The focus of the second strategic plan is to enable NACOPHA to become momentous in realizing its key mandate, while ensuring that its institutional growth needs are met. The current strategic plan realigns itself to contribute to the existing national policy frameworks on HIV response which address PLHIV’s dignity, rights, empowerment and access to care, treatment and support. The proposed strategic priority areas are intertwined and mutually dependent in delivering the set strategic objectives and there is no order of priority used. The priority areas are: Advocacy, Capacity building, Program Coordination, Research, M&E and Management and Governance.

Advocacy

This is a pillar of NACOPHA’s existence, i.e.  to coordinate efforts and actions which influence people with power and responsible for making, enforcing or correcting policies, laws, systems and structures and services at all levels for improving quality life of the PLHIV. NACOPHA will strive to remain the national and ultimate voice of PLHIV in the country and take lead role in identifying and defining the PLHIV advocacy agenda in the country including the translation and implementation of regional and global advocacy efforts at the country level. 

Strategic objective: To advocate for the establishment of National Framework to support PLHIV to access quality services, including treatment, human rights, and economic opportunities at household and community levels.

Measurable results:

MEASURABLE RESULTS

INDICATORS

A national frame work to support PLHIV is in place by June 2013

National framework

50% of PLHIVs accessing quality care and treatment services for RH, TB/HIV, STI and OI by 2013

% of PLHIV accessing quality care

25% of people with disabilities living with HIV are provided with HIV and AIDS services by 2015

% of people with disabilities

Policy and legal framework for PLHIV in private and informal sector is in place by 2014. 
PHDP framework integrated into HIV and AIDS services by 2015.

Policy framework

Laws that impede access to HIV services for PLHIV and key population are reviewed by 2015

Services with PHDP

National Guidelines on implementation for the Greater Involvement of People (GIPA) in HIV and AIDS principle in place by 2014.

National guidelines on GIP

NACOPHA’s advocacy strategy developed and disseminated to stakeholders and the communities by 2014

Advocacy strategy

Capacity building

NACOPHA realizes its great internal potential which needs to be strengthened with the availability of resources. Internal capacity building involves promoting organizational culture where employees live the core values, reflect on vision and mission and manage the systems. Recruitment and orientation of qualified new staff, training staff in key areas will be critical for staff capacity. With strong institutional capacity, NACOPHA will build others’ capacity by serving as a resource too. After the internal capacity is strengthened NACOPHA will focus on external capacity which includes strengthening capacities of the Council clusters and National networks who are the implementation partners of NACOPHA.

Strategic Objective: To improve the capacity of NACOPHA and its members’ skills in; resource generation, mobilization and reporting in implementation of its programs.

Measurable Results

MEASURABLE RESULTS

INDICATORS

96 Council PLHIV Clusters trained and supported in good governance implementation by 2014

  • # of clusters empowered.
  • # of trainings conducted.

NACOPHA’s internal communication system strengthened and updated by 2014

  • # of communication equipment.
  • # of computers, printers and photocopy machines  acquired.
  • # of trainings conducted.

NACOPHA leaders and personnel trained in management skills and resource mobilization by 2012

# of leaders and personnel trained

Eight proposals/or concepts, two per quarter written and submitted to development partners by 2014

# of proposals.

Economic empowerment strategy and approaches for PLHIV designed by 2014

  • # and types of IGAs introduced.
  • M &E Reports.

NACOPHA  institutional sustainability strategy developed  and implemented by 2013

  • Sustainability strategy.
  • Land acquired with title deed.
  • Office constructed.
  • Local resources raised
Program coordination

Trained PLHIVs play a role as expert patients, in their individual capacities, or through PLHIV clusters and as support groups. They participate in sensitizing community members for Voluntary Testing and Counseling (VCT), providing testimonies, and contribute towards reduction of stigma and discrimination. They run income generating activities to increase their income. NACOPHA has noted that and will support their participation and involvement in delivery of quality community services in order to reduce the gap in the access of HIV and AIDS services by PLHIVs.

Strategic Objective: To strengthen engagement of PLHIVs in implementation of HIV and AIDS interventions at all levels.

Measurable Results

MEASURABLE RESULTS

INDICATORS

137 Councils in Tanzania have functioning PLHIV clusters and leadership by 2013

30 clusters established and registered yearly. 
30 clusters leadership oriented.

Elaborate structures, systems and roles of PLHIV Clusters are defined and known to all members and key actors  in their Councils by end of 2012

Reviewed and guidelines distributed to 100% established clusters. 
45 MoUs between NACOPHA, PLHIV clusters, and LGAs reviewed, approved and signed

All established PLHIV clusters have their PLHIV groups and network members implementing outreach HIV and AIDS interventions in their catchment areas by 2013

20% of PLHIV implementing IGAs

Coordinated mechanisms and efforts of national networks and clusters in HIV and AIDS programs and interventions delivered by 2013

4 national networks jointly implementing activities in the district clusters coordinated by NACOPHA

Joint working mechanisms between NACOPHA, implementing partners and government established by 2012

4 MoUs with implementing partners.

Research¸ Monitoring and Evaluation

In order for NACOPHA to coordinate advocacy efforts it needs evidence for advocacy issues, which involves situation analyses to crystalise advocacy agenda. Therefore research will be operational and be undertaken in collaboration with other partners and institutions. The Country has one monitoring system, where core indicators have been decided. NACOPHA’s monitoring system will be strengthened and have tools to collect, analyze and report data and information related mainly to Networks’ work and PLHIVs’ situation as required by the NMSF.

Strategic Objective: To increase NACOPHA’s capacity in operational research and aligning the generated Strategic Information in global and national HIV and AIDS response frameworks.

Measurable Results

MEASURABLE RESULTS

INDICATORS

Human resource capacity for execution of research, M&E portfolio in terms of number and skills mix is available by 2013

Number of R/M&E personnel recruited. 
# of R, M&E interventions conducted. 
# of reports on R/M&E produced and disseminated.

M&E framework updated and functioning by 2012

M&E framework

Priority thematic areas for execution of research identified by 2013

# of thematic areas

Systematic information dissemination developed and functioning 2013

Type and # of packages of communication materials. 
# of publications on Research and on M& E information

Management and Governance

NACOPHA has in place the governance structure i.e. general assembly and the board. The process of constitution review is going on and once finished it will influence certain areas of governance. NACOPHA will put in place board orientation and capacity building plan in areas of; resource mobilization, board roles and functions, visibility performance for future organizational sustainability. Operational systems to match with a new strategy will be reviewed. Partnership will be promoted by working with key stakeholders to develop MOU. Networking, open and quality communication with partners will be strengthened.

Strategic Objective: To strengthen management and governance capacity structures for improved organizational performance.

Measurable Results

MEASURABLE RESULTS

INDICATORS

Partners and stakeholders engaged in implementing Strategic Plan II by 2013

Partnership and networking strategy. 
Signed MOU with partners. 
Strategic plan disseminated to partners.

NACOPHA’s governance structure strengthened by 2012

Reviewed Constitution. 
Annually NACOPHA general assembly. 
Quarterly NACOPHA board meeting.

Systems to align with Strategic Plan II are identified and updated by 2012

Updated # of guidelines and manuals

Team work strategy for effective collaboration between board members and the secretariat developed by 2012

Teamwork strategy. 
Team building report and resolutions

NACOPHA reports to donors for accountability, transparency and openness done as per contractual agreement by 2012

# of reports submitted to donors. 
# of audited statements.

NACOPHA internal communication system strengthened and updated by 2013

Type and # of communication equipment

 

 

 

NACOPHA aims at strengthening strategic partnerships for financial resource and technical assistance support.

Support is also required in advancing advocacy agenda, through identifying allies in specific agenda issues.

To achieve that a process will be put in place to identify partners, communicate and collaborate with them to promote partnership growth.

NACOPHA will play role in key national dialogues on policy forums relating to PLHIV.

  • COAT OF ARM
  • UNAIDS
  • USAID
  • TACAIDS
  • GLOBAL FUND
  • GNP


The National Council of People Living with HIV & AIDS in Tanzania (NACOPHA) Mbezi Beach Area, Block 'F' Plot no. 450/5 Mwai Kibaki Road, Kinondoni District, Dar es Salaam,Tanzania
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