HEALTH HOTLINE STRATEGIC PLAN AUGUST 2011 JULY 2016

Transcription

1 HEALTH HOTLINE STRATEGIC PLAN AUGUST 2011 JULY Hotline strategic plan August 2011 July 2016

2 TABLE OF CONTENTS 1 TABLE OF CONTENTS... ERROR! BOOKMARK NOT DEFINED. 2 FORWARD CDFU EXECUTIVE SUMMARY ACRONYMS METHODOLOGY Approach to development of strategy Communication of strategy Strategy logic INTRODUCTION Hotline background Rational for health issues covered REVIEW OF THE CURRENT SITUATION Strengths Weaknesses Opportunities Threats Example quotes from interview participants VISION, MISSION AND VALUES Hotline Vision Statement Vision description What does good look like in 5 years time? Hotline Mission Statement Hotline core values STRATEGIC OBJECTIVES, RESULT AREAS AND ACTIVITIES Hotline Strategic Objectives SO.1 Financial sustainability SO.2 Hotline service delivery SO.3 Partnerships and referrals OTHER STRATEGIC COMPONENTS Governance Monitoring and evaluation Marketing Hotline strategic plan August 2011 July 2016

3 11 APPENDICES Appendix 1 As Is review Appendix 2 Interview template used Appendix 3 Summary interview findings Appendix 4 Example interview quotes Appendix 5 Possible synergies and partnerships Appendix 6 Joining instructions for design workshop Appendix 7 List of attendees to design workshop Appendix 8 Bringing Being into Businesses & Net 4 Hope Hotline strategic plan August 2011 July 2016

4 1 FORWARD CDFU Since the inception of the health hotline in Sept 2009, our counselors have made a significant impact within Uganda and supported over 60,000 callers. The Hotline is the first of its kind in the country and its rapid success strengthens our belief that it will continue to play an important role as a public service. The Hotline has a solid foundation in place. The quality of staff, operational processes, organizational structures and technology infrastructure already developed provide a strong platform to build on. However with the overwhelming demand for services we now need to think and plan strategically. As the growing need for information increase in Uganda, the Hotline will need to expand its services to meet those demands. This five year strategy will help guide our team of dedicated professionals to address expansion issues without losing the integrity of service. Recent technology innovations bring us unique opportunities around how we might use the Hotline to disseminate information. Being bold and creative in applying these new applications will be a critical part of the strategy towards meeting the growing demands. This is a new era. The old way of thinking of Hotline services are becoming inadequate, and for the first time the Hotline can set the stage for new creative services, becoming a leader for others to follow. Many professionals and leaders in the field of health have contributed their insights and wisdom into this five years strategic plan. Through interviews, observations and an intensive two day design workshop with dedicated community health leaders, this document was written. It is intended to be a guide for the Hotline towards its aim of providing information, counseling and referral services to those who are in need. To this, the staff of CDFU will dedicate its efforts and resources to keep its vision alive and make it possible for all of Uganda to benefit from. This document is flexible, and is indicative of an ongoing process rather than a one off document. Over the period of the strategy we will be periodically reviewing our progress towards the goals and objectives that we have set ourselves, and continuously adapt our activities to suit the external environment and our internal capacity. It is our hope, that with hard work and perseverance the Hotline will not only survive, but thrive as the best in Africa. We enthusiastically welcome you, the reader to join in this journey with us. Kampala 1 st August 2011 Signed Anne Gamurorwa Executive Director Signed Faith Nassozi Kyateka Hotline coordinator 4 Hotline strategic plan August 2011 July 2016

5 2 EXECUTIVE SUMMARY The Hotline was set up in September 2009, with the objective of providing counseling, information and referral services to the public with health concerns. The service has grown to attract over 65,000 callers, with counselors trained to address issues in HIV/AIDS, maternal health, alcohol addiction and gender base violence. The Hotline currently operates from 08.30am 5.00p, Monday through Friday with 7 full time counselors and a pool of 10 volunteers. The Hotline had a toll free number in use and despite limited marketing activities, demand was overwhelming. There is now a clear need to structure activities, ensure sustainability and expand its services. This strategic plan is a culmination of 4 months work, with 35 face to face interviews, 52 participants attending a 2 day design workshop and a comprehensive AS IS assessment of Hotline operations. Within 5 years, the vision of the Hotline is that it is will answer 40,000 calls a month, providing quality service to end users. Hotline counselor services will be supplemented by an informative web site, and SMS information services. The Hotline will be fully sustainable and operate 18 hours, 7 day a week (including holidays). Health issues addressed will be expanded, public trust and recognition of the Hotline brand will be high and its services will be affordable and accessible to the most affected. The Hotline will be a model of transparency and accountability, with a strong management and governance system in place. The efficacy of the Hotline will be evidentially demonstrated and it will be a cost effective service. Underpinning this vision, the Hotline will operate against 7 core values: 1) Confidentiality, 2) Non judgmental attitude, 3) Consistency, 4) Integrity, 5) Compassion, 6) Professionalism and 7) Equality. The Strategic Objectives of the Hotline are: 1 Financial Sustainability Ensure that the Hotline is robustly funded and that it becomes a feature of health service provision in Uganda over the long haul o It is essential that the Hotline mobilizes resources to sustain Hotline operations with partnerships and stakeholders through Income generating ideas, cost sharing arrangements, joint applications for funding with partners, sponsorships and a focus on value for money will be critical. 2 Hotline service delivery Deliver high quality, comprehensive health information, counseling, and referral services via the Hotline, for people in Uganda o The Hotline will focus on quality recruitment, training, service level measurement and measures that ensure staff satisfaction and retention. Technology will also be appropriately deployed to expand service levels and accessibility. 3 Partnerships & referrals Establish and strengthen collaboration with service providers, the government and partners to increase their level of participation in providing Hotline services o The Hotline will continue to involve partners at all stages of the decision making process; implement Hotline activities in close co ordination with a network of affiliated organizations. The hotline will align closely with governmental policies and programs and will be chaired by MOH. Steps will also be taken to ensure that there is a robust referral network and system in place Overall the strategy charts out a challenging and inspiring future with a framework structure around how the vision may be achieved. It is envisaged that with the successful implementation of the strategy, will have significant benefits to the Health of the people of Uganda. 5 Hotline strategic plan August 2011 July 2016

6 3 ACRONYMS AIDS CDFU GBV DfID HCP HIV ICT MoH MoGLSD MoU MSU PACE RHU SHU SO TASO UAC UCA UCC UHMG USAID Y.E.A.H Acquired Immune Deficiency Communication for Development Foundation Uganda Gender Based Violence Department for International Trade & Development (UK) Health Communication Partnership Human Immune deficiency virus Information, communication and telecoms Ministry of Health (Uganda) Ministry of Gender labour and Social Development (Uganda) Memorandum of Understanding Marie Stopes Uganda Program for Accessible Health, Communication and Education Reproductive Health Uganda Sexual Reproductive Health Strategic Objectives The Aids Support Organisation Uganda Aids Commission Uganda counsellors Association Uganda Communications Commission Uganda Health Marketing Group United States Agency for International Development Young Empowered and Healthy 6 Hotline strategic plan August 2011 July 2016

7 4 METHODOLOGY 4.1 Approach to development of strategy Recognizing that one of the critical success factors to the expansion of the Hotline is leveraging partnerships and engaging stakeholders, the approach to the development of this strategic plan was designed to gain maximum buy in. A four phased approach was adopted over a 4 month period. In total over 100 people across a range of organizations (including PACE, STRIDES, MOH, MSU, USAID, UAC, MOGLSD and DFID) were involved in the shaping of the thinking. This included 35 one to one interviews with key stakeholders, probing for what the key elements of the strategy should be. We reviewed case studies from 4 other hotlines; conducted a detailed observational study on current operations (including looking at people, process, organizational and technical efficiency) and developed a highly collaborative process for the design event. The final showcase event included an opportunity for us to firm up partnership relationships and ensure that the implementation of the Hotline begins with momentum. 4.2 Communication of strategy One of the purposes of this strategy is to be a communication tool, summarizing the contextual development of the Hotline. To maximize coverage and also target relevant audiences, the strategy will be disseminated as follows: 7 Hotline strategic plan August 2011 July 2016

8 4.3 Strategy logic Every member of the Advisory Group, HCP and CDFU management will receive a full copy of the strategy Each participant in the interview process will receive the a copy of the strategy without the appendix and be guided to a link of the full strategy on the CDFU website Each participant of the design workshop process will receive a copy of the strategy without the appendix and be guided to a link of the full strategy on the CDFU website Each participant of the showcase will receive a copy of the strategy without the appendix and be guided to a link of the full strategy on the CDFU website Each permanent member of staff of the Hotline will receive a full copy of the strategy The mission, vision and strategic objectives will be printed, laminated and posted on the walls of the Hotline room All new joiners to the Hotline will be inducted via a review of the strategic plan. The diagram below outlines the framework around which Hotline activities will be guided, and the Hotline strategic plan is structured. The strategic plan should be read alongside the annual work plan and budget which will be developed as a separate document. 8 Hotline strategic plan August 2011 July 2016

9 5 INTRODUCTION 5.1 Hotline background The Hotline was set up by Communication for Development Foundation Uganda (CDFU) with funding from USAID through Health Communication Partnership (HCP) which also provided technical support. STRIDES provides additional funds for counselor s salaries. The collaborative partnerships have been able to achieve mutual objectives of reaching the public with health concerns. These concerns are uniquely delivered through telephone counseling, shared information and referrals on HIV/AIDS, maternal health, alcohol issues and gender base violence. At the time of writing the strategy, the Hotline operates from 08.30am 5.00p, Monday through Friday with 7 full time counselors and a pool of 10 volunteers managing incoming calls. The counselors are able to dialog in seven major languages. The Hotline has a toll free number in use, and continues to provide a free service. However, from May 2011 it introduced a paid for line to help offset expenses. There has been limited marketing and promotion for the Hotline. In spite of limited exposure the demand has been overwhelming. This is an indicator for the need to expand services. The majority of marketing has been through mass media. Rock Point 256 radio, a serial drama, Go together know together couple HIV counseling and testing campaign, Y.E.A.H True Manhood alcohol campaign and PACE family planning campaign. 5.2 Rational for health issues covered Uganda has an overwhelming gap between demand and availability of health services. The Hotline currently provides information and counseling in five major areas: 1. HIV / AIDS The AIDS epidemic is one of the worst in East Africa. The prevalence of HIV/AIDS is 6.4% amongst adults (15 49), higher in urban areas than rural. New infections of HIV are on the rise which is attributed to multiple sexual partnerships and people not knowing their (or their partners) HIV status. There is also a trend of increased HIV infection among married couples which has not been addressed (Uganda HIV and AIDS Sero Behavioural Survey 2009). Perceptions of AIDS have changed from a death sentence to treatable disease leading to complacency. These trends are alarming and indicative of the need for more effective forms of communication and interventions to address these issues. 2. Family planning Family planning is another concern which Uganda has to face. The total fertility rate of 6.9% is one of highest in the world. Consequently, Uganda has one of fastest growing populations in the world. It contributes to environmental and financial stress, abandonment of women and children from fathers unable to provide for them, poor health of children and women, and over population of society.. 3. Alcohol abuse Alcohol abuse and dependency in Uganda is an unspoken social problem. Uganda is ranked number one in the world in per capita consumption of alcohol out of 189 countries (WHO, 2004). There is a strong link between high risk behavior towards HIV infection and alcohol use (Rakai Study between ). Alcohol contributes to criminal activity, homicide, suicide, divorce, loss of employment, medical problems, vehicle accidents, and risky sexual behavior. 9 Hotline strategic plan August 2011 July 2016

10 4. Gender base violence Gender base violence is another silent issue that is often overlooked. Six in ten women have experienced physical violence at least once since 15 years old (2006 UDHS). Most women are abused by partners, husbands or former partners. The current social services to protect the vulnerable are largely underutilized or inadequate to make any significant impact. Many people in Uganda feel domestic violence is a private matter, not to be reported (CEDOVIP) therefore very few seek help, or expose it. The Domestic Violence Act of 2010 is not widely known or understood. Women are unaware of protective laws and systems and therefore continue to stay in abusive relationships perpetuating the violent cycle within families to be repeated by the next generation. 5. Maternal health Uganda has a high maternal mortality ratio, typical of many countries in sub Saharan Africa, with an estimated 505 maternal deaths per live births. According to the Demographic Health Surveys of , 1995 and [1,2,3], Maternal mortality rate remains high at 510 maternal deaths per 100,000 live births despite the different interventions. 14 women die every day during childbirth, 1 in 8 women have a lifetime risk of dying from pregnancy complications. 42% of women who claim to have pregnancy or delivery complications do not seek medical care. In Uganda today, more than 41% of mothers attend one ANC visits with a major intention of securing a card that is necessary if one has to deliver in a hospital setting. Therefore, as the challenges in maternal health mature, there is an urgent need to seek for solutions that are spearheaded by mothers. Mothers also need to know how to protect their own health and the importance of not putting their children health at risk through their own behaviors. 10 Hotline strategic plan August 2011 July 2016

11 6 REVIEW OF THE CURRENT SITUATION A clear understanding of where we are right now supports us to identify lessons learnt and critical success factors in the development of the strategy. In the below, we use a SWOT analysis structure to summaries the findings from our current state review. These were the key ingredients that were used in the development of the strategic objectives. The results of the SWOT analysis were gathered from the outputs of the face to face interviews, as well as the observation of the way that the hotline currently operates. This process helped us develop a comprehensive and realistic strategy which builds on the blocks of work already done. The SWOT analysis identified: 1. The current strengths and advantages that the Hotline has which we want to keep and build on 2. The internal weaknesses of the Hotline, being the areas that need to be improved upon 3. The opportunities available are the aspects that the Hotline can capitalize on in order to better its services and efficacy 4. The threats are those areas that we need to proactively mitigate 6.1 Strengths Despite the fact that there has been limited marketing of Hotline services, there has been a very high demand for the services. For example, in September 2010, the Hotline received a total of 40,000 calls but answered only 6,000 calls. This is an indication of strong interest from the community for the Hotline to expand. The response and feedback from callers has been overwhelmingly positive with many callers calling back or even encouraging other people to call in. This is indicative of the value of the services provided by the Hotline. The Hotline has an operational infrastructure that is intact and running. Within a short amount of time the project has been able to recruit and train counselors, implement the necessary software and technology, develop a training manual, develop processes and provide supervision support to its counselors. This provides a solid platform to build upon. The Hotline delivers a number of synergistic benefits, these include: o Encouraging health seeking behavior within the community o Providing instant one to one intervention with callers, where a number of issues are handled in addition to counseling and referrals. o Provision of an opportunity for confidential conversations and counseling as people get to maintain their anonymity. o Easy accessibility as it has nationwide coverage o Excellent source of health information o o Being a good potential referral source Allows for speedy reporting of cases this could be especially valuable for instances of violence and child abuse The stakeholder engagements efforts of the team have yielded strong levels of good will amongst potential partners and organizations. There are a number of avenues for funding and partnerships that are available for the Hotline to tap into. It is important that we consolidate and co ordinate activities of our partners so that we can leverage the services that we offer to maximum effect. 11 Hotline strategic plan August 2011 July 2016

12 6.2 Weaknesses The Hotline is currently almost fully dependant on donor funding which is due to ending June It is critical that a clear sustainability strategy is implemented so that the Hotline services remain in operation over the long haul. Whilst the Hotline infrastructure in place is fit for its purpose (in terms of technology, processes, office space, staff etc ) there is a limited capacity to expand significantly at the moment. Supply side constraints exist for the Hotline to be able to cope with any significant increase in the number of calls. Indeed there have been some particular months where people ringing into the Hotline were not responded to and any expansion effort needs to be carefully phased to ensure that quality of customer service levels remain. The current opening times for the Hotline do not provide the best possible service to the community. Demand exists for a 24 hour Hotline and yet the Hotline is only available for 8 hours a day on week days. The challenge will be to phase any extension of hours such that we have the capacity to deliver on the predicted increase in demand. The Hotline currently lacks a clear approach and system to capture information from the community and customers to demonstrate outcomes and efficacy. It is important that the value hotline is captured, documented and used to support the expansion of the Hotline. There is a need to improve the follow up process. There is currently no easy way to determine caller compliance to the information that they have been given. The Hotline has not clearly defined its target audience in form of age group, gender, region and socio economic standing. It is important to not become a service that seeks to provide all things to all people. It is important that the Hotline focuses and targets its limited resources so that it doesn t exceed its operational capacity to deliver. Whilst this point may be viewed as both strength and a weakness depending on your perspective, the Hotline has an unusually large number of health issues that it covers in its scope. The vast majority of other hotlines studied are single issue and whilst the areas covered do complimentary each other, it is important that the Hotline phases its expansion gradually, such that it is able to maintain a high level of service delivery at all times. 6.3 Opportunities The opportunity for expansion is real and if a national campaign is launched and hours of operation are expanded, we predict a rapid increase in the demand for the services. There is a possibility of the Hotline becoming a central hub and a vital component of health service provision to the country. It can become a centrifugal force in maintaining referral sources. This can happen if Hotline is not viewed as a single agency running a program. It should be viewed as a national program where all health care organizations might benefit from. Its existence is in the best interest of all. Advancement in technology provides the Hotline with the opportunity to provide multiple services such as mobile SMS updates, web based information provision and online counseling which if deployed will help to increase our capacity to serve as well as our coverage. If the data that we collate is effectively managed, the Hotline could become an excellent source of valuable information for the country. It could be used in the development of policy at national level and become a central repository of relevant data. With over 70% of callers being male, this provides a unique opportunity to target services and activities towards issues that are particularly relevant to this segment of the society. 12 Hotline strategic plan August 2011 July 2016

13 6.4 Threats Hotline activities and strategies need to be firmly aligned and integrated with government and national guidelines and frameworks. If they are not the Hotline runs the risk of competing with or duplicating the work of national initiatives. It is also critical to have the government as a strong partner to ensure long term sustainability and also to support the referral process. There are a number of potential and new hotlines being set up, and it is important to ensure that the way that we develop is synergistic to what others are doing. An increase in demand for the services as a result of a national campaign or an increase in the working hours, could lead to overwhelming the staff and infrastructure available. Staff burn out, dropped or unanswered calls or low quality of service will all hinder the long term growth prospects of the Hotline. The Hotline needs to ensure that there are strong disclaimers, legal safe guards and rigorous training arrangements in place to reduce the risk of legal challenges by disgruntled callers. The high number of hoax call presents a challenge to the already overwhelmed capacity of the Hotline. Strong provisions to reduce the number and manage them when they do come need to be in place. 6.5 Example quotes from interview participants Are we setting ourselves up for the long haul? People clearly want to use the services offered There seems to be a lot of progress that has already been made If this happens in the way that you are planning, we are all ready to jump on the band wagon and support it to be successful If people call in and they receive a no reply or engaged line, or if they find the quality of line poor, or if the providers of information are not knowledgeable or if there are not enough quality referral points available callers will stop calling There are so many potential partners and areas where you can work and create synergies, you need to select and co ordinate carefully We need to be sure that everything that we do is coordinated with the various other initiatives out there and that the government is supportive and behind the project Do you have the infrastructure to cope with the potential demand? The information that is gathered can be used in a number of ways if managed properly You want to focus your activities and ensure that you are really clear about your target audience 13 Hotline strategic plan August 2011 July 2016

14 7 VISION, MISSION AND VALUES 7.1 Hotline Vision Statement People in Uganda have comprehensive access to quality health information and services 7.2 Vision description What does good look like in 5 years time? The Hotline is able to answer at least 40,000 calls a month, providing quality service to the end users. Customer needs are satisfied and the team is delivering a friendly, professional and valuable service to the community. Hotline services are supplemented by an informative web site, and SMS services. The efficacy of the Hotline is evidentially demonstrated and it represents excellent value for money. A comprehensive data base of information is established and being used. The Hotline is fully sustainable and operates an 18 hour, 7 day a week (including holidays) service that addresses a wide range of health issues. The public trust and recognize the Hotline brand and its services are affordable and accessible to the most affected. The Hotline is a model of transparency and accountability, with a strong and capable management and governance systems in place. The Hotline is working closely with partners, service providers and the government and synergizing efforts to maximum effect. 7.3 Hotline Mission Statement To provide national, anonymous, confidential, accessible and compassionate health information, counseling and referral to services for the public of Uganda. 7.4 Hotline core values V1 - Confidentiality All Hotline activities are mindful of the ultimate safety of the information given by the callers V2 - Non judgmental Counselors let go of their own personal values or attitudes so that they do not interfere with the counseling process V3 - Consistency The Hotline follows national guidelines of Ministry of Health and Uganda counselors Association and ensures a standardization of content delivered V4 - Integrity Hotline staff is fully accountable and responsible for their actions taken while handling callers 14 Hotline strategic plan August 2011 July 2016

15 7.4.5 V5 - Compassion Counselors pass on their knowledge, skills and abilities appropriately V6 - Professionalism Ethical issues are being managed in a befitting way V7 - Equaliity The Hotline operates in a fair and non discriminatory manner at all times, promoting equal opportunities and equal rights 15 Hotline strategic plan August 2011 July 2016

16 8 STRATEGIC OBJECTIVES, RESULT AREAS AND ACTIVITIES In this section we identify: o The 3 key strategic objectives for the Hotline o Result areas for each strategic objective o Short term activities required to achieve the result areas o Medium term activities required to achieve the result areas We define short term in this context to be within 1 year, and medium term to be between 1 5 years. 8.1 Hotline Strategic Objectives 8.2 SO.1 Financial sustainability Result area 1.1 Robust funding Hotline has the resources it needs to effectively fulfill on its vision and expansion plans Short term activities Appoint a resource mobilisation coordinator accountable for managing all funding matters Develop detailed budget for fulfillment of Hotline strategy and annual work plan, (catering for various option based expansion plans) 16 Hotline strategic plan August 2011 July 2016

17 Set resource mobilisation targets based on budget with detailed action plans against them Consolidate a list of organisations that we have not yet contacted, that might be interested in funding and partnerships, and approach them with the Hotline strategy Communicate with interview participants and strategy design attendees, giving them the Hotline strategic plan and encouraging them to support with sustainability and funding leads Follow up list of possible synergies and partnerships as identified as part of interview process (appendix 5) Transition from being a toll free service, to being a fully paid for service, ensure that the charges applicable will be affordable for beneficiaries Negotiate highly subsidized rates and fixed prices from telecom providers Negotiate with a number of telecom providers and publicize different numbers so that callers can dial in on the network that they use (to save costs) Monitor procurement requirements in Uganda and respond to relevant public Request for Proposal s Work together with other hotlines / partners to find ways where resource mobilisation activities could be synergistic (e.g. joint RFP s) Gain endorsement for budget support by government, MOH, MOLGSO Advocated for MoGLSD to MoH to include Hotline support in budget Identify and implement potential income generating activities that could complement Hotline funding (e.g. soliciting individual donors, promoting voluntary fund raising events and creating corporate sponsorships packages) Include sustainability issues as a key element in the agenda of the Hotline strategy showcase event Medium term activities Develop peak / off peak charge rates after analysis of caller volumes during different times of the week Identify and solicit companies that can contribute to the Hotline through there CSR functions Identify mechanisms to package, market and sell data collected from customers Embed Hotline work plans with Government national programs policies and priorities 8.3 SO.2 Hotline service delivery Result area 2.1 Customer feedback The hotline is consistently receiving excellent customer feedback around the level of its service delivery Short term activities Appoint a customer care coordinator accountable for managing all customer matters Monitor incoming call volumes, waiting times, caller hang ups and hoax calls Set targets for call volumes, waiting times, caller hang ups and hoax calls Develop and implement action plan for meeting targets 17 Hotline strategic plan August 2011 July 2016

18 Develop customer service delivery evaluation criteria Measure customer satisfaction levels by conducting a survey of random callers Develop and implement a recruitment plan based on forecast expansion of services Recruit counselors with knowledge and skills to effectively respond to client issues, aiming to have roughly equal numbers of male and female counsellors The principle language used by counsellors will continue to be English. However, in an effort to increase access across Uganda, the Hotline will (based on needs) aim to recruit counsellors who can speak more than one local languages Recruit qualified supervisors to meet the demands of supervision according to expansion needs Ensure that appropriate training needs assessments are carried out Support counselors and supervisors with a robust training program Ensure that the training manual is regularly updated Train and orient counselors in correct policies and procedures Record a sample of calls for training of counselor purposes Limit shift lengths to 6 hour cycles Funding dependant, increase Hotline opening hours to 18 hours a day, Monday Friday Maintain current scope of health issues covered in Hotline for at least 12 months (i.e. HIV/AIDS, gender based violence, family planning, maternal health and alcohol abuse / addiction). Focus on consolidating and expanding service delivery within these areas. Carry out an assessment around the reasons why far more men than women are using its services Through targeted marketing, make efforts to increase the proportion of female callers Conduct regular appraisals of staff, assessing the quality of services performed among counselors Medium term activities Developing a touch tone, triage based recorded message service which directs calls to relevant resources Conduct regular follow up with referral centers ensuring quality of service provision Create a SMS service for feedback from callers on utilization of services Measure impact / efficacy and cost effectiveness of Hotline on health and use of services Create unique identification system for easy follow up from callers Within 24 months, funding dependant, increase Hotline opening hours to 18 hours a day, Monday Friday and 12 hours a day, Saturday, Sunday and public holidays Within 36 months, funding dependant, increase Hotline opening hours 18 hours a day, Monday Friday and 18 hours a day, Saturday, Sunday and public holidays Consult with Hotline partners and endeavour to expand services into other health areas (e.g. malaria, drug addiction, life skills, reproductive health and / or child abuse). The extent to which expansion occurs will depend upon the level of funding available and the operational capacity of the Hotline to effectively service additional callers / workload Develop a plan towards building a single front end model involving grouping specialized services and supervision. This will include call centres for specialized counsellors for each health issue 18 Hotline strategic plan August 2011 July 2016

19 Develop standards of best practice through trainings, workshops, conferences and annual review meetings Ensure cost efficiency and value for money of all hotline activities and services by benchmarking spend vs delivery against other Hotlines Result area 2.2 Hotline staffing Staff retention rates are high and they report high levels of workplace satisfaction. There are over 24 volunteer counselors and 3 full time trained supervisors on the team. Each shift is six hours long with two supervisors monitoring each shift Short term activities Ensure that the staffing model consists of a blend of full time paid staff as well as a pool of counselor volunteers Ensure that policies and guidelines for current service areas are fully documented and implemented Implement measures to reduce staff stress / burn out (such as yoga practices, improve working environment and support supervision and mentoring of counselors with weekly individual supervision and daily group debriefing Develop standard terms and conditions of service for both full time and volunteer staff Create schemes with institutions that can support ongoing the recruitment of volunteer staff (e.g. Uganda counselors associating) Medium term activities Develop a counselor retention plan to include elements such as (financial incentives / targets, mentoring schemes, appreciation / promotion and recognition process, paid leave, health insurance benefits, exchange programs, conferences, retreats and other team building activities) Provide in house personal therapy for the counselors independent of supervision Conduct regular staff satisfaction surveys Create staff rotation schedule that accommodates for expansion plans Result area 2.3 Use of technology Technology has been appropriately deployed, to expand availability of services and improve customer service delivery levels Short term activities Upgrade the PABX system so that callers can be directed via a dial pad number to the appropriate counsellor (language and health issue), depending on their needs Develop a Hotline website with information that can be useful to the counsellors as well as the public (include Frequently Asked Question section) Train counsellors in the use of the Hotline website and capture number of visits and use of information from the website. 19 Hotline strategic plan August 2011 July 2016

20 Medium term activities Develop a supporting tool to provide user friendly experience for counselors to effectively deliver relevant and timely information, counseling and referrals Create interactive SMS information service to respond to client s concerns and questions as well as monitoring service utilization Design a system that captures data within the PABX system for profiling callers and aggregate into the digital health information system Develop data mining process to inform government policies, partnerships, services and customer care. 8.4 SO.3 Partnerships and referrals Result area 3.1 Robust partnerships Hotline has a range of committed partner organisations working synergistically with it Short term activities Appoint a partnership coordinator accountable for managing all partnership matters Map, coordinate and select partners to invite to a Hotline showcase workshop Develop and implement a stakeholder management plan to engage and care for partner needs Follow up meetings with organisations interested in partnering with the hotline (e.g. UHMG, MSU and PACE) Establish Hotline focal person in each partner organization and agree routine communication channels between Hotline and focal persons Develop memorandum of understanding with clear roles, dependencies and terms with partners Invite key partners to annual planning workshops Ongoingly involve partners in Hotline activities and disseminate reports, feedback and surveys to partners and collaborators Create a comprehensive partnership database Ensure that all Hotline plans are aligned with governmental programs, policies and priorities Establish relationship with Government agencies and ministries by attending conferences / workshops Cultivate a champion for Hotline in MoGLSD and MoH Share strategic plan with key stakeholders in the government Sign MoU with MoH, MoGLSD and CDFU Negotiate long term strategic agreements with key service providers for the Hotline Medium term activities Contribute data to the national management information systems for research, policy, advocacy and quality assurance Result area Strong referral system Hotline has a strong network of referral providers that complement Hotline services. 20 Hotline strategic plan August 2011 July 2016

21 Short term activities Appoint a partnership coordinator accountable for managing all referral matters Identify point of contact with persons at referral sites Formalize agreements with referral providers to agree on responsibilities / agreements and expectations of each partner i.e. care/feedback/promotion of Hotline Periodic or regular meetings with referral service providers Ensure that we receive periodical reports or updates from the referral providers Maintain up to date referral resources that include systems for follow up on client referrals Document feedback from callers in line with the referrals Follow up of clients to check on compliance and how they are doing on quality of service at referral center Medium term activities Develop Hotline referral forms at referral sites Ensure referral information is updated onto Website Develop system whereby information about referral providers, location and service area can be communicated via SMS Create a comprehensive referral database, including services and specialist areas available Put in place a data information capture tool mapping of referral points and organizations Support the MoH to identify and plan for areas where service levels need to be increased across the country 21 Hotline strategic plan August 2011 July 2016

22 9 OTHER STRATEGIC COMPONENTS 9.1 Governance The following structure will be implemented to handle issues that relate to Hotline governance. Sub committees may be added or removed from time to time as required, and these decisions will be taken by the Advisory Group Ministry of Health Objective: To provide strategic direction and policy guidance to the Hotline Scope: The overall Hotline program and government health services Activities: o Hosting and chairing the Advisory Group o Promoting the Hotline and its services o Supporting resource mobilisation and sustainability objectives of the hotline o Ensuring that the Hotline is aligned to government policies and priorities o Use data collected from the hotline to inform national policy and decision making Communication protocol: Meet once every quarter face to face Membership: MoH Hotline focal point and other champions within the MoH Advisory Group Objective: To offer oversight, leadership and guidance of the Hotline in accordance with the 5 year strategic plan Scope: The overall Hotline program 22 Hotline strategic plan August 2011 July 2016

23 Activities: o Ensure quality control of the Hotline o Oversee accountability and transparency in running of the Hotline o Support with resource mobilization and sustainability o Offer policy guidance and approval of policies that have been suggested for the Hotline o Carry out joint supervision of the Hotline with CDFU Communication protocol: Meet once every quarter face to face Membership: Max 15 people serve for 1 year period, after which membership is reviewed on a needs basis o MoH, Ministry of Gender, PACE, UHMG, MSU,, UCA, HCP, UAC and other technical assistance providers. o Other key organisations supporting the Hotline o The Advisory Group will be chaired by the MoH CDFU management Objective: To improve the service delivery of the Hotline Scope: Operational management of the Hotline Activities: o Host the Hotline and provide necessary equipment and supplies o Manage Hotline finances and budget o Establish and maintain partnerships for the Hotline o Manage and supervise the activities of the Hotline o Mobilise resources and draw up relevant strategies o Ensure quality of Hotline services o Carry out monitoring and evaluation of the Hotline and its activities o Act as secretariate for the Advisory Group o Write quarterly reports on progress of Hotline o Conduct appropriate outcome / efficacy / cost effectiveness reviews for Hotline services Communication Protocol: Report to Advisory Group and communicate with telecom providers and referrals as well as make contracts with them. Meets face to face on an as needs basis Membership: Max 4 people including Hotline co coordinator, and three Executive Directors Hotline staff Objective: To implement services and provide accurate, relevant and user friendly information, feedback and referrals to clients Scope: HIV/AIDS, GBV, family planning and alcohol abuse (to be reviewed after 12 months) Activities: o Offer counseling services to callers o Information dissemination o Offer relevant referrals to callers o Gain feedback from the callers o Maintain updated databases and directories of services o Reporting on caller statistics Communication Protocol: Meeting at the beginning and end of every shift, including de briefing Membership: (Counselors, supervisors, volunteers, trainers, support staff) 9.2 Monitoring and evaluation 23 Hotline strategic plan August 2011 July 2016

24 Critical to the success of the strategy is the way we measure ourselves. There will be various mechanisms in place to ensure robust and effective monitoring and evaluation Development of M&E framework We will engage a monitoring and evaluation specialist to develop detailed indicators and process that will be used to track progress against our objectives. Relevant members of staff will receive support and training on the framework developed. As part of the framework an approach to measure the efficacy of outcomes and customer feedback will also be included. The key measures will be regularly communicated to relevant stakeholders and action plans updated to reflect progress. Information will be collated, analysed and documented in quarterly and annual reports M&E mechanisms A number of built in systems will be used to operationalise the framework developed: Midterm evaluation we will conduct a review of all of our activities immediately after the first half of our strategic plan. This will include an evaluation of our program effectiveness, operational efficiency, finance and administration issues, organisational, people, process and technical efficacy and overall impact. The review will be presented at a workshop to key stakeholders and partners and the strategy reviewed and updated accordingly. Annual work planning and budget design we will host a workshop with our key stakeholders and partners to review the previous year s performance against targets, activities against plan; develop next year s operational plans; ensure hotline sustainability; and to re invigorate / consolidate partnership and funding arrangements. This strategy will be a living document and it will also be validated and iterated if necessary as part of the annual planning annual process. Biannual check points we will similarly hold meetings with the CDFU team at midyear to ensure that the annual work plan is updated, that roles are clear and that we are mitigating any risks appropriately Quarterly / weekly staff and management meetings these will be scheduled as appropriate or according to the governance arrangements identified above Quarterly donor program updates we will share the highlights of the program, risks and mitigation and overall status to donors Routine customer satisfaction and outcome survey we will implement a process for gathering feedback from beneficiaries of Hotline services and also a mechanism to measure the success of our outcomes We will commission an independent external consultant to conduct the annual and midterm reviews. In these we will deploy a collaborative and interactive workshop approach to gain consensus with our stakeholders and partners. 9.3 Marketing This strategy will be supplemented by a comprehensive marketing and branding plan. This will enable the Hotline to target activities and differentiate itself from other hotlines. 24 Hotline strategic plan August 2011 July 2016

25 Within 6 months the name of the Hotline will be changed to HEALTH HOTLINE. As part of the name change a comprehensive marketing and branding plan will be developed (to include logo, color palette and core marketing messages). A target caller profile will be generated, (including gender, age, regional location, rural vs urban, socio economic status and health interests). It is expected that this will focus on providing access to the most affected. A detailed promotion plan will be developed, specifying where, how and what messages will be disseminated to which segment of the population (with budgets). A mechanism for reviewing marketing effectiveness will be developed and roles and responsibilities clearly articulated. In the marketing approach, the new paid for numbers will be clearly publicized. HOTLINE STRATEGY END 25 Hotline strategic plan August 2011 July 2016

26 10 APPENDICES 10.1 Appendix 1 As Is review As part of the research into the current state of Hotline services we conducted an in depth review of current operational areas (people, process, organisation and technology). This included interviews with Hotline personnel, reviewing written documents / reports, observation of procedures and services. In this appendix we share our complete findings. We looked at each of the operational areas in three dimensions: The Hotline as is it is in this area right now What is good about it What are the potential issues 26 Hotline strategic plan August 2011 July 2016

27 27 Hotline strategic plan August 2011 July 2016

28 28 Hotline strategic plan August 2011 July 2016

29 29 Hotline strategic plan August 2011 July 2016

30 30 Hotline strategic plan August 2011 July 2016

31 31 Hotline strategic plan August 2011 July 2016

32 32 Hotline strategic plan August 2011 July 2016

33 33 Hotline strategic plan August 2011 July 2016

34 34 Hotline strategic plan August 2011 July 2016

35 35 Hotline strategic plan August 2011 July 2016

36 36 Hotline strategic plan August 2011 July 2016

37 10.2 Appendix 2 Interview template used As part of the research 35, a one on one and telephone interviews was carried with key stakeholders. The below template and questionnaire was used: HEALTH HOTLINE INTERVIEW Interviewer Name: Date of Interview: Interviewee Name: Tel. No: Location of Interview: Business / Organization (include number of Ugandan offices and level of international presence) Service Provided by the Organisation: Job Title / Role Description: I. Interviewer introduction script Hello, I am, working for CDFU/HCP/BBB. We are conducting a series of interviews about the telephone Hotline that is currently operated by CDFU. The Hotline is undertaking an organizational transformation that will strengthen our services and community involvement. To that end, we are gathering input from colleagues, partners, organizations and businesses that have an interest in what we do. These interviews are part of an effort to help us to plan what we do, discover best practices, define our future goals, priority areas, build collaborations and ensure that we have gained buy in of relevant stakeholders. As part of this process, we are looking at the following: To share with you progress on the Hotline Ensure that we have learnt from the experience already out there Explore how we might be able to work together to provide a needed community service Gain your thoughts around the core factors that enable success in providing such a service Jointly develop a strategic 5 year plan for the service II. Interview Process We are interviewing between people from different organization such as; STRIDES, UNICEF, CTPH, NACARE, SPEAR, YEAH, etc... The information collected will be analyzed in aggregate as an input to a two day event that has been scheduled for May 11 12, 2011, Kati Kati Restaurant, Lugogo by pass, Kampala. ( each day). This event will be used to jointly develop a five year strategic plan for Health Hotline. If you believe that it would be of value for you to attend this or can recommend someone who can input into the way the Hotline is developed, please let us know. If you are joining for this, please aim to be in attendance for the entire event to support the process 37 Hotline strategic plan August 2011 July 2016

38 The interview should take approximately 45 minutes and we have a total of 9 questions + 3 questions for those who have expressed an interest in working with us (approx 6 8 mins per question) Please answer the questions as completely as you can The information that you share will be confidential and non attributable (i.e. your name will not be referenced in any quotation) I will be recording your responses to the questions. Do you have any questions before we start the interview? III. Interview questionnaire 1. Beyond what you heard in the introduction, could you share with us your current level of understanding? Tell us what you already know about the Hotline? (include how your organization or business is currently involved, potential collaborations and conversations that have already been had) 2. What do you see as being the main benefits / value of such a Health Hotline (both to the wider community and also potentially to your organization? 3. To what extent are you interested in supporting the development of the Hotline? Can you see ways in which we might be able to generate some synergies by working together / collaborating? And if so, what could they be (services, training, equipment, sponsorship etc...)? What do we need to do to collaborate closer with you? 4. Given what you know, what are the most important things that we must do or take account of when developing the 5 year strategic plan? (I.e. what are the suggestions / ideas that you have, what should our focus / priority be and what specifically would you like to see included the strategy?) 5. Currently the scope of the Hotline is providing information and referral services for HIV/AIDS, Family Planning, Alcohol Abuse and Gender Base Violence. We are in the process of reviewing and validating this. Going forward, do you feel that the scope of Hotline services should expand or be reduced? If so what should be included / excluded? (examples of other areas that could be included : child health, malaria, suicidal intervention, mental health, grief bereavement, physical disabilities, youth support issues, marriage/family counseling, sexual abuse/ rape, relationship issues, financial debt problems, mental disabilities, drug abuse) Please specify your reasons /rational for your response. 6. What do you anticipate as being the biggest challenges, barriers and threats to the development of the Hotline? (Please also indicate potential solutions to mitigate these) 7. From your own knowledge, please share with us leads, people and information that we might find helpful as we deliver the Hotline services and develop the 5 year strategic plan? (Who else should we talk to? What else could we do for our planning exercise? Do you have any ideas or suggestions?) 38 Hotline strategic plan August 2011 July 2016

39 8. If you were stuck in an elevator with the Hotline Coordinator, what would be the top three recommendations that you would make to him or her? (In the knowledge that anything that you propose would be implemented in full) 9. Is there anything else that you would like to add or comment on that we may have missed out? The following 4 questions are specifically targeted to the people that have already expressed an interest in supporting, partnering or funding the Hotline. We want to probe into your requirements and understand your funding criteria better. 1. What are the priority funding areas for your organization? (Can the Hotline be included in areas under your scope, who are you funding at the moment, how are your funding priorities changing?) 2. What support are you currently providing? (if any) What are your future plans for supporting the Hotline? 3. What would an ideal grantee be for you? What would you look for / what do you want / Expect from your grantees? 4. What is the process for applying and gaining grants? (Be as specific as you can e.g. completion of forms, contact person, arrangement of meetings, compliance management, legal documents etc.) A list of people interviewed is provided below No. NAME ORGANISATION 1. Anne Gamurorwa CDFU 2. Assumpta Namusoke PACE 3. Caroline Odong World Vision Uganda 4. Cheryl Letternmainer HCP 5. Daniel Stern Mobile Monday 6. Deo Yiga ANPPCAN 7. Dorothy Amuron FIDA 8. Dr. Paul Kaggwa Ministry of Health 9. Francis Nahamya AIC 10. Fred Gandi Hope After Rape 11. Jackson Chekweko RHU 12. Joseph Byonanebye CTPH 13. Lawrence Arul Computer Point 14. Lillian Luwanga Ministry of Health 15. Lucy Shillingi Pathfinder Int. 16. Maggie Mabweijano Ministry of gender labor and social development 17. Mando Kyateka Ministry of gender labor and social development 18. Margaret Acom CDC 19. Martial Magirigi NACARE 20. Med Makumbi NUMAT 39 Hotline strategic plan August 2011 July 2016

40 21. Megan Rhodes USAID 22. Dr. Apollo Uganda AIDS Commission 23. Nakunda Babihuga CDFU 24. Duncan UHMG 25. Nasanga Margret Serenity Centre 26. Julia Mayersohn Marie Stopes Uganda 27. Jon Cooper Marie Stopes Uganda 28. Paul Hamiliton STRIDES 29. Ruth Matoya Healing Talk 30. Shelia Ndyanabangi Ministry of Health 31. Stephen Alege PACE 32. Suzan Ajok Straight Talk 33. Wamboga Joshua Mulago Hospital 34. Will Haines DFID 35. Winnie Matovu MTN 40 Hotline strategic plan August 2011 July 2016

41 10.3 Appendix 3 Summary interview findings This appendix provides the top 9 common messages that came from analysis of the interview transcripts: 1. Benefits / need Interviewees were overwhelmingly positive and supportive of the Hotline and they identified a range of benefits. The demand exists and the biggest challenge that the Hotline has is to manage supply side constraints 2. Using technology The development of the Hotline should include the use of appropriate technology to provide multiple services 3. Impact There is a need to demonstrate measurable outcomes of the Hotline 4. Referrals The Hotline presents an opportunity to become a central hub for health provision and there is a need to develop and strengthen the referral directory, system and process 5. Hours of operation There is a view that Hotline services should be extended to becoming a 24/7 Hotline 6. Integration into national framework For the Hotline to be successful, it s plans and strategy need to be fully integrated into government / national framework / guidelines and be supported by the MoH and MoG 7. Stakeholder engagement Most interviewees had a limited understanding of the Hotline prior to the meeting. Our collaborative approach was appreciated and there is need to continue to communicate, educate and work with stakeholders 8. Synergies / partnerships A number of organizations have expressed an interest in developing partnerships and there is a need to exploit existing good will 9. Customer care Quality of service provision is critical to the long term expansion of the Hotline 41 Hotline strategic plan August 2011 July 2016

42 10.4 Appendix 4 Example interview quotes This appendix provides a range of example quotations from interviewees: I m glad we had this interview I didn t know anything about the hotline I had heard somewhere that it was only meant for executives, but evidently this is not the case There seems to be a lot of progress that has already been made If this happens in the way that you are planning, we are all ready to jump on the band wagon and support it to be successful It needs to happen and it needs to happen quickly it will make a profound difference There are so many potential partners and areas where you can work and create synergies; you need to select and coordinate carefully People clearly want to use the services offered People clearly want to use the services offered The hotline must be accessible to most at risk groups especially in rural areas If people call in and they receive a no reply or engaged line, or if they find the quality of line poor, or if the providers of information are not knowledgeable or if there are not enough quality referral points available callers will stop calling It is great that you came to talk to us we have lots to think about now You want to focus your activities and ensure that you are really clear about your target audience Are we setting ourselves up for the long haul? 42 Hotline strategic plan August 2011 July 2016

43 10.5 Appendix 5 Possible synergies and partnerships This list was compiled from the outputs of the interviews. ORGANISATION AIC SYNERGY & PARTNERSHIP POSSIBILITIES Could partner in areas of training counselors, provide HCT material for referred clients together with other services CDC Could help in setting up structures that need to keep the hotline running, setting up referral systems (directory of service)and work in collaboration with the government CDFU Computer Point CTPH FIDA Uganda Can support the hotline by starting community support groups like Alcohol Anonymous, forming outreach programs in selected areas. Will continue to provide technical support Wants to synergies and work with the hotline May Partner in training counselors on domestic violence and other Gender Based Violence and promote publicity Healing Talk Hope After Rape Ministry of Gender Labour and Social Development Ministry of Health Mobile Monday MSU NUMAT PACE May help with identifying, training, supervising and mentoring counselors Could collaborate by informing partners, offer space for stuff you need to recruit, offer technical support. May partner with the hotline in order for them reach more districts, referral for gender based violence Has expressed the desire to be fully on board the hotline May partner in assisting finding ways in which information be sent in a more costly manner Would like to integrate Family Planning, sexual and Reproductive Health and post abortion care into the hotline. May assist in sharing information about the hotline in the Northern Region of Uganda Interested in supporting hotline in Family planning & HIV/AIDS, will also support in training counselors. 43 Hotline strategic plan August 2011 July 2016

44 Pathfinder International RHU SPEAR Straight Talk STRIDES TASO UHMG May partner in promoting Hotline various communities and support in providing a counselor Will partner in sharing information, joint fundraising and has put up the suggestion of using RHU Networks to advertise the hotline Can help link the hotline to partners such as Ministry of Education, Internal Affairs Police etc Who have funds available to support HIV prevention Could provide intellectual input, promote the hotline through radio programming, joint planning, sharing of lessons Has shown interest in partnering if the impact is long run. Could help with training of counselors, participate in evaluation meetings. Will help in the areas of Data sharing, Referral and advertising 44 Hotline strategic plan August 2011 July 2016

45 10.6 Appendix 6 Joining instructions for design workshop Before the event, participants that had been invited were sent a document showing the joining instructions and how the event and process were to be, and a copy is shown in this appendix. 45 Hotline strategic plan August 2011 July 2016

46 46 Hotline strategic plan August 2011 July 2016

47 47 Hotline strategic plan August 2011 July 2016

48 10.7 Appendix 7 List of attendees to design workshop This appendix shows a list of the participants that attended the two day event and gave in their input that has helped in the drawing up of this document. Hotline Strategy Event Name Organization Telephone 1 Amanya John NACARE [email protected] Amos Zikusoka HCP [email protected] Anne Gamurorwa CDFU/Yeah [email protected] Assumpta Kwanwa PACE [email protected] Barbara K HCP [email protected] Bas H Text for change [email protected] Cheryl Lettenier HCP [email protected] Daniel Stern HIVECOLAB, MOMOKLA [email protected] Dr Ashis UNEED GLOBAL [email protected] Duncan Musumba UHMG [email protected] Embet Wahab Muntungi CDFU/Yeah [email protected] Engurant Lawrence CDFU/HCP [email protected] Everlun Mulumba ANPPCAN [email protected] Faith Nassozi Kyateka HCP [email protected] Fiona Kaberinda HAR [email protected] Henry Nsubuga UCA [email protected] Henry Ntale Naguru Teenage Centre [email protected] Jimmy Okot RV,VSO jimokot@yahoo,co,uk Julia Mayerson MSU [email protected] 20 Kharol Nampurira SMS media [email protected] Kiconco Joana MGLSD [email protected] 22 kiconco olivia AIC [email protected] Kyomukama Flavia SALT Kyomukama Maggie MGCSD [email protected] 25 Leonorah Nekusa SMS media [email protected] Lwanga Lilian MOH [email protected] Martial Magingi NACARE [email protected] Mashero Richard CDFU/Yeah [email protected] Nabulya Anna UYDEL [email protected] Nkurayija Julian IDI [email protected] Nsereko James Butabika Hosp [email protected] Peace Baguma Salt helpline [email protected] Pelagia Tusiime AIC nziramwoyo@yahoo,com Ruth M HCP [email protected] Hotline strategic plan August 2011 July 2016

49 35 Sebuggwaawo Hassan RHU Sheila Karamagi IDI Tina Achilla TASO Hotline strategic plan August 2011 July 2016

50 10.8 Appendix 8 Bringing Being into Businesses & Net 4 Hope The development of the strategy was facilitated by BBB and N4H. In this appendix we outline organisational summary of N4H, as well as provide a brief bio of the directors of both orgainastions Kshitij Gheewala BBB director Kshitij has over a decade of commercial and management consultancy experience, advising, training and coaching senior executives in global companies such as: Knight Frank, Vodafone, USAID NuPITA, Grameen Foundation, National Health Service UK, Orange, British Telecom, Brittania Splash, International Medical Group, Johns Hopkins University, London Stock Exchange, the British Home Office and ABN Amro. He has served as a strategic advisor using his practical industry experience across a variety of fields: Communications strategy development and planning, branding and messaging, change management, business strategy, organizational transformation, event management, group visioning, corporate training, leadership development, communications excellence, customer care, culture change, executive coaching and HR consulting He is an experienced project manager with strong event management skills. He is an expert trainer with deep skills in conflict resolution and team dynamics. Kshitij is a professional facilitator who has developed and delivered programs that have impacted over 100,000 people. He has designed and delivered his own curriculum and has headed the leadership and coaching academy in Capgemini, London. He also spearheaded the organisation design and change management training faculty at the Chantilly Corporate University. In addition he was a senior trainer for graduates at the Accenture University in Chicago and has been involved in a number of train the trainer programs across the UK. Kshitij has worked in a variety of locations (including USA, France, UK and Cambodia). He has been in Uganda for 18 months, and he is fully familiar with the cultural nuances of doing business in the region Organisation overview Net 4 Hope Net for Hope Foundation was formed in June It s aim is to build a platform or network orchestration for partnerships to support community development. To achieve this objective it will require a colloborative effort of multiple organizations and community members with sufficent 50 Hotline strategic plan August 2011 July 2016

51 financial support, to coordinate a susatainable intervention and accountability for poverty reduction and creation of wealth. It will also be necessary to empower community members to begin to believe they can transform themselves as a community, moving from a poverty mentality towards a thriving mentality. Transformation is not just about getting people out of poverty, but getting poverty out of people. Assistance must come from within the community as opposed to without. Resources and services are managed by the community as a network of organizations and members of the community collaborating together. The beneficiaries of the community are the community. The N4H model focuses on a constellation of causes and not just a single problem within the community a fish net that catches all of the fish as opposed to catching one fish with a single pole. It will take more than a single approach to see significant change. Other barriers that contribute to disorganization and poverty must also be addressed. This provides a concerted effort of support to see significant sustained development Paul Brethren N4H director Paul has 25 years of experience training medical and clinical professionals and transforming the lives of individuals. 17 of those years Paul was the clinic director for Matrix outpatient drug and alcohol treatment services in California, USA. As part of the services Paul oversaw a 24 hour 7 days a week Hotline service for patients and community at large. He has deep subject matter experience in Hotline development and delivery and also is an expert at the clinical and therapeutic dynamics involved in managing drug and alcohol rehabilitation. Paul has spent the remaining years traveling internationally training organizations in chemical dependency and treatment. Paul services have been internationally received and appreciated from management level to professionals in the field of Mental Health and Addictions. HOTLINE STRATEGY WITH APPENDICES END 51 Hotline strategic plan August 2011 July 2016