the united republic of tanzania health sector hiv and aids strategic plan

plan for districts. Rather the activities and interventions proposed here are meant to constitute important
inputs when districts formulate their plans. This plan and the activities/interventions it specifies for the
district level do not do away with the need for districts to review the HIV and AIDS situation and response in
their areas and to decide on the activities/interventions which provide a good match.
A fair amount of advocacy with the districts in favour of this plan will have to be undertaken, by NACP. This
is in line with the spirit of decentralization and respect for districts’ autonomy while giving them the
information necessary for them to make informed choices. Some specific activities include at district level
are shown below
3.3.4. Community level
Many districts have a number of NGOs and CBOs who are active in the health aspects of HIV and AIDS.
The MOHSW, through the ZTCs will strengthen the capacity of district based NGOs/CBOs to deliver high
quality and efficacious services not only by providing them with guidelines but also by providing skills
through training and supportive supervision. This is one critical area ZTCs can provide technical assistance
in planning, implementing monitoring and evaluation on behalf of the MOHSW.
3.4. Financing The Response
3.4.1. The cost of the health sector response to HIV and AIDS
In Tanzania, a Mkukuta Based MDGs costing for the Health sub-sector was done in 2006 by the Economic
and Social Research Foundation (ESRF). Health Sector Costing was an attempt to estimate the cost, in
terms of human resources, infrastructure and financial resources-to meet the MDGs as well as the Mkukuta
targets by 2015 and 2010 respectively. The costing strongly acknowledged the fact that the health systems
need strengthening in order to be able to respond to all health challenges.
The unit costs used are attached as Annex 1. The Tables below show the estimates of two scenarios.
Table 10: Mkukuta based MDGs costing for the Health Sector sub-sector –HIV and AIDS, HRH and
Health facilities- Scenario 1 US$
2007/08 2008/09 2009/10 2010/11 2011/12 Total
HIV 51,045,150 51,198,084 51,354,930 51,515,789 51,691,093 256,805,046
HRH 144,101,046 190,443,228 243,016,031 302,702,506 370,492,897 1,250,755,708
Health facilities 186,619,692 188,192,254 189,395,495 147,483,378 214,735,233 778,942,674
Total 381,765,888 429,833,566 483,766,456 354,218,295 636,919,223 2,286,503,428
Table 11: Mkukuta based MDGs costing for the Health Sector sub-sector –HIV and AIDS, HRH and
Health facilities- Scenario 2 US$
2007/08 2008/09 2009/10 2010/11 2011/12 Total
HIV 51,045,150 51,198,084 51,354,930 51,515,789 51,691,093 256,805,046
HRH 126,546,636 162,482,114 203,109,708 249,105,024 301,190,126 1,042,433,608
Health facilities 186,619,692 188,192,254 189,395,495 147,483,378 214,735,233 778,942,674
Total 364,211,478 401,872,452 443,860,133 300,620,813 567,616,452 2,078,181,328
3.4.2. Resource Management
There is a continued emphasis on mobilising financial resources into 2008 -2012 at national and
international levels in anticipation of achieving the scale up of activities needed to control the crisis of HIV
and AIDS. However, as more resources are made available nationally, the capacity to allocate to
prioritised and cost effective actions and disburse funds to the providers and communities who implement
these actions are also critically important. In the strategic management of resources for the Health Sector
Response, it is imperative that all three aspects of resource management be considered that is
mobilisation, allocation and disbursement.
3.4.2.1 Resource Mobilisation
To achieve effective resource management, sources and flows of financial resources need to be estimated
so as to indicate broadly to the Implementing Partners (IP) who complete more detailed operational plans
the resource envelope in which they should plan.
63 |FINAL COMBINED-HSHSP 2008-2012: June 24 th 2007