Quarterly Progress Report – FY2013
Quarter 2
(January 2013 – March 2013)
Submitted by:
Johns Hopkins Bloomberg School of Public Health
Center for Communication Programs (JHU-CCP)
&
Uganda Health Marketing Group (UHMG)
USAID Cooperative Agreement 617-A-00-05-00011-00
TABLE OF CONTENTS
ACRONYMS ................................................................................................................................................ 2
INTRODUCTION .......................................................................................................................................... 5
1. PRODUCT FACILITY STRATEGIC BUSINESS UNIT ...................................................................................... 10
2. PROGRAMS CONSULTANCY STRATEGIC BUSINESS UNIT ......................................................................... 17
2.1
MALARIA ................................................................................................................................... 18
2.2
MATERNAL NEW BORN AND CHILD HEALTH (MNCH) ................................................................... 21
2.3
FAMILY PLANNING ..................................................................................................................... 25
2.4
HIV/AIDS ................................................................................................................................... 28
3. CROSS CUTTING ACTIVITIES AND SERVICES ........................................................................................... 38
3.1
MARKETING & STRATEGIC INFORMATION (MSI) – BRAND ACTIVITIES ......................................... 38
3.2
MARKETING & STRATEGIC INFORMATION (MSI) – COMMUNICATION ......................................... 47
3.3
MSI - Research ........................................................................................................................... 50
3.4
MSI Cross-Cutting Functions - Corporate & External Relations ..................................................... 53
3.5
HUMAN RESOURCES & ADMINISTRATION (HRA) ......................................................................... 53
i
ACRONYMS
ACP-UP
-
AIDS Control Project of Uganda Police
ACT
-
Artemisinin-based Combination Therapy
AFP
-
Advance Family Planning
AGM
-
Annual General Meeting
ANC
-
Antenatal Care
ART
-
Anti-Retroviral Therapy
BCC
-
Behavior Change Communication
BOD
-
Board of Directors
CCP
-
Center for Communication Programs
CH
-
Child Health
CME
-
Continuing Medical Education
COC
-
Combined Oral Contraceptives
CSE
-
Small Scale Entrepreneurs
CSO
-
Civil Society Organizations
CSW
-
Commercial Sex Workers
CYP
-
Couple Years of Protection
DHO
-
District Health Officer
EMTCT
-
Elimination of Mother to Child Transmission
F&I
-
Finance & Investments
FBO
-
Faith Based Organization
FHI
-
Family Health International
FMCG
-
Fast Moving Consumer Goods
FP
-
Family Planning
GLC
-
Good Life Clinic
GLS
-
Good Life Show
GOU
-
Government of Uganda
HCI
-
Health Care Improvement
HCT
-
HIV Counseling and Testing
HMIS
-
Health Management Information System
HR
-
Human Resource
HR&A
-
Human Resource & Administration
HRD
-
Human Resource Development
HRMIS
-
Human Resource Management Information System
IDP
-
Internally Displaced People
IEC
-
Information Education and Communication
IP
-
Implementing Partner
IPC
-
Inter Personal Communication
2
IPT
-
Intermittent Prophylactic Treatment of Malaria in Pregnancy
IR
-
Intermediate Result
IRB
-
Internal Review Board
ITN
-
Insecticide Treated Net
-
Johns Hopkins University Center for Communication Programs
KPI
-
Key Performance Indicator
KRA
-
Key Result Area
LAN
-
Local Area Network
LC
-
Local Council
LLIN
-
Long-Lasting Insecticide Net
LQAS
-
Lot Quality Assurance Sampling
M&E
-
Monitoring & Evaluation
MARCOM
-
Marketing and Communication
MARPS
-
Most At Risk Population
MCH
-
Maternal and Child Health
MCP
-
Malaria Control Program
MD
-
Managing Director
MEEPP
-
The Monitoring and Evaluation Emergency Plan Progress
MLM
-
Middle Level Management
MMC
-
Medical Male Circumcision
MMM
-
Mobile Men with Money
MOH
-
Ministry Of Health
MOU
-
Memorandum of Understanding
MSH
-
Management Sciences for Health
NBMC
-
New Born Mothers Club
NDA
-
National Drug Authority
NGO
-
Non-government Organization
NMCP
-
National Malaria Control Program
NUMAT
-
Northern Uganda Malaria AIDS Tuberculosis Program
OI
-
Opportunistic Infection
P&S
-
Programs & Services
PEPFAR
-
President’s Emergency Plan for AIDS Relief
PF
-
Product Facility
PFP
-
Private not For Profit
PLHA
-
People Living with HIV/AIDS
PMO
-
Product Marketing Officer
PMP
-
Performance Monitoring Plan
PMTCT
-
Prevention of Mother to Child Transmission
PNFP
-
Private Not for Profit
POL
-
Popular Opinion Leader
3
PPDARO
-
Partners in Population Development Africa Regional Office
PPP
-
Public Private Partnership
PRAU
-
Public Relations Association of Uganda
RDT
-
Rapid Diagnostic Test
RHU
-
Reproductive Health Uganda
RM&E
-
Research Monitoring & Evaluation
RO
-
Result Objective
RTP
-
Return to Project
RUTF
-
Ready to Use Therapeutic Food
SBU
-
Strategic Business Unit
SGHI
-
Sprinkles Global Health Initiative
SML
-
Senior Management Level
SMS
-
Short Message Service
SOMARK
-
Social Marketing
STI
-
Sexually Transmitted Infection
TAG
-
Technical Advisory Group
TASO
-
The AIDS Support Organization
TNA
-
Training Needs Assessment
4
INTRODUCTION
This report covers activities undertaken from January 2013 to March 2013, or the second quarter of fiscal
year 2013 (FY13) of the AFFORD Health Marketing Initiative in Uganda, funded by the United States Agency
for International Development (USAID) Cooperative Agreement 617-A-00-05-00011-00.
The award was made on September 21, 2005, to The Johns Hopkins Bloomberg School of Public Health
Center for Communication Programs (CCP). The AFFORD Health Marketing Initiative that ended its 5 year
USAID funded project in September 2010 (AFFORD I) received a 3 year extension until September 2013
(AFFORD II) with the primary responsibility of strengthening UHMG into a sustainable entity.
During the project extension period AFFORD II has the primary responsibility to ensure that UHMG is
strengthened to become sustainable and develops cutting edge competencies in technical, marketing,
financial and institutional areas.
AFFORD II through UHMG will continue to consolidate its activities and will focus on the 3 key result areas.
Specifically, AFFORD II will build on the foundation of AFFORD I to achieve:
1) Increased organizational sustainability of UHMG;
2) Increased availability, affordability of health services and products; and
3) Enhanced knowledge for self-efficacy and correct use of health services and healthy practices.
This report focuses on the performance of the two strategic business units (SBUs) of UHMG—the Product
Facility and the Programs Consultancy as well as the cross cutting activities including social marketing,
communication, research, human resources and administration, and finance and investment that support the
functioning of the two strategic business units. In addition, AFFORD II Capacity Building achievements are
summarized below.
Result 1. UHMG Capacity Building
AFFORD II Capacity Building is designed to help UHMG to achieve increased financial, institutional and market
sustainability. Capacity Building focuses on five organizational and management domains:
1.
2.
3.
4.
5.
Strengthening Performance Management and Quality Management systems
Improving data utilization processes
Developing innovative program, product and service strategies
Building business development systems
Strengthening financial systems
Highlights of Capacity Building achievements are summarized below.
CAPACITY BUILDING
OBJECTIVE
EVIDENCE OF
ACHIEVEMENT
FY 2013 (Year 3) Achievements
1. PERFORMANCE MANAGEMENT & QUALITY MANAGEMENT
5
Establish performance
management system for
enhanced monitoring and
supervision by UHMG and
BOD

MD, Dir Finance and Sr. Mgrs track contract performance monthly

Performance monitoring tool developed to serve as Performance-based
Contract Scope of Work; tool has been applied by all UHMG Divisions in
Qtr 1 - Qtr 3

Summary review and documentation of all technical indicators
conducted quarterly and reported to Sponsors and BOD

HR Audit being by AFFORD KPMG COMPLETED, re-calibrate staff KPIs
and strengthening staff performance appraisal practices

KRA and KPI quarterly and annual review conducted and system
documented

Managers hold staff accountable for performance to KRAs and KPIs; trial
performance plans on new KPIs being tested on six staff

Promotion, salary increases or recognition linked to achievement of
KRAs and KPIs (occurs case by case)

BOD, MD and staff committed to improved stock management
practices in PF, assisted by AFFORD/KPMG

Stock-counts conducted routinely; variances staying at reduced levels

Debt recovery improved for enhanced cash flow

New products assessed for profitability, and adopted accordingly

Profitability analyses conducted quarterly; Business Plan progress
tracked quarterly by BOD

All key strategies developed by Senior Management and operational
staff through a consultative process, and vetted by the MD and the
BOD; AFFORD KPMG reviews and assists as needed, especially with the
implementation of new strategies such as eMTCT

All strategies and their implementation assessed by management and
operational staff for effectiveness and cost-efficiency

Deliverables produced and quarterly targets achieved, and assessed by
BOD and sponsors against UHMG Business Plan and sponsor-supported
Annual Workplan
Quarterly Performance Reports
(programmatic and financial)
submitted to BOD and Sponsors

BOD, MD and Senior Managers take corrective action within next
quarter in the event targets are not being met
The product facility operates as a
profit center & The programs unit
operates as a cost-recoverable
consultancy business

PF Profitability analysis conducted quarterly; profitability improved
over FY2011 (see Financial Systems below).

UHMG procurement policy manual strengthened and finalized, and
improved procurement planning being practiced by PF to avoid stock
shortfalls

Program Consultancy expands technical strategies and actively seeks
new funding for programs (see Business Development below)

Internal auditor hired; external A-133-Type audits conducted annually

Risk Management Register completed with AFFORD KPMG assistance
and UHMG inputs

Recommendations of internal and external audits systematically
pursued with BOD and MD support and AFFORD/KPMG assistance,
specifically in the areas of stock management; human resources;
financial management; procurement; and IT practices

Sr. Mgmt consistently enforce compliance requirements; Sr. Mgmt
identifies and takes remedial actions on audit findings within next
quarter

Staff oriented and coached on compliance principles and practices, with
AFFORD/KPMG assistance

Internal auditor with Dir. Finance and HR has conducted quarterly
compliance audit review; AFFORD/KPMG has conducted quarterly
Senior Management & supervisors
produce clear performance
indicators quarterly
Effective, documented quarterly
and annual review process is linked
to staff motivation, performance
and advancement
MD, Directors & Operational
managers adopt a ‘private
sector’ management practice
UHMG operates as a commercial
sector company that makes
strategic decisions based on
profitability as well as risk-reduction
and stewardship of capital assets,
including product stocks
All strategies generated by
managers are vetted through
organizational approval processes
A Quality Management
system for enhanced
organizational
responsiveness
conceptualized,
implemented and sustained
by UHMG staff and Board
Hire internal auditor
High level of compliance with
internal systems and external
regulations according to compliance
and audit reports
Orient staff on use of mandated
protocols and standards; Orient &
coach staff on compliance
Staff monitored for compliance
every quarter
6
progress reviews
Adapt MOH guidelines and
protocols for service quality
assessment

Staff applying MOH quality assessment protocols in the field (e.g., with
Good Life Clinics)

The PF is in the final stages of obtaining ISO Certification, with closure
expected in the next quarter

Marketing and Strategic Information (MSI) meets with Product facility
(PF) to facilitate distribution (e.g., cotramox and aquasafe)
MSI meets with Programs Division on budgeting to facilitate local
implementation (e.g., Smart Choices, SMGL, GLC Promotion)
MSI meets regularly with finance to facilitate procurement
Senior Level Management (SLM) has regular and open communication
with Managing Director (MD) for improved vertical organizational
communication (weekly meetings routine)
The Board of Directors is advancing its vision of UHMG sustainability
through a focus on meeting business targets, supporting strengthened
HR, and reducing organizational risk.
Products certified by international
body (ISO)
Quality Management:
Improved internal
communication and
coordination
Improve internal processes that
inhibit or facilitate objective
performance




2. DATA UTILIZATION
Create a comprehensive
monitoring and evaluation
systems to form and assess
organizational strategies
Both strategic business units utilize
research data and monitoring tools
quarterly to design and evaluate all
major product, service and program
initiatives

Sr. Mgmt use monitoring and evaluation data in all quarterly reviews,
including retail Audits, and Audience Reach results. Additionally, BCC
Survey results have been disseminated internally and to external
stakeholders and are being used in project reporting.
Tracking tools used by all managers
to monitor activities and progress,
specifically: product distribution,
sales, availability, program
implementation, media campaign
monitoring, community activities
and activities at GLCs

Managers utilize tracking tools to monitor activities on a quarterly basis,
specifically: Retail Audit; Synovate Media Reach reporting; BCC Survey
conducted in collaboration with USAID Implementing Partners (IPs).
These studies are discussed in more detail in the Research section of the
present report
Work-plan Implemented

Technical staff develop program plans and submit to Research Advisor
for feedback (e.g., Smart Choices, EMTCT, PMI; SMGL; GLC Strategy)
Technical staff use program data and research findings to inform
programmatic decisions, such as media plans, brand promotions, and
field follow-up among GLCs.

3. INNOVATIVE STRATEGIES
Ensure mutually beneficial
and effective linkages and
synergy occurs between
UHMG’s business units
All Program Division activities link to
relevant health products through
joint implementation plans and
reports

Product & program linkages inform strategic decisions and outputs, for
example, the delivery of LTMs to trained service providers and how it
impacts UHMG CYPs
Ensure that all UHMG
programs are considered
strategic and high quality by
donors, clients and staff
All strategies based on recent data
and information obtained from
clients and their communities

HIV/AIDS programs in place and judged cutting edge by stakeholders:
e.g. HIV Strategies for EMTCT, MARPS (e.g., coordinated promotion and
service delivery with STAR-EC, SPEAR, and in Kalangala with private
sector partners)

RH/FP programs linking to products and services, e.g., DFID “Smart
Choices” Family Planning conducted at scale

Retargeted malaria ‘test & treat’ program coordinated with Stop
Malaria Program

Retargeted MCH programs operational linking to products and services
and integrating HIV services, products and practices, e.g., Saving
Mothers Giving Life (SMGL); Integrated MNCH/FP ‘1000 Days’ Approach
Increased involvement of clients
and communities in UHMG
programs
7
Ensure that UHMG
marketing strategies are
evidence-based and achieve
stated targets
Marketing strategies developed,
documented and implemented

Communication Officers create strategies and agencies with limited
external support, e.g., eMTCT, condom promotion, Test & Treat for
Malaria
Increased market demand for
services and products and targets
achieved

Marketing and Brand Mgrs can routinely identify linkages between
products and programs; evidenced in joint MSI-PF meetings
Establish routine
communication with
customers and suppliers
(relationship marketing) and
strengthen related
management systems
Operational database of key
customers, used by product and
program managers

MSI & PF routinely use and update database of suppliers and customers

Marketing events taking place per Work-plan

Sales increase slower than anticipated due in part to widespread
availability of free products and services in the “private sector”
marketplace
Ensure that all Product
Facility operations are
considered sustainable and
dependable by donors,
clients and UHMG staff
3-month stock supplies on hand and
stock expiry at 0%.

No stock-outs or shortages in RTP or UHMG products occurred
throughout 2012, until 2013 Jan (PilPlan) and Feb (Protector). These
short-lived stock-outs were due to poor procurement cycle
management within UHMG, as external funds and products were
available. (See PF section of current report.)
Spot check reports on compliance
of procedures and systems;
quarterly stock procurement plans
in place

Procurement planning and procedure has received increased attention
this quarter to avoid procurement lags resulting in stock-outs

SOM is followed by Product Facility staff to manage stocks
A tracking system in place and used
to manage logistics supply chain

Sr. Product Facility mgrs and Finance Team review supply chain system
continuously; staff changes were made to improve performance

Negative findings addressed w/in the quarter

UHMG has applied for NICRA approval from USAID as of FY12 (with
AFFORD/ KPMG assistance), and has sent a follow-up reminder in FY13.

UHMG is following its resource mobilization strategy and its investment
plan

UHMG has been awarded at least 3 non-AFFORD contracts in the last
year; several bid submissions have been developed in FY13, among
them proposals to new donors, including private commercial sponsors
BOD provides active mentoring to UHMG MD and SLM through the BOD
committees and Joint BOD Meetings, guided by Business Plan and
USAID Workplans. While the BOD is actively interested in UHMG and
quantifiable results, it tries to leave operational matters to UHMG
Management, or the MD and SLM. Only when intervention is sought by
UHMG management or needed does the Board act on operational
matters
External BOD Assessment completed, as per terms of the BOD Manual
and organizational best practices
Strengthened Stock Mgt through AFFORD/ KPMG assistance
Conducted HR Assessment of entire organization with AFFORD/ KPMG
assistance
Procurement and IT Policies updated and completed with AFFORD
KPMG assistance
ISO Process for PF completed several iterations; due for completion by
FY13 Qtr3.
Use of Return To Project (RTP) funds to offset mortgage proposal
developed and approved by USAID.
Improve systems to track the
flow of in bound and out
bound stocks
Brand managers develop functional
communication strategy with
customers
4. BUSINESS DEVELOPMENT
Increase and diversify
sources of revenue for both
business units
Substantially increase number of
sources and amount of resources
generated by both the program and
product facility business units.
UHMG business practices improved,
through BOD support and the
assistance of AFFORD (KPMG &
Friends Consult)







5. FINANCIAL MANAGEMENT
Effectively manage and
report on staff time and
finances across diversified
funding sources
Timely financial reports for all
sources of funding

Finance unit delivers financial reports close to due date for all programs

Burn rate across AFFORD grant close to 100%
Improved (accelerated) burn rate

Finance & HR teams have staff LOE certification procedures in place

Financial control procedures monitored, and compliance enforced
Rare non-compliance with donor
8
financial requirements
Improve working capital
management by the Product
Facility
Improved debtor’s ratio

Aging debt reduced with AFFORD/KPMG assistance
Improved stock management with
no or minimal variances

Variances between system records, bin cards, and stock-on-hand
reduced significantly for RTP and UHMG products during routine
monthly stock counts

25% of PF operating costs covered by revenues generated through PF
net margins (excluding Marketing Costs)

Finance Team produces documented response to each financial audit
finding and recommendation; actions taken in FY12 on all audit items

Internal auditor hired and ongoing reviews taking place

Risk register produced
Improved working capital
management position
Strengthen financial
accountability and
compliance
External audits verify that UHMG is
following international financial
9
1. PRODUCT FACILITY STRATEGIC BUSINESS UNIT
OVERVIEW
The quarter presents achievements and challenges experienced through the three months. The staff received
ISO internal audit training and is preparing to receive external auditing that is expected to lead to the UHMG
being certified in accordance with ISO 9001:2008 Quality Management Systems standards by May 2013.
The total value of quarterly sales reached 99% of targets, though the contribution to the targets was
unevenly distributed between commercial products, UHMG brands and USAID RTP Products.
VALUE SALES
Total value of sales in Uganda Shillings by product category:
Product Category
Actual (Ug. Shs)
Target (Ug. Shs)
Efficiency
USAID
332,037,000
732,603,698
45 %
UHMG Products
361,039,803
725,739,733
50 %
Commercial Products
1,786,754,939
1,050,000,000
170 %
Total
2,479,831,742
2,508,343,431
99%
VOLUME SALES: Product performances for 2nd quarter:
RETURN TO PROJECT (RTP) SALES:
Targets vs. Actual - Social Marketing
Annual AFFORDActual Qty in
RTP
Target Target Qty in pieces
pieces
Product
(Units)*
22,250,000
Protector
5,562,490
2,082,600
2,550,000
Pilplan Plus
637,499
168,930
4,500,000
Injectaplan
1,125,000
590,970

% Achieved
37
26
53
Including DFID quantities; based on 4 Quarters
Protector:
The bulk of protector sales in the quarter included wholesale Pharmacies notably Super medic Pharmacy,
Gulu Pharmacy, Allied Super Pharmacy and Abacus Pharma. The sales trends were as follows.
10
PF Kampala experienced a stock-out of Protector condoms between late-February and mid-March, though
distributors in the supply chain had residual stocks which they were able to sell during the low period. The
stock-out between late-February and mid-March was due to lack of UHMG forward procurement planning: to
the delayed submission and processing of its request to utilize existing funding to package existing stocks.
Procurement planning processes and procurement procedures have been given added capacity-building
attention in Quarter 2 to prevent this re-occurring in the future. Packaging materials were procured
immediately after the procurement cycle was activated, and the printing and delivery was completed by 15th
March. The packaging resumed by March 20, and stocks were delivered to the supply chain that week.
PilplanPlus:
From the table below, we present a 26% sales achievement. Whereas the distributors were holding some
quantities of the stocks, PilplanPlus had sold out at the PF Kampala. Due to delayed regulatory approval of
the secondary packaging materials by NDA, the packaging of the product resumed only in the early week of
March and this affected the sales achievement. Sales trend is as follows.
11
Injectaplan:
The month of February reflects a reduced performance in comparison to January. On average, monthly
performance stands at about 53%. Main Customers include Abacus Pharma, Gittoes, Good Day Pharmacy,
Gulu Pharmacy and Super Medic. It is worth noting that Injectaplan is experiencing stiff competition from
free Depo provera finding its way to the private sector outlets, that given to community based VHTs,
increased access to LAM, and vouchers schemes for free FP methods also managed through private sector.
UHMG BRAND SALES:
Performance of UHMG brands sales faired at about 69% in the month of February as compared to 51% in the
month of January 13. One of the major reasons for improvement was the presence of Cotramox as new
stocks were received. Condom “O” performed at 125% of its target compared to 60% in the month of January
13. It is also important to note that there was an Aquasafe promotion in the month of January and many
outlets were stocked then. Sales in January accounted for 148% of the target unlike 29% target achievement
in February. Sales performance is as follows:
UHMG BRANDS
Targets vs. Actuals - Social Marketing
Target Qty in Actual Qty in
pieces
pieces
Product
Moon Beads
1,488
865
Aquasafe
1,350,000
1,053,680
Restors
500,001
310,775
Zinkid
2,500,000
1,491,600
Condom O
375,000
337,824
Cotramox
1,975,000
109,080
Softsure
18,000
3,800
Newfem
10,000
4,820
Aquasafe Vessels
45
% Achieved
58
78
62
60
90
6
21
48
-
12
Moon Beads
The performance was at 58%. The main customers for this product were mainly Eris Limited, Friecca, and a
few scattered customers who are served through route sales. The reasons for having few customers could
only mean that continuous detailing is required countrywide.
Aquasafe
The sales scored at 78% of the set target. The uptake of this product from Wholesale pharmacies was not
that high. High sales were notably registered through the UHMG Back to School done in partnership with
Bata and Picfare companies. We continue to note that Aquasafe bulk sales can only be registered through
institutional sales, and will pursue that in going forward.
RestORS
This product performed at 62% of the set target. The sales have been gradually picking because of the renegotiated price reduction with manufacturers, subsequent to the trip senior managers took to India. The
main customers were Allied super Investments, Nilkanth Pharmacy, Zee Pharmacy and Zarin Pharmacy.
Zinkid
The sales were at 64% of the set target. The main customers were Abacus, Joint Medical Stores and Super
Medic. UHMG continues to explore ways to bring down the prices. Currently we are in discussion with an
alternative supplier, and are pursuing this in collaboration with Clinton Health Access Initiative (CHAI) to
aggressively sell this among NGOs.
Condom O
The monthly sales scored at 90% and the trend was from 60% in January and 125% respectively. Major
customers for this were German Development Cooperation, Gulu Pharmacy, Zee Pharmacy and numerous
other Pharmacies. We continue to see great potential within the corporate organizations and are designing a
corporate marketing strategy to capture this upcoming market.
Cotramox
Fresh stocks were received and a total sales averaged 6% was registered in a short while. A number of
Pharmacies like Eco Pharmacy, Eris, Equus Enterprises, Nilkanth Pharmacy, Parambo among others were
major buyers. Centralization of IP procurement by USAID has greatly affected sales of cotramox, because
these were key customers of this product that was especially packaged to serve PLHAs. UHMG would benefit
from inclusion of suppliers of cotrimoxazole to USG funded IPs. Also the current absence of one thousand
tablet jars may give UHMG an advantage in selling to Pharmacies.
SoftSure
The 21% achievement was caused by delivery of the three months packets without their dispensers, this
caused delay in its movement to the market. The supplier has accepted to compensate UHMG by an
increased sample size for the omission.
NewFem
Sales scored averaged at 48% and while 29% was recorded in March on set target. Some of the dispensing
chemists have noted that there is no difference between Microgynon repacked as Pilplan Plus and New fem.
There has been a tendency to prescribe the cheaper brands like Pilplan. We will work toward re-invigorating
out social marketing approaches to boost sales, perhaps coupled with some sales incentives to the
Pharmacists.
COMMERCIAL PRODUCTS SALES:
Commercial products totaled a sales volume of Ug. Shs 1,786,754,939 /-. This is 171% of the quarterly target
achievement. The success of the commercial range is largely dependent on availability of fast moving
13
products like Anti Malarial procured at a good cost and the windfall tenders that we won for the supplies of
Voluntary Medical male circumcision (VMMC) pharmaceuticals and emergency kits. UHMG has noted that
third party logistics and open tenders are the source of about 90% of its revenue. Expansion of warehousing
space will be critical in realizing UHMG’s sustainability dream. We will continue to examine the top 10 fast
moving products in order to ascertain products critical to our business growth.
Targets vs. Actual - Commercial Products
Target
Value
Commercial range
UGX
Cumulative sales
1,050,000,000
Actual Value UGX
Var(+/-)
UGX
1,786,754,939
736,754,939
Value
Remarks
170%
RETAIL AUDIT
AUDIT
During FY12, AFFORD/UHMG initiated for the first time an independent, scientific monthly Retail Audit to
measure the presence and movement of its products in private sector outlets. This retail-level information
complements sales data to provide an more accurate picture of what is reaching retail outlets. The study
sample of 1,100 is drawn from a total universe of all registered private sector medical outlets in Uganda,
numbering 9,111 (based on the outlet census of 2012). The distribution of outlets (clinics, pharmacies and
drug shops) in the sample is proportional to the distribution of such outlets in the total universe, thus making
the sample representative of the Ugandan health outlets as a whole. The results for the January through
March period are shown below. AFFORD conducted an independent Data Quality Assessment in November
of 2012, validating Retail Audit data in a random sample of outlets (clinics, pharmacies and drug shops).
Results showed that routine data collection procedures, outlet reporting methods, and data entry and
analysis met market standards. The presence of the key products has risen since the first retail audit was
conducted in May 2012, when Protector was in 59% of outlets on average, Pilplan Plus was in 58% of
outlets on average and Injectaplan was in 49% of outlets on average. The current results show that the
effects of the few-week stock-outs in Protector and Pilplan Plus at the top of the supply chain (Kampala PF)
had not affected the presence of the products at retail levels during the January-March period.
UGMG brand presence in private sector retail outlets (pharmacies, drug shops, clinics) nationwide (Source:
WRI Retail Audit 2013)
Brand
January, 2013
February, 2013
March, 2013
Protector
81%
80%
80%
Pilplan Plus
74%
74%
77%
Injectaplan
70%
69%
73%
Zinkid
51%
47%
48%
14
Restors
43%
41%
41%
Condom O
17%
16%
17%
Aquasafe
13%
14%
14%
Softsure
7%
5%
6%
Cotramox
5%
4%
5%
Newfem
2%
4%
3%
Moon beads
2%
1%
2%
PRODUCT FACILITY CHALLENGES FACED
Delayed payments from distributors still affect sales order processing as we restricted the credit facility
accorded to distributors. Any distributor with unpaid credit beyond 60 days cannot be given additional
products.
Stock outs. Stock outs for PilplanPlus and Protector affected our performance this month. Also, most of the
fast moving products like the white mosquito nets, adult dose Lumartem, Bendex among others experienced
delays on shipment from manufacturers and would have made a big difference if they were available through
the quarter.
FAMILY PLANNING METHODS AND OPTION PREFERENCES, FREE COMMODITIES
Injectaplan’s market is slowly shrinking, Customers now order for minute quantities. As mentioned earlier,
free depo-provera is now entering the private sector market, and being sold at a lower price than Injectaplan.
Other development partners are also giving free family planning methods to all clients through their private
sector outlets, VHTs and other community resource persons. This, coupled with the multiple voucher
schemes introduced by different partners makes it difficult for UHMG to sell socially marketed products.
UHMG hopes that development partners can help to preserve the social marketing space in the private sector
for a range of health products.
PLANS FOR THE 3RD QUARTER, APRIL TO JUNE 2013
In a bid to increase sales and also recover the budget deficit, in our business performance, the team plans to
execute the following immediate and short term plans:

With the planned reporting on duty of the key account sales representative, we shall orient and train the
staff in handling with great specificity the NGO’S, corporate organizations among others as they are of
immediate priority to follow up and track their budgets, sampling and soliciting sales.

Provide vehicles particularly for upcountry regional sales representatives. This will help in last mile
delivery for USAID and UKAID products, as well as other commercial products.

Continue pursuing and make available fast moving brands Like ACT’s, Anti-biotics, Anthelmintics,
Antifungal among others. It is important for UHMG to have its own brands so as to command price and
other variables.

Strategically position and prospect corporate social responsibility programs to lift products through the
non-traditional distribution routes. These can help in lifting bulk stocks and liquidating stocks that have
15
hit their sales plateau and generate profits for the commercial department; this will also help to move
quickly products with short shelf life.

Contract and execute ISO auditing and get certified by May 2013

Continue to execute routine market surveys and identify potential products for the region

Hold distributors meeting to strengthen relationships and leverage on channel competition. Encourage
distributors pay on time.

Explore ways to bridge the revenue sources previously supported by AFFORD in anticipation of project
end, and also revamp strategies to profile the UHMG brands including dedicating sales persons and sales
representatives as commission agents.

Extensive accounts reconciliation of customer /debtors accounts in next quarter

Continue with route selling and basic detailing

Debt collection; we are to ensure that 80% of the sales debts are collected on target in the next quarter.
16
2. PROGRAMS CONSULTANCY STRATEGIC BUSINESS UNIT (SBU)
OVERVIEW
Uganda Health Marketing Group (UHMG), through AFFORD II project, is consolidating its capacity for
actualization of the organization’s mission of a good life for all Ugandans. UHMG operations are guided by
the business plan that spells out channels for the attainment of the organization’s goals. The business plan is
designed to guide implementation through 2 strategic business units (SBUs); Products Facility PF SBU and the
Program Consultancy PC SBU.
This section of the report deals with the Programs Consultancy SBU outputs for January-March, 2013, or
FY2013 Quarter 2.
The Programs Consultancy SBU is UHMG’s public health specialised arm, spearheading innovative approaches
to promote healthy life styles in the country, increase quality services and products availability, services
demand and their utilisation. This SBU works to accomplish these noble goals through design,
implementation of innovative and strategic health communications. In addition, the Programs Consultancy
supports quality services delivery through health systems strengthening activities for the private sector and
provision of affordable health products and services through social marketing. PROGRAMS CONSULTANCY
supports the private health sector, through the Good Life clinics (GLC) and drug shops networks.
A summary of each intervention area is provided below:
Malaria Control Services: Through PMI support, UHMG AFFORD project supports 11 districts in Eastern and
Northern Uganda, where Malaria is most endemic. Program support is directed to strengthening malaria case
management, both for the clinics and drug shops through mentoring of service providers in quality services
delivery. In addition program support the distribution of malaria control commodities (RDT, ACT, LLIN),
demand generation activities directed to the target communities and quality data management.
Maternal Newborn and Child Health (MNCH): MNCH services constitute the back born for UHMG programs
and platform for services delivery integration. The poor health of women in reproductive age, and children
below 5 years constitutes the highest burden in the country, resulting in high maternal morbidity and
mortality rates. Supported interventions include; ANC, Delivery Services, Care of New Born, Growth
Promotion and Integrated management of childhood illness.
Family Planning (FP): FP services have grown in importance, largely as a way of increasing maternal and child
health in general, and reduction of unplanned pregnancies in particular, thus contribution to maternal
mortality reduction that would otherwise arise from unsafe/illegal abortions. UHMG supports both short and
long acting FP methods through the GLC. One of the barriers to utilisation of FP services which UHMG
address is services demand generation, through innovative strategic health communication campaigns.
HIV/AIDS Services: HIV/AIDS prevention, care and treatment services are supported both through the health
facilities (GLC) and the community level. GLC lead services are HCT, PMTC, chronic care and positive
17
prevention services for people living with HIV/AIDS. Community interventions support services linkages to
the GLC. These target Most at risk Populations (MARPs), including Fisher Folk, Commercial sex workers
(CSW), and Truckers. Provided services include referrals for HCT, Safe male circumcision (SMC), STI
management and promotion of condom use. Finally community interventions also support youth out of
schools and couples in established relationships (married/cohabiting); HCT, including couple HCT; FP; SMC;
and linkages for care and EMTCT services.
2.1
MALARIA
During the second Quarter, UHMG programs supported health facilities and drug shops in 11 PMI districts to
consolidate malaria case management services. Supported districts are Soroti, Kumi, Ngora, Katakwi, Serere,
Kaberamido, Palisa, Apac, Lira, Amolatar and Dokolo.
HIGHLIGHTS
A summary of malaria services supported activities in Q2 is presented below.
i.
Strengthening Malaria case management: The purpose was to equip GLC and Drug shop operators
with the necessary skills to carry out parasitological diagnosis and appropriate febrile case
management based on policy protocols. These include; management of parasitological confirmed
malaria cases, based on malaria policy guidelines that recommend ACT as 1st line drugs and prompt
re evaluation and treatment or referral of non malaria febrile illness, in line with diagnosis.
ii.
Malaria Services quarters monitoring to ensure adherence to services quality standards and data
collection.
iii.
Demand Generation for Malaria Control Services Utilization: Through Power of Day One, efforts
communities are empowered to make decisions on malaria prevention and treatment services. These
include timely health seeking behaviour, in addition to taking appropriate preventive measures.
ACTIVITY PROGRESS
Malaria Work Plan Activity Tracking Matrix
Activity
Annual
%
Indicator
Annual
Q1
Q2
Remarks
Training of new health workers on
case management across all GLC/s
Number of GLC
supported
100
48
35
83%
Ongoing
Reorientation of drug shops
members on case management
Number of drug shop
supported
300
175
117
97%
Ongoing
Production and distribution of malaria
case management job aids
Number of job aids
reproduced
3000
-
5000
167%
Distributio
n in Q3
Number of health
workers trained
150
-
-
1.1: Malaria Case Management
1.2: Malaria In Pregnancy
Training of new health workers on
MIP integrated in ANC for GLC with
ANC
For Q3
18
Printing and distribution of integrated
RH registers
Number of registers
produced
500
-
300
60%
ongoing
1. 3. Demand generation activities
Produce and distribute malaria
posters
Number of posters
distributed
1,000
Support radio spots & talk for malaria
prevention
Number of radio spots
aired
400
Number of radio talk
shows held
40
Power of
Day 1
Phase 2
to run in
Q3.
1.4: Support supervision
Quarterly Support supervision of
clinics and drug shops - PMI districts
Number of GLC /DS
supported
250
169
152
NA
In PMI
districts
KEY OUTPUTS
Malaria Case Management Quality Improvement Tools: Malaria case management support supervision
tools, the clinical audit tools, were reviewed and updated. In addition different job aids for guiding quality
malaria case diagnosis and management were reproduced for use by clinics and drug shop operators. These
job aids include:
- Febrile illness diagnosis and treatment flow chart
- RDT malaria diagnosis wall chart
- RDT negative cases management flow chart
- Parenteral artesunate for severe malaria treatment guide
Orientation of Service Providers on Malaria Case Management: Participates from the 11 districts were
oriented from different venues. Meetings to train drug shop and private Clinic operators were organised and
held as follows; Kumi,Katakwi and for the Teso sub-region; and Apac,Lira,Amolatar and Dokolo for Lango subregion. Topics addressed during the meetings include:
- Clinical features of simple and severe malaria; Malaria fever diagnosis, including signs and symptoms of
uncomplicated malaria,
- Current malaria treatment policy including: confirmation of malaria by parasitological diagnosis before
provision of anti malarial medicines, treatment of uncomplicated malaria using the recommended anti
malarial medicines;
- Referral of patients with severe malaria to health facilities.
- Differential diagnosis of fever cases with negative lab tests (RDT/Microscopy) and management, including
timely referrals.
- A practical/demonstration on rapid diagnostic tests (RDT)including: How to perform the test and read
RDT test result
Health Systems Strengthening for GLC and DS
Malaria Control Services data Management: Services data collection supplies replenishment at GLC and DS
was done. Q2 data was collected. District drug shop association members’ orientation meetings on services
19
data documentation were held, as part of the refresher training. Data registers and reporting forms for drug
shops were reproduced and distributed.
Social Marketing of Malaria Control Commodities: In addition, UHMG malaria control products were sold to
members, through the drug shops associations. Provision of services delivery skills, adherence to service
standards and provision of affordable quality prices through joint procurement that enables economies of
scale are the main reasons the district drug shop associations are supported by UHMG Programs, through
AFFORD project.
District Drug shop Association Operations: Members awareness on the benefits belonging to the association
were presented and appreciated by members. This enabled members to make decisions to support and
become committed members of their association. Key decision points that motivate members were delivered
from these self assessment questions.
- The obligation to register (Why you must be registered?)
- The criteria for registration (Who qualifies to be registered?)
- The fees paid to the District Association (How much do you pay to the association?)
- The benefits of being a member of the District Association
Demand Generation for Malaria Control Services: Review of Power of Day One phase one campaign was
carried out in partnership with Stop Malaria Project. Power of Day One Phase 2 Campaign was developed,
based on evaluation findings. It will be implemented during Q3.
Summary of Malaria Services Data
Indicator
Annual
Target
Q1
output
Q2
Output
Q3
Q4
Output
Output
Cum%
Suspected malaria cases <5 year
90,000
29,934
22,959
58.8
Suspected malaria cases >5 years
140,000
49,656
31,331
57.8
Lab tests (RDT) cases <5 year
24,000
8,203
5,500
57.1
Lab tests (RDT)>5 years
33,000
11,898
8,593
62.1
Lab tests (BS) cases <5 year
80,000
30,491
22,202
65.9
160,000
56,878
39,532
60.3
Confirmed cases (RDT) <5 year
10,000
3,730
2,625
63.6
Confirmed cases(RDT) >5 years
12,000
4,388
3,710
67.5
Confirmed cases(BS) <5 year
40,000
15,913
14,184
75.2
Confirmed cases(BS) >5 years
70,000
24,939
17,631
60.8
New ANC attendances
40,000
8,028
6,112
35.4
6000
1,020
1,308
38.8
Lab tests (BS) >5 years
Cases of Malaria in Pregnancy
20
IPT1
35,000
6684
4,929
33.2
IPT2
30,000
5309
3,262
28.6
% of IPT2
61%
PLANS FOR THE 3RD QUARTER, APRIL TO JUNE 2013







Distribution of malaria case management, including malaria in pregnancy job aids and IEC
materials
Support malaria prevention services uptake through multichannel health communication
campaign implemented through Power of Day 1 Phase 2. This campaign provides knowledge and
awareness on early malaria seeking behavior, based on policy guidelines on treat, treat and track.
Working with community mobiliser, the Good Life promoters, households will be empowered
with information to generate demand and more utilization of malaria prevention and treatment
services.
Participate in commemoration of World Malaria Day, April 25th 2013. Several activities will be
supported both at the national, district health facility and community levels.
Provide malaria control commodities, through social marketing: RDT, LLIN, ACT; Fansider for IPTp;
IPTp directly observed treatment (DOT) commodities; water treatment tablets (Acquasafe®),
clean water storage vessels and dispensing cups.
Support supervision and mentoring of services providers; this will include refresher orientation
meetings for newly recruited staff in order to ensure services quality is maintained.
Support drug shop association operations for sustainable quality malaria case management by
members, as first line health care providers. This will include supporting them to access quality
affordable health products, benefiting from economies of scale and credit line facilities. In
addition, members will be supervised o ensure that they act professionally in their dispensing
practices.
Documentation and dissemination of best practices in malaria control services delivered through
AFFORD UHMG project.
2.2
MATERNAL NEW BORN AND CHILD HEALTH (MNCH)
OVERVIEW
Uganda Health Marketing Group (UHMG) has been at the forefront contributing towards the national efforts
in improving access to quality Maternal and Child Health services and products. The purpose of this initiative
is to contribute to the national goal of reducing maternal mortality from 435 to 131 per 100,000 live births by
2015 and child mortality by 2/3 by 2015. The national efforts are geared to the acceleration of Maternal and
Child Health intervention with the main purpose of attaining the Millennium Development Goals 4 and 5.
Strategic Objectives
i. To increase the availability, accessibility and utilization of quality skilled care for maternal, neonatal and
child health services in the Good Life clinics.
ii. To improve knowledge, appropriate and timely health care seeking behavior and utilization for maternal,
newborn and child health services and products by targeted communities.
21
SUPPORTED ACTIVITIES IN Q2
The focus of program support during the quarter was consolidating the capacity of GLC in provision of quality
MNCH services. Program effort was directed to critical areas, in line with the desired outcome- quality
services. In addition community mobilization, provision of more accessible services was other priority
intervention areas supported during the quarter. Supported areas included:
i.
Quality assurance in selected GLC providing MBCH services
ii.
Follow up IMCI trainees and continuous mentoring support
iii.
Community mobilization and demand generation for increased utilization of MNCH services
iv.
Integrated outreaches to increase access and utilization to vulnerable population groups.
MNCH Annual Tracking Activity Matrix
MATERNAL NEWBORN & CHILD HEALTH 2012/13 PERFORMANCE
Activity
Key Indicators
Annual
Target
Q1
Q2
Q3
Q4
Annual %
1: Capacity building of Good Life clinics to provide quality and integrated MNCH services
Train HW from 50 GLCs on Goal oriented ANC
and EMOC and Newborn care
No of HW trained
100
Quarterly mentoring for IMCI trainees at their
workplaces for quality services delivery
No of HW
mentored
188
Procure and distribute basic MCH supplies
(MUAC tapes, delivery sets, Mama kits, LLITNs
for 50 GLC
No. of GLCs
equipped
Conduct quarterly CME sessions for the 50 Good
Life clinics
No. of HW
oriented
Support community integrated outreaches for 50
GLCs (1 each per GLC)
No. of outreaches
0
0%
-
138
NA
50
-
50
NA
100
-
85
NA
50
-
34
68%
50
-
35
70%
2: Community sensitization and demand creation for MNCH services
Support 50 mothers’ clubs to support MNCH
services demand for 50 GLCs
No. of mothers
clubs
3: Scaling up the Safe Deliveries and Newborn Care through Health Facility Delivery Campaign
Radio programs
Number of radio
spots
1000
1500
Radio programs
Number of talk
100
65
Bill boards – 13 bill boards (block figure)
No. of bill boards
13
36
Production of IEC materials for 50 GLC
Number of IEC
1000
700
SMGL
phase 1
activities
completed
50
Ongoing
22
Production Job Aids for 50 GLC
Job aids
50
0
50
Ongoing
ACTIVITY OUTPUTS
Capacity building of Good Life clinics to provide quality and integrated MCH services
a) Improvement of Quality of care of GLCs: MNCH support for 2012/13 program year has been
consolidating interventions in 50 GLCs providing comprehensive MNCH services, by building their
capacity to offer quality MNCH services. Comprehensive Quality Improvement assessment exercise for
158 GLC was done. On-job mentoring to address gaps found was also carried out at the GLCs.
b) Technical support supervision and follow-up of IMCI Trainees: Quality Improvement assessment and
mentoring was done in 158 GLCs. Areas supported include;
i. Provisions for ORT corners (Child Health).
ii. Support observance of infection prevention measures like simple hand-washing, use of the 3
buckets for de-contamination of instruments (Infection prevention).
iii. Supply of relevant job aids (all areas of health care) and IEC materials.
c) Technical support supervision and follow-up of IMCI Trainees:
Altogether 146 IMCI trainees drawn from 71 GLCs were targeted but 69 GLCs were assessed (with 138
trainees) – the 4 GLCs that were not assessed were affiliated to MSU or PACE. Total % of IMCI trainees
assessed was 73% of the original 188. Generally scores for the GLCs on the IMCI-specific standard were
good. The preliminary findings show that some of the trainees have moved on; those that are still in
place are practicing the principles of IMCI. IMCI guidelines need to be beefed up. ORT corners were
mostly not available in the clinics – however, being private clinics, it may not be cost-effective to set up
the corners as per the national standards.
d) Use of peer groups for community mobilization: UHMG
undertook the identification of groups of “Satisfied Users” of
maternal and child health services including Family Planning,
to increase awareness and mobilize other mothers for
increased MNCH services uptake. This community
mobilization is done through Maama’s Clubs that are
attached to selected GLCs. To-date UHMG has set up a total
of 35 Maama’s clubs that can be utilized to mobilize the
community to use MCH services. They are expected to
provide regular person-to-person communication to
encourage pregnant women to attend 4 ANC visits, deliver in
the GLCs, seek Family Planning services and take their children for all the recommended child promotion
services and care at the GLCs. This approach is being used to support the attainment of the set MCH
targets. Male involvement aspect targeting participation of men is an area that will be encouraged
through urging spouses to come with their partners for health education sessions.
e) Integrated outreaches: Integrated outreaches are an approach used to increase access to services,
especially for the disadvantaged and hard to reach groups. In this regard, UHMG supported 50 GLCs to
conduct integrated outreaches. Key outcomes from these outreaches include more clients accessing
services. These included; 202 pregnant women for ANC, 357 children treated for various illnesses and dewormed and immunization, 100 implants and 17 IUDs inserted, and 150 clients counseled and tested for
HIV. Below are on the left a client receiving ANC checks up and on the left a FP client having an implant
insertion.
23
f)
Procurement of MCH instruments and related health supplies: In a bid to build the capacity of GLCs in
the provision of MCH services, UHMG procured sets of basic MCH instruments and health supplies. The
procured instruments/ health supplies included sets of instruments for conducting deliveries, Mama kits,
MUAC tapes, and kits for cervical cancer screening.
g) On-job Mentoring through CME Sessions: UHMG further developed and printed job aids to facilitate
Continued Medical Education and on-job mentoring of service providers. Areas addressed by the job aids
are generally interventions pertaining to the commonest causes of maternal and newborn mortality.
Sessions were provided on Focused Antenatal Care (FANC), Active Management of Third Stage of Labour
(AMTSL), Care of the Newborn and Integrated Management of Childhood Illnesses (IMCI). Basic MCH
equipment and job aids were distributed to 50 GLCs considered to be suitable for delivery of ANC and
skilled care at birth.
Key outcome Indicators
A summary of key services delivery outcome indicators are presented in the table below.
MONITORING MNCH INDICATORS
MATERNAL HEALTH
Annual
target
Quarterly Performance
Q1
Q2
Q3
%age
Q4
Number of mothers attending the first
ANC visit at the GLC
40,000
8,028
6,112
35.4
Number of mothers attending the 4th
ANC visit at the GLC
25,000
4,658
2,992
30.6
Number of mothers who received IPT 1
at the GLC
35,000
6,684
4,929
33.2
Number of mothers who received IPT 2
at the GLC
30,000
5,309
3,262
28.6
Pregnant women counseled, tested and
received HIV results at GLC
30,000
7,700
6,342
46.8
Number of mothers delivering at GLC by
skilled HW
28,000
5,241
3,200
30.1
Number of women receiving post natal
services
20,000
3,443
2,318
28.8
200,000
59,817
37,226
48.5
CHILD HEALTH
Children under 5 years treated for
malaria & other common childhood
24
illness
PLANS FOR THE 3RD QUARTER, APRIL TO JUNE 2013
During Q3 consolidation of MNCH Services will be carried out. These include:
i. Continue with CMEs at the GLCs including orienting of HWs on Focused ANC
ii. Distribute basic MNCH supplies
iii. Conduct integrated MNCH outreaches by the GLCs
iv. Continue to support the Maama’s Clubs in mobilization of clients for MCH services
v. Produce and distribute IEC Materials to GLC for community distribution through GLP and Maama Clubs
vi. Produce and distribute Job aids to enhance quality MNCH services delivery
vii. Document MNCH services delivery
2.3
FAMILY PLANNING
Introduction
UHMG AFFORD project, with additional funding from DFID, continues to expand the implementation of
family planning services, from the short term range to include long term FP methods. This scale up aims at
increasing the availability, demand and utilisation of modern family planning services and products, especially
the long term methods. Activities are focused on increasing family planning commodities security in the
private sector, especially for most rural and remote locations. Supported activities focus on capacity building
of the private health sector service providers for quality services delivery in all modern methods for FP
services provision, strategic communication for FP services awareness raising, and demand generation, stock
management, logistics distribution, services documentation and reporting.
FP programs support a range of methods to provide choice from a comprehensive FP mix; long acting FP ;IUD
& Implants and short term FP methods; combined oral contraceptive pills (COC) - NewFem® and Pilplan®;
Progesterone only pill (POP) - Softsure®, Injectaplan® (Depo-Provera); condoms Protector® and ‘Condom O’®;
and Standard Days Method MoonBeads®. UHMG currently distributes its products through the private sector
franchise network called the Good Life Clinics (GLC) Network. GLC network has expanded to 300 and
coverage is now in reach 90 districts.
Planned Activities Highlights
 Conduct clinic support days & integrated outreaches
 Recruit, train and facilitate Good life clinic promoters (GLP) to create demand for long term and short
term FP products.
 Strengthen infection control and services quality in GLC.
FP Annual Activity Tracking Matrix
Activity Description
Indicator
Annual
Q1
Q2
% age
Comments
Train HW on Long Acting Family
Planning Methods (LAFPM)
# service providers
trained on LAFPM
184
121
-
66%
New approach:
mentoring at GLCs
25
Conduct clinic support days &
outreaches
150 clinic support days
supported
150
-
72
48%
Ongoing
Strengthening infection control in
GLC clinics and hospitals
# of clinics supported
300
121
-
40%
More support
planned for Q3
Support quality improvement
activities in FP at GLC
No of GLC reached
and mentored
300
121
158
NA
Ongoing.
Recruit and train Good life clinic
promoters
# GLC promoters
oriented
300
-
159
53%
Ongoing
Demand Generation for FP services
Radio talk shows 8
radio stations
89
54
61%
Ongoing
Radio Spots
4123
10,000
NA
Ongoing
10,488
a) FP service Delivery Through Clinic Support Days and Outreaches; A total of 72 integrated outreaches
were conducted. Multiple demand generation approaches were employed such as radio announcements
and support from trained Good Life promoters. Through outreaches clients were provided with services.
A summary of outputs is listed below;
i. Implant insertions (new clients) – 217
ii. IUD Insertions (new clients) – 52
iii. Injectables (New Clients) – 95
iv. Oral Contraceptives (new clients -28)
b) Training and Support to Good Life Promoters (GLP): Demand generation to increase FP services uptake,
at the community level is one of the major areas for programs inputs. At the community level, UHMG in
partnership with GLC selected community mobilisers and were trained to work as Good Life clinic
promoters (GLP). Every GLC nominated 2-3 participants for the training in health education, community
mobilisation and referrals for FP services. The training was for three days, inclusive of class room and 1
day of practicum. A total of 159 GLP from 46 GLC in 18 districts were trained. All these GLPs were
provided with forms for referrals and data collection. The GLP will mobilise and support demand
generation for GLC FP services, thus increasing utilisation of the services uptake by the target
communities.
c) Support FP Services Quality at GLC: FP services delivery guidelines and job aids were distributed to
service providers in 150 GLC. Items distributed to GLCs include Family planning global handbook for
providers’ revised 2011 update and Family planning client forms. A new QAP tool (integrated) was
pretested at 50 of the GLCs. Gaps were identified that will be addressed in Q3. Services data
management was strengthened through provision of box files for storage of family Planning data.
d) Demand Generation for FP Services: Capacity for interpersonal communication (IPC) for community
mobilisation and services demand generation was built, working with trained GLP. The GLP support
services uptake by GLC. This is conducted through provision of accurate information on the benefits of
FP, dispelling the myths and providing info and referrals for services uptake. Furthermore IEC posters
and brochures on long term and short term FP methods were distributed at GLC.
26
e) Smart Choices Multimedia Campaign: UHMG supports a nation demand generation campaign to scale up
modern FP services – the Smart Choices Campaign. This support is one of the deliverables of the
Accelerating the Rise in Contraceptive Prevalence (ARC), a USAID/DFID initiative to scale up modern
family planning services in Uganda. The campaign is generic, supporting services demand generation for
all the service providers, both in private and public health facilities. For details refer to the Strategic
Health communication section on the report.
f)
Social Marketing for FP Products: Distribution of UHMG FP commodities was carried out, integrated with
other activities supported at GLC. Products were sold at GLC at subsidized rates to increase access and
affordability of quality family planning products.
Summary of FP Services Utilisation in GLC, Oct. 2012 - Feb 2013
Contraceptives -
Target
Q1
Q2
Q3
Q4
%age
Oral New users (NU)
15,000
4230
2635
46
Oral Re-visits
14,000
3374
1456
35
Female condoms – New Users
1,000
328
176
50
Female condoms - Revisits
800
95
191
38
Male condoms – New Users
20,000
5684
3996
48
Male condoms – Revisits
12,000
3416
2201
56
Injectables - New Users
14,000
3,222
2,319
40
Injectables – Revisits
14,000
3264
2541
41
IUCDs – New Users
3,500
918
538
42
IUCD - Revisits
-
255
227
-
Implant new users
5,500
1214
888
32
Implant revisits
-
261
204
-
Implant removals
-
241
284
-
PLANS FOR THE 3RD QUARTER, APRIL TO JUNE 2013
Quarter 3 activities focus will be directed at raising CYPs through service provision at the GLCs.


Support demand generation and services uptake both through multiple approaches; community
mobilization, sensitization and services provision both at GLC and outreaches.
Carry out Quality assurance and infection prevention activities at the GLCs
27
Support and work alongside the brands teams to conduct sales of FP products and also conduct
end mile distribution of products.
Procurement and distribution of more IUCD equipment to expand service delivery capacity
Improve Family planning data management at the GLCs.



2.4
HIV/AIDS
HIV AIDS programs interventions supported through UHMG AFFORD project support national strategies for
HIV prevention, care and treatment. They include; HIV prevention targeting key most at risk populations
(MARPS) and the general population, HCT, PMTCT, HIV Care and Treatment. HCT is the entry point to HIV
prevention, care and treatment services. PMTCT services are the latest intervention supported through the
project, whose implementation started in the current program year.
Q2 Activity Highlights
Program support for HIV control interventions target both community responses and quality services delivery
at the health facilities – the GLC network. A summary of activities implemented in Q2 are listed below.
i.
HCT services both at GLC static sites and outreaches targeting vulnerable communities
ii.
PMTCT services roll out in GLC
iii.
HIV Care Services for People Living with HIV (PLHIV)
iv.
Support services quality improvement in GLC
v.
HIV Prevention targeting MARPS and other population groups
vi.
Promotion of condom use for HIV prevention
vii.
EMTCT campaign to generate demand for PMTCT services in general, based of 4 prongs and option
B+, specifically.
HIV/AIDS Annual Work Plan Performance Tracking Table
HIV FY 2012-2013 WORK PLAN MATRIX
Activity
Indicator
Target
Quarterly Outputs
Q1
Q2
Q3
Comments
Cum%
1: Strengthen HCT Services in Private Clinics
Distribute test kits to GLCs
accessed through JMS
Number of dermine
test kits distributed
300,000
0
75,000
Support GLCs to conduct
out integrated reaches
Number of
outreaches
conducted by GLCs
60
0
16
2400
0
25%
Ongoing
NA
Ongoing
NA
Re supply in
2: Healthcare Waste management
Distribute safety boxes to
new GLC enrolled for HTC
Number of safety
28
services.
boxes distributed
Q3
3: Sexual and Other Risk Prevention-Truckers
Reach truckers with IPC
Number of truckers
reached
3,850
1000
HCT outreaches
Number tested
9000
3000
Reach CSWs for IPC
No. of CSWs
reached
2000
600
Social market condoms
Packs of 3 sold
60,000
7980
1227
616
58%
Ongoing
33%
Ongoing
61%
Ongoing
97%
Ongoingt
50,000
4: Sexual and Other Behavioral Risk Prevention – Fisher Folk
Reach fisher folk with IPC
Number of FF
reached
Conduct HCT outreaches
for Fisher folk & CSW
20,900
3920
3310
35%
Ongoing
Number tested and
received results
5,000
723
315
21%
Ongoing
Reach CSWs with IPC
Number of CSWs
reached
1000
187
165
35%
Ongoing
Promote condoms
Number of condoms
sold
50,000
8008
7651
31%
Ongoing
5: Sexual and Other Behavioral Risk Prevention – Married couples and discordant couples
Conduct IPC activities on
HIV prevention
Number of
individual reached
Conduct CHCT outreaches
Number of
individuals tested as
couples tested
Integrate FP in HIV
prevention among couples
Number of new FP
acceptors
150,000
35941
36235
48%
Ongoing
45,000
1351
1351
6%
Ongoing
5000
1739
1853
72%
Ongoing
6: Sexual and Other Behavioral Risk Prevention – Youth
Conduct IPC activities on
HIV prevention among
youth
Number of youth
reached
50000
18384
20676
78%
Ongoing
Carry out HCT outreach
targeting youths.
Number of youth
tested
5000
414
3622
81%
Ongoing
19,000
1,595
1,296
15%
7: HIV Care & Positive prevention Services
Provide PHAs with HIV
care & positive prevention
services
Number of PHA
reached supported
29
8: PMTCT
Train HWs on PMTCT from
50 GLCs to provide ANC
Number HWs
trained on PMTCT
74
42
12
Quaterly on-job mentorship
Number of HWs
74
0
67
Train mother mentors on
PMTCT from 50 GLCs
Number of mother
mentors trained
50
Number of men
mobilized for MMC
81,100
73%
NA
Activity on
going
Ongoing
To start in Q3
9: Support VMMC services
Demand generation &
referral by sub-grantees to
GLC
2,149
6%
Ongoing
2,778
Q2 Outputs
Summary of HIV/AIDS Services Quarterly Outputs
Service & Indicator
Annual Target
Q1
Q2
Q3
Q4
%age
HCT- Tested and Received results
338,145
41,822
30,019
21
Couples (A&B) – IPC
150,000
35,941
36,235
48
CSWs – IPC
3,000
788
670
49
Truckers – IPC
3,850
979
1,224
57
Fisher folk – IPC
20,900
3,920
3,310
35
Care & Positive Prevention
19,000
1,412
2,294
20
Condom sales through (CSO) sub grantees
300,000
34,372
104,942
46
Youth - IPC
50,000
7,806
8168
32
HCT Services
Through GLC static sites and outreaches, HCT services were provided. This support targeted clients at GLC,
through provider initiated testing and counselling (PITC) and vulnerable populations in the communities,
respectively. Previous interventions built the capacity for quality GLC services delivery providing skills for HCT
counselling. This included basic HCT counselling, as well as couple counselling. Support for data management
and reporting was provided to all sites. Infection control measures is a key areas supported, since these
30
services generate a lot of medical waste. Previously, safety boxes and waste bins were supplied to all GLC.
During this quarter HCT consumable logistics and replenishments of supplies was done. These include:
i.
ii.
iii.
HCT test kits, and related consumables (gloves, cotton, disinfectant, needles & specimen bottles)
Services data management and reporting tools
Medical waste management facilities (waste bins and safety boxes)
During this quarter HIV logistics which was distributed include test kits (determine 75,000, Startpack 10,010
and Unigold 1800) and lab consumables.
HCT Outreaches: Support to conduct HCT outreaches services was extended to 16 GLCs. These outreaches
were integrated, providing services for other supported UHMG programs sectors (FP, ANC, Child Health
Promotion services (growth assessment, immunisation, deworming, micronutrient supplement, and management of
childhood illness). A total of 3850 people and 212 couples
were counselled, tested and received their result; of these
134 were found to be HIV positive. All HIV positive clients
were given HIV care start pack (cotrimoxazole) and referred
for comprehensive management of HIV/AIDS at the nearby
health facilities. Couple HIV counselling and testing was
promoted during the quarter, as part of HCT services. In the
picture, above a happy couple shows their certificate, after
testing together for HIV.
HCT Services Utilisation Data Summary
HCT Annual Services Progress
Target
Q1
Q2
Q3
Q4
%age
Number of Individuals counseled
338,145
45,875
35,419
24.0
Number of Individuals tested
338,145
43,674
33,675
22.9
Number of Individuals who received HIV test
results
338,145
41,826
32,368
21.9
Number of Individuals who tested HIV positive
23,670
2,528
1,855
18.5
HIV positive cases started on Cotrimoxazole
preventive therapy (CPT)
19,000
1,595
1,296
15
Number of individuals who were Counseled and
Tested together as a Couple
45,000
4,702
3,843
19.0
31
Number of individuals who were Tested and
Received results together as a Couple
45,000
4,459
3,722
18.2
Number of individuals with Concordant positive
results
NA
774
804
NA
Number of individuals with Discordant results
NA
265
301
NA
Number provided with Safe Male Circumcision at
GLC
NA
2,332
2,171
NA
PMTCT
PMTCT services are a new intervention that has provided opportunities for UHMG AFFORD project to scale
up HIV/AIDS interventions. Uganda has adopted option B+, as the best approach to eliminate mother to child
transmission, with a target of reducing new incidences of infection from current 23-30 0 to <5% by 2015.
UHMG is part of this noble initiative. In the previous quarter capacity for GLC service providers was built for
the 1st phase option B+ health facilities. GLC from central region – 1st phase- were trained to start delivery of
these services.
PMTCT Highlights
Following capacity building for during the 1st phase inQ1, consolidation of initiated services was carried
during Q2. These include:
i.
Mentoring support for GLC health workers trained in the previous quarter
ii.
Support PMTCT logistics quantification and distribution to facilities implementing option B plus
iii.
Support GLC in services data management and reporting
iv.
Support National EMTCT campaign roll out for services demand generation
Outputs
i.
Mentoring Support at GLC. Mentoring was done at 15 GLCs to a total of 67 health workers which included
on-site CME on PMTCT Option B+ guidelines and policies. Support provided included;
ii.
Provision of ARV and other logistics for quality services delivery. ARV for PMTCT Option B + services was
received from JMS for UHMG phase 1 eight sites.
The ARVs include:
1. 510 packs of Neverapine 200mgs
2. 510 packs of Tenofovir/Lamividine/Efevirenz 300mg/300mg 600mgs
3. 510 packs of Tenofovir/Disopraxil/Lamividine 300mg/300mg
iii.
Distribution of job aids for quality services delivery. This was in addition to hands on support and
coaching of service providers to ensure that skills gained in previous training are being appropriately
applied.
iv.
Distribution of data management tools for documentation and reporting of services provided. In addition
services data was collected during these visits
v.
Training of HW from private sector in other regions. The phased approach for option B+, has been
modified, providing an opportunity for simultaneous scale up nationally in all regions. In collaboration
with NUHITES, UHMG sponsored 12 health workers from 5 GLCs in Northern (Mola Medical Centre, Lira
Medical Centre, Iceme HCII) and 2 GLC from Eastern Uganda (Soroti Medical Associate and Kolonyi)
32
Uganda to undergo a six day training in option B plus. The training was organized by NUHITES and took
place in Gulu District from the 18th - 23rd March 2013.
PMTCT Services Data
PMTCT Services Data
Indicator
Target
Q1
Q2
Q3
Q4
%age
New ANC Clients
6000
445
13
ANC Clients receiving HCT
5400
441
8
Pregnant women who are HIV Positive
560
21
3
HIV Positive pregnant women initiated on HAART (Option B+ )
360
22
6
Number of HIV exposed infants receiving ARV
360
22
6
Number of HIV-exposed infants who had a serological/rapid HIV test at 6
weeks
360
27
7.5%
Number of HIV-exposed infants who had a serological/rapid HIV test at
18 months
360
8
8
Number of HIV-exposed infants who had a serological/rapid HIV test at
18 months and are positive
0
2
-
Support to National EMTCT Campaign
UHMG continued working with MOH and USG Partners to support the review of Elimination of Mother to
Child (EMTCT) Communication Strategy. Furthermore, UHMG in partnership with other stakeholders led the
development EMTCT communication strategy to support roll out of PMTCT option B+ services delivery. Key
outputs of this are;
i.
A multichannel campaign with messages tailored for key audiences, based on the PMTCT four prongs.
The 4 prongs are:
a. Primary prevention of HIV in women and men of reproductive age,
b. Provision of modern Family Planning services to meet the unmet need across all women of
reproductive age.
c. Prevention of mother to child transmission among HIV positive pregnant women, based on
option B+
d. HIV care and treatment targeting HIV positive women and their immediate families.
ii.
Key audiences were targeted with EMTCT messages specific to their profiles in society and roles in
PMTCT. Key audiences:
a. Population in their reproductive age
b. Pregnant women with unknown HIV status and their partners
c. HIV positive women and their partners
d. Leaders both at national, district and local levels
e. Health workers and other service providers
EMTCT National Launch in Ntungamo District: UHMG led the publicity and communication sub-committee
for the launch campaign with following major roles:
33
• Developing and leading the EMTCT national mass media campaign
• Developing campaign strategy & concepts
• Developing assorted audio-visual IEC materials in different languages
• Developing EMTCT fact sheet & leaders handbook on behalf of MOH in different languages
• Orienting other implementing partners on the campaign to scale up
During the EMTCT launch, UHMG also supported the delivery of family planning services in addition to the
same services provided at Itojo Hospital three days prior to the event. Below, the 1st Lady – Janet Museveni receiving EMTCT info pack from UHMG Managing Director during the national launch of EMTCT at Itojo
Hospital, in Ntungamo District.
HIV Care Services for People Living with HIV (PLHIV): All GLC providing HCT services provide care and
positive prevention services to HIV positive clients. During this quarter, procurement for startup care packs,
consisting of Seprtine, condoms, Aquasafe, FP brochure was developed. Distribution will be done in Q3.
Support services quality improvement in GLC: As part of integrated activities, quality improvement for HCT,
HIV/AIDS care and Positive prevention services was done.
HIV Prevention Targeting MARPS
HIV prevention services target most risk populations (MARPS), whose vulnerability to HIV infection stems
from their risky sexual behaviours. Under this category, target populations include fisher folks (FF),
commercial sex workers (CSW), and long distance trucker. For fish FF, these interventions are in 4 districts
(Kalangala, Masaka, Mpigi, and Wakiso), working in partnership with SSECODA, who is UHMG sub grant
recipient. NAYODE is another sub recipient supporting interventions for truckers in Kasese district, through 2
hotspots in Hima and Mpondwe town councils. In addition, NAYODE supports youth reproductive health
friendly services with focus on life skills and prevention of STI and HIV/AIDS. All the sub grantees have
interventions for CSW, who are clients to the FF and Truckers.
The sub grantees work through trained peer educators, whose capacity was built over previous program
years. For FF and CSW HIV prevention services demand generation, the peer educators provide awareness
through interpersonal education (IPC) on HIV prevention, care services and provide linkages for facility based
services. These interventions are provided through various landing sites, working with local authorities, the
beach management units (BMU). With regard to interventions targeting truckers, NAYODE supports trained
park yard volunteers (PYV) who provide IPC to truckers and CSW, and refer them to GLC in the vicinity for HIV
34
prevention services uptake. With regard to youth programs, NAYODE supports these services through trained
youth counsellors, who coordinate 2 youth centres located in Kasese and Hima townships.
Promoted behaviours for the MARPS are risk reduction strategies that include consistent and appropriate use
of condoms. Furthermore clients are counselled and supported with information to demand and utilize HIV
services at partnering GLC. These include HTC, as the entry point to HIV prevention, care and treatment.
Additional services provided for MARPS at GLC include STI management, safe male circumcision, and linkage
for care and treatment for HIV positive clients.
The table below summarizes key Q2 outputs for this quarter.
Intervention area
Output
Partner/s attribution
Prevention for FF through IPC
3364
SSECODA
IPC for CSW
774
NAYODE (612) SSECODA (165)
Condom (packets of 3) sales - social marketing
57,651
NAYODE (50,000) SSECODA 7,651)
HTC for FF and CSW
315
SSECODA
IPC for truckers
1010
NAYODE
Referral for STI
85
SSECODA
Linkage for HIV + clients for treatment
522
SSECODA
Sexual and Other Prevention: Youth and Couples
HIV prevention among youth out of school
Working in partnership with Health Alert Uganda (HAU) and NAYODE as sub grantees, UHMG AFFORD
supports HIV prevention among youth. HIV prevention services awareness to the youth is provided through
youth clubs coordinated by peer educators trained previously. Youth are encouraged to use condoms
persistently. In partnership with GLC, youth are referred for HCT, FP and Safe Male Circumcision (SMC). For
clients who are tested HIV positive, support for HIV care and treatment is provided to them at the HCT sites.
Referrals for ART eligibility and enrolment for those in need of treatment is done at health facilities with ART
services.
The table below summarizes Q2 outputs targeting youth out of school
Intervention area
Q2
output
Partner/s Contribution
Health Awareness & Demand Generation for Services
20,679
HAU-17676, NAYODE-3003
Condoms for HIV prevention, FP – Packets sold
111,070 HAU- 61,070, NAYODE 50,000
Total referrals for GLC services (HCT, FP, SMC, STI)
3,054
HAU-2879. NAYODE- 166
35
Linkage for and utilisation of HCT Services
3622
HAU- 502, NAYODE -3120
Linkage for and utilisation of STI Management
376
HAU – 376,
Linkages for and utilisation of SMC
57
HAU – 57, NAYODE-
Linkage for and utilisation of FP
85
HAU – 85, NAYODE-
Linkage of young HIV positives for care and treatment
347
HAU-347, NAYODE-
Summary of Q2 referrals and linkages for health facility based services by HAU
HAU JAN- MARCH 2011 REFERRALS TO GLC
2,623
OF THE 2,623 REFERRALS
CONDUCTED 1,020
ACCESSED SERVICES IN
THE PERIOD JANUARYMARCH 2013
This excludes 367
provided with HIV care at
the community level
1,171
911
541
JANUARY
FEBUARY
MARCH
TOTAL
HIV Prevention - Couples
The table below summarises outputs for Q2
Intervention area
Quarter 2 output
Couple counselling
36,235
Referrals for ANC & maternity
1,853
Referrals for child health
2,564
Safe Male Circumcision
1,388
Couple HCT
13,51
In Partnership with Humanitarian Care Uganda, UHMG AFFORD Program support provides support for
Prevention services among couples in long term sexual relationships; both married and cohabiting. Through
the project coded Fighting AIDS in the Homes (FAITH), UHMG AFFORD supported HCU to train hero couples
as leaders to coordinate other couples. This capacity was built using families that prosper curriculum. Hero
couples support other couples through couple clubs.
36
Promoted behaviours include promotion of fidelity through mutual faithfulness, as the main stay of HIV
prevention effort. Furthermore harmonious relationships and better couple understanding and mutual
support is promoted, as ways of bringing more happiness and prosperity in the homes. Economic security
brings better health dividends at household and community level, including reduction in vulnerabilities to HIV
infection. Couples are linked to other economic initiatives like micro finance schemes. In addition, couple
clubs have initiated savings schemes managed by them.
In partnership with the GLC, couples are referred for couples HCT, SMC, FP services uptake. Safe motherhood
and child survival strategies are also promoted. This is done through encouraging expecting mothers to seek
ANC services and prepare to deliver at health facilities under skilled assistance.
Support National the National Promotion of Condom use for HIV Prevention
The main driver to HIV new infections that UHMG AFFORD project has been targeting is the sexual network,
involving multiple concurrent sexual relationships. Through get off the sexual network campaign, the project
supports risk reduction strategies by adopting behaviours that limit the number of faithful sexual partners to
one. Over this program year this campaign has been scaled up, working with other USAID supported projects,
the DBTA and SPEAR.
The focus of this scale up, n partnership with DBTA targets MARPS, promoting adoption of consistent condom
use to prevent HIV infections among partners involved in multiple concurrent sexual relationships. Condom
promotion was promoted in the police force, working in partnership with SPEAR Project. Similarly, condom
was promoted in the fishing communities, working with STAR EC. In Partnership with UNFPA, UHMG is
carrying out a campaign for condom promotion for dual protection – HIV/AIDS and unplanned pregnancy.
Through a campaign dubbed ‘If it is not on, it is not safe’, target communities are encouraged to adopt
persistence condom use for to avoid HIV infection and unplanned pregnancies. The campaign is national in
nature with interpersonal programming focused in 8 UNFPA districts.
PLANS FOR THE 3RD QUARTER, APRIL TO JUNE 2013

Scale up training for GLC health workers in other regions, as part of option B plus roll out.

Support GLCs to use MTRAC for prompt reporting of PMTCT data

Continue with on-site training and mentorship

Support GLCs to transport CD4s and DBS to the testing hubs

Strengthen mother-mentor groups and scale-up their activities to new PMTCT sites

Support GLCs to work closely with government health facilities that provide ART and other
comprehensive HIV/AIDS services as a referrals

Support GLCs to start ordering ARVs from JMS as part of the transition plan

Support the regional EMTCT launches nationally in collaboration MOH

Reproduce job aides for PMTCT Option B+

Training on electronic data management, using MTRACT. UHMG staff attended a training coordinated by
MoH on supporting sites to services submit data electronically, on a weekly basis. Roll out of MTRACT
reporting will be during Q3.
37
3. CROSS CUTTING ACTIVITIES AND SERVICES
3.1
MARKETING & STRATEGIC INFORMATION (MSI) – BRAND ACTIVITIES
Activity Performance Monitoring Table
Brand
Activities/Targets/Out
puts
Q tr. 1 Actual
Q2 Target
Year to-date
Q 3 Target
Progress, Comments
Cotramox
Esther
Atuuse
7,900,000
9,570
5,257,096
118,680
7,797,280
These are trade retail
sales for a month.
Stocked during 2nd half
of the Qtr.
IP’s who move bulk
have put a hold on
their purchases
changing procurement
model.
Networking w/decision
makers in major
institutions and NGOs;
increase number from
6 to 8
Detailing in health and
pharmacy providers;
posters to improve
brand visibility
2
5
6
20
Prospecting MJAP,
IRCU, Family Hope
Alive, Mengo, JCRC.
248
988
Outlets
744
244 dispensers sold in
detailing activities.
(7,320 tablets)
2
Scheduled to
encourage stocking at
the trade.
Regional orientation
meetings
Brand
Activities/Targets/Out
puts
Restors
2,000,004
Q 1 Actual
Q2 Target
Year to-date
Q 3 Target
Progress, Comments
270,650
1,062,686
581,425
1,495,729
Advanced discussions
with CHAI to
commercialize copack.
Esther
Zinkid
10,000,000 tablets
961,000
5,705,666
2,452,600
7,595,200
Media
Running
Running
13 radio
stations
2
To continue
Partnerships to
strengthen distribution
Wakiso Drug Owner’s
Association purchased
20 dispensers of
Restors and Uganda
Private Midwives
Association purchased
38
40 disp of Restors.
Detailing
280
CMEs
977
840
454 Zinkid dispensers
and 1023 Restors
dispensers sold.
Reached 300
Paediatrics
1
Brand
Activities/Targets/Out
puts
Q 1 Actual
Q2 Target
Year to-date
Q 3 Target
Progress, Comments
Injectaplan
4,500,000
533,520
2,466,480
1,124,490
3,425,100
24 % Vs. Annual
Prescription trend in
favour of Long-term
methods was
registered.
(Lemi Paul)
Participate in
conferences/exhibitions
for visibility
1
Coordinate with
programs community
interventions to both
promote Injectaplan
and sales of
Injectaplan through
GLCs
Detailing and
merchandising outlet
coverage
31 clinics
1
BMM oriented over 45
mothers
26 dispensers sold to
GLCs in Eastern
Uganda
-
2,062
medical
outlets
4,392 outlets
970 dispensers have
been sold (9,700 vials)
CMEs
-
1
6
Brand
Activities/Targets/Out
puts
Q 1 Actual
Q2 Target
Year to-date
Q 3 Target
CME on fertility with
over 400 student
nurses and drug shop
owners reached IN
Jinja
Progress, Comments
Pilplanplus
(Lemi Paul)
2,549,995 cycles.
433,740
1,266,256
602,670
2,103,625
24 % Vs. Annual
Registered stocking
inconsistencies due to
delayed NDA approval
for new molecule and
pack wording.
39
Participate in
conferences/exhibitions
for visibility
Demand is still higher
than supply.
Beautiful modern
mama’s group oriented
with over 45 mothers
Uganda Medical
Association
2
Mass media (TV, radio)
and billboard.
Campaign ready to be
flighted pending stock
stability.
813 dispensers sold
Detailing and
merchandising outlet
coverage
2,062
medical
outlets
4,392 outlets
CMEs
1
6
Conducted CME on
fertility with over 400
student nurses and
drug shop owners
reached in Jinja
Brand
Activities/Targets/Out
puts
Q 1 Actual
Q2 Target
Year to-date
Q 3 Target
Progress, Comments
Moonbeads
5,950
280
3,686
1,145
4,969
19 % Vs. Annual
target. These are
retail sales through
networks created. No
institutional sales
registered during the
Qtr.
(Lemi Paul)
Coordinate with
programs to make
sales to GLCs and
community
interventions
31 clinics
Increase access
through FBOs
3 weekly
trainings
64 trainings
scheduled
320 Moonbeads sold
153 outlets
342 outlets
Targeted
5 booked
48 Moonbeads sold
Detailing coverage
-
CMEs in Nursing
Schools
Brand
Activities/Targets/Out
puts
Q 1 Actual
Q2 Target
Year to-date
3 Moonbeads
Q 3 Target
Held in Mulago,
Nsambya , Rubaga
reaching 1,277
mothers
Rubaga, Nsambya,
Jinja, Mengo, Mulago
hospital have
confirmed
Progress, Comments
40
NewFem
40,000 cycles
5,560
21,106
12,360
28,780
31 % Vs. Annual
Distributed through
sub-grantees like HCU
& premium outlets like
Eris & Byansi.
(Lemi Paul)
Participate in
conferences/exhibitions
for visibility
2
Coordinate with
programs community
interventions to both
promote Newfem and
sales through GLCs
Oriented over 45
mothers in the
beautiful mama club.
Participated in the
Edco international
CME on fertility – 400
student nurses and
drug shop owners
reached.
31 clinics
Detailing
901
providers
1,057 outlets
2 clinics stocked in
Eastern Uganda.
Premium outlets like
Case medical are
stocking.
2,160
CMEs
Brand
Activities/Targets/Out
puts
Q 1 Actual
Q2 Target
Year to-date
Q 3 Target
Softsure
(Lemi Paul)
72,000 cycles
7,540
38,460
12,360
59,700
3
2
Increase access to
Softsure through
collaboration with
NGOs and professional
associations.
Health provider
recommendations
through weekly Family
Planning trainings
Detailing
Outlet coverage
2 scheduled in Mengo
& Jinja hospital
Progress, Comments
19 % Vs Annual
There were Packaging
challenges with less
packs shipped- selling
mono cartons
Ug.Private Midwives
Association , (5
dispensers) and HCURHU has been
contacted.
Mulago FP unit and
Case hospital
midwives endorsing
the FP brands.
2
1,066 outlets
720
providers
49 dispensers sold
through detailing.
2,160 outlets
100 dispensers sold
41
2 booked in Jinja and
Mengo hospitals to be
carried out by end of
March
CMEs
Brand
Condom
‘O’
Jeanne
Marie
Nakato
Activities/Targets/Out
puts
Sales volume of
1,500,000 pieces
Q1 Actual
Q2 Actual
Total to-date
Q3 target
343,296
304,992
727,200
805,632
1,372
2,666
Merchandising teams
in all regions were
recruited to drive the
retail outlets to stock
‘O’
1
1
Scheduled from
January to March
targeting urban
viewers and listeners
Nile fun Rugby in
Jinja in promotion of
‘O’ to consumers
targeting sales of
4,320 pcs
4 theme nights per
region(20 theme
nights) commenced in
March targeting sale
of 11 cartons of
‘O’(47,520pcs)
Corporate
organizations have
been approached for
staff welfare through
provision of condoms
at the workplace
Stanbic Bank
purchased 2 cartons
of ‘O’
GIZ purchased 10
cartons of ‘O’
Open 4,000 additional
‘O’ outlets
(supermarkets,
dukas/kiosks, hotels,
lodges)
1 mass media
campaign (DJ
endorsements, TV and
radio spots)
Brand
1
12 regional concert
sponsorships
0
1
3
8 ‘O’ theme nights in
leading night clubs/bars
per region
0
20
20
Pursue corporate social
responsibility
collaboration.
1
2
4
Activities/Targets/Out
puts
Q1 Actual
Q2 Actual
Total to-date
Q3 target
Progress,
Comments
48% Vs Annual
It’s picking up with
more consumer
acceptance of the
black color
Progress,
Comments
42
PROTECT
OR
promotion
Brand
AQUASAF
E
promotion
Jeanne
Marie
Nakato
Achieve sales volume of
22,249,960 condoms.
2,940,900
2,082,600
6,543,000
Coordinate activities
with MARPS program,
Boda Boda campaign
and Boda Boda
associations
0
2
3
Conduct mass media
(TV and radio)
0
1
1
Scheduled for March
to May
Distribution through
existing networks and
retail outlets (dukas,
pharmacies and drug
shops
Activities/Targets/Out
puts
5,400,000 tablets sold
0
2,258
outlets
4,444 outlets
Q1 Actual
Q2 Actual
Total to-date
Q3 Target
454,720
1,011,680
1,605,200
3,836,800
Merchandising teams
recruited to enforce
product availability
and visibility within the
outlets
Progress,
Comments
30% Vs Actual
Sales mainly from
retail outlets opened
during Go-back to
School promo.
Back to School
promotion with sales
of 141 cartons.
Promotions at schools
19 new prime
outlets
Increase community
distribution points to
180
268
1,655
150
1,333
Partnerships with NGOs
for institutional sales
2
4
2
2
2
2
4 plantation activations
&
Workplaces trainings
PR during World Water
Day, World Water Week
and Day of the African
Child.
Trainings &
demonstrat
ions for
15,706,960
Mass media using radio
spots, talk shows and
billboards.
Community orientations.
1
1
2
2
29% Vs Actual
Enforced through the
detailing and
merchandising teams
in all regions.
SNV-Fort Portal
Tullow Oil and Hima
Cement
National World Water
day celebrations in
Ngora District.
Partnership with
USWANET and
K.C.CA for sanitation
week in central
region.
3
20 outlets
within
2
LC women
representatives and
health councillors of
43
Aquasafe
Katanga
stocked with
Aquasafe.
Katanga-Kifumbira
slum on water storage
and treatment-Kasaka
Secondary School
orientated resulting in
purchase of 25
dispensers. Provider’s
workshop Aquasafesales 42 dispensers.
CHILD HEALTH
Restors + Zinkid
Media awareness continued with combination campaign (half-Love) on 5 radio
stations, NTV and on Bukedde TV which appeals to audiences most vulnerable to
diarrheal related illnesses. Over 300 providers were reached through CME’s and
retail sales were registered through professional associations.

Wakiso Drug Owner’s Association: (WADOPA) 1023 dispensers of Restors

454 Zinkid dispensers

Uganda Private Midwives Association: 40 dispensers of Restors
AQUASAFE
A joint Go back to School promotion with Picfare and Bata was conducted
successfully increasing uptake during the season and opening up of urban outlets. Picfare provided the prizes
while Bata coordinated the give- always at their outlets countrywide. 146 cartons were sold during the
season and 19 outlets started stocking. This promotion aimed at increasing household usage through school
children as influencers will continue. Institutional sales-were registered from INTERAID - 10 cartons while
community orientations continued in Katanga -Kifumbira slum and Kasaka Secondary School. Exhibitions
were conducted at medical Providers workshops and partnerships with community NGO’s are like SNV (Fort
Portal), World Water, UWASNET & K.C.C.A are maintained to increase penetration.
44
HIV/AIDS
Cotramox
Replenished stocks during last half of the quarter. Trade sales worth about 150,000 tablets have been
registered while efforts to solicit bulk orders from major institutions have not yielded yet. Most of them are
changing procurement models opting to import directly through a commercial pharmaceutical dealer.
Prospecting, Makerere University Joint Aid Program (MJAP), Inter- Religious Council, (IRCU), Reproductive
Health Uganda (RCU), Family Hope Alive, Mengo hospital, Joint Christian Religious Council JCRC, TASO. So far
prospects are high with Mengo and MJAP.
O’ Condom
At 48% against the annual target, O has picked up with more consumer acceptance of the
black color. Outlet coverage is at 2,666 outlets. To stimulate more demand 20 Regional
theme nights were conducted and exhibitions and participation in 3 concerts. A mass media
campaign that started during the festive season is still ongoing and is expected to run until
May 2013.
PROTECTOR
Outlet coverage and distribution is at 4,444 outlets. Mass media for Protector promotion is
ongoing from March to May. We currently are observing increased demand and are working to
meet this demand through increased and re-energised distribution mechanisms.
FAMILY PLANNING
Pilplanplus
The heritage campaign is running on 3 radio stations. CBS, KFM and radio West. This is
supported by provider engagements. One Continuing Medical Education (CME) was
cconducted in a fertility workshop with over 400 student nurses and drug shop owners in
Jinja. 6 CME’s are scheduled next quarter.
Injectaplan
Injectaplan was given more prominence in the Smart Choices campaign to maintain awareness levels and to
increase uptake. Sales oriented drives were conducted generating sales of 1,124,490 vials against an annual
increased target of 4,500,000. During the quarter we reached 2,062 medical outlets and 901 providers
through detailing. Partnerships with professional associations and NGO’s like Wakiso drug shop owners,
Uganda private midwives and reproductive health Uganda are yielding retail sales.
Despite intensified efforts demand is plummeting and this is anticipated to be a result of increased free
Depo-Provera on the market penetrating the social marketing space and even trade 1 commercial outlets.
Another factor is that there’s increased awareness of Long-term methods with reduced perceived risks
generating more preferences for long-term options. The Smart Choices Campaign has contributed greatly to
this shift in user trends.
Moonbeads
Focus is on increasing access through Faith Based Organizations and orientation of focal people in referral
centres. 3 trainings have been conducted in Mulago, Rubaga and Nsambya hospitals. We have also identified
a distributor - Eris Ltd who is to supply this market and he stocked 250 pieces during the quarter. Orders are
expected to increase.
Softsure
45
Maintained Mass media and positioning of activities at point of demand (ANCs, maternity homes). Over 1,000
mothers have been reached directly at the Mulago Family planning Unit. We are also working with GLCs for
prescription support. Media support is through 5 radio stations promoting Softsure with about 1,358 spots,
and mentions.
Newfem
We have about 12 premium outlets stocking, targeted mass media awareness on 2 stations, 825 spots.
Conducted promotional activities with urban mums including a face book group, “Beautiful modern mamas”
with over 50 working mothers who will be endorsing Newfem using social media platforms. A major
distributor Eris, is supporting distribution in Kampala outlets and also working with midwives/gynecologists in
Case hospital and Mulago to recommend it. Next quarter we have scheduled more workplace activations
with Flair magazine editor who has already secured employee engagement talks/slots in key organizations.
GOOD LIFE CLINIC (GLC) SUMMARY PERFORMANCE
Annual
targets
Focus area
Actual Q2
% Vs Annual
Branding
300 clinics
150 clinics branded
Product Distribution
(purchases)
150 clinics
25
Phone call follow-ups
150 clinics regularly
followed up
19 clinics regularly followed up
Physical visits
150 clinics
92 GLC’s visited
Focus-facility list
150 GLCs
150 GLCs identified (DOP, GLPs, MCH, MOU
availability, Branded, LTM trained & active, Equipment
availability & QA)
Local Structures/
Systems
66 Districts with local
structures (partially)
established
13 Districts with local structures established (District
officials, Schools, support groups, etc)
50
16.6
12.6
61
19.6
Some of the of branded/re-branded sites with the GLC branding theme:
Rugarama Hospital - Kabaale
Christ the King
Lugazi People’s clinic – Ntungamo
46
3.2
MARKETING & STRATEGIC INFORMATION (MSI) – COMMUNICATION
UHMG Campaign Reach
During FY2012, AFFORD/UHMG was able for the first time to obtain data for the total population reached by
various media campaigns. This customized analysis was performed by the leading market research firm
IPSOS/Synovate, merging data from media monitoring with their national Media Use Survey to provide a
measure of the unduplicated population reached by each campaign. Please see the table below for details.
This scale of message reach in a population is very high by world standards and ranks UHMG alongside the
leading telephony and food and beverage advertisers in Uganda.
100
Percent of Adults Exposed to UHMG
Messages(n=15,911,131)
80
69
85
77
73
68
% of Viewers
62
57
53
60
45
40
Quarter 1 :Oct-Dec 2012
30
24
22
Quarter 2:Jan-Mar 2013
20
20
Quarter 2:Jan-Mar 2013
13
Quarter 2:Jan-Mar 2013
5
0
Total UHMG Campaigns
Malaria
RestORS Zinkid
Get off the Sexual
Network
HIV Combined
Prevention HCT
FP Smart Choices
FP Total
Maternal and Child
Health
CAMPAIGN/THEME
47
MSI COMMUNICATION CAMPAIGN PERFORMANCE MATRIX
Campaign
Mass Media
Interactive Media/Interpersonal
Activations
Elimination of Mother To Child Transmission
Campaign
Communications plan developed and finalized.
300 Factsheets for leaders printed
and disseminated.
Ritah Mwagale/Daudi
UNFPA - National Comprehensive Condom
Promotion Communications Campaign
Ritah Mwagale
Messages developed for radio, Posters and billboards.
Radio messages produced and are currently being aired
Posters and billboard messages are being finalized and will
be flighted before the national launch in Ntungamo on
March 22nd 2013.
Behavioral Study to inform the campaign completed and
peer reviewed.
Communications strategy developed and approved by
MoH.
Condom promotion campaign started on December 3,
2012 with mass media messages.
Radio messages translated into 9 languages and aired on
15 radio stations. A total of 8800 spots aired.
Next phase of the Campaign to focus on promoting Male
and female condoms through radio, television and stickers
in the next quarter.
SCIPHA
(Ritah Mwagale)
Community
mobilization handbook
on EMTCT printed and
translated into
Luganda and
Runyakore
31,000 people in 8
districts of Katakwi,
Moroto, Kaabong,
Mubende, Kanungu,
Oyam, Yumbe and
Kotido reached through
interpersonal
Communication
activities.
2000 Protector
condom dispensers
sold as a result of
Interpersonal activities.
No funding allocated for SCIPHA project
this quarter. However the following was
done:
Communications work plan developed
Talking points for EMTCT developed
Smart choices
Air radio sports, DJ mentions on 13 radio
stations 8298 spots running
181 GLPs including health workers
oriented on Fp.
64 referrals – south western Region
48
Sarah Mutesi/Daudi
Radio talk shows on 13 radio stations (
CBS, Super Fm, Sanyu Fm, KFM, Mama
FM, HITS fm, Radio Buddu, NBS, Open
gate, ETOP, Voice of Lango, Radio West,
Liberty fm) - 21 talk shows
Lea
Malaria – Power of Day one Phase 2
8 billboards & 16 roadsters placed in
strategic places
spots aired -on 3 TV stations 217 TV spots
28 billboards & 63 roadsters
50 Factsheets for leaders & DJ mentions
Developed concept for new test and treat
campaign.(Posters and Radio)
Pre-tested concepts along with Stop Malaria
in Luwero,Soroti,Apac ,Hoima and Masaka
Production of campaign print and electronic
materials in progress for approval by M.O.H
Made preparations for capacity building in
malaria case management for Drug shops
and Good life clinics ahead of the
Evaluation.
287 homes visited by the GLPs in
South Western
154 education talks /groups
No activities
undertaken as
development of
campaign was
underway.
Worked with Malaria
consortium to deliver
1000 bales of mosquito
nets.
Collected
accountabilities for the
nets and processed
funds to deliver the
LLINs
Made preparations for
World Malaria day to
be held in Mubende.
Marrietah
SPEAR
Get off the sexual Network campaign-scale
up
Get off the sexual Network campaign-scale
up
STAR-EC
Audience; Truckers
Structured sms sent to personnel monthly
Record Rob calls with CGP and IGP
Broadcast rob calls
Produce video clips on CHCT & sexual Network for
community dialogue
SMS are running twice a week for
prisons and police personnel
Both rob calls have been recorded
Rob call broadcast to start on Friday
15th March
75 DVDs have been produced and
dissemination is on-going
Develop concepts and final artwork
Artwork for truckers and fisher folk
has been developed in English and
Luganda and approved.
Production to be done by STAR-EC
Fishing community
49
3.3
MSI - Research
MONITORING & EVALUATION
RME supports UHMG programs with a mechanism to plan and prioritize efforts for implementation of
activities. Research is programs strategy to identify areas of need, provide evidence on what works and
document impact of supported interventions. Through regular monitoring, program activities tracking are
done, thus ensuring activity timeliness, performance measurements and overall documentation.
Activity Highlights
During the quarter, activities for the consolidation of M&E capacity to monitor program activities carried out.
These include:
i.
Review and finalization of the M&E framework
ii.
Orientation on HYBRID data reporting system by MEEP project
iii.
Support supervision, services data collection and compilation from GLC
iv.
Support supervision and mentoring on projects management and timely reporting for sub grantees.
v.
Compilation of services data for quarterly UHMG AFFORD reporting and PEPFAR biannual reporting
to MEEP data base
Outputs
Working with trained members of the district team (DHT), UHMG provides ongoing mentoring in services
data documentation and reporting for field program activities. This includes both facility lead activities (GLC)
and community lead intervention by CSO (sub grantees).
Orientation of sub grantees on data management and reporting requirements: This was carried out during
the support supervision visits to the sub grantees. The M & E unit was able to provide support to Health Alert
Uganda (HAU), SSECODA and Humanitarian Care Uganda (HCU). The need to follow the PEPFAR guidelines
that were circulated during implementation was stressed. Reporting based on unique individuals was
emphasized. As a result sub grantees demonstrated remarkable improvements in their data management
and reporting with regard to accuracy, timelines and credibility.
Support data management and reporting by GLC: The M & E unit continued to coordinate the distribution of
HMIS services data documentation and reporting tools. Reproduction and replenishment of various HMIS
registers and monthly reporting forms was done. In addition the M&E team supported other logistical needs
for GLC services. These included HCT logistics, FP commodities, and UHMG social marketed products for sales
at GLC. Working in partnership with members of the DHT, support supervision in GLC data entry, HMIS
monthly reports compilation and data submission was carried out.
MEEPP Bi-annual Reporting and quarterly reporting to USAID: The M&E team attended orientation on
transition of PEPFAR MEEP reporting integration into DHIS2, through the HIBRID MEEP online reporting
system. The system was put to use during the quarter for data submission to MEEP. This is part of the
process that will transfer PEPFAR reporting through DHIS2, under HMIS national system.
PLANS FOR THE 3RD QUARTER, APRIL TO JUNE 2013

Support data management at the GLC and reporting through the DHIS, in partnership with District health
Team (DHT), on a monthly basis
50






Provide support supervision to sub grantees
Update of UHMG database to respond to emerging programs data needs.
Enhance the UHMG database to cater for data summary demands arising from user units
Quarterly reporting to USAID through the online reporting system
Roll out GLC services data reporting through mobile electronic data system – m track in selected health
facilities; MCH and PMTCT sites.
Support programs team in UHMG AFFORD II end evaluation.
RM&E Annual Work Plan Matrix
Activity
Indicator
Annu
al
Q1
5.1 Collection of Data from
GLCs
Quarterly visits for
data quality validation
4
1
50%
1
1
100
Completed
50%
Ongoing
100
Mentoring on
going
5.2 planning meeting with
district Bio-statisticians
Q2
Q3
Q4
%
Comments
1
5.3 Conduct monitoring
activities for sub grantees
Support supervisory
visits
5.4 Training of GLCs staff in
HMIS
Number of GLC staff
trained in HMIS
120
120
5.5 Reproduction of data
management tools
Management tools
produced
NA
NA
5.6 Designing of online
reporting system for GLCs
Online reporting for
GLC in place
1
1
5.7 Quarterly Review meetings
Staff, Sub- grantees
Number of review
meetings held
4
1
5.8 Quarterly feedback to
districts and GLCs
Number of Reports
sent to districts, GLCs
4
1
5.9 Capacity building of M & E
staff
Number of M & E staff
trained
4
4
5.10 AFFORD II end of Project
evaluation
AFFORD II end of
project evaluation
1
Ongoing
1
4
1
Replenishme
nt ongoing
1
100
%
Completed
50
Ongoing
1
NA
Ongoing
100
%
Trained on
Arc GIS
For Q3
PLANS FOR THE 3RD QUARTER, APRIL TO JUNE 2013




Produce and distribute HIMS data management supplies to replenish stocks at GLC
Roll out MTRACK for data management in the private sector, integrated with DHIS2
Support AFFORD II services data documentation and report dissemination
Support DHT to support GLC in data management and reporting.
51
RESEARCH
Exposure to UHMG Campaigns: Joint USAID Behavior Change Survey, 2012: The analysis of the study was
completed during the Quarter and findings were disseminated to participating Implementing partners like
Stop Malaria, Star E, SW, and HCP.
CONVERSION RATIOS
1. Sexual Network: (1:32)32% more likely to test after having been
exposed to the message than those who didn’t.
2. Smart Choices: (1:26, 1:12) 26% were more likely to take up a FP
method when exposed to the Smart Choices Campaign. 12 % likely to
discuss FP with spouse after the campaign.
3. Genext : (1:35, 1:14) 35% more likely to adopt to a Small sized of 4
after the campaign, 14% more likely to use a FP method after being
exposed to the campaign.
4. Power of day one: (1:57)57% more likely to have their family members
test with RDT’s
5. All FP campaigns: (2:00)2 times more likely to practice FP after
message exposure and 32% of those willing to discuss with spouse.
Retail Audit
The retail audit is on-going to June 2013, and current results are reported in the Product Facility section of
this document. It will be a major research activity guiding marketing and distribution activities. It reveals
increasing availability of free FP products penetrating the private sector.
NEXT STEPS FOR THE 3RD QUARTER
• Establish the core/focus 150 GLCs (DOP, GLPs, MCH, MOU availability, Branded, LTM trained & active,
Equipment availability & QA)
• Assess branded clinics for amendments
• Brand another 100 clinics in the next phase
• Establish cost-effective product distribution channels
• Build key local structures, linked to GLCs for product & service uptake: District authorities, Local council
office, School networks, VHT’s, Hero couples, Boda Boda associations, Drug shop associations, Post-Test
clubs, Mothers & Fathers unions, Teenage and Youth Associations, among others
52
3.4
MSI Cross-Cutting Functions - Corporate & External Relations
Planned
Outputs
Next Quarter
Corporate social responsibility with Corporate
organisations.
Website-Direct contact with hosting co. for maintenance.
Designate a full time Knowledge manager for this portfolio
Prospects high Stanchart and
Tullow Oil.
Knowledge manager (KM)
recruited.
Compile UHMG fundraising pack
to present to key prospects.
Knowledge manager to upload all
UHMG functional documents from
different directorates.
Publish by first week of April.
th
5 Annual publication
Develop Social Marketing & Communication Strategy
Preparation of the AGM- Event set for the month of May
Knowledge management/End of AFFORD documentation
3.5
Content compiled, finalizing layouts
Done, reviewed by committee
awaiting board approval
On- Plan
Team working closely with
consultants
Continue using as a guide
Finalize plans by Mid-April
Archiving directorate documents.
HUMAN RESOURCES & ADMINISTRATION (HRA)
FINANCE & INVESTMENT DIRECTORATE
Organisation Financial Performance and Reporting
During the quarter the UHMG demonstrated an improvement in its sustainability strategy based on the four
sources of revenue i.e. 35% from the CCP-AFFORD project, 32% from Product facility, 32% from the other
projects other than AFFORD and 1% from investments including warehousing and distribution as
demonstarted in the charts below. Key achievements included: signing of a grant from Global Fund through
TASO of USD 602,656 for 1 year and improved business revenue through warehousing and distribution.
Management of grant funding:
Eights financial reports were submitted on time to different donors including CCP-AFFORD, USAID Kampala
HCT Project, Star South West-EGPAF, Strides-MSH, Access Medicines-MSH, Stop Malaria-PMI, SCHIPHA-CSFJCRC, Reproductive Health-UNFPA project, and Spear Project-World Vision. The previous quarterly reports
(Oct’12-Dec’12) were also approved by the board.
UHMG Revenue sources for the
Quarter January - March 2013
1%
32%
CCP- AFFORD project
35%
Other donors
32%
Product facility
53
Amount in UGX
UHMG Revenue Vs Expenses per
Quarter
12,000,000,000
10,000,000,000
8,000,000,000
6,000,000,000
4,000,000,000
2,000,000,000
-
Revenue
Program Activities and
sub-awards
Management and
Administration
Quarters
A-133 and General Purpose Audit
During the quarter, the financial year ended 30th September 2012 external audit report was approved by
UHMG board of Directors. The Audit exercise was conducted by Ernst & Young. The signed report shall be
presented to the Annual General meeting in June 2013 for approval.
Working Capital Management
Credit control continues to be at the centre, the Credit committee met three times during the quarter with
emphasis on old debt recovery. Internal debt recovery has been well tracked with 50% recovery by end of
March. The debt owed to the Return to project shall be cleared by the Product facility as part of the AFFORD
close out procedures. Credit limits have been set up in the Tally system as debt management internal
controls.
Stock management continued with surprise stock counts conducted once in the quarter and the routine
monthly stock counts. The stock variance report has shown a lot of improvement with minor stock variances
in the system figures and the physical stock figures which are explainable.
Technical assistance to Regional Pharmacies: The regional pharmacies capacity was strengthened through the
field visits that were conducted to both Mbale and Arua. The sales at both pharmacies have shown an
improvement during the quarter.
Grant management and the Funding Grid
UHMG currently runs twelve projects and this is being well-handled, which strongly demonstrates UHMG’s
road map to sustainability. Some projects’ contracts ended during the quarter and new ones came on board
such as the Global Fund through TASO. UHMG’s PRIME project, ‘USAID Kampala HCT’ was in full
implementation during the quarter. Staff LoE is being tracked through a funding grid and this is shared on a
monthly basis.
Sub-Grantee management
Quarterly field support visits continued, four of UHMG’s sub-awardees received STTA during the quarter,
these included ASDE-U, SSECODA, ICOBI, and Humanitarian Care Uganda. A team of UHMG technical staff
(Finance, M&E, Programs and internal audit) conducted field support supervision to strengthen the subgrantee programs and financial management as well district relations and GLCs integration. The AFFORD
close out process were also discussed during the visit as a way of preparing the sub-grantees. Where gaps
were identified, mentorship was recommended and this has been ongoing during the quarter.
54
New Warehouse Extension
The procurement processes successfully ended with the award of a contract to Costa Construction firm Ltd as
the Contractor and Dezyn Forum Ltd as the Architect. The construction shall last for 18 weeks beginning 25th
March 2013, thus the new warehouse shall be completed and in Use by end of June 2013. This is anticipated
to boost the warehouse business for third party logistics which is currently UHMG’s cash cow. The only
challenge we are likely to face is limited funding to complete the warehouse as it had been perceived that
40% of the construction funds would come from the AFFORD project under DFID project, in case this does not
get USAID’s concurrence then UHMG will be stretched in finding the deficit in a short time.
Risk Management
Management has continued to create awareness in risk management in various areas; strategic, Business,
Operational and Governance. The internal auditor is leading on this issue. The risk framework was revised
with support from KPMG and the Internal Auditor. Training on the risk framework has been planned for April
2013 and this will include board members too.
Business Plan analysis
UHMG management reviewed the business plan performance in comparison with the annual performance as
per in the table below:
It is important to note that the analysis has focused on UHMG’s other sources of revenue other than AFFORD.
This is mainly because management is weighing its performance beyond AFFORD. It is evident that there is a
positive growth over the years, however, the annual deficit indicated in the table above is still big, this was
previously covered by the AFFORD project. A strategic retreat has been planned for both Board and the
senior management to discuss UHMG’s future as well as review of the current organization structure.
Project Budgets for the Year 2012-2013:
Budget performance was reviewed during the quarter and below is the budget Vs Actual to date. Based on
the low burn rate as indicated below, it was emphasis was put on ensuring that activities are followed
through in order to meet the set targets and CYPs.
55
Resource Mobilization
This quarter UHMG submitted four bids on advertised RFA. These are:




Communication for Health Communities (USAID)
Private sector follow-on of HIPS (USAID)
HIV health education and prevention was submitted to Total in partnership with Baylor Uganda
HIV prevention (CDC)
UHMG will continue to explore new areas from private sector funding.
HUMAN RESOURCES AND ADMINISTRATION
HUMAN RESOURCES:
Human Resource Policy and Procedures: The revised manual that had been reviewed earlier by the HR & Admin
Board committee was approved by the Board of Directors on 12th March 2013. The policy and procedures will
be shared with staff after endorsement by the Board.
Staffing: Some staff recruited under projects that will close at the end of March (i.e. SCIPHA, KAP, SPEAR, and
STRIDES) have been assessed and some re-deployed to other new projects, this is done in order not to lose
institutional memory. Other staff interested in marketing have been re-assigned to product sales in order to
boost our sales teams and resultant increased product performance and revenue. A few that did not match the
job fit are currently being prepared to exit.
End-of-Project notifications: Management is now communicating regularly to staff about the end of AFFORD
project and the Grant activities funded by STRIDES for Family Health. A downsizing plan has been developed
and we will be communicating to individuals staff their end of employment dates based to the schedule
drawn. As required by UHMG policy staff must be given one months notice.
ADMINISTRATION:
Property Management: During the quarter, all the damaged tiles and tile strips in the building interior and
exterior were replaced on 12th March. Stand-by electricity was installed to the ground and second floors on 18th
February to support office operations during UMEME electricity load shedding.
56
Staff Identification: As part of proactive security surveillance, all staff were issued with identification tags to
differentiate them from visitors and staff of the other occupants/tenants in the building.
Electronic Filing: Following the staff orientation on electronic filing held in December 2012, a new file structure
was instituted on 25th January 2013 with the intention of improving timely and systematic filing of documents
and resources within UHMG.
GOVERNANCE
Board meetings
The Board of Directors (BOD) continued to provide further guidance to Management on UHMG’s strategic
direction. The Board Chairman held a monthly briefing meeting with the Managing Director on 13th February.
Quarterly meetings for the Board Committees and Board of Directors were held as detailed below.
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Board / Board Committee
Business Development Board Committee (BDC)
Human Resource & Administration Board Committee (HRAC) – Ordinary
Finance & Planning Board Committee (FPC)
Audit & Risk Board Committee (ARC) – Ordinary
Audit & Risk Board Committee (ARC) – Extra-ordinary
Programs & Marketing Board Committee (PMC)
Board of Directors (BOD) – Extra-ordinary
Human Resource & Administration Board Committee (HRAC) – Extraordinary
Board of Directors (BOD) – Ordinary
Human Resource & Administration Board Committee (HRAC) – Extraordinary
Board of Directors (BOD) – Extra-ordinary
Meeting Date
27th January 2013
30th January 2013
1st February 2013
1st February 2013
12th February 2013
19th February 2013
22nd February 2013
26th February 2013
1st March 2013
6th March 2013
12th March 2013
Some of the sessions held were extra-ordinary meetings to discuss UHMG’s strategies that will drive the
organization to sustainability beyond the AFFORD II Project.
Board resolutions
On 1st March, the Board of Directors (BOD) resolved to assign key staff of the HCT project as bank signatories.
The resolutions were filed with the Registrar of Companies and received on 14th March. This will hold the
Project Director of this project directly responsible and accountable for program expenditure.
HR & ADMINISTRATION ACTIVITIES FOR THE THIRD QUARTER

Conduct an All-staff meeting on 28th March 2013

Conduct training for the HR, Admin, & ICT staff on the HRMIS, payroll, and fixed asset modules

Implement the Human Resource Management Information and electronic payroll systems in line with the
organizational and management functional domain 6 of the Capacity Building Plan (Improving financial
management practices) critical to effectively managing and reporting on staff time and finances across
diversified funding sources

Conduct staff capacity development sessions with KPMG

Align job descriptions with refined key result areas in line with the organizational and management functional
domain 2 of the Capacity Building Plan (Improving performance management practices) critical to UHMG‟s
success at becoming a profitable and self-sustaining enterprise

Work with KPMG to document the new performance management process and share guidelines and new
performance management cycle with staff

Recruit staff and/or redeploy current staff with required skills for the new projects
57






Conduct change management and resilience sessions for exiting staff of AFFORD II project
Conduct Senior and Middle-Level management retreat to discuss the closure of AFFORD II project
requirements, the follow-on project, and the new strategic plan and business plan for UHMG.
Procure a tent for staff meetings and eating area
Conduct a physical verification of all fixed assets
Conduct an e-filing orientation for staff and actual e-filing of all key documents using the new file structure
Commence wall paintworks of the building interior and exterior once approved
TRANSPORT/FLEET MANAGEMENT
Transport and Fleet Management:
One of the vehicles (UAR 141G) was involved in an accident in Ngogoro in Luweero District when a cyclist
suddenly rode into the highway. The driver was returning to Kampala from West Nile after conducting data
collection activities for this quarter.
The disposal of one of the Nissan double cabin pick-ups, UAP 099Q, was completed and all the used tyres
were disposed off in line with the disposal guidelines.
Vehicle Policy and Procedures: The revised manual that had been reviewed earlier by the HR & Admin Board
committee was approved by the Board of Directors on 12th March 2013. The policy and procedures will be
shared with staff after endorsement by the Board.
Fleet Availability:
During the quarter, we experienced less down-time with the vehicles, apart from the vehicle involved in the
accident. The repairs of this vehicle had to await assessment by the insurers, hence the delay in getting it
operational again. Vehicles were availed as per the monthly travel plan.
Two new DFID-funded duty-free registered vehicles (UAS 429X and UAS 441X) were finally received and duly
branded in line with the branding guidelines as pictured below.
In addition, the entire vehicle fleet was re-branded to reflect prominence of the USAID logo so as to promote
and appreciate the aid and support received ‘from the American people’ as illustrated below.
Maintenance and Repairs:
The following expenses were incurred on the vehicles during January and February 2013:
Reg. No.
Km
Start
January
Km End
February
Distance
covered
Fuel
used
Actual
Usage
Target
Variance
%
Service and
Repairs cost
Status
Average
expenditure
per month
UAA
912X
63239
65159
1920
191.8
10
12
-20%
561,680
ok
280,840.00
UAA
102410
104916
2506
253.8
10
12
-20%
887,360
ok
443,680.00
58
667Y
UAJ 034Y
107409
112268
4859
432
11
12
-9%
358,484
OK
179,242.00
UAJ 032Y
UAP
632G
UAK
303Z
91307
92827
1520
155.7
10
12
-9%
455,008
ok
227,504.00
80995
83132
2137
234.6
9
12
0%
Nil
ok
134285
139718
5433
621.5
9
10
-33%
1,242,540
OK
621,270.00
UAJ 214Z
UAR
141G
UAR
186G
UAS
441X
UAS
429X
UAB
178Z
UAN
166F
211351
216524
5173
607.3
9
10
-11%
873,318
ok
436,659.00
28478
32043
3565
319.6
11
10
9%
Nil
In-garage
Nil
27474
33961
6487
699
9
10
-11%
Nil
ok
Nil
190
749
559
70
8
10
-25%
Nil
ok
Nil
70
0
0
0
0
10
0%
Nil
ok
Nil
2,409,067.00
211165
217088
5923
695.3
9
7
22%
4,818,134
ok
192363
195253
2890
460
6
8
-33%
1,567,158
UAJ 030Y
112099
114118
2019
332.9
6
8
-33%
7,618,026
ok
Clutch
warned
UAJ 396Y
UAA
262Z
UAN
430N
UAA
935N
UAA
942N
UDM
901R
UDN
229R
142936
147677
4741
564.5
8
8
0%
245300
248869
3569
667.8
5
6
-20%
24994
28520
3526
493
7
6
25999
31882
5883
778.3
8
16842
20334
3492
665.5
19640
20061
421
343
1042
Generator
871.7
941.7
1,422,372
Nil
783,579.00
3,809,013.00
ok
711,186.00
1,637,840
OK
818,920.00
14%
3,960,000
ok
1,980,000.00
6
25%
3,960,000
ok
1,980,000.00
5
6
-20%
490,918
ok
245,459.00
16
26
30
-15%
Nil
ok
Nil
699
28
25
25
0%
Nil
ok
Nil
70
300
4
8
-100%
Nil
ok
Nil
PENDING ACTIVITIES FOR MARCH 2013
Transport and Fleet Management:

Hold an in-house training for all authorized drivers in basic fleet control management, defensive driving,
and customer care.
PROCUREMENT
Annual Procurement Plans: Two directorates (Human Resource & Administration and Marketing and Strategic
Information) submitted their procurement plans. However, with the support of KPMG, the format of the
consolidated procurement plan will change as highlighted in the new procurement policy.
Procurement Policy and Procedures: With the support of KPMG, a new Procurement policy was drafted and
reviewed by a select committee from AFFORD and UHMG. The manual was reviewed by the HR & Admin Board
committee on 6th March 2013, and approved by the Board of Directors on 12th March 2013. The policy and
procedures will be shared with staff after endorsement by the Board.
59
Vehicles for new projects:
USAID Uganda Good Life Integrated HIV Counseling and Testing Kampala project:
 Payment was made to Spear Motors Limited for the Jeep Cherokee, and the duty-free registration
process started with the Uganda Revenue Authority.
 50% advance payment was made to Tata (U) Limited for two 32-seater Tata vans, and the duty-free
registration process started with the Uganda Revenue Authority for one van.
AFFORD/DFID project:
 Full payment was made to Toyota (U) Limited for the two Toyota Hilux double cabin pick-ups, and both
vehicles (UAS 441X and UAS 429X) were dully registered and delivered accordingly.
Construction of the Warehouse extension:
Costa Construction Services Ltd. was recommended as the contractor for the warehouse extension. Construction
will only start after receipt of USAID’s concurrence through AFFORD/CCP to spend the-related funds.
PENDING ACTIVITIES FOR MARCH 2013
Procurement Management
Finalize the following procurements:

Vans for the HCT Project

Concurrence on warehouse extension construction

Racking of Clinics, accreditation of GLC’s procurements for the NUHITES project

Motorcycles and bicycles for the KAP project
INFORMATION COMMUNICATION & TECHNOLOGY (ICT)
ICT Policies: The revised policies that had been reviewed earlier by the HR & Admin Board committee were
approved by the Board of Directors on 12th March 2013. The policies will be shared with staff after endorsement
by the Board.
Prepared first draft of the ICT Operations Manual:
Procedures were prepared to guide the ICT department on issues regarding the Disaster Recovery Plan for
UHMG, the ICT Assets Acquisition and Disposal plan, the ICT Incident Management Plan, and the UHMG ICT
Project Guide.
Installation of the Human Resource (HRMIS) and Payroll Management System:
With the assistance of the contracted supplier (Endeavour Africa Ltd), the Human Resource Management System
was procured in February 2013. Installations began in March, with importation of data. Customizations of the
system requirements will continue until 27th March 2013, but trainings on modules will commence during the
week of 18th March 2013. This system will help improve on the operations and efficiency of the Human
Resource Department and data management and reporting.
Installation of the Fixed Assets Management System:
The Fixed Assets Management System was installed with support from Endeavour Africa Ltd on 7th March 2013.
This system will help facilitate the monitoring and maintenance of UHMG assets, as well as inventory tracking,
asset allocation, depreciation, and insurance status for all the assets.
Setup of an ICT Helpdesk Service:
An ICT Helpdesk service was setup and published on 26th February 2013 to all staff. This was done to improve on
the delivery of ICT facilities to UHMG staff. The service will provide a platform for UHMG staff to track and
60
manage their ICT requests. In addition it will also enable staff provide feedback on the services that they are
receiving from the ICT team.
Virtualization of Servers-based systems:
From January 2013 through March 2013, the UHMG server applications and roles were transferred from physical
servers to virtual servers. These include the UHMG Domain Controller, Fixed Management System, Human
Resource and Payroll Systems, Database system and the ICT Helpdesk Service. This has greatly aided in cutting
down the ICT budget costs by reducing the number of hardware servers that these services are running on. The
overall power demands of the IT Server room have also been reduced.
Security and safety of servers:
Following the USAID pre-award assessment of UHMG, the team’s recommendations were instituted to secure
the servers and create more floor space. Burglar proofing was installed in the server room’s window on 12th
March. The server rack was procured on 21st February 2013, and servers mounted in the rack on 6th March and
locked there-in to prevent possible falls and minimize damages. All these measures were done to further
reinforce the server room whose access is restricted through a biometric access control system and a door lock.
Acquisition of a remote/online backup service:
An on-line remote server data backup solution was acquired from Bit Works Technologies in February 2013.
Once licensed, this solution will provide a recovery system in case of a disaster, and will be part of the
implementation of the UHMG Disaster Recovery Plan as detailed in the ICT Operations Manual. The backup
solution entails the transferring of UHMG data to online cloud servers for redundancy.
PENDING ACTIVITIES FOR MARCH 2013

Continue to orient staff on systematic e-filing and document management with the new file server

Carry out the quarterly equipment maintenance and service

Finalize the installation of the Human Resource Management System, and the Payroll Management system

Carry out orientation training on the fixed asset module, HRMIS modules and payroll modules.

Renew licenses for the network antivirus software
61
END OF REPORT
62