outlined above will be realised through key outputs classified into five (5) programme implementation areas as follows: (1) Training and Capacity Development; (2) Information and Knowledge Management; (3) Advocacy, Partnerships, and Networking; (4) Research, Monitoring and Evaluation; and (5) Functional and Sustainable Network.

Implementation of the Strategic Plan (2009 – 2014) Overall, the Strategic Plan has outlined a map of direction and focus for RATN work for the period 20092014. The next five years should see the Network expand its scope, range and frequency of its training activities. Training sponsored by the network should reach at least another 10,000 participants (Training of Trainers), at least half of whom will be women. The five-year period will increasingly be innovative, proactive and RATN will remain at the cutting edge of capacity development. The evidence-based priority interventions on HIV prevention, treatment, care and support will critically inform the backbone for development and delivery of RATN training courses in order to build a critical mass of skills and knowledge to address priority needs. For instance, RATN shall develop and integrate into its training programmes modules that aim to develop skills and competencies on design and effective implementation on male circumcision and reducing multiple sexual partners, in addition to other prevention priorities such Prevention of Mother to Child Transmission (PMTCT) and reduction of stigma and discrimination. The focus will be facilitating training of trainers (TOT) to ensure optimal ripple effects of the capacity building initiatives.

2009 - 2014 strategicplan

RATN acknowledges that the programmatic and geographical scaling up of RATN work in the Eastern and Southern Africa region will require a high level of commitment and professionalism on the part of the Member Institutions and the Secretariat. RATN is confident that this will happen given the excellent policy guidance and management support the RATN Board and the development partners have been able to provide since RATNâ&#x20AC;&#x2122;s inception in 1997. Further, RATN recognises that critical to the success of implementing this Strategic Plan is also the financial and technical support from development partners and RATN is very hopeful that its partners will continue to provide the resources and goodwill required to implement the Plan while RATN also explores new sources of funding support both within the Eastern and Southern Africa region and beyond.

strategicplan 2009 - 2014

Introduction

his document represents a shared vision and strategic direction for RATN for the next five years (20092014). Its primary purpose is to provide a pathway for those responsible for making strategic decisions and mobilising resources within RATN. The secondary purpose of this document is to communicate RATN’s renewed focus to expand HIV training and capacity building through strengthened networking, partnerships, advocacy, research and information exchange within the network and the region. In addition, RATN will use this strategic plan to define unmet needs and priorities in HIV related training and capacity development in ESA region; as well as allocate new resources, as they become available. This plan has been developed through a process of self-assessment and drawing from the evaluation of the previous Strategic Plan (2004-2008), with a focus on RATN’s goal and core objectives. The self-assessment and the evaluation considered RATN’s current practices, the effectiveness of strategies employed to date and the challenges that lie ahead. The process was highly participatory and transparent to ensure that all stakeholders collectively own the resultant Plan. The document is organised as follows: Section 1 provides the Background Information in terms of the burden of HIV and AIDS in Sub-Saharan Africa and the mandate of RATN to address the challenge of inadequate capacity and skills for effective HIV response. Section 2 presents the review of the previous Strategic Plan (2004-2008) in terms of achievements, challenges and lessons, and the findings of the SWOT analysis, which informed development of this Strategic Plan. Sections 3 and 4 present the Strategic Direction in terms of Goals, Objectives and Strategies. Sections 4 to 7 outline the implementation arrangements including monitoring and evaluation. Finally, Section 8 discusses the funding and resources required to implement the proposed programmes. The Logical Framework Matrix is presented as an Annex 1 and gives a summary of interventions proposed in this Strategic Plan while Annex 3 presents the RATN organogram.

2009 - 2014 strategicplan

Background

he Regional AIDS Training Network (RATN) was established in 1997 as a project funded by the Canadian International Development Agency (CIDA) designed to build regional capacity for HIV response in Eastern and Southern Africa. RATN’s status changed in April 2003 when it moved from being a project to a registered international/regional Non-Governmental Organisation representing a consortium of training Institutions in Eastern and Southern Africa (ESA) to collaborate on training activities related to STIs/HIV/AIDS in the region. RATN’s vision is: “A Society with the capacity to respond effectively to the HIV and AIDS pandemic” The mission is: “To strengthen the capacity of relevant individuals, organisations and other stakeholders to respond to STIs/HIV/AIDS in the Eastern and Southern African region” Developing the technical and management capacities to implement effective HIV and AIDS interventions was the primary rationale for establishing RATN. In order to achieve this, RATN functions as a catalyst or facilitator to strengthen the capacity of member training institutions and as a forum of exchange of good practices and experiences.. A crucial element of the stepped up RATN response has included a greater investment in capacity development and training to help develop the capacity of those both inside and outside government – to manage the ever-increasing demands of what is proving to be one of the most persistent, costly and deadly pandemics in recorded history. Confronting the STI/ HIV/AIDS situation, capacity needs to be developed in almost all dimensions: managing prevention of the spread of the disease, caring for those living with HIV and AIDS and supporting those affected, their families and communities, encouraging advocacy and policy development, and assisting those managing the response to work and plan their programmes effectively; and strengthen capacity for redress of HIV/AIDS needs of persons with disabilities and other vulnerable groups.

2.1 RATN Unique Model for HIV Capacity Development There are several international, regional and national organisations with a training mandate in the area of HIV and AIDS operating in Eastern and Southern Africa. But RATN is a very unique model for training and capacity development for HIV response in the Eastern and Southern Africa region.

strategicplan 2009 - 2014

RATN’s uniqueness lies in the following three key features: (a) unique focus on networking and mobilising stakeholders to tackle systemic barriers to addressing training and capacity development gaps; (b) geographical scope of its mandate; and (c) quality of its training programmes and services. a) Networking to address capacity development gaps There are systemic barriers that hinder coherent and effective responses to addressing HIV and AIDS-related human resource, training and capacity development gaps in the ESA region. For example, the absence of policies to ensure that the training and capacity development needs to implement regional and national strategies and plans are assessed and budgeted for. These issues are too complex for any one organisation to address on their own. Accordingly, RATN, through its diverse membership, is mobilising support from a wide range of stakeholders – including civil society, private sector, and multilaterals – to lobby and advocate for needed change in policies and practices around human resource capacity development for HIV response. b) Regional coverage of RATN programmes RATN is the only indigenous, membership-based organisation with a regional mandate to address HIV and AIDS-related training and capacity development issues and needs in the Eastern and Southern Africa Region. This regional focus of RATN allows for no delays in cross fertilization of HIV capacity building best practices across the countries where RATN works in the ESA region. Thus, the regionality of RATN has achieved increased economies of scale in design and delivery of quality HIV training programmes. c) High quality of HIV training programmes Follow-up studies of RATN course alumni demonstrate that the alumni and their employing organisations are highly satisfied with the courses. One alumni follow-up study from the Counselling and Community Care courses offered by RATN and its MIs indicated that over 80% of the respondents improved their operational skills in the workplace and a substantial percentage commented on increased levels of confidence and inter-personal skills with clients. RATN is also a well known and trusted source for information and knowledge on HIV and AIDS-related training and capacity development issues in the ESA region. RATN’s reputation for quality is largely the result of its systematic and comprehensive approach to Quality Assurance in its Training and Information Sharing and Knowledge Management programmes. RATN’s Strategic Plan, 2009-2014 places increased emphasis on sustaining quality standards through enhanced research, monitoring and evaluation activities. As a technical resource network, RATN has been widely recognised. For instance, UNAIDS carried out and published a best practice study of RATN in the year 2001, which outlines the RATN approach of working with training institutions to develop capacities of health workers working in the region (UNAIDS Case Study, UNAIDS Best Practice Collection, June 2001).

2009 - 2014 strategicplan

“No government, organisation or individual involved in HIV/AIDS prevention has all the skills, knowledge, and experience to be optimally effective without some form of basic or additional training. Since its creation in 1997, the Regional AIDS Training Network (RATN) has provided skills training and upgrading, extension services and technical assistance in Eastern and Southern Africa to health and allied workers in the field of HIV/AIDS and other STDs”. (UNAIDS, 2001)

2.2 RATN Governance and Institutional Framework As of 2008, RATN was made up of a membership of twenty five (25) Training Member Institutions (RATN MIs) developing and delivering short term skills development courses targeted at midlevel STI/HIV/AIDS workers, trainers, programme managers and senior policy makers. The broad categories of RATN MIs include (a) International NGOs; (b) National and Local NGOs; (c) Management Institutions; and (d) University Departments.1 In terms of governance, RATN is made up of the following four key organs: (i) General Council; (ii) Board of Trustees; (iii) Board of Directors; and iv) the Secretariat. The General Council (GC) is RATN’s highest governing organ for network. The GC is comprised of all representatives of the Member Institutions (MIs). The GC meets annually and its functions include deliberating and ratifying decisions and approval of the RATN Annual Report and Audited accounts. Board of Directors – RATN Board is comprised of nine individuals who are democratically elected by the General Council and then then the board elects from among its members a Chairperson and the Teasurer. The Board meets at least three (3) times a year to discuss and decide on policy and key programming issues of RATN. The Board has three sub-committees: Finance/Administration Committee; Programme Committee; and the Executive Committee2. In addition to the Board meetings, The Board meets the RATN Development Partners (ICPs) once a year in what is called the Partner’s Consultative Meeting to discuss overall progress and strategic issues on RATN work. Board of Trustees – RATN Trustees are a total of five (5) members democratically elected from RATN General Council and have the responsibility of overseeing the custody of all land buildings and other immovable property and all investments and securities which shall be acquired by RATN. The trustees are appointed by the General Council for a period of five years and the first cohort was appointed in June 2008. Trustees report to the Board which in turn report to the General Council. (See Annex 2 for a summary of RATN Governance structure). The Secretariat is responsible for the overall day-to-day management of RATN’s work and the implementation of the Strategic Plan. It is composed of an Executive Director, Programme Managers and support staff. The Secretariat reports to the Board at least three times in a year. (See Annex 3 for a detailed organogram of RATN Secretariat). 1 2

Institutions that wish to join RATN apply to the Board of Directors for membership through the Secretariat. The Executive Committee is comprised of three members of the Board namely the Chairperson, Vice Chairperson, and the Chairpersons of Programmes and Finance committees respectively. The Executive committee is expected to meet only in cases of emergency and therefore not possible to convene the full Board.

strategicplan 2009 - 2014

The Challenge

3.1 HIV and AIDS Pandemic

IV/AIDS still remains a big problem in Sub-Saharan Africa (SSA). In 2007, Sub-Saharan Africa accounted for 67 per cent of all adults living with HIV, 90 per cent of the world’s HIV-infected children, and 72 per cent of all AIDS deaths. An estimated 1.7 million people were newly infected with HIV in 2007, bringing the total number of people living with the virus to 22.5 million. Females account for the majority of adults estimated to be living with HIV/AIDS in the region (61%). Table 3.1 below provides a summary of HIV statistics as of December 2007. Table 3.1: HIV and AIDS statistics as of December 2007 Region

Adults (15+) & children living with HIV

Adults (15+) & children newly infected with HIV

Adult (15 - 49) prevalence (%)

Adult (15+) & child deaths

No. of Orphans

Sub-Saharan Africa

22.0 million

1.9 million

5.0

1.5 million

11.4 million

World

33.0 million

2.7 million

0.8

2.0 million

15.0 million

66.7%

70.4%

75%

76%

Africa’s Burden

On average, the HIV and AIDS prevalence is stabilising and declining in some countries (e.g. Malawi, Namibia, and Rwanda) but Southern Africa remains the epicenter with 35% of new HIV infections and 38% of AIDS deaths in 2007. Treatment efforts are accelerating with over 2.1 million people in Africa on ART. This is still far from the 80% universal access goal. Sixteen countries have reached over 25% PMTCT coverage, and 4 countries have achieved more than 50% ART coverage (Botswana and Namibia exceed 75%). New infections outpace access to ART - for every person put on therapy, 2 to 3 people are newly infected. Prevention efforts are paying off, with behavior change noted particularly among young people. This is evident in Benin, Burkina Faso, Burundi, Cote d’Ivoire, Kenya, Lesotho, Malawi, Namibia, Rwanda, Swaziland, Togo, Tanzania, Zambia, and Zimbabwe. Young people report reduced sex with non-regular partners, delayed sexual debut, and that they used condoms the last time they had sex with a non-regular partner. However, coverage of such prevention efforts still remains very low in most countries.

2009 - 2014 strategicplan

Overall, in terms of response, there are currently two key issues defining the challenge. The first challenge is that several countries report increasing new infections (e.g., Lesotho, Mozambique, Botswana, Kenya, and Uganda) and high-risk behavior that could lead to a resurgence of the epidemic. With no AIDS cure or vaccine, prevention remains central to an effective AIDS response. The second issue is that health systems strengthening remains a challenge with the urgent need to address human resource constraints, supply chain weakness, fiduciary management capacity, and safeguards for health workers.

3.2 Global Commitments for Scaling-up the HIV Response In the past decade most governments have made a series of international commitments to improve the AIDS response, with the ultimate objective of moving towards universal access to comprehensive prevention, treatment, care and support by 2015. These include the 2001 United Nations General Assembly Declaration of Commitment on HIV/AIDS, the Millennium Development Goal 6 to halt and reverse the spread of the epidemic by 2015, the Abuja 1002 declaration, and the African Union’s 2006 Abuja Call for Accelerated Action. Table 3.2 below summarises these global and regional commitments. Table 3.2: Summary of Global and Regional Commitments on HIV and AIDS United Nations General Assembly Special (UNGASS) - by 2010

• 25% reduction in HIV infection among young men and women (15-24 years) • 505 reduction in percentage of infants born to HIV infected mothers who are infected • Increased percent of adults and children with 12 months after initiating ART

Millenium Development Goals (MDGs)-by 2015

• Goal 6: Combat AIDS, malaria and other diseases • Target 7: Have halted 2015 and begun to reverse the spread of HIV and AIDS

Universal Access - 2010 towards 2015

• Universal Access to HIV and AIDS prevention, treatment and care services for those that need and want them.

Abuja Declaration on HIV and AIDS, TB and other • Targeted to arrest and reverse the accelerated rate of HIV infection, TB and other related infectious Related Infectious Diseases (ORID) - (2001) diseases.

The Maseru Declaration on HIV and AIDS (2003)

• Combat the pandemic as a matter of urgency through multi-sectoral strategic interventions as contained in the new SADC HIV and AIDS Strategic Framework and Programme of Action 2003-2007

National HIV and AIDS Strategic Plans (under Three Ones Framework)

• Coordinating national HIV response through one coordinating body, one Strategic Plan and One M&E framework

strategicplan 2009 - 2014

These declarations of global commitment marked a turning point in global AIDS policy, and came about because the continued spread of HIV and the heavy burden of AIDS continue to undermine communities, nations and global development. The task of making universal access real and meaningful in AIDS-affected communities is the most important work now, but cannot be achieved without adequate and skilled human resources. For instance, reaching the Millennium Development Goal on HIV/AIDS – to halt and reverse the spread of the epidemic by 2015 – requires far greater access to HIV prevention services and AIDS treatment, care and support than is currently available. In short no commitment of declaration can achieve the intended results without the availability of the necessary and adequate human resources and capacity.

3.3 Inadequate Human Resources Capacity and Skills The limited capacity of many individuals and institutions to effectively perform numerous HIV and AIDSrelated tasks represents a major bottleneck in scaling up HIV and AIDS response. Demand for planning and provision of service delivery, supervision, M&E, and reporting capacity—whether at community or national level—have outstripped the capability of many of those responsible. The demand is likely to grow as countries continue to strive to scale up their responses to meet commitments such as UNGASS Universal Access Declarations Millennium Development Goals, etc. However, the challenge is that most countries in Eastern and Southern Africa have not been systematically scaling up development of requisite human resources capacity and skills to a level that matches the expanding response to HIV and AIDS. It is notable that although countries have developed national strategies that clearly indicate priorities in the prevention and control of HIV and AIDS, these plans provide limited attention to human resources capacity development. For instance, in 2007, the greatest increase in the number of people receiving treatment was in SubSaharan Africa. About 2,120,000 people were receiving antiretroviral therapy at the end of 2007 in SubSaharan Africa versus approximately 1,375,000 people in 2006. This represents an increase of 54% in one year. Despite this progress, however, Sub-Saharan Africa still faces the greatest need for ART services. Only 30% of the 7.0 million people living with HIV/AIDS who need ART in the region currently have access to this treatment. Thus, any scale-up of services to meet these needs requires adequate resources and skills. It is evident that there is a growing need to develop and strengthen skills and capacity to address the multifaceted challenges of responding to HIV and AIDS in Eastern and Southern Africa, whether that be through skills and capacity for prevention, treatment, support, care, research, advocacy, or organisational development. It is equally clear that targeted advocacy, communications and information sharing to create a better understanding of, and support for, HIV and AIDS-related capacity building issues in the region is also required. It is against this context that the Regional AIDS Training Network (RATN) aims to contribute to developing the necessary technical capacity and creating an enabling environment of a better understanding and support for effective HIV and AIDS-related training policies and practices through advocacy, information sharing and knowledge creation in the Eastern and Southern African region.

2009 - 2014 strategicplan

RATN’s Response to Date

he focus of RATN during the previous Strategic Plan (2004-2008) was to establish a regional network of training institutions to provide skills training, upgrading, extension services and technical assistance to health and allied workers in the field of STIs/HIV/AIDS in the ESA.

4.1 Objectives (2004-2008) In order to achieve its purpose, RATN aimed to: ◆

Transform from a project into an independent and sustainable network-based NGO governed by its members.

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Identify high quality training institutions – Member Institutions in ESA region, and collaborate with them to present training courses on a regional level.

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Develop and present new training courses through Member Institutions that respond to perceived and felt needs in the region.

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Provide resources to ensure that existing training programs can be presented to a wider regional audience.

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Develop a network of technical experts in the region through the convening of meetings/ workshops, publishing of documents, improving communication linkages, and liaising with institutions and donors.

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Serve as a resource for others in identifying training institutions, trainers and consultants in the region.

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Serve as a focal point for the discussion of training issues.

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Advocate for training resources at the regional and international level.

4.2 Results and Achievements (2004-2008) Despite the challenges faced in transforming from being a project to a fully fledged International NGO, tremendous strides have been made by RATN in its attempts to scale up the access to quality training and capacity development in the ESA region.

strategicplan 2009 - 2014

Below is a summary of RATN’s key achievements during the implementation of the Strategic Plan (20042008): ◆

Registration under the laws of Kenya in April 2003 as an international NGO operating regionally, thereby changing its status from being a collaborative project of the University of Manitoba and the University of Nairobi.

◆

Establishment of functioning governance structures comprising of a General Council that meets annually and gives policy directions, an elected Board of Directors responsible for directing the organisation on behalf of the members, and a Secretariat under an Executive Director who is responsible for the day-to-day management and implementation of RATN’s policies and programmes

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Training of 2073 alumni (57% of them female) during the past four years (2004-2008). Some of the trainees are drawn from countries outside the Network such as Eritrea, Namibia, Nigeria and Sudan.

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Development of 17 new courses including programs on HIV prevention, care and support, impact mitigation, and HIV program management.

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Strengthened capacity of 25 training member institutions through ToT programmes and information exchange

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High quality regional HIV/AIDS Training Needs Assessment for Eastern and Southern Africa undertaken by RATN with support from USAID

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Retaining the confidence and support of the core group of donors that have continued to fund the Network from its infancy as a project

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Several communications platforms – Newsletter, Resource Centre, Website and TRIC – have been improved (and new ones developed e.g. the web-based Training Reference Information Centre (TRIC)).

4.3 Impact of RATN Work (2004-2008) Overall, RATN has benefited her Member Institutions in several ways including the following: increased visibility of MI courses; fundraising for a minimum number of participants in courses to ensure that courses take place; opportunities for networking and collaborating for MIs; assessment of training needs at the regional level; trainer capacity development through supporting Trainer of Trainers (ToT) courses; monitoring and evaluation of courses with an opportunity of comparison of performance across institutions. RATN has also facilitated the development and institutionalisation of a number of courses which before were not being delivered, for example, Behavior Change Communication, Management of HIV/AIDS Programmes; Utilisation of Research Results; Training of Trainers of HIV/AIDS Programmes and Gender and HIV/AIDS. In a survey done in 2000 by RATN to assess Members’ satisfaction with Network services, it was clear that of the above-mentioned benefits, the most valued was the opportunity to network followed by the support that RATN provides to courses.

2009 - 2014 strategicplan

One of the training institutions stated that the biggest benefit has been: “Linkages with Partner Institutions we might never have known” RATN has been able to achieve such an impressive set of results due largely to the dedication of programme staff and management, the partnerships it has developed as well as strategic alliances with other actors responding to the HIV training and capacity development needs in the region.

4.4 Challenges Faced by RATN (2004-2008) Despite RATN’s achievements to date, there have been several challenges that have affected its ability to respond effectively to the training and capacity development needs in the region. ◆

RATN’s capacity to influence policies of national and regional HIV/AIDS bodies was suboptimal. Only 50% of the MIs reported having functional linkages with these bodies. In the current strategic plan, RATN intends to develop a clear strategy on advocacy for HIV training and capacity development.

◆

Limited progress on implementation of plans for the accreditation of RATN courses due to the challenges and complexity of accreditation of courses offered by multiple MIs in different countries and jurisdictions

◆

Keeping all Member Institutions committed to the Network: Given that the MIs are independent organisations with their own work to implement, there is a potential danger that some MIs could find themselves focusing more on their work than the Network. For instance the evaluation in the last strategic plan showed that on average 80 percent of the RATN courses were delivered by 20 percent of the MIs.

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Ensuring the continued relevance of RATN training programmes: This requires the establishment of frequent and effective assessment methods to ensure that the training programmes meet the needs of the region

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Inadequate information infrastructure: Some of the major challenges facing Networks in general include poor information infrastructure in most countries of the region, high cost of holding meetings and exchange fora and the difficulty in raising funds for the core activities of a Network.

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Mobilising adequate financial resources for the Strategic Plan activities can be difficult especially if an organisation has no clear strategy and prioritisation. Thus, the past years recorded a limited diversification of RATN income sources.

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4.5 Lessons Learned Since its inception, RATN has undertaken a number of exercises to document lessons and the results. These lessons have informed the development of this new Strategic Plan (2009-2014). This section summarises lessons learned from implementing the RATN programmes as follows:

4.5.1 Effective Participation of MIs Adds Value to the Network Member Institutions are more likely to contribute to developing a Network if the â&#x20AC;&#x153;value addedâ&#x20AC;? of their participation is clear. It is essential to create frequent opportunities for MIs to reflect on how their organisations are benefiting from their participation to keep them motivated and to involve them in the governance of the Network.

4.5.2 Building an Effective Network requires Resources and a Plan Building a formal Network will not be achieved simply by engaging in networking activities like information sharing and promoting collaboration. Such activities are vital in creating a sense of working for a common goal but they will not in themselves give Members a sense that the Network belongs to them. Building a formal Network requires a concrete strategy and resources as to how to establish and sustain it.

4.5.3 Functional Communication Channels are Vital within RATN Investing in communication channels such as the RATN member newsletter and the RATN website has been an effective way to keep MIs informed of vital information and resources. The newsletter and the website have also helped to improve the public profile of RATN and MI projects along with that of their courses throughout the ESA region.

4.5.4 TNA is Crucial in the Development of Appropriate Training Conducting Training Needs Assessment studies is a crucial first step in developing training programmes. Using needs assessment data in programme planning helps to ensure that training courses continue being relevant to the needs of the region.

4.5.5 Culture of Excellence in Training Creates Significant Impact Creating and encouraging a culture of excellence in course content and delivery among MIs has made a significant impact in several areas. However this needs to be strengthened to ensure that RATN courses withstand emerging market competition while utilising emerging technology advancements.

4.5.6 M&E Function is Vital for ensuring Quality Training The practice of feeding back the results of monitoring and evaluation into training programmes ensures continuous quality control and improvement of courses and training. Long-term follow up studies are very important in ensuring that the skills attained during training have an impact in the field. The lessons and experiences outlined above have been used as cornerstone for defining the new strategic focus and direction for RATN work in the next five years (2009-2014) to ensure increased relevance and impact of RATN programmes.

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Strategic Analysis

he strategic analysis was informed by the contextual assessment of HIV response as well as from the evaluation of the RATN Strategic Plan (2004 â&#x20AC;&#x201C; 2008). Several stakeholdersâ&#x20AC;&#x2122; meetings and interviews were also held as part of the process of developing the Strategic Plan. This section presents summary outcomes from this process in the form of the SWOT analysis, stakeholder analysis and the options analysis and the strategic implications on prioritising RATN programmes.

5.1 SWOT Analysis Below are the key strengths, weaknesses, opportunities and threats identified and an analysis of their strategic implications: Table 5.1: SWOT Analysis Results Strengths

Strategic Implications

A strong and functional governance and administrative structure in place A healthy financial base due to supportive and flexible ICPs Training expertise of the secretariat and MIs Well established information platforms (website, newsletter, resource centre)

Continue with governance development initiatives to optimize performance Maintain healthy relations with existing ICPs Review staff development plan to further improve performance Use the platforms to provide accurate and up to date information on HIV and capacity development to relevant users

Good M&E infrastructure in place in terms of tools and guidelines (PMF, RTMES)

Use M&E outputs to strengthen organisational performance

The value of the RATN brand

Further review the networking strategy to leverage existing institutional and programme strengths Use RATN good image to leverage resources

Weakness

Strategic Implications

Limited research done to strengthen training and ensure programmes are informed by the latest evidence

Institutionalise research as one of the programme areas

Regional presence through MIs

Explore opportunities of lowering governance costs including making greater use of ICT Broaden the resource base through implementing a robust fundraising strategy Review advocacy and communication strategy with focus on influencing RECs and NACCs

High cost of governance and administration Narrow resource base Weak partnerships with RECs and NACCs

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Opportunities

Strategic Implications

Rising demand for HIV/AIDS training and capacity building to support the scale-up of HIV/AIDS programmes

RATN to work closely with MIs to identify and exploit emerging opportunities through strengthening the marketing capability

Growth in the level of available HIV/AIDS funds within the region

Review RATN programmes to harness available resources

Emerging areas of training needs such as male circumcision and health systems strengthening

Regularly review training curricula to accommodate emerging issues

Threats

Strategic Implications

Increasing competition from other regional training organisations and future new entrants

Regularly conduct strategic organisational analysis to keep pace with the changing nature of the pandemic and new approaches to training

Changing focus and priorities of donors within a turbulent global financial environment

Strengthen and widen resource base through vigorous fundraising

5.2 Stakeholder Analysis Stakeholders play a critical role in strategic plan implementation by providing support in the form of funding, materials, technical assistance, marketing, participating in programmes and providing goodwill and a facilitating environment. The network will continue to collaborate with its partners and other stakeholders in the implementation, monitoring and evaluation of the strategic plan. Below is a summary of key stakeholders and their roles:

5.2.1 RATN Member Institutions (MIs) The MIs will offer training courses in their areas of strength and support other RATN programme areas as well as research, consulting and M&E. The twenty-five (25) MIs under RATN are comprised of five Universities, three Management Institutions, one research institute and fifteen NGOs. The MIs shall from time to time work in clusters/ groups to develop curricula, networking and share knowledge and skills with other MIs. The MIs will also sit on governance bodies of RATN such as the Board and adhoc committees needed to forward the objectives of RATN and of course pay their membership fees to the RATN Secretariat.

5.2.2 Ministries of Health, NACCs, and Regional Bodies Most of the countries where RATN works have instituted HIV/AIDS programmes at the level of the Ministry of Health and also set up National AIDS Commissions for overall policy directions. The multi and bi-lateral donors are actively supporting the national HIV/AIDS programmes. RATN will continuously endeavour to influence the relevant Ministries, NACCs and Regional Economic bodies to give high priority to training. NACCs, Sectoral Ministries and Regional Economic Communities (e.g. SADC, COMESA, EAC, etc.) as sources of course participants will inform training needs assessment. RATN will further engage with these stakeholders on policy and programmatic issues. 3

For a detailed stakeholders analysis refer to Appendix 4.

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5.2.3 People Living with HIV (PLWHs) The greater and meaningful participation of people living with HIV (PLWH) is essential for the effective implementation of RATN programmes to ensure that planning and service delivery address the needs of communities. RATN shall endeavour to ensure that the delivery of all programmes under this Strategic Plan involves meaningful participation of People Living with HIV.

5.2.4 International Cooperating Partners (ICPs) ICPs include multilaterals, international NGOs and global health initiatives â&#x20AC;&#x201C; e.g. PEPFAR and GFATM, Gates Foundation etc. These stakeholders will provide funding and material support to RATN and will be a market for RATN courses and consulting services. RATN has managed to attract and maintain the support of a number of donors to its programmes. Its sustainability strategies rely on the diversification of the funding base so that more donors are attracted into its fold. The Partners Consultative Committee Meeting (PCM) is one of the annual forums in which RATN keeps its donor partners updated of the strategic direction and activities of the network.

5.2.5 RATN Alumni By the end of 2008, RATN had more than 4,000 alumni who have been trained in various courses over the past six years. The trainees go through stringent selection criteria by RATN Member Institutions and are trained with the view of enabling them train others. Alumni are key stakeholders for RATN because they are the link to achieving results in the field. RATN will periodically carry out follow-up studies on alumni to assess the application of skills acquired in the training and in the field. Alumni will also be linked to training institutions and supervisors in the field to ensure the quality of replicated courses is maintained.

5.2.6 Civil Society Organisations Civil society organisations are a source of course participants, they inform training needs assessments and play a role in advocacy. RATN will ensure strengthened collaboration with civil society network organisation at national and regional levels. For instance, RATN will strengthen its current relationships with regional networks such as SANASO and EANASO to optimise the reach and coverage needed to continuously understand the emerging training and capacity development needs of the region.

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5.3 RATN Strategic Options Based on the results of the environmental scan and experience from implementation of the last Strategic Plan, RATN identified the following strategic options to found the strategic direction RATN needs to pursue in the next five years.

5.3.1 Expansion in scope and scale RATN has taken strategic decisions to widen its scope and scale of interventions to meet the ever increasing demands from its constituents. This option is based on a better understanding of the evolving HIV and AIDS epidemic in the region, the rapidly changing response landscape, the results of the evaluation of the 2004-2008 RATN strategic plan, the SWOT analysis and feedback from a wide range of stakeholders. The cost of not taking the expansion option would imply that RATN will remain under funded and with an unrecognisable impact both in service delivery and resource utilisation.

5.3.2 Shift from project to programme approach Initially RATN operated as a project but with the changing HIV/AIDS capacity needs in the region, the scope and scale of work led to its transformation to an international NGO. This has had the effect of creating programme areas to facilitate effective implementation of the RATN mandate. The shift will further strengthen the programme and institutional sustainability that will see RATN becoming a more dynamic and adaptive organisation taking leadership in HIV/AIDS capacity building in the region. The strategic plan has identified specific programme areas that will together constitute and guide the future direction as elaborated hereunder: ◆

RATN will have only one strategic plan to guide its direction. Where new development partners come in to support specific interventions, projects will be developed under the respective programme areas focusing on the strategic objectives and their results will contribute to those of the programme areas. They will be in the form of project proposals rather than project specific strategic plans for purposes of harmonisation.

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RATN will scale-up its current training programmes and also offer courses that respond to emerging training needs in areas such as male circumcision, health systems strengthening, paediatric HIV/AIDS care etc and also take advantage of new funding opportunities.

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A comprehensive monitoring and evaluation system that integrates all programmes and derives its mandate from this strategic plan will be redesigned to cater for RATN information needs.

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RATN will adopt new ways of network expansion and increasing participation of members. These will include initiating joint projects among MIs, Secretariat signing MoUs with MIs, clustering MIs along thematic HIV issues and linked them to other institutions, and developing strategic partnerships with other institutions to support RATN MIs programmes.

◆

RATN will restructure its secretariat to streamline the human resources to resonate with the aspiration of this strategic plan.

2009 - 2014 strategicplan

Strategic Direction

n view of the results of the SWOT analysis and the strategic directions agreed to by RATN stakeholders, the strategy indicates the intended operational direction and emphasis of RATN work during this period 2009 to 2014. This section outlines in detail what RATN expect to achieve over the next five years and what strategies will be adopted to realise the expected results in the short and intermediate terms.

6.1 Strategic Goal The overall goal of this strategic plan is to contribute to the HIV and AIDS response in the Eastern and Southern Africa region as follows: To strengthen the capacity of individuals and institutions in the Eastern and Southern African Region to effectively respond to the HIV and AIDS pandemic through training and capacity development, information sharing and advocacy. In order to achieve the strategic goal, RATN shall accomplish the following specific outcome objectives for the period 2009-2014:

6.2 Strategic Objectives ◆

Skills and competencies for design and implementation of effective HIV and AIDS interventions at community and workplace levels developed.

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strategicplan 2009 - 2014

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RATN strengthened as fully functional and sustainable regional membership-based network organisation.

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Monitoring and Evaluation system of RATN and its members strengthened.

6.3 Programme Areas and Expected Results The strategic objectives outlined will be realised through key outputs classified into five (5) programme areas as follows: Programme Area 1:

Training and Capacity Development

Programme Area 2:

Knowledge and Information Management

Programme Area 3:

Advocacy, Partnerships, and Networking

Programme Area 4:

Research, Monitoring and Evaluation

Programme Area 5:

Functional and Sustainable Network

6.3.1 Programme Area1: Training and Capacity Development Rationale: Design and implementation of effective HIV interventions requires adequate capacity and skills. Currently, demand for quality human resources skills has outstripped the capability of many organisations responsible for HIV responses in terms of planning, provision of service delivery, supervision, M&E — at community, provincial, national or regional levels. In collaboration with RATN MIs, universities, and other partners HIV and AIDS training modules will be designed towards delivery of both short term and long term courses; exchange programmes, training quality assurance and follow-up to ensure that training translates to intended results. Expected Result: HIV and AIDS program staff and other individuals involved in HIV response shall have improved skills and competencies to effectively manage HIV and AIDS interventions at community and workplace levels (achieved through RATN facilitating development and delivery of relevant training courses and strengthening the capacity of training institutions (under RATN membership) to deliver quality training programmes. Training Needs in HIV and AIDS Response in ESA region The UNAIDS and WHO (2008)4 identified the following priority health sector interventions for HIV prevention, treatment and care: ◆

Interventions delivered through outreach to most at risk populations: including integrated HIV testing, counseling, treatment and care services in drop in centers and similar locations, including mobile sites; Towards universal access: scaling up priority HIV/AIDS interventions in the health sector, Progress Report 2008. Geneva, World Health Organisation, 2008.

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Interventions based in communities: including community-based prevention; treatment preparedness and support for HIV and tuberculosis (TB); condom promotion; HIV testing and counseling, home based care; and psychosocial support, including peer support;

◆

Interventions based in health facilities: including information, education and services for preventing HIV transmission in health care settings; preventing sexual HIV transmission; managing sexually transmitted infections (STIs); preventing mother to child HIV transmission; HIV testing and counseling; preventing HIV transmission by people living with HIV; preventing the progression of HIV infection to AIDS; and the clinical management of treatment and care for people living with HIV;

◆

National measures required for supporting service delivery, including leadership and governance; advocacy; strategic planning; programme management; procurement and supply management; laboratory services; human resources; financing; and HIV and STI strategic information management systems.

These priority interventions will inform the backbone for development and delivery of RATN training courses and programmes to build critical mass of skills and knowledge on these priority issues. The focus will be facilitating training of trainers (TOT) to ensure optimal ripple effects of the capacity building initiatives. Responding to shift in HIV prevention Priorities RATN recognises that while many of the approaches, such as HIV testing, and treating STIs, do have important public health benefits, and should be continued, new emerging body of evidence suggests the need for a shift of focus towards new HIV prevention scale-up strategies. According to the emerging evidence5, the most common HIV prevention strategies-condom promotion, HIV testing, treatment of other sexually transmitted infections (STIs), and abstinence-are having a limited impact on the predominantly heterosexual epidemics found in Africa. Thus, consensus has began to emerge that two interventions currently getting less attention and resources – male circumcision and reducing multiple sexual partnerships - would have a greater impact on the AIDS pandemic and should become the cornerstone of HIV prevention efforts in the high-HIV-prevalence parts of Africa. RATN shall develop and integrate into its training programmes the modules that aim to develop skills and competencies on design and effective implementation of HIV prevention interventions on male circumcision and reducing multiple sexual partners in addition to other prevention priorities such PMTCT and reduction of stigma and discrimination.

Key Strategies Relevant and evidence-based training courses Periodic training needs assessments (TNA) will be conducted to ensure that RATN keeps abreast of changing training and capacity development needs in the region and therefore develops new courses that respond to emerging needs. The practice of improving the quality of the curriculum of RATN courses through regular review and updates will be continued. The provision of follow-up support services to RATN alumni and 5

Policy analysis led by researchers at the Harvard School of Public Health (HSPH) and the University of California, Berkeley. 2008.

strategicplan 2009 - 2014

their employers will also be continued. The process shall allow RATN to periodically learn what is working or what is not working after trainees attend RATN collaborative courses. In addition, the results of M&E reports on RATN courses will be utilised to continually improve the quality of the courses and trainers.

Identify and develop new and innovative training approaches and tools RATN will continue to support the development of relevant and cost effective training models, approaches, and tools, and populate their replication in the region. Some of the innovative approaches to course delivery include E-Learning, Distance Education, and Video Conferencing etc. RATN will therefore actively engage with both field and academic training experts in developing the knowledge base.

Building Capacity of Training Institutions The enhancement of training management and technical skills within training institutions is critical in ensuring relevance and quality of capacity building initiatives in the region. RATN will therefore facilitate the capacity building of the training institutions (within RATN membership) by promoting MI-to-MI exchange programmes and continuous capacity and skills building processes with extensive mentoring support and follow ups. RATN will also support partner practitioners to access its training programmes from various RATN collaborative training institutions.

Accreditation of RATN collaborative courses The demand for accredited training by HIV practitioners remains high in the ESA region. Over the last five years RATN has learnt that the challenge lies in the operationalisation of this approach given variations in institutional set ups at RATN MIs vis-Ă -vis the relevant accreditation authorities. On this basis RATN will continue to pursue the aim of having at least 25% of its training programmes accredited by relevant authorities of higher learning while consolidating the gains made so far. More Universities will be strategically approached to work with our MIs to accredit the RATN courses. The courses format will be gradually aligned to move towards meeting accreditation processes. Also, RATN will endeavour to collaborate and influence these institutions to adopt and integrate some RATN courses into their curriculum whenever relevant. This will ensure that capacity for effective HIV response is even developed through Universities and Colleges and automatically accredited.

Gender mainstreaming For RATN, mainstreaming gender means wearing the gender lens in all sectors of intervention. All RATN training programmes will include gender sensitive curricula and methodologies, while specific gender modules will be offered as well as integrated into appropriate training components. The following issues will be addressed during the development and delivery of RATN training programmes: social justice for women and other marginalised groups to address prejudices; engendered budget allocation; respect of rights of women; women participation in evidence-based decision making; and equal access to full participation in RATN courses.

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Increasing marketing of RATN collaborative courses Considering the experience of low service delivery of some RATN courses by MIs in the previous strategic plan (2004-2008), RATN will actively increase the marketing activities for its courses to potential clients such as NACCs and AIDS service organisations. The courses will also be repackaged accordingly to meet customersâ&#x20AC;&#x2122; needs. In addition the Secretariat will sign MoUs with MIs on each RATN collaborative course of which the MoUs shall include performance parameters on delivery of courses.

Quality assurance Greater emphasis will be placed on ensuring both the quality and relevance of RATN collaborative courses throughout the training development cycle (i.e. from the development of curricula through to measuring the impact of training). The RATN Training Monitoring and Evaluation System (RTMES) will continue to be used to track the quality and impact of RATN courses. The table below summarises the key expected outputs that will be achieved in the Training and capacity development programme area: Table 6.1: Results Matrix for Training and Capacity Development Result Statement 1000 - HIV and AIDS programs staff with improved skills and competencies to effectively manage HIV interventions at community and workplace levels.

Indicators

1100 - Target groups reached through new courses and innovative methods for training and capacity building

Baseline April 2009

SP target (April. 2014)

26 courses run in FY2008/9. Overall total=318 courses by 24th Feb 2009

600 courses delivered by March 31, 2014.

2,073 (1178F, 895 M) students trained 2004-2008 (191 received funding from RATN). 57% trained were female but less in maledominated fields

75% over baseline.

Tools being piloted for capturing data on marginalised groups trained.

To reach marginalised populations with training.

10% of RATN courses accredited

75% 0f MIs actively involved in facilitators exchange and mobile teams 50% of RATN courses accredited

No data on quality minimum standards and compliance for HIV courses by RATN and partners in ESA

75% of HIV training and capacity building programmes in MIs and ESA region meet quality standards

Total of 110 (47M//64F) MI trainers trained between 2006 and 2008

100% increase (over baseline) by March 31, 2014.

No data on capacity for RATN MIs to effectively deliver HIV training programmes

90% of MIs report having adequate capacity to deliver quality training,

Curricula of 25% of RATN courses reviewed.

100% of all RATN courses reviewed and repackaged based on best practices and changing evidence

2nd Alumni study (2005) indicated that 90% reported that the courses were relevant and applicable; 52% of alumni reported changes in ways of programming

100% of Alumni report using skills and knowledge from RATN training.

No clear structured mobile teams for specific HIV areas of expertise 1200 - RATN MIs delivering high quality training and capacity building programmes (based on minimum quality standards) that respond to the STI/HIV/ AIDS training needs of the region 1300 - RATN Member institutions (MIs) with adequate capacity to develop and deliver training and/or manage quality gender sensitive HIV/ and AIDS prevention, care, support, and mitigation programs.

1400 - Alumni incorporate new skills into their programmes and work plans

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6.3.2 Programme Area 2: Knowledge and Information Management Rationale: Accurate and timely communication of information is critical to knowledge building as well as empowerment of individuals and organisations working in the area of HIV and AIDS. RATN and partners in the area of training and capacity development have so far generated knowledge and skills that influences public and civil society policy and programming to promote the effective capacity development for HIV response. This needs to be significantly shared among the broader stakeholders at all levels. Furthermore, several more best practices are being identified at local and national levels. These need to be shared across the region to replicate such good practices and therefore avoiding reinventing wheels where it is possible to adapt and adopt what is already working in other parts of the region. RATN will therefore create opportunities and platforms to engage and share information on new HIV and AIDS information that strengthens capacity for individuals and institutions to respond effectively to the HIV pandemic. RATN knowledge management systems; production of IEC materials; and lessons sharing and reflection networks will be employed to achieve this objective. Expected Result: HIV and AIDS capacity development related knowledge and information is transferred to support RATN MIs and all strategic partners for reach and relevance in addressing HIV and AIDS prevention, treatment, care and support, and mitigation.

Key Strategies: Periodic assessment of changing HIV information needs The knowledge and information management in this strategic plan will involve identification of key information needs among RATN MIs and other stakeholders in the area of training and capacity building. The needs will be addressed through facilitation of exchange of such information from those who have it to those who have not. The information will be sourced from reviews of reports/publications of regional and international agencies such as NACCs, SADC, UNAIDS, WHO, CDC, etc and from collaborations with institutions specialised in HIV and AIDS information such as SAfAIDS, AHILA, etc.

Strengthen Knowledge management systems As the RATN evolves, training and capacity development knowledge management systems are a critical programme component. RATN will continue to create HIV related capacity development information repositories and manage them to systematically build pools of relevant knowledge and disseminate it among RATN MIs and other partners in the region. This shall include repackaging some critical information to ensure ease of understanding and therefore increasing levels of utilisation of such information. For instance, RATN will launch a â&#x20AC;&#x153;Good Practicesâ&#x20AC;? publication series and shall offer readers evidenceinformed perspectives on a variety of HIV and AIDS-related training and capacity development issues.

2009 - 2014 strategicplan

The series will draw heavily on the experience and practice of RATN Member Institutions. Action will be taken to ensure that the cross-cutting issues of gender, rights-based approaches, and networking are featured in the content of RATN publications and information platforms. The series shall be an electronic publication (mainly posted on TRIC or RATN website) and some articles from the series shall feature in the RATN Newsletter.

Training Reference and Information Centre (TRIC) The Training Reference and Information Centre (TRIC) is a web-based source of information on HIV and AIDS training in the Eastern and Southern Africa (ESA) region. TRIC is aimed at providing STI/HIV/AIDS frontline workers, managers and specialists (at community, national and regional levels) with access to information on where and how to access the available training programmes on HIV/AIDS in Eastern and Southern Africa region and beyond. Currently, TRIC has information on 192 STI/HIV/AIDS related courses from about 80 training institutions, colleges and universities across 13 countries in the ESA region namely: Malawi, Uganda, Botswana, Lesotho, Zambia, Zimbabwe, Kenya, Swaziland, Tanzania, Ethiopia, Namibia, Rwanda and South Africa. TRIC was initiated and funded by UNAIDS at its inception and RATN has since assumed ownership of the initiative and plans to expand it in terms of coverage and intensity of related resources accessible through TRIC. In the next 5 years, RATN intends to increase training courses and countries featured under TRIC to also include the French and Portuguese speaking countries.

Implement the Marketing and Communication Strategy RATN will implement the Marketing and Communications Strategy in line with this Strategic Plan. The Strategy will strengthen the focus, coherence and results of RATNâ&#x20AC;&#x2122;s communications and marketing activities. Multi-media, internet, publications, participation in various fora for the dissemination and exchange of training and capacity development information at local, sub-regional and regional level is critical to ensure that reliable and relevant information is readily available at all levels. The table below summarises the key expected results that will be achieved in the Knowledge and Information Management programme area:

strategicplan 2009 - 2014

Table 6.2: Results Matrix for Knowledge and Information Management Result Statement 2000 Strengthened exchange of knowledge and information on HIV and AIDS (and therefore RATN is recognised as an authority source for high quality HIV/ AIDS information

Performance Indicators

2100 - RATN responds to increased demand for quality information and capacity building resources

2200 - Increased utilisation and dissemination of RATN training and capacity building information by MIs.

Baseline April 2009

SP target (April 2014)

Average of 67 users per month for resource centre. TRIC being finalized as e-information hub

RATN recognised as reliable source of HIV training and CB information

Hard copy Newsletters mailed out to 2500 individuals every quarter.

100% increase circulation and hard copies constitute only 10%

No baseline data on contribution feedback from users on RATN information and materials.

To develop a functional and effective monitoring system for ICT.

No data on ICT capacity needs of MIs and clear strategies to address needs

100% of MIs report ICT capacity supporting RATN work

80% of MIs receiving bulk copies of the RATN Newsletter for further distribution to their networks; RATN website linked to MIs websites

100% of MIs to receive copies of RATN publications for wider dissemination.

66% of MIs attended the third ICT workshop. 76 % of the MIs attended the 5h ICT annual workshop.

To improve data management and web-based communication.

82% of MIs participating in information networks

Increase information networks between and among MIs.

Poor electronic use of the HIV training and capacity building information by MIs.

75% of MIs and stakeholders access RATN training information electronically.

Poor monitoring of ICT activities.

Added value of ICT effectively monitored and evaluated regularly.

6 MIs do not have websites. Only 8 of the 19 with websites have established links with RATN

RATN utilize all MI websites as a information and marketing tool for RATN programmes.

6.3.3 Programme Area 3: Advocacy, Partnerships and Networking Rationale: RATN MIs and other institutions in the focal countries in which we operate are uniquely placed to influence policies that would increase support towards training and capacity development for HIV response. This role is now recognised as evidenced by the increasing acknowledgement of the need for adequate human resources and skills in order to achieve effective HIV response in the region. However, a significant majority of these entities lack the technical capacity and skills to effectively respond to, and advocate for these issues and therefore there is a clear role for RATN to play in strengthening the capacity of RATN MIs, civil society and other partners to influence policies in favour of increasing support for capacity development for HIV response. RATN believes the facilitation and provision of this kind of support is central to increasing access to resources and support for developing effective capacity to respond to the HIV and AIDS pandemic in the region. RATN Advocacy efforts will focus on influencing the coordinated scale-up of quality HIV training and capacity development at both the national and regional level in order to achieve improved programming in HIV and AIDS towards realising the Universal Access targets and MDGs.

2009 - 2014 strategicplan

In order to advance its advocacy efforts, RATN will enhance and strengthen partnerships with National AIDS Authorities, Regional Economic Communities, relevant government ministries and departments, donors and other agencies such as UNAIDS and WHO. Strategic partnerships will be established along key thematic areas of RATN work such as training, capacity development, advocacy, communication, knowledge management, and monitoring and evaluation. Expected Result: RATN MIs, civil society networks and other partners are strengthened to have the capacity and technical mechanisms to influence policy towards increasing support for developing effective capacity to respond to the HIV and AIDS pandemic in the Eastern and Southern Africa region.

Key Strategies: Lobbying and advocacy Most governments, civil society, bilateral and multilateral agencies and other institutions in RATN focal countries have now identified inadequate human resources and capacity development as an issue of concern for achieving effective HIV response. However, most of these institutions are still to incorporate HIV related capacity development into policies, strategies and plans of action and those who have done so have yet to implement these policies, strategies and plans of action. As more resources are poured into Africa to address HIV/AIDS it has become increasingly clear that inadequate human resources and capacity development is a key constraint to effectively lessening the suffering caused by the pandemic. This is the problem RATN and the MIs are networking to resolve. Over the next 5 years, RATN will support partners to mainstream HIV related capacity development into their work. Both RATN and its partnersâ&#x20AC;&#x2122; good practices will be the logical input for lobbying and advocating for support for HIV related capacity development. For example, RATN will actively engage with Regional Economic Authorities (RECs) and national AIDS authorities to lobby them on the need to assess and address the human resource, training and capacity development needs and gaps in their HIV and AIDS strategies and plans. In addition, RATN will coordinate or provide â&#x20AC;&#x201C; primarily through RATN MIs â&#x20AC;&#x201C; technical support required by RECs, national AIDS authorities, and other stakeholders to support the development of appropriate policies and plans. RATN will also actively endeavour to participate in the planning for major regional and international conferences and therefore influence the agenda of such strategic meetings to include deliberations on capacity development for effective HIV response.

Strengthening partnerships A key lesson learnt by RATN since its inception is the immense value of partnerships with local and regional institutions that work to respond to the HIV pandemic through either directly providing prevention, treatment, care and support services or facilitating the development of capacity to effectively provide

strategicplan 2009 - 2014

these services like RATN is doing. During the period of this strategic plan, RATN will significantly strengthen such partnerships with increased regional coverage. The partnerships will be established along key thematic areas of RATN work such as training, capacity development, advocacy, communication, knowledge management, and monitoring and evaluation. For instance, RATN will annually facilitate convergence of capacity building officers from NACCs, MOH, and other agencies in the region to review and deliberate on issues relevant to strengthening and sustaining the development of capacity for effective HIV response in the region.

Strengthen active participation of network membership In order to maintain a strong and cohesive network of Member Institutions, RATN will strengthen participation and involvement of the Member Institutions in designing and implementing RATN projects in the areas of training, advocacy, research, and knowledge management. RATN will also support the expansion of the Network within existing countries as well as expanding to new countries in the Region. The table below summarises the key expected results that will be achieved in the Advocacy, Partnerships and Networking programme area: Table 6.3: Results Matrix for Advocacy and Partnerships Result Statement

Performance Indicators

Baseline April 2009

SP target (April 2014)

3000 Strengthened advocacy and capacity of MIs, civil society, and other partners to influence policies towards HIV capacity building

3100 - RATN, MIs and partners making major contributions to the formulation of policies by participating in key HIV/AIDS coordinating forums.

No clear structures and protocols for RATN and MIs to influence national HIV/AIDS authorities and RECs.

RATN and MIs involved in formulation & implementation of HIV CB policies at national/ regional levels.

3200 - RATN entering new collaborations with other regional bodies and networks

Ad-hoc linkages exist with SADC, UNAIDS, SAFAIDS, SAT, EANNASO, SANASO, NAP+; No structured linkages between RATN and MIs and national HIV/AIDS authorities/RECs

RATN and partners Influence policies of regional bodies on capacity development and training.

6.3.4 Programme Area 4: Research, Monitoring and Evaluation Rationale: A key challenge for development and delivery of quality HIV and AIDS training programmes has, among other factors, been due to different levels of understanding of the ingredients of effective training and capacity development in terms of what training is needed to address what gaps, who are the right people to train, how to provide it, how to measure it, and what tools, methodologies, and approaches to use. In providing leadership on these matters in the region, RATN will use its experience to identify new knowledge through reviews of existing research results and conducting small operational research where necessary to periodically answer these and other emerging questions. Such evidence based

2009 - 2014 strategicplan

knowledge and models shall also form the basis for advocacy for HIV training and capacity development in the region. Related to operational research, program monitoring and performance evaluation will focus on the extent to which expected results are being achieved. Programmatic progress towards achieving expected results and desired impact will be tracked through carefully structured performance monitoring tools. The M & E system will be implemented to regularly collect and analyse data not only to determine program progress in achieving stated objectives and results, but also to guide program planning and management decisions, and establish an informed rationale for adjusting the RATN programme activities. Expected Result: HIV training and capacity development programmes in ESA region are evidence-based and reflective of emerging trends and lessons learnt through strengthening RATN MIs and other partnersâ&#x20AC;&#x2122; mechanisms to effectively research for, monitor and evaluate training and capacity development interventions for impact and effectiveness.

Key Strategies Strategic reviews and partnerships for research RATN will endeavour to benefit from existing research results but also partner with research institution to influence focus on research that add value to training and capacity building for HIV response. The planned research partnerships will also help position RATN to access such information and timely pass on to users. For instance RATN put a stronger emphasis on the strategy of increasing collaboration, linkages and partnerships with the Associated Universities to stay abreast of and participate in the latest research. RATN recognises that the Universities have the necessary specialised research resources, experience and expertise while RATN has the ability to disseminate and operationalise research results (and indeed to collaborate on operational research). Strengthen Monitoring and Evaluation System RATN already possesses a higher than average appreciation of and capability in M&E. The current Strategic Plan builds on this experience with an aim to institutionalise learning through a coherent web of interlinked information gathering tools, analytical processes and knowledge sharing mechanisms. The Performance Management Framework (PMF) and the RTMES will be used to track progress against agreed performance targets of the Secretariat. The PMF was successfully used in the Strategic Plan (20042009) to monitor and report on the performance of the programme annually. Further, during the last quarter of 2012, there will be a Mid Term Review of Strategic Plan conducted by a team external to RATN. Towards the end of the Strategic in 2014, RATN will commission external evaluators to conduct a comprehensive assessment of outcomes from implementation of the RATN Strategic Plan (2009-2014).

strategicplan 2009 - 2014

In addition to the Board, donors will review the progress made by RATN programme through the annual Partners Consultative Meeting. This forum allows the Partners and Board to meet and discuss the various issues related to the network. The table below summarises the key expected results that will be achieved under the Research, Monitoring and Evaluation programme area: Table 6.4: Results Matrix for Training and Capacity Development Result Statement 4000 - HIV training and capacity building programmes are evidence based and reflective of merging trends and lessons learnt

Performance Indicators

4100 - A robust and functioning monitoring and evaluation system in place.

Baseline April 2009

SP target (as at 31.03. 2014)

PMF and RTMES exist; No structured tools for collecting and analysing M&E data to inform PMF progress

RATN activities based on evidence from monitoring and evaluation results Establish quality M&E support to programme thematic areas.

Quarterly and annual programmatic reviews undertaken and progress reported to the Board.

Undertake effective monitoring of impact of RATN training on Alumni Undertake effective monitoring and evaluation of RATN programmes

4200 - New research results and reviews of existing research inform training and capacity building programmes

TNA done in 2005 informed RATN training courses No clear systematic database of research linked to training and capacity building activities

75% of HIV training in ESA and RATN MIs based on research evidence and priorities

No structured data of evidencebased capacity building activities in ESA region

Effectively utilize evidence to inform training and capacity building activities

6.3.5 Programme Area 5: Sustainable and Functional Network Rationale: In order to effectively achieve the goal and strategic objectives articulated in this plan, RATN Secretariat seeks to significantly strengthen and maintain its institutional and technical capacity over the next 5 years. Such capacity strengthening and maintenance is critical to enable RATN to meet the existing and future demand for its services. Governance, resource mobilisation, continuing staff development and strengthening administration and financial management are elements that will continue to be addressed in enhancing the RATNs organisational capacity and sustainability. Expected Result: Strengthened organisational capacity and systems of the RATN Secretariat for effective implementation and coordination of RATN work. RATN envisages improving the overall organisational performance and mobilising 100% of the resources required to implement the strategic plan.

2009 - 2014 strategicplan

Key Strategies: Resource mobilisation Resource mobilisation is crucial in order to ensure that the financial resources required in achieving the goals and objectives articulated in the strategic plan are available when required. The level of expansion proposed in the strategic plan necessitates the development and expansion of fundraising avenues. The RATN resource mobilisation strategy will include developing and marketing funding proposals; piloting the Results Based Payment system (Small projects funding); reviewing RATN membership fees to reflect reasonable economic returns; coordinating tailormade courses for MIs at a commission and cost sharing with MIs on some RATN activities. RATN will also aim to further improve the quality of the RATN training programmes in order for NACCs to buy more of these trainings and therefore free up resources that RATN commit through scholarships. Strengthen financial and administrative management systems Sound financial and administrative management capacity is a cornerstone of organisational excellence. Without it, operational inefficiencies emerge, donor and stakeholder confidence wanes, and organisational sustainability is jeopardised. Thus, RATN intends to continue to improve its financial and administrative management systems through conducting internal and external financial audits; maintaining risk management policy; managing the HIV and AIDS workplace policy; implementing the anti-corruption Policy; and providing administrative support Realigning and rationalising RATN organisational structure RATN governance structures shall be rationalised under the overall legal stewardship of the RATN board and Secretariat. RATN will realign and rationalise its organisational structure to achieve its mission and objectives as they are articulated in the strategic implementation plan, reduce overlaps and increase efficiency and effectiveness. Staff will be relocated and appropriate skills recruited to match skills needs. No Secretariat staff will be directly involved in undertaking consultancies but rather RATN Secretariat shall have a coordinator who assists to draw teams from MIs to undertake those training related consultancies while the Secretariat collects a commission for this coordination role. Human Resources and Staff Capacity Development RATN shall ensure that staff work in an environment that is conducive and have the necessary skills to meet changing and emerging needs while implementing RATN programmes. As such, RATN will periodically update an inventory of the existing skills among its current staff and identify skills gaps important skills that are missing and which are critical to the delivery of the Strategic Plan. The table below summarises the key expected results that will be achieved under the Sustainable and Functional Network programme area:

strategicplan 2009 - 2014

Table 6.5: Results Matrix for Sustainable and Functional Network Result Statement 5000 -RATN is fully functional and sustainable regional membership based network organisation

Performance Indicators

Baseline April 2009

SP target (April 2014)

5100 - Number of MIs effectively participating in network activities (e.g. meetings, information exchange, planning etc)

5 MIs have MOUs

All MIs fulfilling terms of MoUs with RATN

95% MIs participate at GC and other Network meetings

100% participation at GC meeting

100% participation at Board Meetings

100% participation at Board meetings

25 Member Institutions (MIs)

50 MIs

10 participating countries

All Countries of ESA

75% of MIs paid membership fees in 2004

100% payment of membership fees

5200 - Number of MIs in number of countries contributing own resources towards growth and strengthening of the network

50% of MIs actively providing 100% of MIs providing technical Technical expertise of MIs used course expertise to RATN development areas RATN Annual Budget USD 2.982.317 Annual deficit of USD530.000

Audit report notes weakness in 5300 - Adequate financial and complying with internal control policies and structures human resources mobilised and efficiently managed to 13 staff employed at Secretariat. support RATN programmes RATN mainstreaming gender in management and programme structure

To raise USD USD3.5m over the years of the SP To conduct timely annual audits by an external firm. RATN with adequate skills and expertise to meet regional mandate To achieve acceptable gender equality and equity in programming and structure.

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7 7.1

Institutional Arrangements

Organisational Strategies

The following organisational strategies will be adopted for this Strategic Plan:

7.1.1 Networking and Partnership Approach RATN is a network of member organisations and the successful implementation of the Strategic Plan will require action to strengthen the capacity of MIs and the Secretariat to effectively carry out their responsibilities under the Plan. There is a need to strengthen linkages between Member Institutions and activities to address this need will be undertaken. The successful implementation of the RATN Strategic Plan also requires strengthening existing and developing new strategic alliances and partnerships.

7.1.2 Rights-Based Approach RATN will apply a rights-based approach in its work. Essentially, this means that RATN shall always consider its beneficiaries as rights holders (i.e. beneficiaries have a right to correct knowledge and reliable information) and therefore RATN itself has a duty to fulfil these rights. Thus, RATN programmes and policies will be influenced by the norms, standards and principles of the international human rights system. These principles include equality, non-discrimination, accountability, empowerment, and participation.

7.1.3 Evidence-based Programming RATN will adopt an evidence-based approach to the development and operationalisation of all its plans, programmes, policies and administrative systems. This strategy will not only ensure that RATN initiatives are relevant but also responsive to emerging needs and trends.

7.1.4 Gender Mainstreaming In recognition that gender issues are central to both the analysis and response to HIV and AIDS, RATN will develop and implement an organisational gender policy that will help ensure that gender concerns are integrated into the design, implementation, monitoring and evaluation of operations, policies, plans, programmes, activities and projects, at all levels. This will include, but not be limited to integrating gender throughout the RATN Strategic Plan and subsequent operational work plans. RATN will incorporate gender responsive indicators in its M&E framework. In addition, RATN will continue to offer gender-related training courses.

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7.2 Coordination of Strategic Plan Implementation 7.2.1 Governance The RATN Board has the ultimate strategic role in the implementation of the Strategic Plan. It is expected that the Board will continue to provide strong, visionary, supportive and nurturing style of leadership. RATN Board of Directors will meet regularly to review progress and to share information and lessons related to RATN’s work. The Board will convene the Partners Consultative Committee Meetings (PCM) that is comprised of representatives of the major funders, the RATN Board, and Secretariat. The PCM will meet annually, not only to review and comment on RATN’s past and planned activities, but also to review budgets, coordinate donor activity, and perhaps make recommendations for fund-raising initiatives to be undertaken by the Board and Secretariat.

7.2.2 RATN Secretariat Coordination of the various RATN activities and networking with Member Institutions and other partners will be important aspects of work for the Secretariat. The Secretariat under the stewardship of the Executive Director will liaise closely with the MIs on the following items: effective implementation of the Strategic Plan; ensuring smooth flow of information from the Secretariat to MIs and vice versa; and ensuring smooth flow of funds from donors and in turn from the Secretariat to MIs for their activities Through the Board’s Committees, the Secretariat will provide regular updates on the progress of implementation of the Strategic Plan to the Board and eventually to the General Council. The Secretariat in liaison with the Board will ensure: (a) that the profile of RATN’s work is built to a high standard such that it can command the respect among developmental partners in the Eastern and Southern African region; and (b) that RATN’s work complements the overall Government HIV/AIDS services in the countries within the region. The Secretariat will constantly monitor the existing and changing external environment, adapt and respond in active and innovative ways that helps RATN to deliver its Mission.

7.3 Risk Analysis and Mitigation Certain critical assumptions were made during the design of the RATN Strategic Plan. These assumptions are the conditions that would be necessary for production of the desired results and the corresponding performance indicators (refer to the detailed LFA in Appendix 1). These risks are summarized in Table 7.1 below in a grid that assesses both the perceived probability of the risk occurring and the perceived impact on the programme results.

2009 - 2014 strategicplan

Table 7.1: Key Risks: Probability and Impact

Low Probability

Medium Probability

High Probability

High Impact

Medium Impact

Low Impact

(Negative) changes in AIDS policies

Poor follow-up by MIs on agreed advocacy plans

Civil and political unrest in member countries;

Low participation of MIs in annual assembly and other functions

Poor adherence by MIs on agreed quality assurance and M&E tasks

Decreased hits on RATN website and uptake of services through web

Lack of interest in Board membership

Lack of transparency in reporting; nonparticipation in information-sharing initiatives

Low level of contributions and feedback to RATN media

Increasing difficulties in achieving performance indicators

Decreased number of applicants with funding

Slow growth in requests for information from Resource Centre

RATN staff and MIs not invited to major international forums and advisory Boards

Technical impediments to improving RATN communication links, website etc.

No new training network initiatives reported elsewhere

Reduction of funding by core donors

Long delays in development of new delivery methods; poor quality of methodology design

MIs increasingly finding alternative information sources

Programme outputs not commensurate with financial inputs

Rapid changes in the strategies for training and capacity development

Poor communication links with trainees and client institutions

Reduced emphasis on capacity development in donor and country agencies

Reduced government & aid budgets for training

Reduced applications for courses

Identified high quality institutions do not join RATN

Member institutions developing training programs which are not gender sensitive or are ignoring emerging issues

Inferior quality of applicants

MIs reduce delivering RATN collaborative courses

MIs not using RATN advocacy materials or not identifying themselves with RATN

Poor quality and/or timeliness of MI reports

Member institutions drop out of RATN

Long delays in new programme development; poor quality of curriculum designs

Evaluation of alumni indicates reduced utilisation of training

During programme implementation, these risk indicators will be monitored and actions for mitigation will be put in place as an effective tool for results based management in a form of a Risk Management Framework. The Risk Management Framework (RMF) shall for each critical assumption, define the risk level, the risk indicator that needs to be monitored, the data sources, its collection methodology and frequency, as well as the mitigation strategy.

7.4 Sustainability Plan The sustainability of RATN will mainly be at three levels namely: Institutional; Programmes; and Financial sustainability. Each of the levels is described in detail as follows.

7.4.1 Institutional Sustainability During the previous Strategic Plan (2004-2008), RATN established and strengthened most of the elements required for a sustainable non-governmental organisation. The focus of the Sustainability Plan for RATN

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during the period of this Strategic Plan (2009-2014) will, therefore, be on ensuring that the relevant and existing systems, policies, procedures and guidelines are reviewed and revised annually to ensure that they address emerging needs, challenges and lessons learnt. Specifically, the following will be reviewed annually: Constitution; Strategic Plan; Operational Work plans; Organisational Structure; Governance, Administrative and Financial Management systems; and Human Resource Management policies and procedures.

7.4.2 Programme Sustainability Several factors are viewed as contributing to Programme Sustainability. The first is expanding new course offering to address emerging needs in the ESA region and reaching new markets for training and capacity development through innovative methods for course delivery (e.g., E-Learning, Distance Education). The second is the application of a much more evidence-based approach across all RATN Programme Areas. Essentially all Programme Areas will be informed by operational research. The third is strengthening of the RATN M&E Framework to guide the implementation of the Strategic Plan and Operational Work plans, as well as the capacity of relevant staff of MIs and the Secretariat to fulfil their RATN M&E-related responsibilities.

7.4.3 Financial Sustainability The main strategy to achieve financial sustainability is for RATN to diversify its funding base by raising more support from bilateral, multilateral and national sources, the management of consultancy assignments and accepting commissions for the design and/or delivery of short courses. The RATN Resource Mobilisation Framework will guide RATNâ&#x20AC;&#x2122;s efforts to achieve financial stability. The Framework will be reviewed on an annual basis

2009 - 2014 strategicplan

Funding the Strategy

8.1 Resource Requirements RATN has estimated that it shall require a total of about EUR 13,980,000 to run its programme activities during the next five year plan period (2009-2014). The budget summary for the Strategic Plan period (2009 â&#x20AC;&#x201C; 2014) is shown in the Table 8.1 below.

8.2 Sources of Funds Given the huge amount of work needed to make an impact on HIV/AIDS in the region, it is clearly evident that RATN will require substantial financial support from development partners. As earlier indicated (RATN has since its inceptions been kindly supported with funding from three core donor partners namely CIDA, Sida, and Irish Aid. These partners have made indicative provisions under the Joint Funding Agreement (JFA) to support this Strategic Plan. In addition, RATN intends to actively mobilise resources from other funding sources such other donor agencies, Global Fund, UNAIDS, collaborative projects with NACCs and government agencies, private sector, membership fees, and other emerging sources. Table 8.2 below shows the summary of indicative sources of funds for supporting the RATN Strategic Plan (2009-2014).

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Table 8.2: Indicative Sources of Funds for RATN Strategic Plan (2009-2014) 2008/9

2009/10

2010/11

2011/12

2012/13

2013/14

TOTAL

% of Total

EUR

Programme Areas

Training & Capacity Development

681,341

837,780

901,558

1,151,558

1,272,758

1,382,729

5,546,383

39.7

Advocacy, Networking & Partnerships

297,792

317,756

400,045

559,948

582,945

697,092

2,557,786

18.3

Knowledge & Information Management

279,674

303,508

318,578

400,507

441,233

600,075

2,063,901

14.8

83,130

190,658

206,076

237,986

330,084

354,522

1,319,326

9.4

Secretariat/ Administration

368,547

455,112

477,868

501,761

526,849

530,964

2,492,554

17.8

GRAND TOTAL (EUR)

1,710,483

2,104,814

2,304,125

2,851,760

3,153,869

3,565,382

13,979,950

100.0

Research, Monitoring & Evaluation

Exchange Rate (1 CAN $ = 0.63EUR)

In addition to the above resource requirements, the funding partners are envisaged to provide limited technical guidance to RATN whenever necessary and possible. For instance, the donor partners would be involved in the joint monitoring and evaluation missions to RATN on annual basis as well as participating in the Partners Consultative Meetings.

2009 - 2014 strategicplan

Conclusion

he Strategic Plan has outlined a map of direction and focus for RATN work for the period 2009-2014. The next five years should see the Network become more innovative, proactive and focused towards ensuring that RATN remains at the cutting edge of capacity development for effective HIV response. It is within this period that RATN plans to consolidate its work in the eleven existing countries namely: Kenya, Uganda, Tanzania, Zambia, Zimbabwe, Malawi, Rwanda, Botswana, Lesotho, Swaziland, and South Africa. At the same time, RATN will expand the network to increase the number of Member Institutions within countries and the region. The expansion will be strategically guided to add value to the quality and coverage of RATN work. Now that the Strategic Plan is finalised, the real challenge for RATN is its effective and successful implementation. The programmatic and geographical scaling up of RATN work in the Eastern and Southern Africa region will require a high level of commitment and professional approach on the part of Member Institutions and the Secretariat. RATN is confident that this will happen given the excellent policy guidance and management support the RATN Board has been able to provide all the time. RATN recognises that critical to the success of implementing this Strategic Plan is also the financial and technical support from its development partners and RATN is very hopeful that its partners will continue to provide the resources and goodwill required to implement the Plan while RATN also explores new sources of funding support both within the ESA region and beyond.

strategicplan 2009 - 2014

APPENDICES APPENDIX 1: RATN Results-Based Logical Framework Narrative Summary

Performance Measurement

Strategic Goal

Performance (Impact) Indicators

Means of Verification

Assumption/ Risk Indicators Assumptions – Risk Indicators

To strengthen the capacity • Human resources and capacity development • Reviews and reports of relevant of individuals and indices related to HIV response at country and National and international institutions to effectively regional levels (indicate that the region has organisations and agencies (e.g. respond to the HIV and AIDS increased capacity to deal with HIV and AIDS UNAIDS, NACCs, etc) pandemic through training, pandemic). • Feedback from the communities knowledge sharing, and • Increased number of HIV and AIDS and organisations involved in HIV advocacy programmes rated successful and attributed to & AIDS programmes training linked to RATN

• Stable and predictable political and economic context at regional and country levels (L) • Training and capacity building remain important strategy for HIV response (L)

Strategic Objectives

Sources of Verification

Assumptions – Risk Indicators

• 75% increase in RATN trainees implementing 1. HIV and AIDS the newly acquired skills programs staff with • 50% increase in RATN trainees involved in improved skills and gender-sensitive training related prevention, competencies to care, support and mitigation programs. effectively manage HIV Number of client organisations reporting high and AIDS interventions satisfaction with RATN courses at community and workplace levels.

• Regular programme updates by RATN • Annual consolidated statistic reports • Reports from monitoring, evaluation and audit missions

2. RATN Member Institutions (MIs) with improved capacity to develop and deliver training and/ or manage quality gender sensitive HIV and AIDS prevention, care, support, and mitigation programs.

• 50% increase in number of trainees rating RATN courses to be relevant and of high quality • 50% increase in number of repeat clients for RATN courses • 80% increase in number of new and innovative courses developed by RATN MIs

• Programmes and courses designed by RATN MIs • M&E reports • Workshops assessment reports • Feedback from RATN MIs • Quarterly and annual reports

3. RATN is recognised as an authority in high quality HIV and AIDS training and capacity development best practices

• RATN’s expertise is increasingly used by international and regional organisations in HIV and AIDS training and capacity development • RATN is used as model for other networks • RATN courses are increasingly accredited by renowned Training/ Education authorities • 50% increase in funding to RATN training programs by international and regional agencies

• Annual consolidated statistic reports • Reviews and reports of relevant National and international organisations and agencies (e.g. UNAIDS, NACCs, etc) • Regular programme updates by RATN • Feedback from RATN MIs

• RATN MIs will send the appropriate cadres for RATN courses (L) • Adequate funds are available (in time) for HIV and AIDS training (L) • Supportive environment exist in trainees’ organisation to utilize the training (M) • Client organisations have resources to send people for training (M) • Political climate, stability and policy environment conducive (M) • Staff of RATN and Secretariat and MIs continue to maintain upto-date knowledge of HIV and AIDS issues • RATN MIs remain viable and financially sustainable (L) • Positive image of the RATN is maintained • Stable and competent leadership at governance levels is maintained

Performance (Outcome) Indicators

4. RATN is fully functional • High level of participation of MIs in the and sustainable regional network activities membership based • RATN expenditure is equal to or less than the annual revenue (from membership, donors, network organisation. training fees etc) • RATN is fulfilling its objectives and operations as per the RATN constitution.

• Annual finance and audit statements • Reports from monitoring, evaluation missions

2009 - 2014 strategicplan

Narrative Summary

Performance Measurement

Means of Verification

1100 – Expanded Network membership of MIs providing gender sensitive and relevant quality training to a wide clientele

• Training strategy based on needs assessment • 100% increase in number of gender sensitive training programs developed. • 75% increase in number of innovative training methods implemented. • Minimum training quality assurance standards in place and followed to guide RATN courses

• Reports from monitoring, evaluation and audit missions • Feedback from the MIs • Quarterly and annual reports

1200 – Capacity of RATN Member Institutions to develop and deliver relevant training programmes strengthened

•

Assumption/ Risk Indicators

1000 – Training and Capacity Development

• • •

1300 – RATN Trainees equipped with new skills to deliver and manage gender-sensitive HIV and AIDS prevention, care, support and mitigation programs

• •

•

1400 – Resources mobilized • to support needy trainees to access high quality • HIV and AIDS Training Programmes Narrative Summary

• Expertise exists in the region to develop gender sensitive training programs (L) • RATN MIs and Alumni participate in the training related M&E process (M) • Non-RATN training 50% increase in number of MI trainers and • Quarterly and annual reports from programs offered by the program managers trained through RATN MIs MIs meet need (L) 100% increase in demand for RATN courses • Regular programme and projects • Appropriate cadres of Improved training structure in MIs (e.g. updates by RATN people being training (L) availability of training manuals, quality • Courses offered by RATN trainers, software and training tools etc) continue to be relevant Increased funding from national level to MIs and of high quality • Alumni and MIs are 100% increase in number of trainees attending • Reviews and reports of relevant motivated to undertake RATN collaborative courses National and international training related research 50% increase in number of RATN sponsored organisations and agencies and evaluation (M). trainees reporting improvement in • Training reports from RATN MIs • Adequate funds are performance as a result of attending RATN • Feedback from the communities available for HIV and AIDS courses and organisations involved in HIV training (L) 100% increase in number of courses developed & AIDS programmes (through and delivered by RATN MIs research and evaluation reports) • Capacity development and training remain high priority strategy to deal 75% increase in number of trainees supported • Quarterly and annual reports from with HIV and AIDS (L) through RATN scholarships MIs 50% increase in number of organisations • Regular programme and projects • Low turnover of key personnel to build and providing RATN student scholarships updates by RATN maintain continuity • Training reports in quality of training programs.

Performance Measurement

Means of Verification

Assumption/ Risk Indicators

2000 – Information and Knowledge Management • 75% increase in knowledge of RATN services and products through marketing 2100 - Enhanced • Resource Centre handling increased number of requests information and knowledge • 80% increase in number subscriptions of RATN sharing among/between newsletter RATN MIs/Alumni/other • 75% increase in number of hits on RATN website. organizations • 50% increase in number of contributions from readers • 80% increase in number of readers satisfied with RATN publications • 50% increase in number of trainees and other stakeholders identifying training courses through 2300 – Develop and RATN Training Reference and Information Centre (TRIC) maintain an up-to-date • 75% increase in number of institutions subscribing to information hub on HIV TRIC database. training courses and • 50% increase in number of hits on RATN TRIC web resources. pages • 90% increase in number of stakeholders aware of TRIC 2400 – Good practices in increase in production and dissemination HIV and AIDS training and • of75% information on good practices on training and capacity development capacity development. identified and disseminated.

strategicplan 2009 - 2014

• Quarterly and Annual reports • Monitoring and evaluation and assessment reports • Internet records • Reports from MIs • Donor mission reports

• • • • •

• Improved IT and communication infrastructure • Newsletter is read by its desired recipients • Access to RATN website increases uptake of RATN References and citations of TRIC by services HIV personnel • Capacity Periodic user satisfaction development and assessments training remain high Internet records and citations priority strategy to deal with HIV and AIDS (L) Annual and quarterly reports Citations and references by HIV experts

Narrative Summary

Performance Measurement

Means of Verification

3100 – RATN influences training and capacity development policies of international and regional bodies

• 5 policy initiatives influenced by RATN work per year • 20% increase per year in number of invitations received by RATN from international and regional bodies to participate in meetings which influence policies • 10% increase per year in number of Alumni reporting to have influenced policy changes in their respective countries and/or organisations • 50% increase in number of citations & references of RATN

• RATN quarterly reports • Opinions and references from HIV practitioners and experts in the region • Internet citations / references on RATN • Feedback from MIs • Review of report from regional and international agencies (e.g. UNAIDS, SADC, NACCs etc)

3200 – RATN is an effective and functioning network of Member Institutions

• Final strategic Plan in place by end of June 2009 • Increased diversity of RATN membership • Gender responsive governance structure in operation based on RATN constitution • Members effectively participating in network activities (e.g. meetings, information exchange, planning etc) • 75%% of MIs fulfilling MoUs with RATN • 50% increase in number of MI-to-MI collaborative projects

• Annual donor mission reports • Monitoring and audit reports • Feedback from RATN MIs • RATN records and statistics

3300 – RATN expertise is used by international and regional organisations in HIV and AIDS training and capacity building

• 25% increase in number of invitations RATN receives from international and/or other countries to advise and participate in networking and training • 50% increase in number of international and regional organisations sending trainees to RATN Programmes. • 20% increase in number of requests by international and regional organisations for RATN intellectual resources. • 50% increase in number of requests for RATN to provide tailor-made training programs.

• RATN records and statistics • Annual and quarterly reports • Donor mission reports • Citations and references in reports of international agencies • Finance and audit reports

Assumption/ Risk Indicators

3000 – Advocacy, Partnerships and Network Development

• High quality and diverse institutions in the region continue to be members of RATN • Resources will be available to RATN and MIs to carry out effective networking and advocacy activities • RATN maintains a positive and quality corporate image • Low staff turnover in networking and advocacy to build relationships with key partners in the region • Training and capacity building remain priority for HIV response • RATN MIs remain committed to engage in the network activities • RATN receives the commitment and support from key stakeholders including UNAIDS, NACCs, SADC, EAC etc

2009 - 2014 strategicplan

Narrative Summary

Performance Measurement

Means of Verification

Assumption/ Risk Indicators

4100 – A dynamic and responsive monitoring and evaluation system

• Performance Management Framework in place (and updated and presented to the Board on quarterly basis) • Annual reports (reviewed and approved by RATN development partners, Board, and the General Assembly) • Training Reports for each RATN course delivered. • Mid-term review report • End of Strategic Plan Evaluation Reports

• Regular programme updates by RATN • Feedback from RATN MIs • Annual consolidated statistic reports

4200 – RATN MIs and staff equipped with relevant skills and capacity to monitor and evaluate impact of training courses/ programs

• 75% increase in number of MIs and • Feedback from MIs • RATN annual Secretariat staff reporting competency in and quarterly reports • Donor mission reports monitoring their program activities • Workshop assessment reports • (High) quality of RATN M&E reports • 90% increase in number of MIs utilising RATN monitoring tools and reports

• MIs are motivated to participate in RATN M&E activities • Resources are timely available to carry out M&E activities • Low turnover of M&E staff to build continuity and economies of scale • MIs and readers utilise research results to improve training and influence policy • Adequate resources available to disseminate research results and publications

4300 – RATN generates and consolidates reliable research-based evidence to support relevance and quality of training and capacity development programs.

• 25% increase per year in number of research policy briefs developed and disseminated • 25% increase per year in number of citations and references of RATN

• RATN annual and quarterly reports • Reviews and reports of relevant National and international organisations and agencies • Feedback from MIs

Narrative Summary

Performance Measurement

Means of Verification

Assumption/ Risk Indicators

• Resource mobilisation strategy implemented • (Increased) Sufficient resources raised to carry out all RATN functions (raise additional 30% of total budget supported by CIDA, Sida, IA) • Balance between income and expenditure

• Finance, Audit Statements • RATN Annual and quarterly reports • Staff Appraisal reports • External/ Internal Audit • Feedback from MIs • Donor mission reports

• Capacity development and training remain high priority strategy to deal with HIV and AIDS (L) • Resources are available to hire skilled staff on time • RATN leadership remains stable 5200 – RATN’s • Political situation is stable

4000 – Research, Monitoring and Evaluation

5000 – Sustainable and Functional Network 5100 – RATN is financially sustainable through active resource mobilisation

5200 – RATN’s • Political • Fully staffed Secretariat (with a gender sensitive strategy) with adequate skills (i.e. situation is stable 100% staffing level). operational management structure is effective and • Adequately equipped & furnished Secretariat efficient • All management & accounting systems in place and being utilised • At least 75% performance against RATN SP targets • 80% satisfaction levels of membership of RATN MIs satisfied with services of the Secretariat.

strategicplan 2009 - 2014

APPENDIX 2: RATN Governance Structure

Full Members General Council (Voting)

Associate Members (Non-Voting)

RATN Trustees (5 Members)

Board SubCommittees (Programmes and Finance)

RATN Board (9 Members)

Associate Members (Non-Voting)

Partnersâ&#x20AC;&#x2122; Consultative Meeting

Executive Director

2009 - 2014 strategicplan

strategicplan 2009 - 2014

Driver

Office Assistant

Administrative Assistants x 2

HR/ Administrative Officer and Executive Assistant (Level 3)

Accounts Clerk

Assistant Finance Manager

Finance Manager (Level 2)

Research Assistant (Level 3)

Research Monitoring & Evaluation Manager (Level 2) Training Assistants x 2 (Level 3)

Training & Capacity Development Manager (Level 2)

Advocacy/ Network Assistant (Level 3)

Advocacy, Partnership & Networking Manager (Level 2)

Deputy ED

EXECUTIVE DIRECTOR

APPENDIX 3: RATN Organogram (Revised)

ICT Specialist

Knowledge Information Assistant (Level 3)

Knowledge & Information Manager (Level 2)

Asst. Manager Grant & Business Development (Level 3)

Business Development Manager (Level 2)

Stakeholder Category Member Institutions

Course participants/ Alumni

National AIDS Authorities

Interests (What is their interest in RATN?)

Expectation (What do they expect from Potential (What might they the relationship?) bring to this relationship?)

• Improved quality of training • Strengthened capacity to provide training • A strong regional network • More scholarships and increased funding • Quality HIV/AIDS information and knowledge

• MI training needs addressed • Opportunity to provide training and capacity strengthening programmes • Forum for MIs to exchange information, issues, challenges, good practices, lessons learned etc • Strengthened Network in which they are members • Functional Resources Mobilisation/ Funding Strategies

• Support to the training fraternity • More strengthened/developed network • Enhanced RATN visibility in the region • Extensive and diversified expertise and experience in the network

• Capacity strengthen to respond to the HIV and AIDS pandemic • More networks and partnerships at individual level • Accredited training programmes. • Source of evidence-based data/ information for informed programming

• Enhanced marketing of RATN programmes • Increased visibility of RATN as a network in the region • Linkages between RATN and MIs with the alumni institutions • Potential source of resource persons/consultants in RATN future programmes nationally and/or regionally

• Training and capacity building of National Authorities personnel • Policy influence and advocacy • Evidence-based data for training in HIV and AIDS related responses • Training and Capacity building of national HIV and AIDS response intermediaries

• Source of participants to RATN programmes • Enhanced RATN visibility in respective countries • Focal point for national HIV and AIDS response intermediaries attending RATN training • Providing enabling/ acilitating environment for RATN MIs programmes • Governmental and political goodwill in the respective countries.

Adherence to policies and guidelines in service delivery

• Technical support • National and Sectoral Policies that guide HIV and AIDS responses within Country specific plans and programmes • Focal point of national institutions that require capacity development/ strengthening • Market (Source of participants) to RATN programmes implemented by MIs in respective countries and/or regions • Political as well as Governmental goodwill and facilitating environment for RATN programmes

• Continuous training and capacity building opportunities • Forum for programme implementers/ experts to exchange information, challenges, good practices and emerging issues on HIV and AIDS trends • Accreditation of training and capacity building programmes attended organised by RATN and MIs • Improved capacity to coordinate and manage HIV and AIDS at national levels • Regional exchange programmes/ forums amongst National Authorities organised by RATN • Strengthening capacity of national and sectoral intermediaries (NGOs, FBOs, Institutions, individuals) engaged in HIV and AIDS national responses

Policy bodies e.g. line/ ectoral ministries especially MOH

• Improved capacity to coordinate and manage HIV and AIDS at national levels • Developing partnership in policy formulation and policy monitoring

2009 - 2014 strategicplan

APPENDIX 4: Stakeholder Analysis

Stakeholder Category

Interests (What is their interest in RATN?)

National Civil Society Organisations and Umbrella Organisations (National Networks)

• Training and Strengthened capacity of • Training and capacity strengthening their support institutions addressed • Partnership with RATN in national and • Forum for exchange programmes regional response to HIV and AIDS nationally and regionally • Evidence-based information on HIV and AIDS response • Accredited training

International Cooperating Partners (ICPs) includes multilaterals, international NGOs, Global Health Initiatives, (e.g. PEPFAR, Global Fund, Gates Foundation, Clinton Foundation, etc.

• Increased capacity at all levels to support programme implementation • Partnerships with local institutions at national and regional levels • Regional support to training and capacity strengthening in responding to HIV and AIDS in the region.

• Impact of RATN training and capacity strengthening in the region • Policy influencing and advocacy at national and regional levels • Sustainable responses to the HIV and AIDS • Evidence-based responses to the HIV and AIDS trends and emerging issue.

• Funding support • Materials support • Technical Assistance as appropriate • International/Regional forum for exchange programmes • Enhanced RATN as an institution in the region

Regional Economic Bodies (e.g. EAC, COMESA, SADC)

• Partnerships with RATN (Secretariat and MIs) in responding to the HIV and AIDS in the region • Support to RATN initiatives • Developing/Strengthening regional HIV and AIDS policies and Advocacy

• Regional policies that support response to HIV and AIDS pandemic in the region • Regional Economic bodies capacities also strengthened to respond to the pandemic • Impact of RATN programmes in the region

• Funding support • Materials support • Enabling environment and goodwill • Strengthened RATN network • Forum for exchange programmes

strategicplan 2009 - 2014

Expectation (What do they expect from Potential (What might they the relationship?) bring to this relationship?)

• Participants to RATN training programmes • Marketing of RATN in respective countries • Focal point for HIV and AIDS response intermediaries in respective countries • Enhanced RATN visibility in the respective countries and regions • Enhanced RATN collaboration with national CSOs, Consortia and Networks

ratn member institutions

African Medical and Research Foundation http://www.amref.org

Centre for African Family Studies http://www.cafs.org/

Eastern and Southern Africa Management Institute http://www.esami-africa.org/

University of Nairobi, Clinical Epidemiology Unit http://www.unobi.ac.ke/

AIDS Information Centre http://www.aicug.org/

Tanzania Gender Networking Programme http://www.tgnp.org/

Kigali Health Institute http://www.khi.ac.rw/ Gertrudeâ&#x20AC;&#x2122;s Pediatric Training Centre http://www.gerties.org/

Infectious Diseases Institute http://www.idi-makerere.com/

In-Service Training Trust http://www.istt.ac.zm/

KARA Counselling and Training Trust Ltd http://www.kara.org.zm/

The Salvation Army, Chikankata Mission Hospital http://www.salvationarmy.org/

Malawi College of Health Sciences

Liverpool VCT Care and Treatment http://www.liverpoolvct.org/

Mildmay Uganda http://www.mildmay.org/ Malawi Institute of Management http://www.mim.co.mw/

Kenya Association of Professional Counsellors http://www.kapc.or.ke/

Network of AIDS Researchers in Eastern and Southern Africa (NARESA) http://www.naresa.org/

Southern African AIDS Trust (SAT), South Africa http://www.satregional.org/

Zimbabwe Open University http://www.zou.ac.zw/

Churches Health Association of Zambia http://www.chaz.org.zm/

The AIDS Support Organization http://www.tasouganda.org/

Traditional and Modern Health Practitioners http://www.theta.org/

Uganda National Health Consumers Organization (UNHCO), Uganda http://unhco.or.ug/news

Pro Femme Twese Hamwe, Rwanda http://www.profemme.org.rw/

Health Economic and HIV and AIDS Research Division (HEARD), University of Kwazulu Natal http://www.heard.org.za/

Institute of Development Management (IDM) http://www.idmbls.com/

Mananga Centre for Regional Integration and Management Development http://www.mananga.sz/

CONNECT Institute of Systemic Therapy http://www.connect.co.zw/

Family AIDS Caring Trust (FACT) http://www.fact.org.zw/

Genito-Urinary Centre, City Health Department, Harare, Zimbabwe

Regional Psycho-Social Support Initiative (REPSSI) http://www.repssi.org/

Southern Africa AIDS Dissemination Service South Africa (safAIDS) http://www.safAIDS.net/

2009 - 2014 strategicplan

strategicplan 2009 - 2014

RATN SUPPORTERS

CIDA

International Kenya

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