STRATEGIC PLAN - · PDF file5 Strategic Planning Terms MISSION A statement of purpose for the organization that clarifies the nature and scope of its work and broadly outlines its

1

I-TECH BOTSWANA STRATEGIC PLAN2009 - 2014

2

3

Table of Contents

ABBREVIATIONS AND ACRONYMS .............................................................................................................................................4

STRATEGIC PLANNING TERMS ....................................................................................................................................................5

ACKNOWLEDGEMENTS ...............................................................................................................................................................6

EXECUTIVE SUMMARY ................................................................................................................................................................7

THE GLOBAL I-TECH NETWORK ..................................................................................................................................................8

I-TECH Global Core Areas of Focus ..........................................................................................................................................8

I-TECH VISION, MISSION, AND PRINCIPLES ...............................................................................................................................9

I-TECH BOTSWANA: CORE AREAS OF FOCUS AND PROGRAM HIGHLIGHTS .................................................................... 11

I-TECH Botswana Core Areas of Focus .................................................................................................................................. 11

I-TECH Botswana Program Highlights .................................................................................................................................... 11

OVERVIEW OF I-TECH NETWORK’S STRATEGIC PLANNING PROCESS ...............................................................................13

OVERVIEW OF I-TECH BOTSWANA’S STRATEGIC PLANNING PROCESS ............................................................................14

Key Elements of the Strategic Planning Process ...................................................................................................................14

Timeline of I-TECH Botswana Strategic Planning Benchmarks ..............................................................................................14

STAKEHOLDER ASSESSMENT ...................................................................................................................................................15

STRATEGIC PLANNING SESSION: SWOC ANALYSIS AND PRIORITIZATION .......................................................................17

ESTABLISHING STRATEGIC PRIORITIES AND OBJECTIVES ..................................................................................................18

IN SUMMARY ...............................................................................................................................................................................19

APPENDIX A: QUESTIONNAIRE FOR INTERNAL STAKEHOLDERS........................................................................................20

APPENDIX B: QUESTIONNAIRE FOR EXTERNAL STAKEHOLDERS ......................................................................................21

APPENDIX C: STRATEGIC OBJECTIVES ....................................................................................................................................22

APPENDIX D: WORKPLANS – YEAR ONE ..................................................................................................................................31

4

ACHAP African Comprehensive HIV/AIDS PartnershipsAETC AIDS Education and Training CentersAFA Associated Fund AdministratorsAIDS acquired immunodeficiency syndromeBCIC behavior change, information, communicationBDF Botswana Defense ForceBOTUSA CDC Global AIDS Program in BotswanaBNTP Botswana National Tuberculosis ProgrammeCBO community-based organizationCDC Centers for Disease Control and PreventionCME continuing medical educationCQI continuous quality improvementCOP country operational planDHAPC Department of HIV/AIDS Prevention and CareDQA Data Quality AssessmentDMS Document Management ServicesDPPME Department of Policy, Planning, Monitoring and

EvaluationGOB Government of BotswanaHRDC Health Research and Development CommitteeHIV human immunodeficiency virusHR human resourcesHRSA Health Resources and Services AdministrationHQ headquartersIBOM I-TECH Botswana operations manualIHS Institute of Health SciencesIRB institutional review boardI-TECH International Training and Education Center on HIVJHPIEGO international non-profit affiliated with Johns Hopkins

UniversityKITSO Knowledge, Innovation, Training Shall OvercomeKTCU KITSO Training Coordinating UnitM&E monitoring and evaluationMLG Ministry of Local GovernmentMC male circumcisionMOE Ministry of Education

MOH Ministry of HealthNACA National AIDS Coordinating AgencyNGO non-governmental organizationNSTRC National STI Training and Research CentreOR operations researchPEPFAR President’s Emergency Plan for AIDS ReliefPHE public health evaluationPMTCT prevention of mother-to-child transmissionSAAG Special Assistant Attorney GeneralSI strategic informationSOM School of MedicineSSV supportive supervision toolSTI sexually transmitted infectionSWOC strengths, weaknesses, opportunities, and challengesTA technical assistanceTB tuberculosisTWG technical working groupUB University of BotswanaUCSF University of California, San FranciscoUPENN University of PennsylvaniaUSG United States governmentUW University of Washington

Abbreviations and Acronyms

5

Strategic Planning TermsMISSIONA statement of purpose for the organization that clarifies the nature and scope of its work and broadly outlines its primary purpose.

VISIONA description of the ideal future contribution of the organization. A stated ideal of the kind of world the organization would like to contribute toward.

CORE VALUES/OPERATING PRINCIPLESDescriptions of the ideals the organization strives for in workplace conduct and working with partners. These include professional behaviors that demonstrate values put into practice.

STRATEGIC ISSUESBroadly defined strategic positions or activities that the organization wishes to address through its programming.

STRATEGIC OBJECTIVESMeasurable statements of achievement leading to the accomplishment of a goal, an impact on the strategic issues, and progress toward the mission. Objectives provide indicators of progress stated in both the short and long term.

STRATEGIC ACTIVITIESThe program activities undertaken in order to achieve the objectives.

WORKPLANSStatements of how the organization deploys resources to accomplish its objectives. These include task accountabilities and milestones for monitoring progress.

6

AcknowledgementsI-TECH Botswana would like to thank the leadership of the I-TECH network for providing the foresight and direction for strategic planning. I would like to thank Ann Downer, I-TECH Co-Director, for her facilitation skills and ability to bring together a variety of different viewpoints and help the staff articulate strategic priorities.

I would also like to acknowledge the strong contribution of Chris Sharp, Strategic Planning Consultant, who conducted the stake-holder assessment and interviewed a variety of stakeholders, represented their perspectives, and provided recommendations for I-TECH Botswana’s strategic planning.

I would like to express a hearty thank you to our partners and donors for participating in interviews and assisting I-TECH Botswana to set its direction over the next 5 years and work effectively on joint priorities. We appreciate the role of the CDC Global AIDS Program in Botswana (BOTUSA) and the Health Resources and Services Administration (HRSA) in helping I-TECH to forge ahead and the role of the Ministry of Health in assisting I-TECH to address the need in Botswana for training, monitoring and evaluation, and quality improvement.

Thank you to I-TECH headquarters and I-TECH Botswana staff who participated in interviews and provided feedback and direction through the planning session. In addition, a special thanks to staff who will continue to monitor I-TECH Botswana’s strategic priori-ties, objectives, and workplans over the next 5 years.

Many thanks to Jessica Grignon who worked closely with Ann Downer, Chris Sharp, and me to complete the I-TECH Botswana strategic plan. Her support through the whole process is highly appreciated.

Finally, may this document guide the next 5 years of our journey at I-TECH Botswana.

Sincerely,

Bazghina-werq SemoI-TECH Botswana Country Director

7

Executive SummaryThe International Training and Education Center on HIV (I-TECH), a collaboration between the University of Washington and University of California, San Francisco, is a global AIDS training program working at the invitation of ministries of health and the US government to increase human and institutional capacity for care and treatment in countries hardest hit by the HIV/ AIDS epidemic. I-TECH was founded in 2002 by the Health Resources and Services Administration in collaboration with the Centers for Disease Control and Pre-vention to share lessons learned from the US domestic AIDS Education and Training Centers. As countries scale up prevention, care, and treatment efforts, they need training programs that support the transfer of learning from classroom to clinic, technical assistance on the management of health programs and clinical services, guidance on the design of health education materials and targeted health communications, and health information systems that provide data for decision making.

I-TECH has been working in Botswana since 2004 to build capacity for addressing Botswana’s HIV/AIDS epidemic. In collaboration with BOTUSA (Centers for Disease Control and Prevention Global AIDS Program in Botswana), the Botswana Ministry of Health, the Ministry of Local Government, and the University of Botswana, I-TECH builds human and institutional capacity in training, stra-tegic information, quality improvement, and program evaluation. I-TECH’s vision in Botswana is to enhance health care worker skills development through in-service training and mentoring and pre-service training. I-TECH provides technical assistance to strengthen government health systems and to ensure that health care providers across the public and private sectors deliver high-quality care for all HIV/AIDS patients in Botswana.

After I-TECH headquarters managed activities in Botswana for 3 years from Seattle, it established I-TECH Botswana with in-country staff in September 2007. After 1 year of operation, I-TECH Botswana, in collaboration with the leadership of I-TECH headquarters, decided to conduct a 5-year strategic planning process, which began with a stakeholder assessment conducted during November and December 2008. I-TECH Botswana then held a strategic planning workshop in January 2009 with staff from I-TECH Botswana and I-TECH headquarters to review the priorities of the global I-TECH network, examine the findings from the stakeholder assessment, and establish strategic priorities. Following the initial strategic planning session, workgroups established strategic planning objectives, key performance indicators, and workplans to guide I-TECH Botswana over the next 5 years.

I-TECH Botswana identified the following strategic priorities within three strategic perspectives:

TECHNICAL CAPACITY• Establish I-TECH Botswana as a leader in pre-service training• Continue leadership in in-service training • Utilize I-TECH Botswana’s expertise to strengthen Botswana’s HIV prevention activities• Strengthen health systems necessary for effective and efficient service delivery• Build capacity in Botswana for monitoring and evaluation (M&E) and continuous quality improvement (CQI) systems

ORGANIZATIONAL DEVELOPMENT*• Strengthen human resources and maintain a motivated and productive workforce• Strengthen infrastructure to meet existing and evolving organizational needs• Increase visibility among stakeholders in health• Ensure best management and leadership practices

SUSTAINABILITY AND RELATIONSHIP BUILDING*• Diversify sources of organizational funds and types of projects• Strengthen existing and establish new partner relationships• Establish twinning relationships with tertiary centers of learning in Botswana to strengthen pre-service education

I-TECH Botswana hopes that implementation of the strategic plan will ensure important collaborations in the fight against the HIV epidemic in Botswana.

*These strategic priorities are essential for meeting technical capacity priorities and for serving the needs of Botswana.

8

The Global I-TECH NetworkThe International Training and Education Center on HIV (I-TECH), a collaboration between the University of Washington (UW) and the University of California, San Francisco (UCSF), is a global training program working at the invitation of ministries of health and the US government to increase human and institutional capacity for care and treatment in countries hardest hit by the AIDS epidemic.

I-TECH was founded in 2002 by the Health Resources and Services Administration (HRSA) in collaboration with the Centers for Disease Control and Prevention (CDC) to share lessons learned from the US domestic AIDS Education and Training Centers (AETCs). Supported by its university-based structure, I-TECH offers its network of offices and partners access to technical spe-cialists and new research in all areas of global health. I-TECH also links to the 11 university-affiliated AIDS Education and Training Centers in the United States. The principal investigator for I-TECH is King K. Holmes, MD, PhD, and Chair, UW Department of Global Health. Dr. Holmes is an influential infectious disease researcher and clinical mentor.

As countries scale up prevention, care, and treatment efforts, they need training programs that support the transfer of learning from classroom to clinic, technical assistance on management of health programs and clinical services, guidance on the design of health education materials and targeted health communications, and health information systems providing data for decision making. I-TECH combines the intellectual talents of leading clinicians, educators, instructional designers, researchers, and evalu-ators to form multidisciplinary project teams to address these needs. This results in innovative, comprehensive, and targeted capacity-development activities that are tailored to the needs of individual countries.

I-TECH partners with more than 100 non-governmental organizations and supports capacity development in more than a dozen countries. I-TECH employs over 600 staff members worldwide working from 10 country offices. I-TECH has projects underway not only in Botswana, but also in the Caribbean region, China, Cote d’Ivoire, Ethiopia, Guyana, Haiti, India, Kenya, Malawi, Mo-zambique, Namibia, Nigeria, South Africa, and Tanzania, and has completed projects in many other countries over the years. More than 85% of I-TECH employees worldwide are hired locally.

I-TECH GLOBAL CORE AREAS OF FOCUSHealth Systems Strengthening I-TECH works to strengthen the following systems that support the provision of high-quality, sustainable prevention, care, and treatment of infectious diseases:

• Clinical care and treatment systems• Health information systems• Laboratory systems• Training and education systems

Health Care Workforce DevelopmentEffective diagnosis, care, and treatment of infectious diseases require a skilled and motivated health care workforce and sustainable systems to educate and train workers. I-TECH uses a systemic approach to build the skills and knowledge of, and foster attitude changes in, health care staff and those who train and educate them.

Innovative Curriculum Design and Delivery of TrainingWith an extensive background in instructional design and the practical application of adult learning theory, I-TECH’s curriculum developers, trainers, translators, and media specialists produce and deliver innovative, high-quality curricula, training programs, and media products for diverse cadres of health care providers and educators.

Prevention, Care, and Treatment of Infectious Diseases I-TECH has a wealth of experience and expertise in planning, developing, and implementing projects focused on prevention, care, and treatment of infectious diseases, particularly HIV and opportunistic co-infections such as tuberculosis (TB) and sexually transmitted infections.

Operations Research and Evaluation I-TECH creates appropriate designs and methods for answering operations research questions in resource-limited settings. As a university-based program, I-TECH draws from experts in qualitative and quantitative methods in a wide range of theoretical and practical disciplines, including health economics, anthropology, health sciences, medicine, and education.

9

I-TECH’s Vision, Mission, and PrinciplesVISIONI-TECH envisions a world in which all people have access to high quality, compassionate, and equitable health care.

MISSIONI-TECH is a global network that supports the development of a skilled health work force and well-organized national health delivery systems in order to provide effective prevention, care, and treatment of infectious disease in the developing world.

OPERATING PRINCIPLESHonoring a Shared Vision: We believe in the benefits of a network. We recognize the unique contribution of individual I-TECH offices while benefiting from our collective strengths.

• Our vision and mission are future oriented, while the operating principles guide us day to day. • Our vision, mission, and principles are posted in each office. • We use our long-term vision and mission to prevent us from becoming discouraged by short-term challenges. • Each office strives to operate in accordance with the I-TECH standards.

Offering a Rewarding Work Environment: We strive for high satisfaction and low turnover among staff.• We offer regular opportunities for personal and professional growth and renewal. • As a result of our trust and respect for one another, we take concerns or complaints directly to the source for resolution. • We value and promote the skill of good listening. • We believe that each person’s accomplishments benefit the entire group, and we take time to acknowledge and celebrate

them.• We recognize the positive impact of personal time on productivity.

Acting with Integrity: We recognize that our operating principles are ideals, and we strive to honor and achieve them.• We encourage and model civility in our personal and professional interactions. • We deal fairly and honorably with employees, donors, and partners. • Conflicts are resolved in private. • We believe trust is essential to a productive work environment. • We seek to understand a problem from the other’s perspective before making a judgment.

Producing High-Quality Work: We strive to deliver high-quality work, on time, and under budget.• We employ people with technical ability and communication skills. • We collaborate with universities and other organizational partners to improve our methods and outcomes. • We recognize and reward innovative thinking. • We believe that multidisciplinary approaches to complex challenges are the most sustainable. • We employ team-based management, and all members of a team are respected for the expertise and work they contribute.

Flexibility: Our mission is complex. We recognize that there are many ways to approach it.• We make a genuine effort to learn from mistakes. • We believe in working collaboratively with organizational partners in order to achieve the

best outcomes for a community. • We value and encourage the ability to respond to changing conditions and priorities in the

workplace. • We listen to our stakeholders and constituents.

An Attitude of Hope: We come to work with a belief that our job is to over-come challenges.

• We support staff renewal periods and personal growth plans because we recognize that hope is essential for productivity and creativity.

• We expect employees to demonstrate a sense of personal responsibility toward the organization and the people in it.

• We support one another personally and professionally. • We accept that change takes time.

10

I-TECH Botswana: Core Areas of Focus and Program HighlightsI-TECH has been working in Botswana since 2004 to build capacity for addressing Botswana’s HIV/AIDS epidemic. In collaboration with the Centers for Disease Control and Prevention Global AIDS Program in Botswana (BOTUSA), the Botswana Ministry of Health (MOH), the Ministry of Local Government (MLG), and the University of Botswana (UB), I-TECH builds human and institutional capacity in training, strategic information, quality improvement, and program evaluation. I-TECH Botswana’s vision is to enhance health care worker skills through in-service training, mentoring, and pre-service education. I-TECH Botswana provides technical assistance to strengthen government health systems and ensure that health care providers across the public and private sectors deliver high-quality care for all HIV/AIDS patients in Botswana.

I-TECH BOTSWANA’S CORE AREAS OF FOCUSHuman Capacity Development I-TECH Botswana recruits and seconds technical experts to the Ministry of Health and the University of Botswana to support HIV/AIDS related activities. Skills assessment and professional development are an integral part of this activity.

Building In-Service Training Capacity I-TECH Botswana conducts in-service trainings and applies I-TECH training standards and adult learning theories and methodologies.

Curriculum Design and Guideline DevelopmentI-TECH Botswana produces high-quality curricula and training pro-grams, integrating key concepts from the most updated research on learning and teaching with sound instructional design practices.

Clinical MentoringI-TECH Botswana supports national clinical mentoring initiatives uti-lizing I-TECH’s six-level framework that emphasizes training in clini-cal settings.

Monitoring and Evaluation and Operations ResearchI-TECH Botswana supports and strengthens monitoring and evalu-ation activities, with an emphasis on quality improvement across programs. I-TECH Botswana also supports the design and imple-mentation of operations research that addresses key questions in HIV/AIDS program improvement.

Health Systems StrengtheningI-TECH Botswana assists with health systems strengthening through the development of national systems for management of strategic health information and through reinforcement of pre-service educational institutions for health professionals.

I-TECH BOTSWANA’S PROGRAM HIGHLIGHTSProviding Continuing Medical Education on Advanced HIV/AIDS topics to Clinicians in the Private and Public SectorsIn collaboration with the Knowledge, Innovation, Training Shall Overcome (KITSO) Training Coordinating Unit at MOH and the As-sociated Fund Administrators (AFA), I-TECH Botswana provides continuing medical education to clinicians caring for HIV/AIDS patients. Locally, regionally, and internationally acclaimed experts are engaged to conduct these trainings. The sessions have enabled local clinicians to tap into several new resources, including free telemedicine services.

Developing Human Capacity in Treatment of Sexually Transmitted InfectionsI-TECH has supported the National Sexually Transmitted Infections (STI) Program of MOH since 2004 in two major areas: syn-dromic management of STI and clinical mentoring for STI care. I-TECH has collaborated with the MOH STI Program on the devel-opment and dissemination of revised STI syndromic management guidelines and training materials in Botswana and the rollout of this training for public and private health care providers and nursing school faculty nationwide. I-TECH has supported MOH/National STI Program to pilot STI clinical mentoring activities in five districts, with the plan to expand the mentoring activities to an additional five districts in 2009.

I-TECH trains and mentors M&E officers to strengthen national monitoring and evaluation systems.

11

Strengthening Pre-Service and In-Service Training in Laboratory ScienceI-TECH is working with MOH, UB, and Institute of Health Sciences (IHS), University of Botswana, and other stakeholders to develop a training program to upgrade diploma-holding medical laboratory technicians to medical laboratory scientists with bach-elor’s degrees. The goal is to equip medical laboratory technicians in Botswana with enhanced management skills and competen-cies to perform more complicated testing procedures essential for the diagnosis of HIV infection and initiation and monitoring of antiretroviral treatment. I-TECH is also developing a pre-service training curriculum on phlebotomy.

Strengthening Monitoring and Evaluation SystemsSystematic data collection on the national response to HIV/AIDS is critical to ensuring accountability, program improvement, and appropriate policy formulation and resource allocation. To build monitoring and evaluation (M&E) capacity, MLG, with support from BOTUSA, hired 44 recent university graduates to work as M&E officers in each district in Botswana. I-TECH collaboratively provides intensive training and mentoring to ensure that the M&E officers are prepared with the knowledge, skills, and abilities necessary to fulfill their duties. This plan also seeks to instill in the M&E officers the importance of using data for decision making at the district level.

Building In-Service TB/HIV Training CapacitySince 2007, I-TECH has worked with the Botswana National Tuberculosis Program (BNTP) to develop capacity among Batswana health care providers to manage patients co-infected with TB and HIV (TB/HIV). This includes the development of TB/HIV clinical curriculum for all health care workers (medical officers, nurses, social workers, laboratory technicians, and pharmacist/technicians) based upon the revised Botswana TB Manual (2008). In 2009, I-TECH is supporting the program to develop a comprehensive training plan, implement training for health care workers, and provide clinical mentoring in several districts.

Building Capacity to Analyze Prevention of Mother-to-Child Transmission DataIn May 2008, I-TECH engaged the University of Botswana to provide training to the Prevention of Mother-to-Child Transmission (PMTCT) Unit of the MOH on the use of statistical software for data analysis in HIV/AIDS. The goal of the program is to ensure that high-quality data is analyzed and used for programmatic decision making at the national level. I-TECH is also working with the PMTCT Unit on several other activities related to data quality, including the piloting and rollout of improved data collection tools.

Program EvaluationI-TECH conducted a review of the continuing medical education program of AFA in 2008 to better understand the HIV/AIDS training needs of private practitioners. I-TECH is also involved in evaluation of the Lay Counselor Program and an assessment of the TB/HIV referral system. In 2009, I-TECH is working with MOH and BOTUSA on a 4-year evaluation to monitor facility and community-based outcomes of male circumcision in two districts of Botswana.

Strengthening the Capacity of the KITSO Training Coordinating UnitSince 2007, I-TECH has worked closely with the MOH KITSO Training Coordinating Unit (KTCU) by providing additional human re-source capacity and technical assistance. I-TECH has provided technical assistance in conducting a desk review of all existing HIV/AIDS-related curricula, developing training standards, and creating a web-based resource center for the MOH Department of HIV/AIDS Prevention and Care (DHAPC).

12

Overview of I-TECH Network’s Strategic Planning ProcessStrategic planning is a disciplined process for making key decisions and agreeing on actions that will shape and guide an organiza-tion. A strategic plan usually defines a small number of strategic priorities that, if they are met, move the organization closer to achieving its mission. A strategic plan benefits the organization by providing:

• A framework and a clearly defined direction that guides and supports the governance and management of the organization• A uniform vision and purpose that is shared by staff and known to stakeholders or partners• An increased level of individual commitment to the organization and its goals• Improved quality of services for clients and a means of measuring services• A foundation for fundraising and board development, if relevant• The ability to set priorities and to match resources to opportunities• The ability to deal better with risks from the external environment• Help with crisis management

The global I-TECH network formulated a strategic plan in 2007 aimed at strengthening the management and technical capacity of country offices and addressing issues of long-term sustainability.

As a first step in the I-TECH network strategic planning process in 2007, staff from various country offices and headquarters articulated a vision, mission, and operating principles for the global I-TECH network. Staff from I-TECH headquarters then sup-ported country offices to develop their own strategic plans by helping to identify activities to anticipate future trends, needs and gaps, and strategies for addressing these without duplicating the efforts of or competing with other non-governmental organiza-tions for scarce resources. Strategic planning has taken place in all countries where I-TECH has an established office.

13

Overview of I-TECH Botswana Strategic Planning ProcessIn 2009, the US government began repositioning the focus of the President’s Emergency Plan for AIDS Relief (PEPFAR), shifting from a focus on an emergency AIDS response to a more sustained response to the HIV epidemic. Under the newly inaugurated PEPFAR II, there is a greater emphasis on scaling up the health care workforce and synchronizing US government supported programs and national strategic plans.

After I-TECH headquarters managed activities in Botswana for 3 years from Seattle, it established I-TECH Botswana with in-country staff in September 2007. After 1 year of operation, I-TECH Botswana, in collaboration with the leadership of I-TECH headquarters, decided to conduct a 5-year strategic planning process. It was an opportune time for I-TECH Botswana to initiate this process, as it placed importance on pressing issues such as sustainability, the nature of compact agreements with the Gov-ernment of Botswana, and the need to develop staff capacity.

Over the past few years, I-TECH Botswana has conducted several activities across different PEPFAR categories. Strategic plan-ning enables I-TECH Botswana to focus its future activities on areas in which the organization has demonstrated considerable strength, as well as on HIV/AIDS program areas of greatest importance to the nation of Botswana.

KEY ELEMENTS OF THE STRATEGIC PLANNING PROCESSStakeholder AssessmentA stakeholder assessment was the first step in the strategic planning process for I-TECH Botswana. During November and December 2009, Chris Sharp, Strategic Planning Consultant, interviewed 54 internal and external stakeholders to get a sense of I-TECH Botswana’s strengths, weaknesses, opportunities, and challenges. Mr. Sharp provided these stakeholder perspectives and recommendations in a written report and verbal presentation. Please see the “Stakeholder Assessment” section on page 14 for more details.

Strategic Planning SessionI-TECH held a strategic planning session on 28-29 January 2009 that included staff from I-TECH Botswana and I-TECH headquar-ters. The first focus of the 2-day session was a presentation of stakeholder assessment results. Staff then discussed the results and conducted their own strengths, weaknesses, opportunities, and challenges (SWOC) analysis. The focus of the session was to begin to identify I-TECH Botswana’s strategic priorities for 2009-2014. Please see “Strategic Planning Session” section on page 17 for more details.

Strategic Priorities, Strategic Objectives, and WorkplansFollowing the 2-day strategic planning session, staff collaborated in workgroups over a period of 5 months to formulate strategic ob-jectives within strategic priority areas and to identify key performance indicators for the next 5 years. The workgroups also developed workplans for implementing I-TECH Botswana’s strategic direction over the next year. An integral part of this process was prioritiza-tion of activities. Please see Appendix C on page 22 for strategic objectives and Appendix D on page 31 for workplans.

Final Strategic Planning Report and DirectionThe final stage of the strategic planning process was the preparation of this report, which will be used by I-TECH Botswana staff to monitor organizational direction, specifically strategic objectives and key performance indicators within the designated timelines over the 5-year period.

TIMELINE OF I-TECH BOTSWANA STRATEGIC PLANNING BENCHMARKS

November - December 2008

Stakeholder Assessment

January 28 - 29, 2009

Strategic Planning Session

Strategic perspectives and priorities identified

February - June, 2009

Strategic Objective Workgroups

Strategic objectives, key performance indicators, workplans, and timelines

established

July 2009 - May 2014

Strategic Planning Report & Ongoing

Monitoring and Evaluation

14

Stakeholder AssessmentMETHODOLOGYThe first stage of the stakeholder assessment involved conducting a desk review. The strategic planning consultant utilized several inputs and documents as part of the research and planning for the Stakeholder Assessment:

I-TECH’s Resources:• I-TECH’s vision, mission and operating principles • Introduction to Strategic Planning at I-TECH• Facilitation from I-TECH Botswana senior management• Knowledge and expertise of I-TECH Botswana staff

External Resources:• Botswana’s Vision 2016- Towards Prosperity for All, Government of Botswana, 1997• National Development Plan 9, Ministry of Finance and Development Planning, 2003• National Strategic Framework for HIV/AIDS- 2003-2009, NACA, 2003• Mid-Term Review of the Botswana National Strategic Framework for HIV/AIDS, 2007• HIV-AIDS in Botswana- Estimated Trends and Implications, NACA, October, 2008• Economic Impact of HIV/AIDS in Botswana, Econsult Botswana Ltd, NACA, UNDP, 2006• Botswana Safe Male Circumcision Strategy; Add-On Strategy for HIV Prevention, Ministry of Health, 2008• Botswana National Tuberculosis Program- Strategic Plan 2008-2012, Ministry of Health, May 2008• National Operational Plan for Scaling Up HIV Prevention in Botswana 2008-2010, NACA, Final Draft, December, 2007• Botswana’s Financing and Delivery of HIV/AIDS Prevention, Treatment, and Social Support Services: An Economic Analysis,

The World Bank, draft 10/04/07

The second step of the stakeholder assessment was to conduct interviews with internal and external stakeholders. I-TECH head-quarters and I-TECH Botswana collaboratively developed two questionnaires, which were reviewed with the consultant. One ques-tionnaire consisted of ten questions for use when interviewing the country office and I-TECH headquarters staff (internal stakehold-ers). The second questionnaire consisted of nine questions, similar to the first, for use when interviewing those stakeholders who were neither employed by the I-TECH Botswana office nor by I-TECH headquarters (external stakeholders). Please see Appendix A for the internal stakeholder questionnaire and Appendix B for the external stakeholder questionnaire. Several of the questions in each questionnaire focused on strengths, areas for improvement [weaknesses], opportunities, and challenges (SWOC). Strengths and weaknesses are usually considered internal to the organization, and opportunities and challenges are seen as external to the organization. A SWOC analysis is a typical input into the development of a strategic plan with a 3 to 5-year timeframe. All of the internal interviewees had prior exposure to the questions. The interviews for the Seattle-based staff were conducted via telephone. None of the external interviewees had prior knowledge of the questions. All except two of the external interviews were conducted face-to-face. With the exception of two external interviews, all were completed within approximately 30 minutes.

STAKEHOLDER PARTICIPATIONExternal Stakeholders:

• Ten representatives from BOTUSA• Ten I-TECH employees seconded to the Ministry of Health1

• Seven representatives from key units and departments at the Ministry of Health• Two representatives from the Ministry of Local Government• One representative from the National AIDS Coordinating Agency (NACA)• One representative from the Botswana Baylor Children’s Clinical Centre of Excellence• One representative from the Botswana UPenn Partnership• One representative from the Premiere Personnel• One representative from the Institute of Health Sciences

Internal Stakeholders:• Ten I-TECH Botswana staff members• Ten I-TECH Seattle headquarters staff members

1 At the start of the strategic planning process, I-TECH seconded employees were considered external stakeholders, but they have since become direct hires of I-TECH Botswana and are now thus considered internal stakeholders.

15

HIGHLIGHTS OF STAKEHOLDER ASSESSMENT RESULTSStrengths of I-TECH Botswana:

• Capacity building at all levels is seen as comprehensive and appreciated by clients and partners.• I-TECH M&E work is considered excellent.• I-TECH collaborates well with other development partners and with BOTUSA, African Comprehensive HIV/AIDS Partnerships

(ACHAP), and the Government of Botswana (GOB). • I-TECH develops plans and programs in a collaborative manner with clients.

Weaknesses of I-TECH Botswana: • The initial lack of a fully capacitated field office during start-up impeded smooth rollout of programs.• The lack of visibility of I-TECH Botswana due to it being a fairly new country office.

Opportunities for preparing a strong health care workforce and scaling up prevention, care, and treatment services:• Deepen, broaden, and institutionalize the existing programs.• Enhance activities in which I-TECH does not currently have a large presence, such as adult male circumcision.• Diversify funding to include the University of Botswana, Institute of Health Sciences, and the new School of Medicine. • Deepen the relationship with the Government of Botswana and enhance networking with development partners. • Demonstrate capacity in public health evaluations and operations research to the Government of Botswana.• Pursue activities in quality improvement.

Challenges to preparing a strong health care workforce and scaling up prevention, care, and treatment services:• Lack of adequate and skilled human resources in Botswana.• Increasing competition by a growing number of development partners for programs and funding.• Declining PEPFAR funding for Botswana.• Sporadic and weak coordination among government agencies, donors, and development partners.

HIGHLIGHTS OF CONSULTANT RECOMMENDATIONSBased upon the stakeholder assessment, the consultant made several recommendations:1. The role of I-TECH Botswana should be to apply global best practices to health service delivery in Botswana. 2. I-TECH Botswana should broaden and deepen activities where I-TECH is already acknowledged as doing high-quality work.3. I-TECH Botswana should diversify funding sources and enhance sustainability by engaging in fields such as adult male circum-

cision, behavior change and information communications (BCIC), extreme multi-drug resistant TB, and operational research. I-TECH Botswana should pursue opportunities outside the HIV epidemic with the new University of Botswana Faculty of Health Sciences, the School of Medicine, and the Institute of Health Sciences.

4. The I-TECH Botswana Strategic Plan should adopt a broader vision that encompasses goals extending beyond those of PEPFAR.

16

17

Strategic Planning Session: SWOC Analysis and PrioritizationDuring the strategic planning session in January 2009, I-TECH Botswana staff had an opportunity to review the results of the stakeholder assessment and the consultant’s recommendations. In addition, the group examined the I-TECH network’s priorities for 2009 (network development, quality improvement, systems strengthening, pre-service and academic twinning, and information and communication technology) and received guidance from Dr. King Holmes, I-TECH’s principal investigator. Each of these inputs enabled the group to carry out its own SWOC analysis to examine I-TECH Botswana’s strengths, weaknesses, opportunities, and challenges and to establish strategic priorities for the organization over the next 5 years.

I-TECH BOTSWANA SWOC ANALYSIS

INTERNAL

Positive Strengths Negative Weakness

• Demonstrated strengths in M&E • Weak visibility due to a lack of messaging and marketing

• Global network and universities • Expatriate leadership and the need to localize

• Good reputation, quality products, rapid response, collaborative nature

• Single source of funding

EXTERNAL

Opportunities Challenges

• Pre-service and academic twinning (faculty development, instructional design, mentorship)

• Unknown funding amount and impact of economy

• Prevention activities • Lack of awareness of strengths of network

• Have strong M&E and the ability to show results to ensure future funding

• Competition with other partners for limited resources

18

Establishing Strategic Priorities and ObjectivesSTRATEGIC PRIORITIESThe final exercise of the strategic planning session required staff to determine key strategic priorities within the three strategic perspective areas identified across I-TECH’s global network: technical capacity, organizational development, and sustainability and relationship building.

These strategic perspectives were considered important and necessary for a well-developed strategic plan and were identified during the analysis and synthesis of the SWOC exercise. Within the technical capacity category, I-TECH Botswana examined areas of technical expertise based not only upon its own strengths, but also upon successful programming in other settings in the I-TECH network. Within organizational development, I-TECH examined factors required to ensure a motivated and dynamic team and an infrastructure and level of visibility among stakeholders needed to successfully implement its programs. Within sustain-ability and relationship building, I-TECH examined funding beyond PEPFAR, as well as ideas for local joint ventures and consortia to address multiple HIV/AIDS and other health-related activities in a cost-effective and efficient manner.

The strategic priorities are illustrated as follows:

STRATEGIC OBJECTIVES AND WORKPLANSI-TECH staff collaborated in working groups devoted to each strategic perspective in order to identify specific strategic objectives with corresponding critical success factors, key performance indicators, persons responsible, and timelines. Please see I-TECH Botswana’s strategic objectives in Appendix C.

The strategic priorities and objectives identified by I-TECH Botswana form the strategic plan for the organization over the next 5 years. In order to implement these objectives, I-TECH Botswana has established workplans (Appendix D) for year one of the strategic plan. These workplans cover ongoing programmatic activities, as well as initiatives integral to developing technical ca-pacity, organizational development, and sustainability and relationship building. Key I-TECH Botswana staff will be responsible for monitoring the workplans to ensure that strategic objectives are met and workplans established for subsequent years.

*These strategic priorities are essential for meeting technical capacity priorities and for serving the needs of Botswana

TECHNICAL CAPACITY

• Establish I-TECH as a leader in pre-service training• Continue leadership in in-service training• Utilize I-TECH’s expertise to strengthen Botswana’s HIV

prevention activities• Strengthen health systems necessary for effective and

efficient service delivery• Build capacity in Botswana for M&E and CQI systems• COP 09 Activities

ORGANIZATIONAL DEVELOPMENT*

• Strengthen human resources and maintain a motivated and productive workforce

• Strengthen infrastructure to meet existing and evolving organizational needs

• Increase visibility among stakeholders in health• Ensure best management and leadership practices

SUSTAINABILITY & RELATIONSHIP-BUILDING*

• Diversify sources of organizational funds and types of projects• Strengthen existing and establish new partner relationships• Establish twinning relationships with tertiary centers of learning in Botswana to strengthen pre-service education

VISION, MISSION AND PRINCIPLES

Figure 1: Strategic Perspective and Priority Map

19

In SummaryIN SUMMARY, I-TECH BOTSWANA’S 5-YEAR STRATEGIC PLAN WILL ENSURE THE FOLLOWING:Long-term capacity development of the health care workforce through pre-service training: Pre-service training is neces-sary for the long-term development of health capacity. I-TECH Botswana will draw upon its global strengths to establish itself as a leader in pre-service training in Botswana. I-TECH will partner with pre-service training institutions such as IHS and UB in the development/updating of new and existing curricula respectively. I-TECH’s curriculum development is grounded in adult learning theories and methodologies, creating an effective learning environment for its intended audience.

Outcome-orientated in-service training: There will be a continued need for in-service training in Botswana. I-TECH will work in this area with a renewed focus on tracking outcomes of in-service training activities. A particular interest will be to assess whether quality of care in health facilities has improved because of continued in-service training.

Prevention of HIV for long-term sustainability: I-TECH Botswana recognizes the need to strengthen HIV prevention efforts in Botswana in order to mount a sustainable response to the HIV epidemic. In a move to strengthen these efforts, I-TECH will utilize its strengths in curriculum development, training, systems strengthening, quality improvement, and monitoring and evaluation to meet Botswana’s HIV prevention strategy.

Systems strengthening: Systems strengthening will ensure the success of Botswana’s HIV/AIDS response. I-TECH has identi-fied several ways in which to support systems strengthening in Botswana, including the development and strengthening of data collection and training systems and the provision of technical assistance in operations research and public health evaluation. I-TECH Botswana will continue to strengthen human and institutional capacity in monitoring and evaluation and continuous quality improvement systems in Botswana.

Establish twinning relationships: As part of its relationship-building strategic perspective, I-TECH will develop twinning rela-tionships with tertiary centers of learning in Botswana. Collaborations with the UW, UCSF, Institute of Health Sciences, and Uni-versity of Botswana will benefit faculty and students in Botswana. With excellence in nursing, prevention, TB, health informatics, operations research, laboratory sciences, clinical mentoring, training, and distance learning, there are many potential resources at UW/UCSF that can strengthen Botswana’s tertiary institutions.

A more visible I-TECH Botswana: There is continued need for I-TECH Botswana to increase its visibility among stakeholders in health. Visibility will create opportunities to collaborate with partners toward shared goals. To this effect, I-TECH Botswana will develop pertinent capacity statements and actively engage partners and donors in collaborative projects.

Strengthened human resource capacity and physical infrastructure: This will be accomplished in order to meet the evolving needs of I-TECH Botswana. Building indigenous capacity is a critical component of strengthening human resources in Botswana to provide high-quality health programs and serve the needs of the country.

Sustainability: I-TECH strives for sustainability through diversified funding by identifying and securing additional funding from new donors such as the Government of Botswana, parastatals, and the private sector. I-TECH will implement alternative revenue generating streams and fee-for-service activities. These may include, but are not limited to training/curriculum development, work force development, and quality improvement activities. By the end of the first year of the strategic plan, I-TECH will es-tablish legal and operational capacity for diversification by completing its registration as a local non-governmental organization.

I-TECH Botswana will continue to forge relationships and collaborate with donors/funders, other implementing partners, govern-ment partners, parastatals, tertiary institutions, and the private sector. Most importantly, I-TECH Botswana hopes that implemen-tation of the strategic plan will ensure important collaborations in the fight against the HIV epidemic in Botswana.

20

Appendix A: Questionnaire for Internal Stakeholders1. Do you feel that I-TECH’s vision, mission, and principles are understood by I-TECH Botswana staff members? Do you feel

they are upheld? Why/why not?

2. What do you see as the strengths of the I-TECH Botswana Country Office? What do you see as the strengths of I-TECH headquarters?

3. What do you believe are some areas where the I-TECH Botswana Country Office could improve? Headquarters?

4. Within your personal work, what areas do you feel you would like more support with in order to implement activities and the I-TECH vision?

5. What do you feel will be the biggest challenges, obstacles, or threats facing I-TECH Botswana in the next 3-5 years?

6. When you imagine the future of I-TECH Botswana, what do you see? Where are you in that vision?

7. When you think about all the areas of HIV prevention, care, and treatment, what do you think should be I-TECH’s focus over the next 3-5 years and why?

8. In addition to HIV/AIDS, what do you think are other critical health issues facing Botswana in the next three to five years in which I-TECH would be well suited to contribute?

9. What types of approaches do you feel I-TECH Botswana should focus on over the next 3-5 years to help address these health issues?

10. What else do you think we should be thinking about in terms of the future of I-TECH, particularly in relation to future trends in health care and funding?

21

Appendix B: Questionnaire for External Stakeholders1. What do you know about I-TECH? What do you associate its name with? [Probe areas: I-TECH in other countries, UW &

UCSF; Vision, Mission, Principles; Various project areas (strategic information (SI), STI, PMTCT, CME, KTCU, TB, etc.]

2. From your perspective, what do you see as the strengths of I-TECH Botswana? What do they do well?

3. What do you see as being weaknesses of the I-TECH Botswana program? How could they improve their work?

4. In your opinion, what are the greatest gaps or challenges to preparing a strong health workforce in Botswana?

5. What do you feel will be the biggest obstacles for I-TECH Botswana over the next three to five years?

6. How well do you feel I-TECH collaborates with other partner organizations? Do you have any recommendations as to where I-TECH Botswana could strengthen its collaborations with partner organizations?

7. When you think about all areas of HIV/AIDS prevention, care, and treatment, where do you believe I-TECH could have the strongest contribution to improving health in Botswana over the next three to five years?

8. In addition to HIV/AIDS, what do think are some other critical health issues facing Botswana in the next three to five years where I-TECH could effectively contribute to improving health in Botswana?

9. What else do you think I-TECH Botswana should be considering in terms of I-TECH’s future, particularly in relation to future trends in health care and funding?

22

Appendix C: Strategic Objectives

STRATEGIC PERSPECTIVE: TECHNICAL CAPACITY

Strategic Priority 1 - Establish I-TECH as a leader in pre-service training

Strategic Objectives(Specific, measurable, acceptable, realis-tic and time bound steps on the way to fulfilling strategic priority)

Critical Success Factors (Assumption or condition: something that needs to be in place to achieve the objective)

Key Performance Indicators(Measurable outcomes that will be in place when the objective is achieved)

Responsibility (Who will be responsible for coordinating and monitor-ing progress)

Partners(Key partners with whom I-TECH will collaborate)

Timeframe(Month and year by which objective is to be achieved)

1.1 To identify and determine the gaps in pre-service training needs

• Relationships with the stakeholders • Capacity statement available

• # of stakeholders meetings attended• Capacity statement developed and dis-

seminated

CD, PD, TC, TDT lead BOTUSA, MOH, UB, IHS, JHPIEGO Y1

1.2 To respond to the gaps identified in the needs assessment through the revision and development of curricula

• Availability of needs assessment • Availability of resources • Good relationships with stakeholders

• # of curricula developed or revised PD, TC, TDT lead, M&E lead, content experts BOTUSA, MOH, UB, IHS, JHPIEGO Y1-5

1.3 To support UB/IHS faculty development • Strong relationships within institutes of higher learning and other stakeholders to ensure commitment and support

• Establishment of long term relationships with UW/UCSF and other institutions

• # of exchange visits between the different institutions

• # of long term technical assistance activi-ties provided

• # of twinning relationships formed

CD, PD, CPM UB, IHS, UW, UCSF, other institutions of higher learning, BOTUSA, other donors

Y1-5

1.4 To strengthen pre-service training capacity

• Funding• Strong relationships with stakeholders• Technical expertise

• # of faculty seconded to training institutions• # of training equipment donated• # of systems strengthened e.g., M&E

framework developed; information manage-ment systems

PD, CPM, TC, TDT lead, M&E lead UB, IHS, BOTUSA, other donors Y2 - 5

Strategic Priority 2 - Continue leadership in in-service training

Strategic Objectives Critical Success Factors Key Performance Indicators Responsibility Partners Timeframe

2.1 To strengthen in-service training capac-ity of MOH and MLG through curriculum development

• Funding• Good relationships • Training standards• Human resources

• # of curricula developed/revised TC, PD, TDT lead, content experts TWG, KTCU, MLG, BOTUSA, Other donors, Botswana Harvard Partnership, UPENN

Y1-5

2.2 To support in-service training capacity through training and mentorship programs

• Funding• Maintain good relationships • Training standards• Human resources• Nationally approved curricula

• # of training programs supported • # of mentoring programs supported

TC, PD, TDT lead MOH, MLG, BOTUSA and other donors, AFA Y1-5

2.3 To build capacity of trainers in effective training methodologies

• Training standards• Human Resources• Funding• Good relationships with stakeholders• Training resources• Training Experts

• # of TOTs conducted TC, PD, TDT lead MOH, MLG, BOTUSA and other donors, AFA Y1-3

2.4 To strengthen systems for efficient implementation of in-service training pro-grams

• Training standards• Human Resources• Funding• Good relationships with stakeholders• Training resources• Training experts

• Functional training and information system developed

• Adapt training toolkits to be Botswana specific

• Adapt mentoring toolkit to be Botswana specific

• M&E framework developed

TC, PD, TDT lead, CPM, clinical lead, Communications team, QI lead

MOH, MLG, BOTUSA and other donors Y1-Y5

2.5 To promote and support distance learning opportunities including the use of telemedicine facilities, online courses, web based seminars etc.

• Situation analysis• Capacity statement• Good relationships with stakeholders• IT capacity

• # of health care professionals attending distance learning opportunities

PD, TC, TDS, CPM, clinical lead KTCU, UB, IHS, AFA Y1-5

23

Appendix C: Strategic Objectives


Strategic Priority 1 - Establish I-TECH as a leader in pre-service training

Strategic Objectives(Specific, measurable, acceptable, realis-tic and time bound steps on the way to fulfilling strategic priority)

Critical Success Factors (Assumption or condition: something that needs to be in place to achieve the objective)

Key Performance Indicators(Measurable outcomes that will be in place when the objective is achieved)

Responsibility (Who will be responsible for coordinating and monitor-ing progress)

Partners(Key partners with whom I-TECH will collaborate)

Timeframe(Month and year by which objective is to be achieved)

1.1 To identify and determine the gaps in pre-service training needs

• Relationships with the stakeholders • Capacity statement available

• # of stakeholders meetings attended• Capacity statement developed and dis-

seminated

CD, PD, TC, TDT lead BOTUSA, MOH, UB, IHS, JHPIEGO Y1

1.2 To respond to the gaps identified in the needs assessment through the revision and development of curricula

• Availability of needs assessment • Availability of resources • Good relationships with stakeholders

• # of curricula developed or revised PD, TC, TDT lead, M&E lead, content experts BOTUSA, MOH, UB, IHS, JHPIEGO Y1-5

1.3 To support UB/IHS faculty development • Strong relationships within institutes of higher learning and other stakeholders to ensure commitment and support

• Establishment of long term relationships with UW/UCSF and other institutions

• # of exchange visits between the different institutions

• # of long term technical assistance activi-ties provided

• # of twinning relationships formed

CD, PD, CPM UB, IHS, UW, UCSF, other institutions of higher learning, BOTUSA, other donors

Y1-5

1.4 To strengthen pre-service training capacity

• Funding• Strong relationships with stakeholders• Technical expertise

• # of faculty seconded to training institutions• # of training equipment donated• # of systems strengthened e.g., M&E

framework developed; information manage-ment systems

PD, CPM, TC, TDT lead, M&E lead UB, IHS, BOTUSA, other donors Y2 - 5

Strategic Priority 2 - Continue leadership in in-service training


2.1 To strengthen in-service training capac-ity of MOH and MLG through curriculum development

• Funding• Good relationships • Training standards• Human resources

• # of curricula developed/revised TC, PD, TDT lead, content experts TWG, KTCU, MLG, BOTUSA, Other donors, Botswana Harvard Partnership, UPENN

Y1-5

2.2 To support in-service training capacity through training and mentorship programs

• Funding• Maintain good relationships • Training standards• Human resources• Nationally approved curricula

• # of training programs supported • # of mentoring programs supported

TC, PD, TDT lead MOH, MLG, BOTUSA and other donors, AFA Y1-5

2.3 To build capacity of trainers in effective training methodologies

• Training standards• Human Resources• Funding• Good relationships with stakeholders• Training resources• Training Experts

• # of TOTs conducted TC, PD, TDT lead MOH, MLG, BOTUSA and other donors, AFA Y1-3

2.4 To strengthen systems for efficient implementation of in-service training pro-grams

• Training standards• Human Resources• Funding• Good relationships with stakeholders• Training resources• Training experts

• Functional training and information system developed

• Adapt training toolkits to be Botswana specific

• Adapt mentoring toolkit to be Botswana specific

• M&E framework developed

TC, PD, TDT lead, CPM, clinical lead, Communications team, QI lead

MOH, MLG, BOTUSA and other donors Y1-Y5

2.5 To promote and support distance learning opportunities including the use of telemedicine facilities, online courses, web based seminars etc.

• Situation analysis• Capacity statement• Good relationships with stakeholders• IT capacity

• # of health care professionals attending distance learning opportunities

PD, TC, TDS, CPM, clinical lead KTCU, UB, IHS, AFA Y1-5

24


Strategic Priority 3 - Utilize I-TECH’s expertise to strengthen Botswana’s HIV prevention activities


3.1 To develop and disseminate I-TECH’s prevention capacity statement

• HQ guidance on prevention priorities• Good relationships with stakeholders

• I-TECH prevention capacity statement developed and disseminated

• One prevention expert to visit the program

CPM, CD, PD MOH, BOTUSA and other donors, prevention partners

Y1

3.2 To identify unfilled prevention needs that could be met by I-TECH expertise

• Good relationships with stakeholders• Funding

• Mapping of prevention partners• Gap analysis• # of meetings with prevention stakeholders

CD, PD, TC MOH, BOTUSA and other donors, prevention partners

Y1-2

3.3 To utilize I-TECH strengths in curricu-lum development and training , systems strengthening, and M&E to meet Bo-tswana’s HIV prevention strategy

• I-TECH Botswana HIV prevention capacity statement• Funding• Strong relationships with partners to ensure commit-

ment and support of stakeholders• Using global network and HQ support to showcase

prevention expertise

• # prevention curricula developed• # of trainings conducted• # of M&E activities supported• # of systems strengthening activities

supported

CD, PD, TC, TDT lead, CPM, M&E lead MOH, BOTUSA and other donors, prevention partners

Y2-5

3.4 To pursue funding opportunities in HIV prevention

• Meet criteria of other funding opportunities in prevention• Collaboration with stakeholders

• One prevention related grant application submitted

CD, PD, CPM MOH, MLG, funding partners Y2-5

Strategic Priority 4 - Strengthen health systems necessary for effective and efficient health service delivery


4.1 Strengthen Human Resources for Health (HRH)

• Good relationships to ensure commitment and support of stakeholders

• Funding• MoUs

• # of positions seconded • Professional development plan finalized• # of professional development activities

completed • Localization plan developed• Localization plan approved by all stake-

holders

CD, PD MOH, MLG, UB, BOTUSA and other donors Y1-5

4.2 Build operations research (OR) and public health evaluation (PHE) ca-pacity through technical assistance

• I-TECH Botswana capacity statement for OR and PHEs

• GOB OR and PHE strategy• Strong relationships with partners to ensure commit-

ment and support of stakeholders• Funding• Human Resources

• Capacity statement developed • # of stakeholder meetings to plan and

share OR/PHE activities• Training materials on OR and PHEs

developed• # of GOB health care workers trained on

OR and PHEs• # of OR/PHEs conducted in collaboration

with GOB

CD, PD, CPM, QI team- HQ experts, M&E lead MOH, MLG, NACA, BOTUSA and other funding partners

Y1-5

Strategic Priority 5 - Build capacity in Botswana for M&E and CQI systems


5.1 Build M&E and CQI capacity • Good relationships with partners • Funding• Skilled human resources• IT infrastructure • Data transfer and quality assessment report

• Dissemination of assessment report• # of data collection systems developed• # of data collection systems revised• # of health care workers trained /men-

tored in M&E

PD, M&E lead, QI lead MOH, MLG, BOTUSA and other funding partners Y1-5

5.2 Strengthen data collection systems to ensure quality and integration of systems

• Good relationships with partners • Funding• Skilled human resources• IT infrastructure data transfer and quality assessment

report

• # of complete, timely and accurate reports submitted

• # of integrated systems developed

PD, M&E lead, QI lead MOH, MLG, NGOs/CBOs, BOTUSA and other funding partners

Y1-5

5.3 Strengthen the utilization of health care data for quality improvement

• Good relationships with partners • Human resources• Complete and accurate data available

• # of CQI activities conducted with partner organizations

CD, PD, M&E lead, QI lead MOH, MLG, BOTUSA and other funding partners Y1-5

25


Strategic Priority 3 - Utilize I-TECH’s expertise to strengthen Botswana’s HIV prevention activities


3.1 To develop and disseminate I-TECH’s prevention capacity statement

• HQ guidance on prevention priorities• Good relationships with stakeholders

• I-TECH prevention capacity statement developed and disseminated

• One prevention expert to visit the program

CPM, CD, PD MOH, BOTUSA and other donors, prevention partners

Y1

3.2 To identify unfilled prevention needs that could be met by I-TECH expertise

• Good relationships with stakeholders• Funding

• Mapping of prevention partners• Gap analysis• # of meetings with prevention stakeholders

CD, PD, TC MOH, BOTUSA and other donors, prevention partners

Y1-2

3.3 To utilize I-TECH strengths in curricu-lum development and training , systems strengthening, and M&E to meet Bo-tswana’s HIV prevention strategy

• I-TECH Botswana HIV prevention capacity statement• Funding• Strong relationships with partners to ensure commit-

ment and support of stakeholders• Using global network and HQ support to showcase

prevention expertise

• # prevention curricula developed• # of trainings conducted• # of M&E activities supported• # of systems strengthening activities

supported

CD, PD, TC, TDT lead, CPM, M&E lead MOH, BOTUSA and other donors, prevention partners

Y2-5

3.4 To pursue funding opportunities in HIV prevention

• Meet criteria of other funding opportunities in prevention• Collaboration with stakeholders

• One prevention related grant application submitted

CD, PD, CPM MOH, MLG, funding partners Y2-5

Strategic Priority 4 - Strengthen health systems necessary for effective and efficient health service delivery


4.1 Strengthen Human Resources for Health (HRH)

• Good relationships to ensure commitment and support of stakeholders

• Funding• MoUs

• # of positions seconded • Professional development plan finalized• # of professional development activities

completed • Localization plan developed• Localization plan approved by all stake-

holders

CD, PD MOH, MLG, UB, BOTUSA and other donors Y1-5

4.2 Build operations research (OR) and public health evaluation (PHE) ca-pacity through technical assistance

• I-TECH Botswana capacity statement for OR and PHEs

• GOB OR and PHE strategy• Strong relationships with partners to ensure commit-

ment and support of stakeholders• Funding• Human Resources

• Capacity statement developed • # of stakeholder meetings to plan and

share OR/PHE activities• Training materials on OR and PHEs

developed• # of GOB health care workers trained on

OR and PHEs• # of OR/PHEs conducted in collaboration

with GOB

CD, PD, CPM, QI team- HQ experts, M&E lead MOH, MLG, NACA, BOTUSA and other funding partners

Y1-5

Strategic Priority 5 - Build capacity in Botswana for M&E and CQI systems


5.1 Build M&E and CQI capacity • Good relationships with partners • Funding• Skilled human resources• IT infrastructure • Data transfer and quality assessment report

• Dissemination of assessment report• # of data collection systems developed• # of data collection systems revised• # of health care workers trained /men-

tored in M&E

PD, M&E lead, QI lead MOH, MLG, BOTUSA and other funding partners Y1-5

5.2 Strengthen data collection systems to ensure quality and integration of systems

• Good relationships with partners • Funding• Skilled human resources• IT infrastructure data transfer and quality assessment

report

• # of complete, timely and accurate reports submitted

• # of integrated systems developed

PD, M&E lead, QI lead MOH, MLG, NGOs/CBOs, BOTUSA and other funding partners

Y1-5

5.3 Strengthen the utilization of health care data for quality improvement

• Good relationships with partners • Human resources• Complete and accurate data available

• # of CQI activities conducted with partner organizations

CD, PD, M&E lead, QI lead MOH, MLG, BOTUSA and other funding partners Y1-5

26

STRATEGIC PERSPECTIVE: ORGANIZATIONAL DEVELOPMENT

Strategic Priority 6 - Strengthen human resources and maintain a motivated and productive workforce


6.1 To ensure HR capacity meets program-matic and operational needs

• Adequate funding• Adequate training and professional growth opportunities

• Human resources recruitment and reten-tion plan developed and implemented (Y1)

• 80% staff retention (Y2-5)• HR policies and systems developed (Y1)• Performance evaluation system devel-

oped (Y1)• 360 degree performance reviews annu-

ally (Y1-5)• Greater than 80% staff meet perfor-

mance objectives (Y1-5)

CD, DD, PD, HRM MOH, UB, BOTUSA, I-TECH HQ Y1-5

6.2 To maintain a motivated and produc-tive workforce

• Good relationships with UB and MOH• Supportive work environment• HQ and UW/UCSF support• Available funding• Good supervision and support

• Staff retreat 1x year (Y1-5)• Skills assessment conducted (Y1, updated

yearly)• Professional development plan in place

(Y1, updated yearly)• At least one professional development

training opportunity provided per person per annum (Y1-5)

• Bi-annual supportive supervision meetings with direct reports (Y1-5)

• Employee wellness program plan devel-oped (Y1) and implemented (Y2-5)

CD, DD, PD, HRM MOH, UB,BOTUSA, I-TECH HQ Y1-5

6.3 To build indigenous local capacity • Available technical capacity in country• Funding• Support from BOTUSA• Advocacy and support from GOB• Professional development and training opportunities

• Localization plan developed (Y1) and implemented (Y2-5)

• Increase in # of Batswana on staff(Y1-5)

CD, DD, PD, HRM I-TECH HQ, MOL, MOH, MLG, BOTUSA Y1-5

Strategic Priority 7 - Strengthen infrastructure to meet existing and evolving organizational needs


7.1 To establish operational infrastructure to meet existing and future organizational needs

• Available funding• Human resources capacity• Policies• Systems• Donor awareness of needs

• Financial, HR, and operations systems and policies in place (Y1)

• Adaptation of systems and policies as needed (Y2-5)

• Reporting on operational systems to donor (Y1-5)

CD, DD, HRM, FM MOH, UB, I-TECH HQ Y1-5

7.2 To adapt physical infrastructure to re-spond to programmatic and operational changes

• Adequate funding• Financial and non-financial support from BOTUSA

• HR plan completed (Y1)• HR plan and policies/procedures re-

viewed and assessed vis-à-vis physical space to ensure adequate workspace and equipment available for each em-ployee (Y1-5, yearly)

• Needs assessment conducted (Y2)

CD, DD, HRM BOTUSA, I-TECH HQ Y1-5, as needed

7.3 To establish legal and operational ca-pacity for diversification

• Human resources capacity• Support from UW and State Attorney General (SAG) in

outlining the legal framework

• NGO registration complete (Y1)• Fund development plan in place (Y2)• Financial systems adapted to meet diver-

sification of funds (Y2)

CD, DD, CPM, FM I-TECH HQ, GOB, UW, SAAG Y1-2

Strategic Priority 8 - Increase visibility among stakeholders in health


8.1 To establish and implement a market-ing and visibility strategy

• Available funding• Human resources capacity• HQ support

• Marketing strategy/plan in place (Y1)• Marketing strategy implemented (Y2-5)• Update website country profile 2x per

year (Y1-5)

CD BOTUSA, GOB, UB, USG-funded partners, university partners, private sector, private practi-tioners, UN bodies, parastatals

Y1-5

8.2 To enhance technical visibility through I-TECH network and UW/UCSF resources and partners

• Available funding• Good relationships with key partners/resources

• Two UW/UCSF partners offer TA to pro-grams per annum (Y2-5)

• At least one yearly cross network sharing trips (Y2-5)

• At least two abstracts written for external conferences per year (Y1-5)

• One publication per annum (Y1-5)

CD, DD, PD, CPM UW/UCSF/I-TECH HQ, I-TECH network, BOTUSA

Y1-5

27


Strategic Priority 6 - Strengthen human resources and maintain a motivated and productive workforce


6.1 To ensure HR capacity meets program-matic and operational needs

• Adequate funding• Adequate training and professional growth opportunities

• Human resources recruitment and reten-tion plan developed and implemented (Y1)

• 80% staff retention (Y2-5)• HR policies and systems developed (Y1)• Performance evaluation system devel-

oped (Y1)• 360 degree performance reviews annu-

ally (Y1-5)• Greater than 80% staff meet perfor-

mance objectives (Y1-5)

CD, DD, PD, HRM MOH, UB, BOTUSA, I-TECH HQ Y1-5

6.2 To maintain a motivated and produc-tive workforce

• Good relationships with UB and MOH• Supportive work environment• HQ and UW/UCSF support• Available funding• Good supervision and support

• Staff retreat 1x year (Y1-5)• Skills assessment conducted (Y1, updated

yearly)• Professional development plan in place

(Y1, updated yearly)• At least one professional development

training opportunity provided per person per annum (Y1-5)

• Bi-annual supportive supervision meetings with direct reports (Y1-5)

• Employee wellness program plan devel-oped (Y1) and implemented (Y2-5)

CD, DD, PD, HRM MOH, UB,BOTUSA, I-TECH HQ Y1-5

6.3 To build indigenous local capacity • Available technical capacity in country• Funding• Support from BOTUSA• Advocacy and support from GOB• Professional development and training opportunities

• Localization plan developed (Y1) and implemented (Y2-5)

• Increase in # of Batswana on staff(Y1-5)

CD, DD, PD, HRM I-TECH HQ, MOL, MOH, MLG, BOTUSA Y1-5

Strategic Priority 7 - Strengthen infrastructure to meet existing and evolving organizational needs


7.1 To establish operational infrastructure to meet existing and future organizational needs

• Available funding• Human resources capacity• Policies• Systems• Donor awareness of needs

• Financial, HR, and operations systems and policies in place (Y1)

• Adaptation of systems and policies as needed (Y2-5)

• Reporting on operational systems to donor (Y1-5)

CD, DD, HRM, FM MOH, UB, I-TECH HQ Y1-5

7.2 To adapt physical infrastructure to re-spond to programmatic and operational changes

• Adequate funding• Financial and non-financial support from BOTUSA

• HR plan completed (Y1)• HR plan and policies/procedures re-

viewed and assessed vis-à-vis physical space to ensure adequate workspace and equipment available for each em-ployee (Y1-5, yearly)

• Needs assessment conducted (Y2)

CD, DD, HRM BOTUSA, I-TECH HQ Y1-5, as needed

7.3 To establish legal and operational ca-pacity for diversification

• Human resources capacity• Support from UW and State Attorney General (SAG) in

outlining the legal framework

• NGO registration complete (Y1)• Fund development plan in place (Y2)• Financial systems adapted to meet diver-

sification of funds (Y2)

CD, DD, CPM, FM I-TECH HQ, GOB, UW, SAAG Y1-2

Strategic Priority 8 - Increase visibility among stakeholders in health


8.1 To establish and implement a market-ing and visibility strategy

• Available funding• Human resources capacity• HQ support

• Marketing strategy/plan in place (Y1)• Marketing strategy implemented (Y2-5)• Update website country profile 2x per

year (Y1-5)

CD BOTUSA, GOB, UB, USG-funded partners, university partners, private sector, private practi-tioners, UN bodies, parastatals

Y1-5

8.2 To enhance technical visibility through I-TECH network and UW/UCSF resources and partners

• Available funding• Good relationships with key partners/resources

• Two UW/UCSF partners offer TA to pro-grams per annum (Y2-5)

• At least one yearly cross network sharing trips (Y2-5)

• At least two abstracts written for external conferences per year (Y1-5)

• One publication per annum (Y1-5)

CD, DD, PD, CPM UW/UCSF/I-TECH HQ, I-TECH network, BOTUSA

Y1-5

28


Strategic Priority 9 - Ensure best management and leadership practices


9.1 To implement management and lead-ership standards

• I-TECH vision, mission, and principles upheld• Strategic planning process completed• Support from donor

• I-TECH management standards adapted to the country office (Y2)

• Systems required to uphold standards developed (Y2)

• # of staff who have attended a manage-ment and/or leadership workshop per year (Y2-5)

• Yearly assessments by HQ of imple-mentation of management practices as implemented by country office (Y3-5)

CD, DD, PD, CPM I-TECH HQ, BOTUSA Y1-Y5

STRATEGIC PERSPECTIVE: SUSTAINABILITY & RELATIONSHIP-BUILDING

Strategic Priority 10 - Sustainability & relationship-building


10.1 To identify and secure additional foun-dation, government, private, and other funding opportunities

• Human resources capacity• Start-up capital, non-PEPFAR funds available• Detailed I-TECH capacity statement• Proven track record in Botswana• Identify desired and realistic areas of growth• HQ support and advice

• NGO registration complete (Y1)• Fund Development plan in place (Y2)• Systems in place to receive non-PEPFAR,

non-UW funds (Y3)• Five alternative sources to PEPFAR

sought (Y3)

CD, DD, PD, CPM ACHAP, GOB/NACA,Botswana Defense Force (BDF), MOH, MLG Global Fund, US-based foun-dations, corporate partners, UN agencies

Y1-5

10.2 To implement a plan for alternative revenue generating streams (i.e., fee-for-service)

• Human resources capacity• Start-up capital, non-PEPFAR funds available• Gap analysis

• NGO registration complete (Y1)• Business plan in place (Y2)• Implementation of business plan (Y2-5)

CD, DD, PD, CPM I-TECH HQ, parastatals, private sector, tertiary institutes

Y1-5

Strategic Priority 11 - Strengthen existing and establish new partner relationships


11.1 To create opportunities to build and maintain relationships with partners and donors

• Adequate funding• Technological support from HQ

• Marketing and visibility strategy plan in place (Y2)

• Implementation of marketing and vis-ibility strategy (Y2-5)

• At least one outreach event/annum (Y2-5)• Meet with partners and donors and key

partners once a month

CD, DD, PD BOTUSA, GOB, UB, USG-funded partners, university partners, private sector, private practi-tioners, UN bodies, parastatals

Y1-5

11.2 To build consortia and establish joint ventures with partners

• Good relationships with partners and donors• Communication of capacity• Grant writing resources

• One joint funding opportunity application submitted (Y1-5)

• One consortium established (Y2-5)• One joint venture pursued( Y2-5)• Participation in at least three HIV/AIDS

working groups/annum (Y1-5)


Y1-5

11.3 To establish and strengthen techni-cal assistance from UW, UCSF, and the I-TECH network to build the capacity of GOB partners (MOH, MLG, MOE)

• Leadership support from HQ• Networking for capacity building• Funding

• One technical assistance visit/annum (Y1-5)

• I-TECH capacity statement assessed/re-sources assessed yearly vis-à-vis I-TECH Botswana needs (Y1-5)

CD, DD, PD, CPM BOTUSA, GOB Y1-5

Strategic Priority 12 - Establish twinning relationships with tertiary centers of learning in Botswana to strengthenpre-service education


12.1 To establish twinning relationships between UW/UCSF and UB/IHS

• Adequate funding• Good relationships with partners• Support from HQ• I-TECH Capacity Statement• HR capacity

• One concept paper or proposal devel-oped (Y1-2)

• Collaborative relationship formed (Y2-5)• UW/UCSF scholars visit UB/ IHS (Y2-3)• UB/IHS scholars visit UW/UCSF (Y2-3)• Formal plan for twinning developed (Y2-5)• Twinning program implemented (Y3-5)

CD, DD, PD, CPM, Co-directors BOTUSA, UW, UCSF, UB, IHS Y4

KEYCD Country DirectorClinical Lead HQ-based clinical team leadCommunications team HQ-basedcommunications teamCPM Country Project ManagerDD Deputy DirectorDP Director of Programs

FM Finance Manager HRM Human Resources ManagerTC Training CoordinatorTDT Lead HQ Training Development SpecialistM&E Lead I-TECH Botswana M&E team leadQI Lead HQ-based QI team lead

29


Strategic Priority 9 - Ensure best management and leadership practices


9.1 To implement management and lead-ership standards

• I-TECH vision, mission, and principles upheld• Strategic planning process completed• Support from donor

• I-TECH management standards adapted to the country office (Y2)

• Systems required to uphold standards developed (Y2)

• # of staff who have attended a manage-ment and/or leadership workshop per year (Y2-5)

• Yearly assessments by HQ of imple-mentation of management practices as implemented by country office (Y3-5)

CD, DD, PD, CPM I-TECH HQ, BOTUSA Y1-Y5

STRATEGIC PERSPECTIVE: SUSTAINABILITY & RELATIONSHIP-BUILDING

Strategic Priority 10 - Sustainability & relationship-building


10.1 To identify and secure additional foun-dation, government, private, and other funding opportunities

• Human resources capacity• Start-up capital, non-PEPFAR funds available• Detailed I-TECH capacity statement• Proven track record in Botswana• Identify desired and realistic areas of growth• HQ support and advice

• NGO registration complete (Y1)• Fund Development plan in place (Y2)• Systems in place to receive non-PEPFAR,

non-UW funds (Y3)• Five alternative sources to PEPFAR

sought (Y3)

CD, DD, PD, CPM ACHAP, GOB/NACA,Botswana Defense Force (BDF), MOH, MLG Global Fund, US-based foun-dations, corporate partners, UN agencies

Y1-5

10.2 To implement a plan for alternative revenue generating streams (i.e., fee-for-service)

• Human resources capacity• Start-up capital, non-PEPFAR funds available• Gap analysis

• NGO registration complete (Y1)• Business plan in place (Y2)• Implementation of business plan (Y2-5)

CD, DD, PD, CPM I-TECH HQ, parastatals, private sector, tertiary institutes

Y1-5

Strategic Priority 11 - Strengthen existing and establish new partner relationships


11.1 To create opportunities to build and maintain relationships with partners and donors

• Adequate funding• Technological support from HQ

• Marketing and visibility strategy plan in place (Y2)

• Implementation of marketing and vis-ibility strategy (Y2-5)

• At least one outreach event/annum (Y2-5)• Meet with partners and donors and key

partners once a month


Y1-5

11.2 To build consortia and establish joint ventures with partners

• Good relationships with partners and donors• Communication of capacity• Grant writing resources

• One joint funding opportunity application submitted (Y1-5)

• One consortium established (Y2-5)• One joint venture pursued( Y2-5)• Participation in at least three HIV/AIDS

working groups/annum (Y1-5)


Y1-5

11.3 To establish and strengthen techni-cal assistance from UW, UCSF, and the I-TECH network to build the capacity of GOB partners (MOH, MLG, MOE)

• Leadership support from HQ• Networking for capacity building• Funding

• One technical assistance visit/annum (Y1-5)

• I-TECH capacity statement assessed/re-sources assessed yearly vis-à-vis I-TECH Botswana needs (Y1-5)

CD, DD, PD, CPM BOTUSA, GOB Y1-5

Strategic Priority 12 - Establish twinning relationships with tertiary centers of learning in Botswana to strengthenpre-service education


12.1 To establish twinning relationships between UW/UCSF and UB/IHS

• Adequate funding• Good relationships with partners• Support from HQ• I-TECH Capacity Statement• HR capacity

• One concept paper or proposal devel-oped (Y1-2)

• Collaborative relationship formed (Y2-5)• UW/UCSF scholars visit UB/ IHS (Y2-3)• UB/IHS scholars visit UW/UCSF (Y2-3)• Formal plan for twinning developed (Y2-5)• Twinning program implemented (Y3-5)

CD, DD, PD, CPM, Co-directors BOTUSA, UW, UCSF, UB, IHS Y4

30

31

Appendix D: Workplans–Year One

In order to achieve the strategic objectives, I-TECH staff developed workplans corresponding to the three strategic perspective areas: technical capacity, organizational development, and sustainability and relationship building. For the technical capacity area, the workplans that correspond to I-TECH’s Country Operational Plan (COP) activities are as follows: STI, continuing medical educa-tion, TB training and mentoring, laboratory infrastructure, PMTCT data quality, strategic information, human capacity development, lay counselor evaluation, and TB referral assessment. The COP09 activities reflect I-TECH’s first year implementation of its strategic activities in pre-service, in-service, prevention, systems strengthening, and monitoring and evaluation.

I-TECH BOTSWANA’S TECHNICAL CAPACITY WORKPLAN (April 1, 2009 - March 31, 2010)

Goals and Objectives • To establish I-TECH as a leader in pre-service training• To continue to be a leader in in-service training capacity• To utilize I-TECH’s expertise to strengthen Botswana’s

HIV prevention activities• To provide leadership in strengthening systems neces-

sary for effective and efficient health service delivery• To provide leadership in strengthening M&E and CQI

systems

I-TECH LeadCountry Director/ Director of Program

Approach To broaden and strengthen I-TECH’s technical expertise by tapping into the global network and UW/UCSF

Activity Description Outputs

Pre-Service Training Develop/revise in-service training curricula • Capacity statement developed and disseminated

Develop or update training curricula • Curricula developed or updated

Support faculty development of UB and IHS faculty • Faculty exchange visits completed

In-Service Training Develop/revise in-service training curricula • Curricula developed or revised

Support in-service capacity through training and mentoring programs

• Training and mentoring programs supported

Build capacity of trainers in training methodologies • TOTs conducted

Promote and support distance learning opportunities includ-ing the use of telemedicine facilities, online courses, web based seminars

• Distance learning opportunities attended

Prevention Develop and disseminate I-TECH’s prevention capacity state-ment

• Capacity statement developed and disseminated

Showcase I-TECH capacity in prevention • One prevention expert visit completed

Identify unfilled prevention needs that could be met by I-TECH expertise

• Mapping of prevention partners completed

• One prevention related funding opportunity application submitted

System Strengthening Strengthen human resources for health • Technical experts seconded to MOH and UB

• Professional development plan developed and implemented

Strengthen systems for efficient implementation of in-service training programs

• M&E frameworks developed

Build OR and PHE capacity through technical assistance • Capacity statement developed and disseminated

• OR and PHE training materials developed

• OR and PHE training conducted

M&E and CQI Build M&E and CQI capacity • Dissemination of data quality assessment report

• HCWs trained and mentored in M&E

Strengthening data collection systems to ensure quality and integration of systems

• Complete, timely and accurate reports submitted

Strengthen the utilization of health care data for quality improvement

• CQI activities conducted with partner organizations

32

Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Bots HQ Comment

PRE-SERVICEEstablish pre-service linkages with tertiary institutions-UB and IHS X

Attend pre-service stakeholder meetings X X X X X X X X X X X X DP, TC

Develop a capacity statement X X DP TDT Lead, Communication Team

Disseminate capacity statement X X X X X X DP, TC

Orient faculty in the TB/HIV in-service curriculum X Master trainers, TC

Review IHS &UB curricula for TB/HIV content appropriateness X X Master trainers, TC

Develop TB/HIV competencies for pre-service training and revise curriculum

X X X TC TDT Lead

Professional exchange visits (28 days for three IHS staff and one inter-national expert visiting IHS

X X X X DP, LL CPM

IN-SERVICESTI

Finalize STI CM program guide and associated mentoring tools X X X

Revise the CM training materials X X X DP Clinical Lead, QI Lead

5-day CM training for 20 mentors X DP

Conduct one 3-day refresher course on STI Clinical mentoring X X Master trainers

Conduct three clinical mentoring workshops for 18 districts X X Master trainers

TB/HIV

Develop an abridged version of the 5-day training curriculum into a 2-day course for private practitioners

X X X X X X X Master trainers, TC TDT Lead

Train 80 district TOTs in the TB case management X X Master trainers

Support cascade trainings in 25 districts X X X X X X X Master trainers

Conduct four 2-day regional refresher trainings for health care workers including TB coordinators

X X X Master trainers

Conduct TB/HIV mentoring in four districts X X X Master trainers Clinical Lead

CME

Conduct four sets of CMEs in three districts on advanced HIV/AIDS topics X X X X DP, DD CPM, Clinical Team 1-2 Consultant Trainers per set

LAB

Develop a phlebotomy training curriculum X X X X X X LL, DP TDT Lead Phlebotomy consultant

Train MLT instructors in teaching methods and instructional design X TC TDT Lead

Human Capacity Development

Revise I-TECH’s TOT curriculum X TC TDT Lead, Senior TA

Conduct TOT training of master trainers X TC Senior TA

Conduct nine district trainings for TOTs X X X X X X X X X X TC 2 MOH trainers will support district trainings

Distance and Web-Based Learning

Conduct bi-monthly distance learning sessions on the UW Clinical Seminar Series

X X X X X X X X X X X X TC

PREVENTIONDevelop prevention capacity statement X X DP TDT, QI, Clinical Communication Teams

Disseminate capacity statement X X X X X CD, DD, DP

Map prevention partners X CD, DD, DP

Apply for one prevention related funding opportunity application X X CD, DP CPM Input from clinical team and MC expert in Seattle

SYSTEM STRENGTHENINGSTI

Support three positions at NSTRC and provide ongoing professional development

X X X X X X X X X X X X HRM, DD, DP CPM

Strengthen capacity of NSTRC in clinical training including specialized STI care and in research activities

X X X X DP CPM, STI, EXPERT

Support one STI officer to the UW Principles of HIV/STD Research course in July 2009

X DP

Develop NSTRC resource center X X X DD, DP CPM

Conduct quarterly 5-day supportive supervision visits by three STI trainers X X X X Master trainers

I-TECH BOTSWANA’S TECHNICAL CAPACITY WORKPLAN (April 1, 2009 - March 31, 2010)(CONTINUED)

33


PRE-SERVICEEstablish pre-service linkages with tertiary institutions-UB and IHS X

Attend pre-service stakeholder meetings X X X X X X X X X X X X DP, TC

Develop a capacity statement X X DP TDT Lead, Communication Team

Disseminate capacity statement X X X X X X DP, TC

Orient faculty in the TB/HIV in-service curriculum X Master trainers, TC

Review IHS &UB curricula for TB/HIV content appropriateness X X Master trainers, TC

Develop TB/HIV competencies for pre-service training and revise curriculum

X X X TC TDT Lead

Professional exchange visits (28 days for three IHS staff and one inter-national expert visiting IHS

X X X X DP, LL CPM

IN-SERVICESTI

Finalize STI CM program guide and associated mentoring tools X X X

Revise the CM training materials X X X DP Clinical Lead, QI Lead

5-day CM training for 20 mentors X DP

Conduct one 3-day refresher course on STI Clinical mentoring X X Master trainers

Conduct three clinical mentoring workshops for 18 districts X X Master trainers

TB/HIV

Develop an abridged version of the 5-day training curriculum into a 2-day course for private practitioners

X X X X X X X Master trainers, TC TDT Lead

Train 80 district TOTs in the TB case management X X Master trainers

Support cascade trainings in 25 districts X X X X X X X Master trainers

Conduct four 2-day regional refresher trainings for health care workers including TB coordinators

X X X Master trainers

Conduct TB/HIV mentoring in four districts X X X Master trainers Clinical Lead

CME

Conduct four sets of CMEs in three districts on advanced HIV/AIDS topics X X X X DP, DD CPM, Clinical Team 1-2 Consultant Trainers per set

LAB

Develop a phlebotomy training curriculum X X X X X X LL, DP TDT Lead Phlebotomy consultant

Train MLT instructors in teaching methods and instructional design X TC TDT Lead


Revise I-TECH’s TOT curriculum X TC TDT Lead, Senior TA

Conduct TOT training of master trainers X TC Senior TA

Conduct nine district trainings for TOTs X X X X X X X X X X TC 2 MOH trainers will support district trainings

Distance and Web-Based Learning

Conduct bi-monthly distance learning sessions on the UW Clinical Seminar Series

X X X X X X X X X X X X TC

PREVENTIONDevelop prevention capacity statement X X DP TDT, QI, Clinical Communication Teams

Disseminate capacity statement X X X X X CD, DD, DP

Map prevention partners X CD, DD, DP

Apply for one prevention related funding opportunity application X X CD, DP CPM Input from clinical team and MC expert in Seattle

SYSTEM STRENGTHENINGSTI

Support three positions at NSTRC and provide ongoing professional development

X X X X X X X X X X X X HRM, DD, DP CPM

Strengthen capacity of NSTRC in clinical training including specialized STI care and in research activities

X X X X DP CPM, STI, EXPERT

Support one STI officer to the UW Principles of HIV/STD Research course in July 2009

X DP

Develop NSTRC resource center X X X DD, DP CPM

Conduct quarterly 5-day supportive supervision visits by three STI trainers X X X X Master trainers

34


TB/HIV

Support five positions in the BNTP and provide ongoing professional development

X X X X X X X X X X X X HRM, DD, DP

Develop and implement an M&E framework for TB/HIV mentoring activities

X X X X X X X X M&E Lead, DP, Master Trainers

QI lead

LAB

Support four positions at MOH labs and provide ongoing professional development

X X X X X X X X X X X X HRM, DP, DD, LL

Support four positions at UB and provide ongoing professional develop-ment

X X X X X X X X X X HRM, DP, DD, LL

PMTCT

Support one position at the PMTCT unit and provide ongoing profes-sional development


Outsource data entry to DMS X X X X X X X X X X X X DD

Strategic Information

Support one position at the surveillance unit at Department of HIV/AIDS Prevention and Care (DHAPC), MOH

Support one position at DPPME, MOH

Develop OR and PHE capacity statement X X M&E Lead QI Team

Disseminate capacity statement X X X X X M&E Lead QI Team

Develop training materials in OR and PHEs X X X M&E Lead QI Team

Conduct pilot training in OR and PHEs X M&E Lead QI Team Pilot training audience will be from the global network


Support three positions at KTCU,MOH and provide ongoing professional development

X X X X X X X X X X X X HRM, DP, DD

Develop website for DHAPC X X X X X X DD, DP, TC With support from I-TECH Guyana

Lay Counselor

Develop research protocol and obtain HRDC and IRB approval X X X X X M&E Lead

Implement protocol X X X M&E Lead

Prepare final report and disseminate results X X X M&E Lead

TB/HIV Referral




M&E AND CQI

STI

Strengthen M&E of STI quality of care through evaluation of the CM program

X X X X X X X X X X M&E Lead, DP QI Lead

Develop STI SSV database X X X M&E Lead QI Lead

Conduct data management training X X M&E Lead QI Lead

TB/HIV

Support the TB informatics officer in conducting an M&E situation analy-sis and in the implementation of recommendations

X X X X X X M&E Lead, DP QI Lead

PMTCT

Complete pilot X X X X X PMTCT PO, M&E Lead, DP

Conduct district trainings on the new PMTCT tools X X X X X PMTCT PO, DP

Develop audit training materials and conduct trainings X X X X PMTCT PO, M&E Lead, DP

Develop PMTCT manuscript X X X X PMTCT PO, M&E Lead, DP


35


TB/HIV

Support five positions in the BNTP and provide ongoing professional development


Develop and implement an M&E framework for TB/HIV mentoring activities

X X X X X X X X M&E Lead, DP, Master Trainers

QI lead

LAB

Support four positions at MOH labs and provide ongoing professional development

X X X X X X X X X X X X HRM, DP, DD, LL

Support four positions at UB and provide ongoing professional develop-ment

X X X X X X X X X X HRM, DP, DD, LL

PMTCT

Support one position at the PMTCT unit and provide ongoing profes-sional development


Outsource data entry to DMS X X X X X X X X X X X X DD


Support one position at the surveillance unit at Department of HIV/AIDS Prevention and Care (DHAPC), MOH

Support one position at DPPME, MOH

Develop OR and PHE capacity statement X X M&E Lead QI Team

Disseminate capacity statement X X X X X M&E Lead QI Team

Develop training materials in OR and PHEs X X X M&E Lead QI Team

Conduct pilot training in OR and PHEs X M&E Lead QI Team Pilot training audience will be from the global network


Support three positions at KTCU,MOH and provide ongoing professional development

X X X X X X X X X X X X HRM, DP, DD

Develop website for DHAPC X X X X X X DD, DP, TC With support from I-TECH Guyana

Lay Counselor




TB/HIV Referral




M&E AND CQI

STI

Strengthen M&E of STI quality of care through evaluation of the CM program

X X X X X X X X X X M&E Lead, DP QI Lead

Develop STI SSV database X X X M&E Lead QI Lead

Conduct data management training X X M&E Lead QI Lead

TB/HIV

Support the TB informatics officer in conducting an M&E situation analy-sis and in the implementation of recommendations

X X X X X X M&E Lead, DP QI Lead

PMTCT

Complete pilot X X X X X PMTCT PO, M&E Lead, DP

Conduct district trainings on the new PMTCT tools X X X X X PMTCT PO, DP

Develop audit training materials and conduct trainings X X X X PMTCT PO, M&E Lead, DP

Develop PMTCT manuscript X X X X PMTCT PO, M&E Lead, DP

36



Develop materials and conduct three workshops on M&E X X X X X X X X X X X X M&E Lead QI Lead

Conduct three rounds of mentoring visits to the district M&E officers X X X X X X X X X X X X M&E Lead

Conduct mentoring of senior M&E officers at MLG X X X X X X X X X X X X M&E Lead

Conduct PDSA cycles (2/year) with MLG senior M&E officers X X X X X X X X X X X X M&E Lead

Develop and disseminate M&E communication materials and video X X X X X X X X X X X X M&E Lead Communication Director

Develop manuscript on M&E officers work X X X X M&E Lead

Monitor progress and evaluate M&E officers project X X X X M&E Lead

Ensure national reports are timely, complete and accurate X X X M&E Lead

Implement data quality assessment (DQA) activities X X X X X X X X X X M&E Lead

Disseminate DQA report X M&E Lead


37



Develop materials and conduct three workshops on M&E X X X X X X X X X X X X M&E Lead QI Lead

Conduct three rounds of mentoring visits to the district M&E officers X X X X X X X X X X X X M&E Lead

Conduct mentoring of senior M&E officers at MLG X X X X X X X X X X X X M&E Lead

Conduct PDSA cycles (2/year) with MLG senior M&E officers X X X X X X X X X X X X M&E Lead

Develop and disseminate M&E communication materials and video X X X X X X X X X X X X M&E Lead Communication Director

Develop manuscript on M&E officers work X X X X M&E Lead

Monitor progress and evaluate M&E officers project X X X X M&E Lead

Ensure national reports are timely, complete and accurate X X X M&E Lead

Implement data quality assessment (DQA) activities X X X X X X X X X X M&E Lead

Disseminate DQA report X M&E Lead

38

Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Bots HQ

Human Resources

Recruit and hire for Deputy Director position X X X CD CPM

Provide interim coverage for Deputy Director position X X X X CD, DD CPM

Finalize and implement HR plan X HRM, DD CPM

Review HR plan and assess ongoing staff capacity needs X X HRM, DD, CD CPM

Finalize HR systems development, and ensure all forms and protocol are saved to server

X HRM CPM

Formally present and distribute Employee Handbook at staff meeting X HRM, FM CPM

Conduct skills assessment for new staff X X X PD, HRM CPM

Finalize and implement professional development plan for all staff X X X X PD, HRM CPM

Operations - General

Finalize and package I-TECH Botswana Operations Manual (IBOM) X DD CPM

Formally present and distribute IBOM at staff meeting X HRM, FM, DD

Conduct Ops assessment X X DD CPM, Ops, Dir

Complete Ops assessment report and recommendations X X DD Ops, Dir

Review Ops assessment results and incorporate next steps into work-plan

X X CD, DD CPM

Adapt I-TECH Management Practices to Botswana country office context X X X DD, CD CPM

Fiscal

Conduct in-house payroll through Excel spreadsheet system X X X FM CFL

Implement Quickbooks payroll system through HQ TA visit X FM CFL

Implement accounts payable system through HQ TA visit X X X FM CFL

Engage KPMG to conduct annual audit X FM CFL

HQ TA visit to support annual audit X FM CFL

Develop COP09 global operating budget X FM, DD, PD, Prog. Leads

CPM, CFL

Develop COP10 award budgets X X X FM, DD, PD, Prog. Leads

CPM

Conduct quarterly budget review and projections X X X FM, DD, PD CPM, CFL

I-TECH BOTSWANA ORGANIZATIONAL DEVELOPMENT WORKPLAN (April 1, 2009 - March 31, 2010)

Goals • To strengthen human resources capacity• To strengthen infrastructure to meet existing and evolving organizational needs (operational, fiscal, etc.)• To increase visibility among stakeholders in health• To ensure best management and leadership practices

I-TECH Lead Deputy Director/Interim Deputy Director

Approach To address human resources, fiscal, and other operational needs necessary for progress toward objectives in year one of strategic plan


Human Resources

(cross-reference HRWorkplan for more detail)

Finalize and implement HR plan and review ongoing staff capacity needs • Completed HR plan and needed staff hired to do the work • Adequate workspace and equipment for each employee

Finalize HR systems development • Forms and protocol developed and saved on server

Implement Employee Handbook • Every employee has a copy or access to a copy of Employee Handbook

Conduct skills assessment for new staff, and finalize and implement professional development plan • Skills assessment taken by staff annually • Each member of staff participates in a professional development or training opportunity

Operations - general Finalize and implement I-TECH Botswana Operations Policies (inclusive of HR and fiscal policies) • I-TECH Botswana Ops Manual (IBOM)

Conduct Ops assessment • Ops assessment report and recommendations • Recommendations incorporated into workplan

Adapt I-TECH Management Practices to Botswana country office context • I-TECH Botswana Management Practices document complete

Fiscal Strengthen and expand fiscal systems • Accounts payable system in place • Quickbooks payroll system in place

Conduct annual audit • Annual audit report

Develop COP09 and COP10 budgets • COP09 operating budget • COP10 award budgets

Conduct quarterly budget review and projections • Quarterly projections reports

39

Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Bots HQ

Human Resources

Recruit and hire for Deputy Director position X X X CD CPM

Provide interim coverage for Deputy Director position X X X X CD, DD CPM

Finalize and implement HR plan X HRM, DD CPM

Review HR plan and assess ongoing staff capacity needs X X HRM, DD, CD CPM

Finalize HR systems development, and ensure all forms and protocol are saved to server

X HRM CPM

Formally present and distribute Employee Handbook at staff meeting X HRM, FM CPM

Conduct skills assessment for new staff X X X PD, HRM CPM

Finalize and implement professional development plan for all staff X X X X PD, HRM CPM

Operations - General

Finalize and package I-TECH Botswana Operations Manual (IBOM) X DD CPM

Formally present and distribute IBOM at staff meeting X HRM, FM, DD

Conduct Ops assessment X X DD CPM, Ops, Dir

Complete Ops assessment report and recommendations X X DD Ops, Dir

Review Ops assessment results and incorporate next steps into work-plan

X X CD, DD CPM

Adapt I-TECH Management Practices to Botswana country office context X X X DD, CD CPM

Fiscal

Conduct in-house payroll through Excel spreadsheet system X X X FM CFL

Implement Quickbooks payroll system through HQ TA visit X FM CFL

Implement accounts payable system through HQ TA visit X X X FM CFL

Engage KPMG to conduct annual audit X FM CFL

HQ TA visit to support annual audit X FM CFL

Develop COP09 global operating budget X FM, DD, PD, Prog. Leads

CPM, CFL

Develop COP10 award budgets X X X FM, DD, PD, Prog. Leads

CPM

Conduct quarterly budget review and projections X X X FM, DD, PD CPM, CFL

I-TECH BOTSWANA ORGANIZATIONAL DEVELOPMENT WORKPLAN (April 1, 2009 - March 31, 2010)

Goals • To strengthen human resources capacity• To strengthen infrastructure to meet existing and evolving organizational needs (operational, fiscal, etc.)• To increase visibility among stakeholders in health• To ensure best management and leadership practices


Approach To address human resources, fiscal, and other operational needs necessary for progress toward objectives in year one of strategic plan


Human Resources

(cross-reference HRWorkplan for more detail)

Finalize and implement HR plan and review ongoing staff capacity needs • Completed HR plan and needed staff hired to do the work • Adequate workspace and equipment for each employee

Finalize HR systems development • Forms and protocol developed and saved on server

Implement Employee Handbook • Every employee has a copy or access to a copy of Employee Handbook

Conduct skills assessment for new staff, and finalize and implement professional development plan • Skills assessment taken by staff annually • Each member of staff participates in a professional development or training opportunity

Operations - general Finalize and implement I-TECH Botswana Operations Policies (inclusive of HR and fiscal policies) • I-TECH Botswana Ops Manual (IBOM)

Conduct Ops assessment • Ops assessment report and recommendations • Recommendations incorporated into workplan

Adapt I-TECH Management Practices to Botswana country office context • I-TECH Botswana Management Practices document complete

Fiscal Strengthen and expand fiscal systems • Accounts payable system in place • Quickbooks payroll system in place

Conduct annual audit • Annual audit report

Develop COP09 and COP10 budgets • COP09 operating budget • COP10 award budgets

Conduct quarterly budget review and projections • Quarterly projections reports

40

I-TECH BOTSWANA SUSTAINABILITY & RELATIONSHIP-BUILDING WORKPLAN (April 1, 2009 - March 31, 2010)

Goals and Objectives • To diversify and increase funding• To strengthen existing and establish new partner relationships• To establish twinning relationships


Approach To broaden I-TECH’s reach among partners and donors through increased visibility and linkages with UW/UCSF resources


Fundraising & Relationship-building

Develop COP10 proposals that represent an expanded scope of work and higher funding level than COP09 (excluding passthroughs)

• COP10 award levels greater than COP09 (excluding passthroughs)

Apply for one alternative, competitive funding source (outside of country operational plan) • One grant proposal written and submitted to non-PEPFAR source

Establish alternative registration status as local NGO • I-TECH Botswana registered as a local NGO

Begin development of business plan • Initial draft of business plan completed

Marketing, Visibility, & Relationship-building

Develop and implement marketing and visibility strategy • Marketing and visibility strategy in place

Plan one symposium/open house/outreach event • One event completed

Arrange for one technical assistance visit from UW/UCSF • One technical assistance visit completed

Twinning Develop a concept paper for work between UW/UCSF and UB/IHS • One concept paper demonstrating UW/UCSF capacity written for UB/IHS

Plan UW/UCSF scholar visit to UB/HIS • One visit from UW/UCSF scholar complete

Begin discussions related to formal twinning between UW/UCSF and UB/HIS (to lead to formal plan in 2010) • At least one meeting among key stakeholders regarding twinning plans

Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Bots HQ Comments

Fundraising & Relationship-Building

Draft COP10 proposals X X X CD, DD, PD, Activity Leads

CPM/Technical Team

Establish writing team/identify writing assistance needed X X CD, PD CPM

Research alternative funding sources/opportunities X X X X X X X X X X X X CD, DD CPM

Apply for one alternative, competitive funding source (outside of country operational plan)

X X X CD, DD, DP CPM To consult with pertinent activity leads and writing team

Begin discussions with key partners about consortia development/joint funding possibilities

X X X CD, DD, PD

Apply for one joint funding opportunity (as possible) X X X X CD, DD, PD CPM To consult with pertinent activity leads and writing team. Timeline depends on opportunity

Confer with local legal counsel and UW HQ and legal on registration process

X X X X X X X FM, DD CPM

Establish alternative registration as local NGO X DD, CD CPM

Begin development of business plan for alternative revenue streams X X X HRM, DD, CD CPM

Marketing, Visibility, & Relationship-Building

Interview key stakeholders QNE develop a marketing and visibility strategy

X X X DD, CD CPM

Review strategy draft and assess inputs needed to implement the strategy

X X DD, CD CPM

Investigate options for potential symposia/outreach events (i.e., through scholar or TA visit from UW/UCSF)

X X X X X X CD CPM

Plan one symposium/open house/outreach event X X X CD, DD, PD CPM

Conduct one symposium/open house/outreach event X X CD, DD, PD

Identify potential TA from UW/UCSF X X X X X X CD CPM, STS

Arrange and host a scholar/expert from UW/UCSF for technical assistance visit

X X X CD, DD, PD CPM

Twinning

Arrange for visit by Scott Barnhart to meet and explore possibilities with UB SOM

X X CD CPM

Develop a concept paper/proposal for work between UW/UCSF and UB X X CD, PD CPM

Begin discussions related to formal twinning between UW/UCSF and UB/IHS (to lead to formal plan in 2010)

X X X X X X CD, DD, PD CPM

41

I-TECH BOTSWANA SUSTAINABILITY & RELATIONSHIP-BUILDING WORKPLAN (April 1, 2009 - March 31, 2010)

Goals and Objectives • To diversify and increase funding• To strengthen existing and establish new partner relationships• To establish twinning relationships


Approach To broaden I-TECH’s reach among partners and donors through increased visibility and linkages with UW/UCSF resources


Fundraising & Relationship-building

Develop COP10 proposals that represent an expanded scope of work and higher funding level than COP09 (excluding passthroughs)

• COP10 award levels greater than COP09 (excluding passthroughs)

Apply for one alternative, competitive funding source (outside of country operational plan) • One grant proposal written and submitted to non-PEPFAR source

Establish alternative registration status as local NGO • I-TECH Botswana registered as a local NGO

Begin development of business plan • Initial draft of business plan completed

Marketing, Visibility, & Relationship-building

Develop and implement marketing and visibility strategy • Marketing and visibility strategy in place

Plan one symposium/open house/outreach event • One event completed

Arrange for one technical assistance visit from UW/UCSF • One technical assistance visit completed

Twinning Develop a concept paper for work between UW/UCSF and UB/IHS • One concept paper demonstrating UW/UCSF capacity written for UB/IHS

Plan UW/UCSF scholar visit to UB/HIS • One visit from UW/UCSF scholar complete

Begin discussions related to formal twinning between UW/UCSF and UB/HIS (to lead to formal plan in 2010) • At least one meeting among key stakeholders regarding twinning plans

Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Bots HQ Comments

Fundraising & Relationship-Building

Draft COP10 proposals X X X CD, DD, PD, Activity Leads

CPM/Technical Team

Establish writing team/identify writing assistance needed X X CD, PD CPM

Research alternative funding sources/opportunities X X X X X X X X X X X X CD, DD CPM

Apply for one alternative, competitive funding source (outside of country operational plan)

X X X CD, DD, DP CPM To consult with pertinent activity leads and writing team

Begin discussions with key partners about consortia development/joint funding possibilities

X X X CD, DD, PD

Apply for one joint funding opportunity (as possible) X X X X CD, DD, PD CPM To consult with pertinent activity leads and writing team. Timeline depends on opportunity

Confer with local legal counsel and UW HQ and legal on registration process

X X X X X X X FM, DD CPM

Establish alternative registration as local NGO X DD, CD CPM

Begin development of business plan for alternative revenue streams X X X HRM, DD, CD CPM

Marketing, Visibility, & Relationship-Building

Interview key stakeholders QNE develop a marketing and visibility strategy

X X X DD, CD CPM

Review strategy draft and assess inputs needed to implement the strategy

X X DD, CD CPM

Investigate options for potential symposia/outreach events (i.e., through scholar or TA visit from UW/UCSF)

X X X X X X CD CPM

Plan one symposium/open house/outreach event X X X CD, DD, PD CPM

Conduct one symposium/open house/outreach event X X CD, DD, PD

Identify potential TA from UW/UCSF X X X X X X CD CPM, STS

Arrange and host a scholar/expert from UW/UCSF for technical assistance visit

X X X CD, DD, PD CPM

Twinning

Arrange for visit by Scott Barnhart to meet and explore possibilities with UB SOM

X X CD CPM

Develop a concept paper/proposal for work between UW/UCSF and UB X X CD, PD CPM

Begin discussions related to formal twinning between UW/UCSF and UB/IHS (to lead to formal plan in 2010)

X X X X X X CD, DD, PD CPM

KEYCD Country DirectorClinical Lead HQ-based clinical team leadCommunications team HQ-basedcommunications teamCPM Country Project ManagerDD Deputy DirectorDP Director of Programs FM Finance Manager HRM Human Resources ManagerLL Lab LeadTA Training AssistantTC Training CoordinatorTDT Lead HQ Training Development SpecialistM&E Lead I-TECH Botswana M&E team leadPMTCT PO PMTCT Program OfficerQI Lead HQ-based QI team lead

42

43

44

www.go2itech.org

PHYSICAL ADDRESS:I-TECH Botswana

730 Botswana RoadGaborone, Botswana

MAILING ADDRESS:I-TECH Botswana

Suite 46Private Bag 324

RiverwalkGaborone, Botswana

Funding: This document was developed with funding from Cooperative Agreement U69HA00047 from the US Department of Health andHuman Services Health Resources and Services Agency (HRSA); its contents are solely the responsibility of the authors and do not necessarily represent the views of HRSA.

July 2009 ©I-TECH

Documents

STRATEGIC PLAN - · PDF file5 Strategic Planning Terms MISSION A statement of purpose for the organization that clarifies the nature and scope of its work and broadly outlines its