RATN Annual Report- FY 2010-2011

RATN has continued to facilitate through its Member Training Institutions, the identification, development, and delivery of quality training and capacity building programmes for effective HIV and AIDS response in Eastern and Southern Africa region. This annual report highlights major achievements during the financial year running 1st April 2010 to 31st March 2011.

Regional AIDS Training Network

ANNUAL REPORT

2010/2011

ii RATN Annual Report, April 2010 - March 2011

OUR VISION

OUR MISSION

OUR VALUES

“A Society with the capacity to respond effectively to the HIV and AIDS pandemic”

To strengthen the capacity of relevant individuals, organizations and other stakeholders to respond to STIs/

HIV/AIDS in the Eastern and Southern African region

Tolerance to diversity

Equity and Fairness

Mutual Respect

Honesty and Integrity

Transparency and Accountability

Zero tolerance to all forms of corruption

Learning from our past experiences and practices

Involvement of people infected and affected by HIV

Mission, Vision and Values

RATN Annual Report, April 2010 - March 2011 iii

Table of Contents

ABBREVIATIONS .......................................................................................................................................... V

BOARD CHAIR’S MESSAGE ........................................................................................................................ VI

EXECUTIVE DIRECTOR’S MESSAGE ........................................................................................................... VII

BOARD OF DIRECTORS ........................................................................................................................... VIII

EXECUTIVE SUMMARY .................................................................................................................................1

INTRODUCTION ..........................................................................................................................................2

TRAINING AND CAPACITY DEVELOPMENT.................................................................................................5

NETWORKING..............................................................................................................................................8

KNOWLEDGE AND INFORMATION MANAGEMENT.................................................................................10

RESEARCH AND MONITORING AND EVALUATION..................................................................................12

SUSTAINABLE AND FUNCTIONAL NETWORK...........................................................................................15

PRIORITY ACTIVITIES FOR 2011/2012 .......................................................................................................16

PLACING GENDER AT THE HEART OF HIV AND AIDS RESPONSE.............................................................18

REFLECTIONS AND LESSONS LEARNT........................................................................................................19

FINANCIAL PERFORMANCE .......................................................................................................................21

ANNEXES ....................................................................................................................................................26

iv RATN Annual Report, April 2010 - March 2011

RATN Annual Report, April 2010 - March 2011 v

Abbreviations

ABBA Addressing the Balance of Burden of AIDS

AIDS ��

AMREF African Medical and Research Foundation

ART Antiretroviral Treatment

BCC Behavior Change Communication

CB Capacity Building

CIDA Canadian International Development Agency

DFID Department for International Development

EAC East African Community

ESA Eastern and Southern Africa

GC General Council

HCT HIV Counseling and Testing

HIT Training Information Hub

HIV ��

HRQoL Health Related Quality Study

INSTANT Initiative for Strengthening HIV/AIDS Training and Networking

ISTT In Service Training Trust

IT Information Technology

JFA Joint Financing Arrangement

KAPC Kenya Association for Professional Counselors

KHI Kigali Health Institute

KIM Knowledge and Information Management

LVCT Liverpool VCT Care and Treatment

MCHS Malawi College of Health Sciences

MDG Millennium Development Goals

MI Member Institution

NACC National AIDS Control Council

NASCOP Kenya National AIDS and STI Control Programme

NPA Network Partnership and Advocacy

PLWH People Living with HIV

PMA Programme Management Course

PWD People with Disabilities

RAANGO Regional African AIDS NGOs

RATN Regional AIDS Training Network

RBM Results Based Monitoring

RECABASO Results Based Capacity Building for AIDS Service Organizations

RFA Request For Applications

RFP Request for Proposals

RTMES RATN Training Monitoring and Evaluation System

SADC Southern African Development Community

SADC Southern African Development Cooperation

Sida Swedish International Development Cooperation Agency

TNA Training Needs Assessment

TOT Training of Trainers

UOM University of Manitoba

UON University of Nairobi

VCT Voluntary Counseling and Testing

ZOU Zimbabwe Open University

vi RATN Annual Report, April 2010 - March 2011

Board Chair’s Message

E�� capacity summit organized by Regional AIDS Training Network and other capacity building partners in the Eastern and Southern Africa, and

witnessed RATN’s strong impact in the region. The Summit attracted more than 250 delegates and experts on HIV capacity building from 27 countries around the world.

The summit raised awareness on the challenges faced by HIV capacity building institutions in the delivery of quality capacity building interventions. It also provided an opportunity for the stakeholders to build consensus on priority actions that they are committed to. In addition, it addressed how to improve HIV capacity building programmes to achieve the MDGs by 2015.

RATN as a network is growing stronger in its partnerships as evidenced by the summit and its collaboration with other key HIV/AIDS capacity building organizations in the region. This demonstrates that in unity there is power- organizations can achieve much more working in partnership than when they work individually. This is in line with RATN’s strategic plan (2009-2014) – investing in networking and partnerships and investing in scaling up our leadership on HIV capacity building in the region. This investment has given us the recognition of governments, donors and supporters, and has allowed us to realize greater impact as a strong partner in developing capacity for effective HIV response in the countries of operation.

Our focus on taking advantage of diversity and comparative advantages of the network membership resulted in growth of operations and realization of programme targets. For instance, a record 2,710 participants were trained through RATN in FY 2010/2011 compared to 659 participants trained in FY 2009/2010. This achievement is largely attributed to the introduction of the new INSTANT RFA initiative. This initiative involved network members submitting proposals on small innovative projects on HIV capacity building. The initiative has strengthened the ability of the network to implement innovative results-based HIV capacity building projects.

�� Board Chair Dr. Trevor Kaile re-joined the University of Zambia and I as the Vice Board Chair replaced him. In addition, we had several new staff joining the RATN Secretariat, and a smooth transition ensued.

Great results like this are not possible without great people – RATN development partners, target community groups and network members. We are grateful for their continuing support.

The strength of RATN is credited to the leadership and vision provided by our Secretariat Management Team. The dedicated, committed and loyal administrative and programme staff in the network have also provided great support this past year.

RATN’s new strategic direction aims at achieving greater international recognition for results based capacity building for effective HIV response. We also seek to extend our experience in HIV capacity building especially on broader health systems capacity strengthening. In addition, there is a renewed focus on growing our supporter base across the world with new fundraising opportunities.

I would like to thank the Board of Directors for their invaluable contribution to RATN over the past year.

I greatly appreciate the continued support of our core donors CIDA and Sida, other sponsors, supporters and partners– your ongoing commitment has enabled us to continue to achieve more.

By working together we are building a society with capacity to effectively respond to the impact of HIV and AIDS in the region.

Cecilia Rachier

Board of Directors


Executive Director’s Message

Cecilia Rachier


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Total revenue for the organization was $3.8 million in FY2010/2011 against $2.8million in FY2009/2010. The positive variation was due to increased resource mobilization efforts that were hinged on developing new innovative projects that would attract additional funding from our development partners and other sponsors which are the foundation for further growth in FY 2011/2012.

�� !��!��developing a comprehensive RBM based M&E system supported by recruitment of two M&E experts to steer the implementation of the new M&E system. Our investment in M&E investment will demonstrate not only the impact of RATN work on its network members but more importantly the effectiveness of RATN’s programmes on the lives of children, families and communities in the Eastern and Southern Africa region.

Despite all the commendable progress, there is urgent need to clearly map out a strategy for consolidating the �� "�� !�� solid sustainability plan as a network. More can be done to ensure increased capacity for effective HIV response in the region particularly in relation to achieving the MDGs and supporting the existing regional strategies such as the SADC HIV capacity building framework. As a network we must ��"�� #�� for measuring capacity building for HIV response and the wider health systems strengthening in FY 2011/2012.

We greatly appreciate our development partners, Sida (Sweden) and CIDA (Canada) who continue to support RATN’s HIV and AIDS initiatives in the region. We are also grateful to the RATN Secretariat staff and MIs staff who tirelessly committed themselves to the cause and the Board who helped navigate us through the year and ensured we emerged stronger. More needs to be done to build a society with capacity to effectively respond to the impact of HIV � �� %'��*��!�� this role.

Kelvin StoreyRegional AIDS Training Network

Kelvin Storey


T��+:;:<+:;;� � ��#�� !�"��period in the life of Regional AIDS Training Network - a renewal phase for RATN as a regional international network-based organization. In many

ways, it was the culmination of years of strategic endeavor.

Throughout the early 2000s, RATN concentrated on growing the organization to reach a critical size in terms of structure, governance and membership. In the later part of the 2000’s we concentrated on developing stronger practices and systems. This partly involved scaling up our programmes team. The 2009 report showed RATN’s aim to develop broader programmes for stronger HIV capacity building impact.

Our investment in a strong programmes team that can identify, plan and deliver more innovative programmes for HIV capacity building is beginning to gain recognition. For instance, as we moved into 2010, RATN took a lead in organizing a successful HIV capacity summit held in *��#�� =��+:;;%�� year, RATN partnered with prime organizations such as MSH, JSI and Alliance respectively to bid for the USAID $44 million Fanikisha project to be implemented in Kenya. Also during the year, RATN was part of the steering team for the development of the SADC HIV Building Framework which is expected to provide guidance and prioritization of capacity building agenda for the 14 member states under SADC.

As a result of RATN becoming a stronger regional partner on HIV capacity building, we have seen a surge in demand for organizations to join the network. RATN has, however, maintained strict recruitment criteria for its membership focused on value addition and growth potential. Thus, in >� �+:;:�'��*?� ��@�� !!��"�� seven institutions to become RATN members.

RATN Secretariat and experts from our MIs have been invited to provide technical support in training and capacity building in the region. As a result, we have seen an increase in our active involvement and learning in many issues affecting delivery of effective HIV capacity building programmes in the region. This has improved our training and capacity building approaches. For instance, in the past year, we introduced two new innovative capacity building programmes namely RECABASO and e-learning.

In addition to this new work, our training and capacity building programmes experienced a 400% increase rising to 2,710 participants trained in a single year, the highest number recorded. Our dissemination of information and HIV resources increased exponentially due to among other key factors, the new RATN website which registered 480,000 visits between August 2010 and March 2011. Ex

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viii RATN Annual Report, April 2010 - March 2011

Board of Directors

Dr. Raymond Byaruhanga AIDS Information Centre

Chair – Programmes Committee

Dr Trevor Kaile The Salvation Army Chikankata

Mission HospitalBoard Chair

Cecilia RachierKenya Association of Professional

CounselorsVice Board Chair

Mr. Precious GivahMalawi Institute of Management

Board Treasurer and Chair Finance and Administration

Mr. Zachary BigirimanaKigali Health Institute

Board Member

Dr. Karabo Mokobocho MohlakoanaInstitute of Development Management

Board Member

Mr. Dennis MudedeCONNECT

Board Member

Dr. Walter JaokoUniversity of Nairobi

Board Member

Dr. Maryanne CrockettUniversity of Manitoba

Board Member

Mr. Kelvin StoreyRATN Executive Director

\]�^��

RATN Annual Report, April 2010 - March 2011RATN Annual Report, April 2010 - March 2011 1

Executive Summary

T��!��"�� !��2010/2011. Overall, RATN has strengthened its niche as a unique model for HIV training and capacity development in Eastern and Southern

Africa. There are several international, regional and national organizations with training mandates in the area of HIV and AIDS operating in the region. RATN’s uniqueness, however, lies in the principle of networking several capacity building institutions to tackle systemic barriers to address training and capacity development gaps and therefore allow for sharing of best practices and tools for effective HIV training and capacity building. This was achieved through a number of successful projects implemented during FY 2010/2011.

During the year under review, 388 participants were trained in 31 regular collaborative courses by 18 MIs. A further 1,322 participants were trained in 22 courses delivered by 12 MIs under the INSTANT initiative. This means that the INSTANT programme accounted for the sharp increase in RATN training outputs and outcomes from a projection of 500 alumni to about 1,700 (about 300 percent growth in RATN alumni per year).

The RFA programme continued to stimulate generation of timely innovative and responsive solutions to HIV capacity gaps in countries and communities targeted by RATN work. The programme has since inception strengthened the networking among RATN MIs in terms of sharing best practices on successful interventions while strengthening the capacity of MIs in implementation of results focused capacity building projects.

During the year under review, RATN implemented an innovative Media Focal Point Initiative which was piloted in Kenya, Uganda, Rwanda, Zambia, Malawi and Swaziland. The project involved partnering with journalists in the selected countries on reporting HIV capacity building issues. In the six months of the project, a surge in Capacity Building stories 12 stories carried in Kenya, Uganda, Malawi and Zambia media.

To improve knowledge and information management among MI and stakeholders, RATN improved its website and the training information hub (HIT). The improved website has proved to be the link between the RATN secretariat and MIs, stakeholders and other #� ��%�� +:;:��#��480,000 visits.

In collaboration with partners in the region, RATN organized a successful capacity building summit that brought together 251 participants from 183 organizations in ESA region and beyond. The outcome of the summit was a joint communiqué which stipulated clear commitments and plan of action for stakeholders and governments working toward accelerating and scaling up the HIV capacity building efforts to achieve the MDGs targets by 2015.

To increase the network’s impact in capacity building, seven new institutions were recruited to join the network. The number of MIs has therefore increased from 23 to 29 in the 11 countries. The new MIs have already commenced collaborative projects within the network.

To increase its investment in strengthening its M&E system, RATN developed a comprehensive RBM-focused Monitoring and Evaluation Framework and System. The system will provide a means of checking, determining and keeping track of progress during the implementation of the remaining part of the Strategic Plan.

^ � � �� year reduced by 6% from the previous year, there was an increase in other income by 27% showing an increase in RATNs contribution toward the strategic

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2 RATN Annual Report, April 2010 - March 2011

Introduction

This report covers the planning period beginning 1st April 2010 ending 31st March 2011 (FY 2010/2011) and provides an overview of the performance of the Regional AIDS Training

Network (RATN) during the period under review. The description of RATN and its mandate is presented in the opening section of this report. The other sections highlight major activities and developments carried out in the year, Financial Performance as well as planned activities for FY 2011/2012.

Description and Mandate of RATN work

The Regional AIDS Training Network (RATN) was founded in 1997 as a network consisting of partner training Institutions in Eastern and Southern Africa (ESA) to collaborate on training activities related to STIs/HIV/AIDS in the region. RATN’s status changed in April 2003 when its status moved from being a project to a registered international/ regional Non-Governmental ^�� _�� *��#��Kenya. RATN functions as a facilitator to strengthen the capacity of member training institutions and as a forum of exchange of ideas and experiences. Developing the management and technical capacities for STI/HIV/AIDS interventions was the primary rationale of establishing RATN.

RATN’s response to HIV/AIDS is a greater investment in capacity development and training - both inside and outside government – to manage the ever increasing demand of one of the most persistent, costly and deadly pandemics in history. In confronting the STI/HIV/AIDS situation, capacity must be developed in almost all sectors: managing the prevention of the spread of the disease, caring for those living with HIV and AIDS and supporting those affected, their families and communities, encouraging advocacy and policy development, and assisting those managing the response to work and plan their programmes effectively.

The scope of RATN courses is mainly clustered into four (4) categories which are aligned to the HIV response themes: HIV prevention related training courses; Treatment and Care and Support courses; Impact Mitigation Training courses; and Institutional Strengthening courses. RATN provides some scholarships to allow eligible trainees attend courses in an established network of twenty nine (29) Member Institutions to adapt and develop short term skills

upgrading courses targeted at mid-level STI/HIV/AIDS workers, trainers, programme managers and senior policy makers. The broad categories of RATN MIs include (a) Non-Governmental Organizations (International, National and Local); (b) Management Institutions; and (c) University Departments.

Currently, RATN member institutions are in 11 countries in Eastern and Southern Africa, namely Kenya, Uganda, Tanzania, Rwanda, Zambia Malawi, Zimbabwe, Botswana, Lesotho, Swaziland and South Africa.

RATN Core Business

The core business of RATN is to identify and link institutions with technical capacity to deliver quality training to middle level managers and trainers of HIV/AIDS programmes. RATN develops the capacity of MIs through training their trainers and managers, direct support for trainees through scholarships, advertising and marketing of MI courses to ensure good regional uptake, facilitator exchange and support programmes, support for curriculum development and evaluation and systems improvement. RATN also undertakes advocacy with Regional Economic Commissions (RECs) such as SADC, EAC, and Common Market of Eastern and Southern Africa (COMESA), donors and NACCs to support its training and capacity development agenda.

RATN Goals

The strategic goal of the RATN strategic plan (2009-2014) is: “To strengthen the capacity of individuals and institutions in the Eastern and Southern African Region to effectively respond to the HIV and AIDS pandemic through training and capacity development, information sharing and advocacy.”

��"��!��!��'��*�� !��strategic objectives:��Facilitate development of skills and

competencies for design and implementation of effective HIV and AIDS interventions at the community and workplace;

��Facilitate strengthening of capacity for training institutions (under RATN Membership) to develop and deliver training and/or manage quality gender sensitive HIV and AIDS prevention, care, support, and mitigation programmes;

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��Facilitate knowledge and information exchange on HIV and AIDS training and capacity development (and therefore RATN being a recognized authority in high quality HIV and AIDS information related to training);

��Facilitate strengthening of advocacy and the capacity of RATN MIs, civil society and other !�� |�� !�� support for developing effective capacity to respond to the HIV and AIDS pandemic in the region;

��Facilitate the strengthening of RATN as fully functional and sustainable regional membership-based network organization; and

��Strengthen the Monitoring and Evaluation system of RATN and its members.

RATN strategic objectives:

��Facilitate development of skills and competencies for design and implementation of effective HIV and AIDS interventions at the community and workplace;

��Facilitate strengthening of capacity for training institutions (under RATN Membership) to develop and deliver training and/or manage quality gender sensitive HIV and AIDS prevention, care, support, and mitigation programmes;

��Facilitate knowledge and information exchange on HIV and AIDS training and capacity development (and therefore RATN being recognized an authority in high quality HIV and AIDS information related to training);

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

��Facilitate the strengthening of RATN as fully functional and sustainable regional membership-based network organization; and

��Strengthen the Monitoring and Evaluation system of RATN and its members.


RATN Expected OutcomesThe expected long-term impact of RATN’s work is: a reduction of the prevalence of STI/HIV/AIDS and mitigation on the impact of the epidemic on communities in the region. In addition to the four outcomes outlined in the Strategic Plan, is Performance Measurement Framework added recently. The RATN expected results by programme area are represented in

Figure 1 below:

Figure1: Summary of RATN goals and programme result areas

RATN Annual Report, April 2010 - March 2011 5

Training and Capacity Development

The Training and Capacity Development programme aims to contribute towards ensuring that the HIV and

AIDS programme staff and other individuals involved in HIV response can effectively manage HIV and AIDS interventions at the community and workplace. This will be achieved through facilitation of development and delivery of relevant training courses and strengthening the capacity of training institutions (under RATN membership) to deliver quality training programmes.

Good progress made on delivery of training programmes

RATN in collaboration with its MIs has continued to support delivery of training courses to reach more targets through the utilization of relevant cost effective models, approaches and tools to be emulated in the ESA region. In the past year, 53 different training courses were delivered from the regular collaborative courses and the INSTANT programme. Of these, 31 regular collaborative courses were delivered by 18 MIs with 388 participants being trained. A further 22 courses were delivered by 12 MIs under the INSTANT initiative where 1,322 participants were trained. Out of the 388 participants trained under the regular training programme, more females (56%) were trained than males (44%). It is also ��!�� *��*�programme has accounted for a sharp increase in RATN training outputs and outcomes from a projection of 500 alumni to about 1,700 iabout 300 percent growth in RATN alumni per year).

Quality Assurance system for RATN training courses

In January 2011, RATN commissioned consultants from Wits University (RSA) to facilitate the development of a Quality Assurance (QA) System for RATN. The system is expected to ensure that RATN training courses meet quality and relevance standards. The system will include development of tools and processes for compliance and capacity building for MIs falling below the threshold

standards. The QA system will be a critical input into the process of accrediting RATN courses given that it will be easy to approach Universities to accredit RATN courses that meet minimum standards. The QA System will also provide RATN and its MIs with tools for providing regular objective assessment of compliance to set standards for the delivery of RATN training programmes across all MIs. It will also streamline the training programme outcomes through minimizing biases � ��"��!��"��#� ��%��development of the system is expected to be completed by September 2011.

Ensuring RATN courses are current and relevant to emerging issues

To provide relevant and quality training courses, RATN will conduct a gap analysis of three courses that had not been reviewed for a long time. As at the end of March 2011, the training gap analysis for the Behavior Change Communication course was completed and analysis for the Adult Education training of trainers (TOT) course almost concluded. Several issues were noted some of which are the need to realign the course objectives to guide depth and breadth of content to be covered in each of the training modules; the need to update the training content to address emerging issues in BCC and HIV prevention; the need to include variety

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In collaboration with its Member Institutions, RATN has continued to support delivery of training courses to reach more targets.


of participatory teaching methods in all modules to enhance skills development and the need to develop a comprehensive trainers and participant’s guides for harmonization and standardization of the training delivery. The outcomes of the training gap analysis led to the review and re-packaging of the course curricula. Review of the Programme Management and Administration course was deferred to 2011/2012 � � ��%^��"��advanced research health methods delivered by university of Nairobi – CEU Department and the new ISTT course on Nutrition Care and Support for People Living with HIV and AIDS.

Towards efficient training delivery through e-learning

In applying innovative approaches and delivery modalities, RATN piloted a 13 modular course through e-learning which was concluded in June 2010. The @�� !�� Programme Management’ was conducted between March 2009 and June 2010. After the pilot phase of the course, RATN evaluated the course with support from Africa Virtual University, Kenya. The lessons learned from the evaluation report were discussed at MIs workshop conducted in November 2010. The evaluation focused on the rationale and accreditation of the course, course design, development and delivery, the Learning Management System (LMS), Quality assurance, management, administration and sustainability of the programme. Among the notable recommendations of the evaluation, was the need to build the capacity of MIs in the delivery of e-learning courses to have as many MIs

design and run e-learning courses as possible. RATN partnered with the University of Manitoba to deliver a 12-week e-learning course titled “Introduction to Emerging Technologies”, targeting 54 participants from RATN Member Institutions. The course, conducted between February and March 2011, included trainers and IT staff whose knowledge and skills have been enhanced to enable them better understand and appreciate technological tools and modes of delivery available for e-learning. It is hoped that more MIs shall be involved in designing and delivering of e-learning courses.

RATN initiates holistic approach to capacity building

In 2010, RATN strengthened its programming to include holistic approach to capacity building through a pilot project titled: “Comprehensive RBM Capacity Building for HIV AIDS Service Organizations (RECABASO)”. The project aims at building the capacity of AIDS Service Organisations and RATN MIs in a holistic manner - beyond focusing on institutions rather than individuals. As part of the pilot project RATN is targeting organizations implementing HIV programmes in Eastern � �� RBM capacity gaps, and address these gaps through experiential and or participatory initiatives such as experimental learning, internships, on-site mentoring � �� !!�� !�%��#� ��organizations from the capacity building processes will then form online learning communities where they will continue to share experiences on applying


the new knowledge and skills. The project has a potential to institutionalize holistic capacity building approaches within the network and across the HIV sector in the region and can be �!!�� !��"� �� !!��to institutional capacity building.

Strengthening the impact of RATN Alumni

During the year under review, RATN designed a special pilot programme that will involve RATN Alumni registering to offer voluntary services to AIDS service organizations as part of volunteering to build local capacities for effective HIV response. Since inception, RATN has trained over 6,868 alumni in the areas of HIV prevention, Treatment Care and Support, Institutional Development and Impact Mitigation of HIV. RATN shall utilize the 29 MIs to identify and register alumni to volunteer their �]!��%�� #��"� �#� ��organization where they are expected to utilize and apply the new skills and knowledge acquired from the RATN training programmes. The programme is expected not only to ensure that there is continuous engagement between RATN and its Alumni but also to provide an opportunity to directly link RATN training programmes to service delivery.

Accreditation of RATN courses

The need to have RATN collaborative courses accredited is RATN’s critical role in training and capacity building and as a technical resource network becomes more recognized internationally. During the year under review, RATN supported MIs in ensuring that the collaborative courses are accredited through the recognized institutions in the region and beyond, in order to make the courses more credible and marketable to the intended clientele. One of the main avenues for RATN support to MIs has been re-packaging the courses and re-alignment of courses to the set standards to meet an accreditation criteria expected by the institutions.

�� The Medical Laboratory Practitioners Management Course (MPLM), was accredited by the Liverpool School of Tropical Medicine, UK after having been repacked in July 2010 based on the requirements of the accrediting institution. Other courses in the pipeline include Child Counseling and Community Care of HIV all delivered by TASO (U) Ltd. and the Higher Education Department in Kampala. To date, 14 out of 32 RATN collaborative courses have been accredited by several bodies and institutions such as NASCOP Kenya, Universities, Departments of Higher Education and Examination Councils in the region. The accreditation and �� !��]!�� !��"��in expanding training efforts and in acquiring authorization to !��"��!�� training.

In January 2011, RATN commissioned consultants from Wits University (RSA) to facilitate the development of a Quality Assurance (QA) System for RATN. The system is expected to ensure that RATN training courses meet quality and relevance standards.

To provide relevant and quality training courses, RATN will conduct a gap analysis of three courses that had not been reviewed for a long time. As at the end of March 2011, the training gap analysis for the Behavior Change Communication course was completed and analysis for the Adult Education training of trainers (TOT) course almost concluded.

In 2010, RATN strengthened its programming to include holistic approach to capacity building through a pilot project titled: “Comprehensive RBM Capacity Building for HIV AIDS Service Organizations (RECABASO)”.


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into regular RATN training and capacity building courses

An evaluation of the INSTANT Round 1 project in March 2011 showed that the collective achievements of INSTANT projects have been considerable. INSTANT programme shows that it is possible for a regional small-grants initiative to generate substantial capacity-building multiplier effects. INSTANT has also shown that linkages and networking between organizations within the region can greatly strengthen partner organizations and their systems, and improve their programming.

Regional HIV capacity partners summit

During the year under review, RATN organized a successful conference on HIV capacity building as part of advocacy to ensure that HIV capacity building remains high priority on the agenda in the region. The conference was termed as HIV Capacity Partners Summit with the theme “Scaling up effective capacity building innovations for sustainable HIV Response in Eastern and Southern Africa” held in Nairobi in March 2011. The conference provided an opportunity for renewing commitments for effective capacity building in the region. RATN mobilized eleven (11) other organizations in the region that are focused on HIV capacity building to jointly organize the conference. The conference brought together 251 experts on

3The Networking and partnership programme

is expected to contribute towards ensuring that RATN MIs, civil society networks and other partners have the capacity and technical

�� |�� !�� support for developing effective capacity to respond to the HIV and AIDS pandemic in the Eastern and Southern Africa region.

Initiative for strengthening networking and trainingIn September 2009 RATN launched a pilot programme (known as RFP Initiative) to stimulate generation of timely innovative and responsive solutions to HIV capacity gaps in target countries and communities. The programme involves MIs submitting proposals in response to an internal RFP for application of small grants of up to maximum of USD 40,000 on innovative HIV capacity projects aligned to the RATN Strategic Plan. Since programme inception, RATN has implemented 36 small innovative projects through 23 MIs in 11 countries. The RFP programme has since inception accounted for a sharp increase in RATN training outputs and outcomes in the number of alumni from 500 participants to about 1,500 per year (about 300 percent growth in RATN alumni per year).

The implementation of the RFP programme also helped RATN identify and build capacity of MIs in proposal development and results based management. For instance, following the review process of the RFP proposals and subsequent technical support from the RATN Secretariat, the quality of proposals received from MIs and the project implementation and � � ��!�� !��"�� !��"�%

The RFP initiative also contributed to enhanced participation of MIs in the implementation of the Strategic Plan, since successful innovative small projects supported by the RFP initiative are in the process of being adopted RATN will increase the number of Member Institutions through strategic recruitment to

spearhead its values and mandate towards country needs and relevance.


HIV capacity building from 27 countries across the world. Key stakeholders such as USAID, Global Fund and UNAIDS were represented at the Summit and also provided funding support for the Summit. Sida provided the bulk funding support to the summit and this enabled the partners to successfully organize the summit.

The major outcomes of the summit included the joint communiqué which stipulated clear commitments and plan of action for stakeholders and governments toward accelerating and scaling up the HIV capacity building efforts towards achieving the MDGs targets by 2015. In addition, the summit resolved to establish Technical Working Groups which shall spearhead the implementation of the key recommendations from the ��%'��*}�!�� #�!��"�� leadership to the organization of the summit and in building consensus on priorities and action plans for achieving effective HIV capacity building for the region.

Strengthened regional partnerships

During the year under review, RATN strengthened collaboration with regional economic bodies including SADC, UNAIDS, and GLIA. Partnerships with RAANGO, EANNASO and NACCs in the region also continued to grow. For example, the partnership with SADC has resulted in RATN being part of the steering committee for providing oversight in development of the SADC Capacity Building Framework covering the SADC 14 member states. It is worth noting that RATN had capacity to bid for the development of the framework but opted to be part of the steering committee to begin long term collaboration with SADC beyond the development of the framework. RATN therefore expects to build on this relationship to provide further technical support to the implementation of the SADC framework. In addition, the process of organizing the HIV capacity summit also helped to strengthen RATN partnership with other key capacity building stakeholders in the region including FHI, JSI, MSH, AFRICOMNET and NAPSAR.

Increased network membership

In June 2010, seven MIs joined RATN after a comprehensive assessment process. The new MIs, LVCT (Kenya); Gertrude’s (Kenya); CHAZ (Zambia); Zimbabwe Open University (Zimbabwe); Malawi College of Health Sciences (Malawi); IDI (Uganda) and Profemme (Rwanda), have commenced collaborative projects within the network and have already contributed to HIV pediatric capacity building, distance learning, and quality standards to HCT training among other areas.

In the next three years, RATN aim to increase the number of MIs through strategic recruitment. By June 2011, it is expected that at least three new MIs will join the network and by 2014 it is expected that each of the countries in ESA region will have ��"�� =��%�� each country there is a critical mass of RATN MIs to spearhead RATN values and mandate towards country needs and relevance. The recruitment criteria will consider relevance and value-addition to RATN work in the region.


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Knowledge and Information Management 4The Knowledge and Information Management

programme is expected to contribute towards ensuring that HIV and AIDS capacity development knowledge and information

is transferred to support RATN MIs and all strategic partners for reach and relevance in addressing HIV and AIDS prevention, treatment, care and support, and mitigation.

Improving access and sharing of quality HIV information

The improved RATN website has proved to be the link between the secretariat and RATN MIs, RATN ��~�� #� ��%��!��"�information access and sharing. Since August 2010 the ��#��:�:::"��%

RATN’s Training and Information Hub (HIT) on the website has remained a hot spot for visitors since its inauguration in December 2009 due to the demand for information on training. The Hub aims to provide a one stop shop for accessing information on the times and locations of HIV training courses in the region. So far, 105 training courses offered by RATN and MIs have been uploaded. HIT has also included other courses not offered by MIs. HIT addressed a total of 357 queries on training and capacity development during the FY 2010/2011. Discussions with MIs on how to improve HIT has been going on, besides discussions on how to link HIT to the AIDS portal site. Data on HIT usage is periodically collected. During the year under review, HIT attracted 2567 hits, Member Institutions 2308 hits, information about RATN 1554 hits, grants and scholarships 2342 hits, and programme areas 4968 hits.

Besides the RATN website, RATN played a crucial role in the HIV Capacity Building Partners Summit by facilitating the development of the Summit’s website. In line with RATN’s 2009-2014 Strategic Plan of increasing web-based communication, registration for the Summit was strictly through the Summit website. Organisations willing to participate in the Summit were also encouraged to take a survey powered by Survey-Monkey, an online survey and questionnaire tool.

In order to ensure that information sharing was as �� !��#��'��*�� which has been distributed to the MIs and other stakeholders. The e-newsletter was cost effective than the printed version because of savings in time, printing and mailing costs. Whereas the printed version cost RATN

in excess of USD 6000 per issue, the e-newsletter costs less than USD 500 per issue. For easy tracking of the e-newsletters, RATN employed the use of MailChimp, an affordable e-marketing platform which enables one to quickly identify the movement of sent materials.

Growing visibility of RATN work in the region

During the FY 2010/2011, various efforts were made to ensure that RATN activities achieve wider visibility within the region. For example, to market the hub beyond RATN MIs, brochures were developed which were distributed in different meetings. Other brochures which have been developed and distributed include those describing the new initiative RECABASO. A documentary detailing the work of RATN was also developed during the FY 2010/2011. To ensure the visibility of RATN in the various MIs, RATN developed banners depicting the relationship between the secretariat and the MIs. The banners were distributed to the MIs for display. RATN also took advantage of the HIV Summit which attracted over 200 participants to show case its activities and products. In a departure from tradition, the 2011 training prospectus was produced in a soft copy format to reduce printing and postage costs and to ensure that it is widely distributed through email. Courses were also clustered for ease of reference.

Exploring affordable information exchange forums

During the year under review, RATN continued to explore alternatives for virtual conferences to ensure information exchange through affordable channels. Various discussion forums were implemented according to different subject matter areas. Some of the active discussion forums are the e-learning forum which involves e-learning experts from the 29 MIs who are also participants of an e-learning course facilitated by RATN. Other active discussion forums include the media focal forum and the M&E experts’ forum. The forums were initiated following the success of the various workshops held and the need to continue steering discussions beyond the physical meetings. RATN also developed a blog on the HIV capacity forum site. Staff successfully participated in virtual meetings using Skype and most especially during the planning of the HIV Capacity summit that involved ten partners within the region.


Partnering with the media on HIV capacity building

Over the years, RATN has continued to support capacity building of individuals and institutions on HIV and AIDS in the region through Member Institutions (MIs). However, RATN as well as issues on capacity building on HIV and AIDS have been less visible in the media. To reverse this trend, RATN initiated a pilot media focal point project aimed at increasing the visibility of RATN, MIs and issues on HIV capacity building. Journalists were used to collect information on HIV capacity building carried out by RATN MIs and disseminating the same through the media as well as generating success stories. The project targeted six countries - Kenya, Uganda, Rwanda, Zambia, Malawi and Swaziland. In the six months of the project, a surge in Capacity Building stories was recorded with a total of 12 stories carried in Kenya, Uganda, Malawi and Zambia. As part of strengthening the programme based on lessons learnt so far, a workshop was held in January 2011 in Swaziland ��=�� |�� to address some of the challenges experienced during the implementation of the project. The project is expected to be expanded to beyond the pilot six countries in the next � � ��%

RATN’s Training and Information Hub (HIT) on the website has remained a hot spot for visitors since its inauguration in December 2009 due to the demand for information on training. The Hub aims to provide a one stop shop for accessing information on the times and locations of HIV training courses in the region. So far, 105 training courses offered by RATN and MIs have been uploaded.

The Knowledge and Information Management programme ensures that HIV and AIDS capacity development supports RATN MIs in addressing HIV and AIDS programmes.

(© IRIN Photo)


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Research and Monitoring and Evaluation 5stages. The process also involved intense discussions of the Strategic goal and the six strategic objectives ��!��"�� that can provide a more effective basis for the design of the M&E System. Development of this framework is at an advanced stage and is expected to be ready for implementation from June 2011.

In addition, as part of strengthening the M&E capacity of the Secretariat, RATN recruited two M&E experts to lead the implementation of the new RBM process within the network and to effectively support the MIs.

Strengthening the M&E capacity of MIs

RATN commenced the RECABASO project which aims to build the capacity of AIDS Service Organizations (ASOs) in M&E for results-based management. The ASOs include both RATN Member Institutions and non-members. Eight MIs are among the 17 organizations ��#�#� ��!��!��RECABASO project. The pilot phase of the initiative is expected to run up to November 2011.

As part of strengthening the M&E capacity of MIs, RATN secretariat also facilitated a workshop that brought together the M&E focal point persons from MIs aimed to strengthen understanding of results based M&E in relation to the new RATN M&E framework. The participants also provided their inputs on draft results framework and indicators and in the process they

�� !��!��development in their institutions necessary to create the necessary conditions for successful M&E.

�� ~��!�� number of M&E challenges facing the MIs that include lack of follow-up and assessment of whether trainees were applying the skills, limited M&E capacity (and high turnover) to monitor and evaluate effectiveness of training, low response rate from alumni trained, lack of M&E procedures to assess impact of trainings, and limited � � ��!!��=�\��"��among others. Strategies of addressing these M&E capacity needs and gaps have since been built into the new M&E framework which is expected to be launched by July 2011.

The Research and Monitoring and Evaluation programme is expected to contribute to ensuring that HIV training and capacity development programmes in ESA region are evidence-based

� ��|��"�� %�� capturing of lessons learnt through strengthening RATN MIs and other partners’ mechanisms to effectively research for, monitor and evaluate training and capacity development interventions for impact and effectiveness.

Comprehensive Results Based Management M&E

Effective Results Based Management (M&E) aims at ensuring that HIV training and capacity development programmes in ESA region are evidence-based and ��|��"�� %��is through strengthening mechanisms to effectively research for, monitor and evaluate training and capacity development interventions for impact and effectiveness. RATN undertook the development of a comprehensive, RBM-focused Monitoring and Evaluation Framework and System to provide a means of checking, determining and keeping track of progress during the implementation of the remaining part of the Strategic Plan.

To effectively involve key actors/stakeholders in the design of the M&E framework, the process involved engagement of RATN management, technical staff and representatives of Member Institutions at various

The development of M&E framework involved engagement of RATN management, technical staff and representatives of Member Institutions.


ABBA research project

For the last four years, RATN and other ABBA RPC Partners have embarked on research to generate research evidence that can help policy makers address the balance in Burden of HIV and AIDS among vulnerable populations in Africa. The programme that is supported by DFID ends in May 2011. One of its key objectives is to communicate � � ��~�� _�� !��"�HIV and AIDS programming as well as point out possible opportunities for further research.

RATN was charged with the responsibility of looking at Persons with Disabilities and HIV and AIDS and Health Related Quality of Life PLHIV on ART. So far, RATN has conducted seven PWD studies (six in Kenya and one in Ethiopia) and one HRQoL study in Kenya. The � � �� "��Nairobi Annual Collaborative meeting on February 2011. These were (1) Responsiveness of ART to the Needs of Persons with Disabilities in Kenya (2) HIV Policy Advocacy Research for Persons with Disabilities (3) HIV/AIDS and Life Skills Training and Development for Children ��#��%^ ��~�� need for HIV and AIDS interventions for Persons with Disabilities, and that the current HIV policies and programs are not disability inclusive.

Evaluation audit of the RFA programme

�� "�� *��*�!��!�� !�� "��eight round one projects commissioned. This was done to assess ��!�� accountability aspects of the projects that would inform the next rounds of the programme.

The collective achievements of the initiative were considerable and that it was possible for a regional small-grants initiative to generate substantial capacity building multiplier effects. The programme showed that linkages and networking between organizations within the region can greatly strengthen partner organizations and their systems, and ��!��"��!�� %�!��"�� '�� ;��*��*�!�� "�� trained a total of 708 health cadres in various aspects of HIV and AIDS service delivery. In addition, through the RFA process the implementing MIs strengthened their capacity for proposal writing, monitoring and evaluation, networking and stakeholder engagement.

However, the review recommended that future rounds of the INSTANT call for proposals should be based on a well developed ��~�� !�� and that ongoing technical support be availed to MIs that may face implementation and reporting challenges. It was also recommended that in the spirit of regional engagement and networking, joint proposals and organization-to-organization mentoring during implementation be encouraged and that RATN considers developing branding requirements for the INSTANT projects and ensures that these are adhered to in the reporting and all documents produced under �� %�� "�� !��streamline the implementation of the subsequent rounds of the projects (round 2 and 3). It is also expected that project follow up, ongoing technical support and feedback will greatly improve during the phases of RFP implementation.

RATN commenced the RECABASO project which aims to build the capacity of AIDS Service Organizations (ASOs) in M&E for results-based management. The ASOs include both RATN Member Institutions and non-members. Eight MIs are among the 17 organizations that will be beneficiaries of the pilot phase of the RECABASO project. The pilot phase of the initiative is expected to run up to November 2011.

Effective Results Based Management aims at ensuring HIV training and capacity development programmes are evidence based and reflective of emerging trends and lessons learnt.


Research on integration of traditional practitioners in HIV response

RATN in collaboration with HipoAfrica (Uganda) conducted a research study to assess the role of traditional health practitioners and traditional leaders in addressing HIV and AIDS for older persons in four countries namely Ethiopia, Uganda, Zambia, and Zimbabwe. The research that was funded by Sida was commissioned in December 2010 by HelpAge International.

�� !�� seek services from traditional help practitioners and there is a capacity gap in the provision of HIV and AIDS services for older persons by the traditional health practitioners. Other aspects that need strengthening are the collaboration of the traditional health practitioners and the biomedical health practitioners as collaborative efforts can greatly enhance the services provided to older persons.

�� and delivery of relevant training and capacity building interventions aimed at enhancing the role of traditional health practitioners and traditional leaders in HIV response in relation to the delivery of HIV and AIDS services for older persons.

Situation assessment of HIV capacity building in ESA region

As part of its innovative approaches in capacity building, RATN undertook a rapid assessment during the March, 2011 HIV and AIDS Capacity Building Summit in Nairobi. RATN developed a short online survey using Survey Monkey and this formed part of the registration process for the HIV Capacity Summit. In this survey, RATN sought to review what HIV capacity building approaches have worked in ESA, who the recipients of the capacity building efforts were, successes achieved, challenges faced, donor support and evaluation efforts. There were 205 respondents from 35 countries, mostly from ESA, and a few from other regions in Africa, Asia and USA. The respondents represented 183 Capacity Building organizations.

��~�� "�� diverse capacity building initiatives in the ESA region which mostly are not documented or shared; (b) most initiatives used the standard principles of capacity building that focus on training of individuals rather than focusing on organizations; (c) over half of the HIC capacity building initiatives have not been evaluated which is a lost opportunity for learning and; (d) most of the initiatives had little or no donor support

�� "�� the March 2011 Summit and generated substantive discussions, especially on the evaluation gap in capacity building initiatives. RATN hopes that the results of this ��"�� |�� @�!��Building approaches that need to be scaled up and emphasized in future HIV and AIDS programming, as well as guide the HIV and AIDS Capacity Building in the community in identifying important Capacity Building issues to advocate for.

Sixth joint RATN donors monitoring mission

The sixth joint monitoring mission (JMM) was the second conducted under the current strategic plan 2009-2014. The sixth development partners’ joint monitoring mission was conducted by CIDA, Sida and Irish Aid from 28th February to 5th March 2011. The team comprising Diane Briand (CIDA), Caroline Simumba (Sida), Anne Anamela (Irish Aid) and Enock �� '��*�� "��=� � ��=Swaziland, IDM Lesotho and HEARD. The mission found out that RATN enjoys considerable respect and credibility for the support it provides to strengthen the capacity to respond to STI/HIV/AIDS in the Eastern and Southern African region. However, the mission recommended that in order for the network to maintain its reputation and to ensure its relevance, ��"� ��"��#�� '��*��continue working towards improving the quality control of the courses offered; enhance the follow up of alumni; put in place a strong M&E system at the Secretariat; undertake periodical assessment of the MIs; enhance its cooperation with MIs to broaden the Network’s � � �� #�� _��?� ��%The recommendations of the sixth monitoring mission have since informed some of the priority activities in the ��!�� ~!�� ]�� %

The annual joint monitoring mission has continued to be an invaluable resource for RATN to continue being a learning organization and therefore continuously improve its programmes. For example, during the year under review, RATN implemented most of the �� resulted in new initiatives such as the development of RATN QA system; increased investment in building results based M&E and the newly designed, RATN Alumni volunteer programme aimed at ensuring continuous engagement of alumni and directly linking training to service delivery.


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Sustainable and Functional Network 6The Sustainable and Functional Network

programme is expected to contribute towards ensuring that the RATN Secretariat has the requisite organizational capacity and systems

for effective implementation and coordination of RATN work. RATN therefore aims to continue to improve the overall organizational performance and mobilize 100% of the resources required to implement the strategic plan.

Strengthening RATN organizational capacity

During the period under review RATN successfully ��!��"�� !�� at Secretariat level through implementation of the recommendations of the Sida OCA report as well as the recommendations of the Joint Monitoring Missions. Some of the key achievements in this area include: (a) development of detailed resource mobilization strategy which has since helped to begin streamlining of resource mobilization efforts toward sustainability of RATN work in the region; (b) implementation of the change management process which involved staff mix to align to the skills needs for implementing the new strategic plan; (c) introduction of a number of cost- �� "��|�� #�about 50 percent.

Bid for Fanikisha Project (USAID $44m capacity project in Kenya)

In April 2011, RATN partnered with three prime institutions (MSH, Alliance and JSI) to bid for the Fanikisha Project. Although these are only bids which are subject to USAID awards, RATN considers that the request to partner with these three prime organizations underscores the growing strength of RATN as a partner in HIV capacity building in Kenya and in the region. The opportunity to partner with these prime institutions in the bid for the Fanikisha project is exciting in many ways. If successful, the project will not only provide opportunity for RATN to engage with other like-minded institutions to build the capacity of Kenyan CSOs to effectively participate in health care delivery but it is ��'��*��!��!�� bid to access USAID funding. The design of the initiative and the rigorousness of the process are such that RATN ��#�� ]!� � ��#� ��experience resulting in technical and organizational development which is in line with RATNs strategic plan. In addition, RATN as a partner in the Fanikisha project has an opportunity to ensure that the lessons learnt would help inform best practices and approaches to community systems strengthening and health service delivery across the ESA region where CSO capacity to absorb resources, advocate for inclusion in community health delivery strategies and incoherent CSO databases is a common phenomenon.

The sustainable and functional network programme ensures that RATN has the capacity and systems for effective implementation and coordination of RATN work.

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Priority Activities for 2011/2012 7Strategic recruitment of new MIsRATN will in the next three years increase the number of MIs. By June 2011, it is expected that at least three new MIs will join the network. By 2014 it is expected that �� \�� "��"�full MIs and partners. The idea is to ensure that in each country there is a critical mass of RATN MIs to spearhead RATN values and mandate towards country needs and relevance. The recruitment criteria will also continue to take into account relevance and value-add to RATN work in the region.

Strengthening in-country partnerships Towards enhancing relevance to both regional and country needs, RATN will establish a decentralized process with country- focused forums and mechanisms

aimed at facilitating RATN MIs and other key capacity building partners to get together to provide leadership for effective capacity building at country level. These forums are expected to provide an opportunity for RATN and its partners to work closely with the governments and bilateral funding partners at country level.

Institutionalize HIV capacity summit Following the successful HIV capacity in March 2011, RATN will institutionalize and expand the HIV capacity

In FY 2011/2012, RATN will consolidate the gains achieved through the successful initiatives implemented in the year under review. RATN will also implement a number of key strategic

interventions including:

Synchronized e-learningBeginning June 2011, RATN will embark on an expanded and integrated e-learning pilot programme. The programme is expected to involve the clustering of RATN short courses into modules for diploma and degree programmes on several HIV thematic areas. This means each MI is expected to contribute modules from its short courses into the centralized learning management system managed by RATN Secretariat. The diplomas and degrees are expected to be accredited by recognized universities with which RATN will establish partnership for the programme.

Development of new training Courses RATN plans to draw from the successful RFP innovative projects to create new courses on HIV and other diseases such as malaria and TB. This initiative will ensure that the innovative RFP projects translate into long term regular RATN collaborative training programmes. New courses are also expected to be conceived from results from the continuous Rapid TNA and RTMES processes.

Technical assistance programmeRATN plans to develop a Technical Assistance programme targeting CSOs. This is based on the evidence that most CSOs implementing HIV programmes fail to access high level TA from such initiatives as UNAIDS TSF and other consultancies which are not only expensive but also less familiar with the realities and context of the work of CSOs. The RATN programme is expected to focus on creating a critical mass of experts that can be accessed from RATN MIs at country and regional level. The programme is also expected to integrate TA as a capacity building process beyond just short-term training courses.

New courses on HIV and other diseases will be created to ensure that innovative RFP projects translate into long term regular training programmes.


partners’ summit to ensure that it is an annual regional event organized in partnership with key capacity building stakeholders in the region and beyond. In the short term, as follow-up to the summit outcomes, RATN coordinates and facilitates the �"��!�� ~� ��!�� measuring capacity building (b) coordination and management of capacity building (c) community systems strengthening and (d) capacity building tools and frameworks. RATN expects that the process of facilitating development of these TWGs will be a great opportunity to streamline best practices and standards for HIV capacity building in the region.

Expand INSTANT RFA programme RATN will strengthen and expand the INSTANT RFA programme considering success and positive impact the programme has achieved since inception. The RFP programme implementation process is also expected to provide greater opportunity for strengthening the capacity of RATN MIs in the areas of proposal writing, project design, and results - based management of HIV capacity building interventions in the region as well as forge partnerships for peer to peer monitoring and mentoring.

Utilization of IT for an efficient network RATN will systematically integrate the use of technology in order to reduce costs of communication and meetings across the network. This will include strengthening IT capacity across RATN MIs and exploring partnerships with the IT private industry players drawing from the comparative advantage of RATN as a network of institutions and therefore providing potential for a wide market for relevant IT products.

Expand RECABASO The RECABASO project has successfully completed Phase 1 which indicates the potential of the project to systematically build sustainable RBM capacity for CSOs in the region. Phase 1 of the RECABASO project involved identifying RBM needs across diverse CSOs in the region as well as building a database of RBM experts who will transform into a critical mass for continuous technical support and mentoring to CSOs in the region. RATN !�� #��#� �� _�� next three years. RATN also plans to advocate for wider adoption of the RECABASO capacity building approach which is expected to be cost-effective in building capacity of organizations rather than only individuals in the region.

As a learning organization, RATN will continue to review the planned interventions and use the lessons learnt in the implementation process to ensure that RATN programmes remain relevant and responsive to emerging trends in the region.

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Development of New Training CoursesTechnical Assistance Programme

Strategic Recruitment of New MIs

Strengthening in-country partnerships

Institutionalize HIV capacity summit

Expand INSTANT RFA programme

Utilization of IT for an efficient network

Expand RECABASO

RATN Priority Activities

Review of interventions and lessons learnt are constantly done to ensure the programmes remain relevant and responsive to emerging trends in the region.

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and constraints of women and men. This information will then feed into the program on a continual basis ��!��"��!�� ]��_�� '��*!��%�� =�\framework will be completed and rolled out in the next � � ��%

Gender - related training courses RATN developed the GASD toolkit in 2008 with a view to help MIs mainstream gender antiretroviral therapy, stigma, discrimination and human rights in RATN training courses. Under the INSTANT project, gender equality has been emphasized whereby MIs are required to address gender dynamics that affect HIV and AIDS programming to ensure that activities are designed in a way that promotes equal access for men and women to information and services.The applications are evaluated to see how gender dynamics affect HIV/AIDS programming among target groups and that activities are designed in a way that promotes equal access for men and women to information and services.

RATN recognizes the importance of gender issues to both the analysis and response to HIV and AIDS. As such, as indicated in RATN’s 2009-2014 Strategic Plan, RATN will develop a gender

policy to ensure that gender concerns are integrated into the design, implementation, monitoring and evaluation of operations, policies, plans, programmes, activities and projects at all levels. This will include, , integrating gender throughout RATN Strategic Plan and subsequent operational work plans, incorporating gender-responsive indicators in the M&E Framework and continuing to offer gender-related courses.

Development and use of gender-sensitive indicatorsRATN undertook the development of a comprehensive results-based M&E framework. The framework will include a mix of input indicators that reveal the extent to which an activity has addressed the different needs

Gender Disaggregation of RATN CoursesTraining enrolment trends by gender for the different courses in the year 2010/2011 show that out of the 388 participants trained under the regular training programme, more females (56%) were trained than males (44%). All except courses under the category of clinical management attracted more female than male. The clinical management course attracted more males (88%) than females.


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'�|�� 9diversity of network members while at the same time �� of the network. During the year under review, the RFA Instant Programme was an initiative that directly �!�� _�� !��|�]�#��!��meets diversity of network members. Under the RFA programme, network members develop proposals for �� !� ��!��!��!�based on their comparative advantages, which not only ensures the network member is relevant to RATN mandate but also that the projects are relevant to the mission of the network member.

Networking and partnership pays-off The process for organizing the HIV capacity summit provided us great lessons on the importance of networking and partnerships. In June 2010, RATN �� _�� !��building conference in Kigali Rwanda which attracted about 120 people. Comparing the June 2009 conference to the March 2011 HIV capacity summit, there is a clear difference due to the fact that for the 2011 summit, RATN worked with other 11 organizations to plan and resources mobilize for the conference. This is unlike in June 2009 when the conference was organized with internal resources only. The joint organizing committees approach not only brought the diversity and immense experience into the planning process but also created an ideal platform for key stakeholders in HIV capacity building to easily reach a consensus on priorities and

Measuring impact for a regional networkThe challenge of measuring impact and results for regional and network based organization is mainly due to two factors. First, network-based on organizations, as the name suggests, are made up of independent �� _�� #�� #��!��agenda of common interest. In the case of RATN, members are bound by ensuring that there are quality HIV training and capacity building programmes in the region. The critical factor relates to measuring the attribution and cumulative effect of the work of RATN as a network of several organizations working in multiple countries. Considering that the nature of RATN as network-based organization, it is imperative that the M&E system is responsive to such unique challenge of measuring impact and results. In response to this, RATN embarked on the process of developing a revised M&E system that is responsive to the challenge of measuring impact and results for programmes that are both regional and involve multiple partners at country level.

Creation of value addition is critical for a network-based organization One of the most important lessons for ensuring the growth and sustainability of a network-based organization is ensuring that members of the network see value for being part of network. RATN has derived its strength from continuously designing programmes that respond to relevant questions that �� ~%��]��!��=��encouraged to periodically ask what value RATN is adding to their work. To what extent are the values and mandate of RATN adding value to the vision and mission of the member institution? Given various MIs with varying missions and visions, how should RATN as a network position its programmes to continuously be in tune with the expectations of the MIs?

To effectively respond to these important questions, ��'��*�� !�� expectations of network members not only to ensure that programmes are responsive to needs of members but also to promote the sense of ownership and members to directly relate to the implementation of the network programmes. Secondly, it is critical to ensure that the programmes implemented through the ��~��#��|�]�#��

The process of organising the HIV Capacity Summit provided great lessons on the importance of networking and partnetrships.


joint plan of actions for addressing gaps in capacity building efforts for achieving the MDGs by 2015. At the end of the summit it was evident that what was achieved could not have been possible if each organization was to single handedly organize such a regional conference despite the price of networking increasing due to need for consensus building on key issues.

Planning for efficiency is important for networks RATN experienced growth in programme activities due to several new projects that were launched in the year. RATN Secretariat is only playing a facilitating role in implementation of the Strategic Plan for which the MIs are implementers of the programmes. Thus, when programmes involve multiple partners across different countries, it is important to consciously plan for �� !�� !��implementing regional or multi-country programmes can overrun ��#� ��%��]��!��!�� '��*��"�involved convening MIs for consensus building on important projects such development of the M&E system and good governance. These processes can be costly in terms of travel and accommodation. To meet the challenge of increasing costs RATN adopted the strategy for combining meetings that can be done back to back and therefore save on recurrent costs. Some good examples include the general council meetings held back to back with the Good Governance Training Workshop for RATN MIs in Harare in June 2010; and the RATN board meetings in March 2011 that were held back to back with HIV capacity summit in Nairobi.

Importance of change management During the year under review RATN experienced a number of changes which provided a number of important lessons for the ��%��'��*�� *��#�� ~to Navigators Building in Nairobi in June 2010. This is a second ��'��*�� !�� ;��%�� +::�� '��*�� !�� "��*��#��!��#�� *?^�� *��#�� ~%�� in 2010 was well managed through planning which helped us to ��"�� ~�� !��!�� |�� !�� !� ��!�� %

Defining the optimal size of a network amidst growing demand

During the year under review RATN experienced growth in number of institutions expressing interest to join the network. The RATN constitution provides criteria for recruiting new member institutions which include good governance, which has potential for creating impact and added value in RATN mandate and mission on HIV capacity building. Nevertheless, the constitution does not state the minimum or maximum number of MIs that should constitute Regional AIDS Training Network. Thus, with increasing number of MIs expressing interest to join the network it would be prudent to establish clearer formulae for expansion particularly for more institutions joining the network and the resources required to maintain a growing network, while ensuring that the network continue to add value to its members.

Measuring impact for a regional network.

Creation of value addition is critical for a network-based organization.

Networking and partnership pays-off.

Planning for efficiency is important for networks.

Importance of change management.

Defining the optimal size of a network amidst growing demand.

Reflections & Lessons

Member Institutions are involved in consensus building on important projects such as in the development of M&E systems and good governance.


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10Financial Performance

The Financial year ended March 2011 is the second year of the Strategic plan 2009-2014. This has been a good year for RATN and it shows a continuing trend of improved

performance. The main donors of RATN were CIDA, SIDA and Irish AID, who contributed 93% of the income for the year.

�� #�USD 141,871 from USD 2,758,246 in FY 2010 to USD

2,616,375 in FY 2011 representing a 6% drop, there was an increase in other income by USD 40,036 from USD 150,536 in FY 2010 to USD 190,572 in FY 2011 representing a 27% increase in RATNs contribution toward the strategic plan. There was an increase in the proportion of other income sources from USD 150,536 to USD 190,572 representing 6% increase of other total income compared to the previous year and therefore accounting for 7% of total income this year.


In terms of expenditure by programme area, the RFA programme was the highest at US$787,193 representing 27% of the budget while the second highest was Training and Capacity development which spent US$715,706 representing 25% of the budget.

��]!� �� also increased with the administrative expenditure reducing to 21% of the total expenditure from 24% in the previous year thus putting more funds into creating impact through program work.

As part of our continued commitment to transparency and accountability, we had two audit exercises during �� "��%��phase of the RFA Instant initiative conducted by Messrs PKF East Africa and the second was the annual external audit of RATN conducted by Messrs Wachira Irungu & ��%�� !� �� '��*.

The budget of RATN increased by USD 727,123 from USD 2,972,317 in FY 2010 to USD 3,699,440 in FY 2011 representing a 25% increase from FY 2009/10 to FY 2010/11.

Actual expenditure increased by USD 880,806 from USD 2,051,907 in FY 2010 to USD 2,932,713 in FY 2011 representing a 43% increase in the number of activities that RATN has implemented in the just ended � � ��%��!�� RATN increasing the amount of funds transferred to MIs given that they are the implementers of the Strategic Plan while the Secretariat focuses on facilitating and coordinating the process including tracking results and reporting. For example, during the year under review a total of about US$1.2million was transferred directly to RATN member institutions under the RFA programme and as part of sponsorship for RATN collaborative courses compared to an average of US$600,000 in the previous years.


REPORT OF THE INDEPENDENT AUDITOR TO THE MEMBERS OF REGIONAL AIDS TRAINING NETWORK FOR THE YEAR ENDED 31ST MARCH, 2011

��"�� '�� *��~�� !��+��+��comprise the balance sheet as at 31st March 2011, the income statement, the statement of changes in capital �� |�� !�� explanatory notes.

BOARD MEMBERS’ RESPONSIBILITY FOR THE FINANCIAL STATEMENTS��=��#��!� ��#��!��!�� !�� accordance with International Financial Reporting Standards. This responsibility includes designing, implementing � �� "� ��!��!�� !�� from material misstatement, whether due to fraud or error, selecting and applying appropriate accounting policies and making accounting estimates that are reasonable in the circumstances. They are also required to ensure that the organisation maintains proper books of account which are in agreement with the balance sheet and income

statement.

AUDITOR’S RESPONSIBILITY^��!� ��#��]!�� !� � ��!� �� #�� %

We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the � � �� %

OPINION� ��!� �� !� �� "�� "�� ;��=��+:;;� �� |�� in accordance with International Financial Reporting Standards and the Non-Governmental Organisations Coordination Act.

Certified Public Accountants

P.O. Box 46671 - 00100

NAIROBI

DATE: 1st June 2011


REGIONAL AIDS TRAINING NETWORK STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 31ST MARCH, 2011

Note 2011 2010US$ US$

Income

Grants opening balance 1,178,279

Grants received during the year 2 2,425,803 2,607,710

Other income 3 190,572 150,536

Total income 3,794,654 2,758,246

Operating expenditure

Network development 4 275,238 332,588

Training capacity development 5 715,706 892,163

knowledge & Information management 6 214,703 172,034

Research, monitoring and evaluation 7 199,466 147,349

Special Projects 8 916,068 -

Secretariat administration costs 9 531,775 460,015

Total operating expenditure 2,852,955 2,004,149

Operating surplus 941,699 754,097

Other expenses 10 79,758 47,758

Net Surplus for the year 861,941 706,340


REGIONAL AIDS TRAINING NETWORK STATEMENT OF FINANCIAL POSITION FOR THE YEAR ENDED 31ST MARCH, 2011

ASSETS

2011 2010Note US$ US$

NON-CURRENT ASSETSProperty and equipment 1(b)& 11 113,947 123,315Intangible assets 12 - 6,997

113,947 130,312CURRENT ASSETSReceivables from donors 13 56,512 -Trade and other receivables 14 17,955 62,338Cash and cash equivalents 15 1,328,517 1,267,083

1,402,984 1,329,421

TOTAL ASSETS 1,516,931 1,459,733

FUNDS AND LIABILITIESCAPITAL FUNDSCapital fund 16 113,947 130,312Operating fund 17 954,826 1,282,052

1,068,773 1,412,364CURRENT LIABILITIESTrade and other payables 19 448,158 47,369

448,158 47,369TOTAL FUNDS AND LIABILITIES 1,516,931 1,459,733

�� !��+��+��!!��"�#��

on 31st May 2011 and signed on its behalf by:

………………………………… …………………………………

CHAIRMAN BOARD MEMBER


Ann

exes

11Annexes

RATN GOVERNANCE STRUCTURE

Associate Members(Non-Voting

RATN Trustees (5 Members)

Full MembersGeneral council

(Voting)

Honorary Members(Non-Voting)

2 Board Sub-Committees

(Programme & Finance)

Executive Director(RATN Secretariat)

Partners’ Consultative

meeting

RATN Board (10 Members)


RATN SECRETARIAT ORGANOGRAM

Executive Director

Administrative/HR/

Executive Assistant

Administrative

AssistantAssistant

Finance

Manager

Accounts

Clerk

Research

and M&E

Manager

Training &

Capacity Devpt.

Coordinator

Advocacy/

Network

Assistant

(Level 3)

Programme Officer

(Knowledge Mgt)

IT Specialist

Office

Assistant

Drivers X2

Finance Manager

(Level 2)

Programme

Manager

(Level 2)

Training and

Capacity

Development

Manager (Level 2)

Advocacy,

Partnership &

Networking

Manager (Level 2)

Knowledge and

Information Manager

(Level 2)


RATN Member Institutions

For more information contact:

The Executive Director, Regional AIDS Training Network,The Navigators Building, 3rd Floor, Kindaruma Rd, Off Ngong Road,

P.O. Box 16035, 00100 GPO, Nairobi, KenyaTel: +254 20 3871016, 3872201, 3872129, 3872235

Mobile (Office): +254 734 999975, 724 255849Fax: 254 20 3872270 Email: [email protected]

www.ratn.org

Documents

RATN Annual Report- FY 2010-2011