ADVANCE FAMILY PLANNING (AFP)
PRIVATE COMPANIES’ INTEREST IN
FAMILY PLANNING
A Rapid Assessment Report
Compiled by:
Mr. Summy Kiluvia for UMATI
Freelance Consultant
P.O. BOX 65520 Dar Es Salaam, Tanzania
Email: summykiluvia2@gmail.com
Cell: +255 784 551 500
October 2011
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TABLE OF CONTENTS
2.0 INTRODUCTION .................................................................................................................................. 2
2.1 Family Planning, Population and Development...................................................................................... 2
2.2 Public-Private Partnerships in Tanzania ................................................................................................. 2
6.0. CHALLENGES ..................................................................................................................................... 6
7.0 COMMENTS .......................................................................................................................................... 6
8.0 CONCLUSION AND RECOMMENDATIONS .................................................................................... 6
9.0 ANNEXES .............................................................................................................................................. 7
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ACRONYMS
AFP
Advance Family Planning
AJAAT
Association of Journalists Against AIDS in Tanzania
ANAT
Advocacy Network on HIV/AIDS in Tanzania
CPR
Contraceptive Prevalence Rate
CRDB
Cooperative & Rural Development Bank
CSR
Corporate Social Responsibility
FP
Family Planning
HDT
Human Development Trust
JHU CCP TZ Johns Hopkins University Center for Communication Programs Tanzania Limited
MDGs
Millennium Development Goals
NMB
National Microfinance Bank
NFP-CIP
National Family Planning Costed Implementation Plan
NGO
Non-Governmental Organization
NSGPR
National Strategy Growth & Poverty Reduction
PPP
Public-Private Partnership
RH
Reproductive Health
TBL
Tanzania Breweries Limited
TOR
Terms of Reference
UMATI
Family Planning Association of Tanzania
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1.0 EXECUTIVE SUMMARY
Advance Family Planning (AFP) is a three-year advocacy initiative that focuses on revitalizing
family planning programs through increased funding and improved policy environment at the
local, national and global level. The project builds on past investments and ongoing activities in
reproductive health, advocacy, leadership development, knowledge generation and innovative
service delivery projects. In this way, it contributes toward strengthening investments in family
planning as a way to attain national and Millennium Development Goals (MDGs).
In Tanzania, AFP works with a Family Planning Coalition comprised of ten local nongovernmental organizations (NGOs) with varying skills in policy dialogues, advocacy,
communication campaigns, media, reproductive health and gender issues. The coalition partners
leverage existing advocacy opportunities to increase political and financial support for family
planning in Tanzania while documenting best practices and lessons learned. Human
Development Trust (HDT) coordinates the project in Tanzania with technical support from Johns
Hopkins University Center for Communication Programs Tanzania Limited (JHU CCP TZ).
In the coalition, UMATI promotes private sector engagement by encouraging companies to
incorporate family planning into their corporate social responsibility (CSR) policies. Guided by
an assessment tool that uses one-to-one dialogue, UMATI approached six companies and
successfully assessed three of them—African Barrick Gold, National Microfinance Bank (NMB)
and Vodacom Foundation. Each of these companies had corporate social responsibility policies
focusing on health or social needs like water, education, and HIV/AIDS prevention, but not
family planning. However, the officers in charge of CSR policies saw family planning advocacy
as an area ripe for company engagement. They sought support from UMATI to sensitize their top
managers and motivate them to work together.
Therefore, this report recommends that AFP and UMATI devise plans to leverage the identified
opportunities to engage top decision-makers at NMB, Barrick and Vodacom in reaching concrete
commitments to integrate family planning in their CSR policies.
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2.0 INTRODUCTION
2.1 Family Planning, Population and Development
Tanzania is among the least developed countries in the world. With a population of 44 million
growing at 2.9 percent annually, the country is projected to reach 65 million by the year 2025.
The high fertility levels of 5.4 children per woman in the reproductive age (15-49) reflect a slight
decline from 5.6 children per woman, a high maternal mortality rate (454/100,000 live births)
and a slow rise in contraceptive prevalence rate (CPR) of 1.4 percent per annum between 2005
and 2010. High fertility poses a challenge to the country’s efforts to achieve MDGs 4 and 5.
Between 1991 and 2010, the use of any contraception increased, from 10 percent in 1991-92 to
34 percent in 2010, reflecting a CPR annual rise of 1.2 percent.
Financing for health in Tanzania comes from a mix of government and donor sources. With the
current low level of investment in family planning, Tanzania is unlikely to attain the CPR target
of 60 percent by 2015 as stated in the National Family Planning Costed Implementation Plan
(NFP CIP 2010-2015). A study on the Tanzanian National Health Accounts notes that family
planning expenditures decreased drastically, from 54 percent of reproductive health (RH)
spending in 2003 to 8 percent in 2010.
The government acknowledges the socio-economic challenges from a rapidly growing
population comprised largely of young, unskilled and predominantly economically dependent
individuals. This high level of dependency burdens the country’s fledgling economy and will
persist as long as factors contributing to high fertility, such as low funding levels to family
planning programming, are denied the necessary attention.
To progressively address these challenges, the government’s Vision 2025 focuses on, among
other things, improved quality of life. The National Strategy for Growth and Poverty Reduction
(NSGPR-MKUKUTA II) sets the direction.
2.2 Public-Private Partnerships in Tanzania
Like most developing countries, Tanzania currently faces huge resource gaps and must address
the constraints of a narrow domestic tax base. The investment needed to attain high growth and
reduce poverty cannot be met from the public sector budget and international donors alone in a
timely manner. Hence, participation by the private sector is critical.
To sustain progressive socio-economic development, Tanzania requires innovative tools for
financing development programs in order to expand its production frontier and improve its
economic competitiveness. The Tanzania National Development Vision 2025 requires the
government to support and stimulate various actors participating in economic growth by
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encouraging the private sector to undertake investments in socio-economic goods and services.
Such investments can be achieved through public-private partnerships (PPPs), which have
proven to provide effective alternative sources of financing, managing, and maintaining public
sector projects. Additionally, PPPs enable the government to streamline its responsibilities in
providing socio-economic goods and services, thus enhancing the efficiency, accountability and
quality of services and outreach.
3.0 OBJECTIVES OF THE ASSESSMENT
The overall objective of the assessment was to explore advocacy entry points from the private
sector through which AFP and its partners would work to achieve the following AFP subobjective: “At least two private companies commit to contribute resources (time, space,
funds) for family planning annually by the year 2011/2012.” The thrust is to have private
companies incorporate family planning into their CSR policies as a way of ensuring that the
sector prioritizes family planning.
Specifically, the exercise focused on the following activities:
1. Reviewing PPP strategies to gather information on participation of private sector
companies;
2. Reviewing the CSR policies of six selected companies to identify past contributions and
future trends in supporting health and family planning services;
3. Gathering more information from the respective managers about their company interest
in issues of health, particularly family planning;
4. Proposing advocacy entry points for AFP and UMATI to solicit concrete commitments
from the companies.
4.0 METHODOLOGY
The assessment exercise initially targeted six companies—Vodacom, Cooperative and Rural
Development Bank (CRDB), Tanzania Breweries Limited (TBL), Barrick, NMB, and the CocaCola Company. The following selection criteria was used:
i. Reputation and number of employees compared to competitors;
ii. Market reach at national or zonal levels (Of 40 banks, NMB and CRDB were chosen);
iii. Notable records of CSR engagement in various community development projects,
particularly health projects;
iv. Sub-sectoral coverage targeting banks, mines, communication companies
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UMATI began its assessment by writing letters to introduce the consultant to the six companies
and explaining that the purpose of the assessment was to seek out private companies that would
support family planning in Tanzania. Letters were hand-delivered to the companies. After this,
appointments were made by phone for the consultant to visit. Prior to these visits, the consultant
discussed the expected assignment with UMATI authorities, read the terms of reference (TOR),
and reviewed the National Public Private Partnership Policy document. This gave the consultant
a better understanding of the private sector expectations in collaborating with government for
national development.
Then an assessment tool was developed and shared with partners. A copy of the final tool is
annexed. According to the contract, the assessment should have begun by 21 July 2011, but
because of reasons beyond UMATI’s control, the assessment began on 9 August with Vodacom.
Visits to Barrick took place on 15 August and to NMB on 16 August.
The assessment was carried out through one-to-one discussions with the appointed officials.
During the discussion process, probing questions were asked to fill gaps in areas in which data
given was not sufficient. Some data was generated through company websites as directed by the
contact persons. A few remaining questions were emailed to contact persons afterwards, but not
all were answered.
4.0. KEY FINDINGS
General information about these companies—their postal addresses, email addresses, mission
and vision statements—is available in the annexed references to each company response. This
section of the report lists the following key findings given by the contact persons of the
companies:
i.
Vodacom and Barrick had overarching CSR policies, but NMB did not. However, all
companies had policies on HIV/AIDS and related diseases. These policies are accessible
on the company websites.
ii.
All companies were supporting their employees in the area of HIV prevention. Barrick
was supporting communities surrounding the mines as well and had programs on malaria,
non-communicable diseases, and occupational health and safety. Vodacom and NMB
were extending support to education, water, economic empowerment, and social welfare
including sports. The amounts of money spent for such services ranged from 5 million to
10 million shillings (NMB) and 3 billion shillings (Vodacom) annually.
iii.
While Vodacom operational zones covered the entire country down to ward levels in
some areas, NMB had 139 branches covering 80% of all districts in Tanzania. Barrick
had only four mines, located in Tarime, Kahama and Biharamulo districts.
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iv.
The issue of subsidies on health or some kind of family planning programs to company
employees received no response from NMB and Vodacom. Barrick, however, revealed
that its employees were receiving health services through medical insurance schemes.
v.
While Vodacom and NMB recorded no information on the positive impact of health
services to employees, Barrick Goldmines revealed that a number of success stories have
been documented in the company’s magazine, “Beyond Borders,” which was available at
the time at www.barrick.com.
vi.
All companies responded that it was in their interest to support family planning services;
in fact, by issuing condoms to their staff for the prevention of HIV/AIDS, they were
indirectly supporting family planning.
vii.
All three companies responded that it was possible to integrate family planning in their
CSR policies. The bigger issue was to sensitize top managers, gaining their financial
commitment and active participation in determining a timeframe and strategy.
viii.
At the time, Vodacom was working with T-MARC, a social marketing company that had
provided condoms to Vodacom staff. Barrick was working with the government and
communities around its mines. The HIV program at NMB was solely for its staff.
ix.
UMATI submitted its proposal to top managers at Vodacom and Barrick in April 2012.
x.
The managers understood that family planning could make communities healthier and
more productive for national development.
xi.
The managers agreed that family planning is a development tool to empower individuals
and families, improve health and productivity, and increase individual, household, and
national income.
xii.
All managers agreed that family planning decreases worker absenteeism related to
sickness or maternity leave and helps employees better manage the size of their families.
xiii.
General comments with regard to family planning services in Tanzania included the
approval of UMATI to spearhead the use of family planning services in the country and
to seek support from different companies. UMATI was urged to collaborate with other
partners because family planning is part of the health care delivery package, and efforts
for sensitization to the companies’ leaders should be made for economic development.
5.0 DATA ANALYSIS
Data was analyzed manually and stored electronically.
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6.0. CHALLENGES
It was not easy for UMATI to secure appointments with the companies. Even with formal written
letters, telephone calls, and personal visits by UMATI, managers found it difficult to set aside
time for the assessment. Only three companies (50 percent) of the anticipated companies
responded positively. One of the other three companies responded categorically that it was not
interested in family planning issues. Another wanted UMATI to visit the officer responsible for
arranging the assessment, but on the set time and day, the officer did not show up; the UMATI
official waited for more than three hours at the office. A third company did not respond at all,
after promising that it would.
7.0 COMMENTS
1. Companies had CSR policies that incorporate health services, but they relate to
HIV/AIDS, water supply, education and other areas of socio-economic development.
None had policies on family planning.
2. Company managers were interested in having policies and strategies for family planning,
but this idea had not yet come into their minds.
3. Family planning education in the workplace was unheard of at the assessed companies at
the time.
4. Given the coverage area of companies like Vodacom and NMB, and the community
involvement of Barrick, it was evident that those companies could extend family
planning services to much of the population.
5. Company services dependent upon money and workers’ time was limited.
8.0 CONCLUSION AND RECOMMENDATIONS
The assessed companies had policies that incorporate health services, particularly HIV/AIDS,
but none addressed family planning at the time of the assessment. Because family planning
contributes towards people’s health, empowerment and national development, companies should
consider family planning in their CSR policies. As a leading NGO in family planning in
Tanzania, UMATI should spearhead advocacy efforts to engage companies in family planning
Recommendations
Based on the findings and discussions, UMATI makes the following recommendations from the
assessment:
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Companies should include support for family planning, as it contributes positively to
workers’ health and welfare.
UMATI should encourage companies to contribute resources for improved access of
family planning services.
UMATI needs to develop guidelines for the integration of family planning in the
workplace and develop strategies for sustainability.
UMATI needs to educate company management about available family planning services
for their staff.
UMATI’s family planning strategies to work with companies should focus on the top
management more than on lower-level staff.
9.0 ANNEXES
I.
Questionnaire/Assessment tool for data collection
Introduction:
My name is Sunny Kiluvia, a freelance consultant hired by UMATI to undertake various
companies’ assessment on family planning (FP) support. My discussion with you will take
about an hour. I assure you confidentiality; the information you will give me is not for public
use but solely for FP development issues. Will you please grant me your time? Thank you.
A. Organization Profile
1. Name of the organization………………………………………………………………………
2. Address…………………………………………………………………………………………
3. Phone…………………………..Fax………………………Email……………………………..
4. Contact Person………………………………………………………………………………….
5. Company Mission…………………………………………………………………………........
6. Company Vision………………………………………………………………………………..
B. Corporate Social Responsibility (CSR) Policies
7. Does your company have a CSR policy?
8. If yes, is there a CSR policy document or strategy?
9. Which are your areas of support?
10. If health/FP is not mentioned, does your company have any interest in supporting FP?
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11. Do you think that your company can develop policy to support FP activities in Tanzania?
12. If yes, how do you support FP activities?
13. Who are the recipients of your support?
14. Which areas and extent of your support?
C. Policy Commitment
15. Can the company make policy commitments with regard to FP support?
16. What commitment do you make?
17. Is your company interested in supporting UMATI?
18. Which areas do you think you can support?
D. General Information
19. Do you think FP is important to national development?
20. How is FP beneficial to the country, family and individual?
21. How do you think your company can benefit from supporting FP?
22. What other general comments can you make with regard to FP in TZ?
Conclusion
Thank you very much for your responses and time.
Additional questions emailed to respondents
1. How many employees does your company have? How many males and females?
2. In terms of coverage, where do you operate nationally? Do you have branches/offices
across the country?
3. Does your company provide subsidies on health to its staff, or is there some kind of
health/FP program for the employees?
4. Have you recorded a positive impact from your company’s involvement in health issues
for your staff and communities?
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II.
Specific Company Responses/ Key Findings
A. Vodacom Foundation
Postal address: P. O. Box 2369, Dar es Salaam, Tanzania
Contact person: Mr. Yesaya Mwakifulefule, Head of Vodacom Foundation
Department
Email address: ymwakifulefule@vodacom.co.tz
Company mission: We help communications service providers build more valuable
customer relationships.
Company vision: The individual communications experience
Number of employees, male/female: The information was not available.
Does the company have any CSR policies? The response was yes. In health, it is on
HIV/AIDs. The policy/strategy can be accessed at www.vodacom.com.
Which areas does the company support, and to what extent? The company
supports mainly education, health, economic empowerment and social welfare,
including sports. For health, it supports HIV/AIDs by distributing condoms provided
by T-Mark to its staff. For the overall policy, Vodacom Foundation has spent 3 billion
T.Shs to support various development projects, implementing over 120 projects and
directly reaching out to thousands of individuals in all regions.
Geographically, how far does the company operate? Vodacom Foundation has four
zones—Southern, Northern, Coastal and Lake Zones. It covers the whole country and
has representatives down to the village level.
Does the company provide subsidies on health to its staff, or is there some kind of
health/FP programs for the company staff? This information could not be available
from the respondent. (He did not respond an email requesting this information.)
Is there any recorded positive impact on health provided to your staff or the
community? This information could not be available from the respondent. (He did not
respond to an email requesting this information.)
Does the company have any interest in supporting FP? The response was yes, a lot
of interest.
Is it possible for the company to develop a policy to support FP activities in
Tanzania? The response was yes, if the top management is sensitized to do so. This
support would be determined when the document is developed.
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At the moment, whom do you work with and what support do you provide? The
Vodacom Foundation works with T-Mark, which supplies Vodacom staff with
condoms, mainly for HIV prevention. In that case, those who use the condoms are also
prevented from getting pregnant.
Can the company make policy commitment with regard to FP support? Not at
the moment, as the company does not have a policy for FP yet.
Does your company have any interest in supporting UMATI? The response was
yes, and the manager advised that UMATI makes a proposal to the management
expressing the need to work with Vodacom for its support.
Does the company management think that FP is important to national
development? Yes it does, and it realizes that by using family planning people will
have better health and become more productive for national development.
How is FP beneficial to the country, family and the individual? The country
benefits from its people being healthy and more productive, hence better national
income and development. The family and individual become healthier and more
empowered.
How can the company benefit from supporting FP? Vodacom Foundation employs
more women (about 70%) than men (30%). In that case there will be less absenteeism
or sick/maternity leave. All staff work fulltime most of the time.
What other general comments with regard to FP in Tanzania? UMATI can
spearhead the use of FP services. There is a need to come out and collaborate with
other partners. Again I urge UMATI to come and talk to the management because it
can be possible to support the organization.
B. African Barrick Gold
Postal address: P. O. Box 1081, Dar es Salaam, Tanzania
Contact person: Mr. Stephen Kisakye, Community Relations Manager
Email address: skisakye@africanbarrickgold.com
Company mission: To develop strategic relationship with Barrick suppliers based on
the principles of healthy competition, lowest total cost of ownership, continuous
improvement and a mutual focus on health, safety and the environment
Company vision: To be the largest gold company by finding, acquiring, developing
and producing quality reserves in a safe, profitable and socially responsive manner
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Number of employees, male/female: There are 8,800 employees in all mines.
However, the number by gender is not available at the moment.
Does the company have a CSR policy? Yes, there is a CSR charter available on the
website. For health and safety, there is a policy that can also be found on the website
www.africanbarrickgold.com under Corporate Responsibility.
Which areas does your company support, and to what extent? The health
programs cover HIV/AIDS, Malaria, and Increased Access to health care, Noncommunicable diseases, Occupational health and Safety. Barrick also supports
manpower, services, financial and materials to the staff and the community
surrounding the mines.
Geographically, how far does the company operate? Barrick has 4 mines--North
Mara in Tarime District, Buzwagi and Bulyanhulu in Kahama District, and Tulawaka
in Biharamulo District.
Does the company provide subsidies on health to its staff, or is there some kind of
health/FP program for the company staff? The employees receive health services
through Medical Insurance Scheme.
Is there any recorded positive impact on health provided to your staff or the
community? This can be observed in www.barrick.com where there are a number of
success stories in Barrick Magazine, Beyond Borders.
Does the company have any interest in supporting FP? The response was yes;
there is a need for the organizations responsible to solicit support.
Is it possible for the company to develop a policy to support FP activities in
Tanzania? Yes, one for FP can be created and the bigger value would be to sensitize
the communities around the operations about family planning. There is a need to
sensitize the management on this endeavor.
At the moment, whom do you work with and what support do you provide?
Barrick works mostly with government and other NGOs. At one of the mines, family
planning information is provided and also some interventions, including pills and
shots. In that case Barrick works on family planning solely to its employees and the
surrounding community at the mines.
Can the company make policy commitment with regard to FP support? The
company cannot make a country or district policy but can consider providing support
to family planning services where required.
Does your company have any interest in supporting UMATI? The company
welcomes public private partnerships to address the needs of its employees and
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communities; hence, UMATI is welcome to approach Barrick with a proposal and the
areas of support will be determined then.
Does the company management think that FP is important to national
development? Yes. There is need for planned growth and resource management
hence more production.
How is FP beneficial to the country, family and the individual? It is important to
the family. The family will be manageable. It is vital for staff development and the
community as well.
How can the company benefit from supporting FP? For company employees’
perspective, it would assist to have manageable families for personal development
What other general comments with regard to FP in Tanzania? Family planning
should be part of health care delivery packages and sensitization efforts should be
made for economic development
C. National Microfinance Bank
Postal address: P. O. Box 9213, Dar es Salaam, Tanzania
Contact person: Ms. Lilian Makunja, Human Resources Generalist
Email address: Lilian.makunja@nmbtz.com
Company mission: Through innovative distribution and its extensive branch network,
NMB offers affordable, customer-focused financial services to the Tanzanian
Community, in order to realize sustainable benefits for all its stakeholders
Company vision: To be the preferred financial services partner in Tanzania
Number of employees, male/female: This information was not available from the
contact person or the website.
Does the company have any CSR policies? There is no overall CSR policy, but there
is a policy for HIV/AIDS and related diseases. The document of the policy is attached.
The information can be accessed from the website as well.
Which areas do you support, and to what extent? The company supports its staff
on the area of HIV/AIDS. It provides financial and material resources for training and
provides learning materials for sensitization and awareness creation. The extent of
support ranges from Tshs. 5 to 10 million annually.
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Geographically, how far does the company operate? NMB has 139 branches and
covers 80 percent of all districts in the country. Tanzania has about 132 districts. (The
information is from the website.)
Does the company provide subsidies on health to its staff, or is there some kind of
health/FP programs for the company staff? This information was not available
from the respondent.
Is there any recorded positive impact on health provided to your staff or the
community? This information was not available from the respondent.
Does the company have any interest in supporting FP? Yes, because it is vital to
the welfare of the staff and the community in general.
Is it possible for the company to develop a policy to support FP activities in
Tanzania? The company can develop one, but it can take a long time. The idea has to
be sold to the top; if agreed, managers will decide which kind of support when they
write the document.
At the moment, whom do you work with and what support do you provide?
None so far. The program is solely for NMB staff.
Can the company make policy commitment with regard to FP support? Not at
the moment, as the company does not have a policy for family planning.
Does your company have any interest to support UMATI? The company can have
interest, but UMATI hasn’t shown its need to work with NMB. It has to come and talk
to the top management
Does the company management think that FP is important to national
development? The management realizes the importance of family planning because it
makes health communities who can be more productive to the nation.
How is FP beneficial to the country, family and the individual? Family planning is
a tool for national development. It also empowers families and individuals.
How can the company benefit from supporting FP? Staff, especially women, will
be healthier, with fewer absences and therefore no gaps in staffing.
What other general comments with regard to FP in Tanzania? It is important for
employed women to practice family planning because it is for their own benefit.
Without planning births, some have needed to take unpaid leave, which is detrimental
to their welfare.
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