HIV in workplace

Managing HIV in the Workplace: A Guide for CSOs

Sue Holden Publications - English ,
Managing HIV in the Workplace

Managing HIV in the WorkplaceManaging HIV in the Workplace: A Guide for CSOs

STOP AIDS NOW! commissioned me to research and write this handbook (which they translated into French) to help organisations reduce the effects of HIV on their staff and their work. Other terms for this include ‘internal mainstreaming’ or ‘mainstreaming HIV at the organisational level’ or ‘addressing HIV in the workplace’.

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The costs and benefits of managing HIV

Of course, managing HIV in the workplace is not free of cost.

One cost is the staff time your CSO will use to come up with plans, and to put them into action. You may also need extra money, for example, if your CSO hires trainers to help you run workshops, or helps with the insurance or medical costs for staff.

The actual costs in time and money vary a lot between CSOs in different countries. But whatever they are, you might think that ignoring HIV has to be cheaper, because that doesn’t cost anything. Yet in the case study on page 7, when the CSO ignored HIV the consequences included: staff away from work; a failing project; the death of a valued member of staff; misuse of resources; management stress; a sacked member of staff; loss of a donor; underperforming staff; and bad feelings among staff. The costs of the consequences of doing nothing can be substantial.

We don’t have much information on the costs and benefits of managing HIV in the CSO sector. Many CSOs don’t record sick leave, and CSOs’ outputs are often hard to measure. But recent research among companies in Zambia showed that, on average, the benefits of managing HIV were three times the costs. So for every kwacha (or dollar) spent, they saved three.

It is no coincidence that businesses were the first organisations to manage HIV. They are very sensitive to higher costs and reductions in productivity because they mean lower profits. Many businesses have recognised that it is cheaper to manage HIV than to ignore it. This is also the experience of many of the CSOs supported by STOP AIDS NOW!’s projects in Uganda, Ethiopia and India. They have found that investing some time and money now allows them to get benefits now, and to avoid higher costs in the future.

So, managing HIV within organisations is cost-effective. It is also necessary, particularly in places with high HIV prevalence, if your organisation is to protect its ability to deliver its outputs.

CSOs that have chosen to manage HIV report various benefits. These include:

  • Staff are better informed, and more able to talk about HIV and sexuality issues;
  • There is less stigma and discrimination in the workplace;
  • Staff feel more confident that they can keep their job if they are HIV-positive, and are more willing to disclose their status;
  • More staff and their family members get tested for HIV (in STOP AIDS NOW!’s Uganda project, 65% of CSO staff had tested, compared to 13% of the population);
  • Staff report safer sexual behaviour, so are less likely to get infected with HIV;
  • More HIV-positive staff link to positive living networks, prevent opportunistic infections and use ART, so have better health and longer lives;
  • Staff become more gender sensitive leading to less discrimination against women and transgendered members of staff;
  • Staff feel more valued and, through participatory approaches, have a greater sense of togetherness;
  • Staff capacity is enhanced, and the organisation is stimulated to improve its work by adapting its programmes to take account of HIV, or by doing AIDS work;
  • The positive effects spill over to family members and the wider community.

La gestion du VIH sur le lieu de travail: Un guide pour les OSC

Sue Holden Publications - French , ,
The costs and benefits of managing HIV Of course, managing HIV in the workplace is not free of cost. One cost is the staff time your CSO will use to come up with plans, and to put them into action. You may also need extra money, for example, if your CSO hires trainers to help you run workshops, or helps with the insurance or medical costs for staff. The actual costs in time and money vary a lot between CSOs in different countries. But whatever they are, you might think that ignoring HIV has to be cheaper, because that doesn’t cost anything. Yet in the case study on page 7, when the CSO ignored HIV the consequences included: staff away from work; a failing project; the death of a valued member of staff; misuse of resources; management stress; a sacked member of staff; loss of a donor; underperforming staff; and bad feelings among staff. The costs of the consequences of doing nothing can be substantial. We don’t have much information on the costs and benefits of managing HIV in the CSO sector. Many CSOs don’t record sick leave, and CSOs’ outputs are often hard to measure. But recent research among companies in Zambia showed that, on average, the benefits of managing HIV were three times the costs. So for every kwacha (or dollar) spent, they saved three. It is no coincidence that businesses were the first organisations to manage HIV. They are very sensitive to higher costs and reductions in productivity because they mean lower profits. Many businesses have recognised that it is cheaper to manage HIV than to ignore it. This is also the experience of many of the CSOs supported by STOP AIDS NOW!’s projects in Uganda, Ethiopia and India. They have found that investing some time and money now allows them to get benefits now, and to avoid higher costs in the future. So, managing HIV within organisations is cost-effective. It is also necessary, particularly in places with high HIV prevalence, if your organisation is to protect its ability to deliver its outputs. CSOs that have chosen to manage HIV report various benefits. These include:  Staff are better informed, and more able to talk about HIV and sexuality issues;  There is less stigma and discrimination in the workplace;  Staff feel more confident that they can keep their job if they are HIV-positive, and are more willing to disclose their status;  More staff and their family members get tested for HIV (in STOP AIDS NOW!’s Uganda project, 65% of CSO staff had tested, compared to 13% of the population);  Staff report safer sexual behaviour, so are less likely to get infected with HIV;  More HIV-positive staff link to positive living networks, prevent opportunistic infections and use ART, so have better health and longer lives;  Staff become more gender sensitive leading to less discrimination against women and transgendered members of staff;  Staff feel more valued and, through participatory approaches, have a greater sense of togetherness;  Staff capacity is enhanced, and the organisation is stimulated to improve its work by adapting its programmes to take account of HIV, or by doing AIDS work;  The positive effects spill over to family members and the wider community.

Prévention du VIHLa gestion du VIH sur le lieu de travail: Un guide pour les OSC

STOP AIDS NOW! m’a chargé de rédiger ce manuel pour aider les organisations à réduire les effets du VIH sur leur personnel et leur travail. Originellement écrit en anglais.

(This is the French translation of Managing HIV in the Workplace.)

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Les coûts et les avantages de la gestion du VIH

Bien entendu, la gestion du VIH sur le lieu de travail n’est pas dépourvue de coûts.

L’un des coûts est le temps de travail dont le personnel de votre OSC aura besoin pour établir des plans et pour traduire ceux-ci dans des actions. Peut-être aurez-vous également besoin d’argent supplémentaire, par exemple si votre OSC engage des formateurs pour la tenue d’ateliers, ou bien si elle contribue à l’assurance maladie ou aux frais médicaux du personnel.

Les coûts réels, exprimés en temps et en argent, sont très différentes d’une OSC et d’un pays à l’autre. Mais quels qu’ils soient, on pourrait croire que le déni de l’existence du VIH est la solution la plus avantageuse, parce qu’elle ne coûte rien. Cependant, l’étude de cas à la page 7 montre que lorsqu’une OSC ne tient pas compte du VIH, les conséquences s’enchaînent: absentéisme du personnel; échec du projet; décès d’un membre du personnel apprécié; utilisation abusive des ressources; stress pour la direction; renvoi d’un membre du personnel; perte d’un donateur; sous-performance du personnel; et des tensions entre les membres du personnel. Les coûts de l’inaction peuvent être élevés.

Nous n’avons guère d’information sur les coûts et les avantages de la gestion du VIH dans le secteur des OSC. De nombreuses OSC n’enregistrent pas les congés de maladie, et les résultats des OSC sont souvent difficiles à mesurer. Mais une enquête récente auprès d’entreprises en Zambie a montré qu’en moyenne, les avantages de la gestion du VIH étaient trois fois supérieurs au coût5 . Donc, pour chaque kwacha (ou dollar) dépensé, ces entreprises en ont économisé trois.

Ce n’est donc pas par hasard que les entreprises ont été les premières à gérer le VIH. En effet, elles sont très sensibles à des coûts en hausse et à une productivité en baisse, car ces phénomènes s’accompagnent d’une perte de bénéfices. De nombreuses entreprises ont admis qu’il est moins cher de gérer le VIH que d’ignorer son existence. C’est également l’expérience de nombreux projets d’OSC soutenus par STOP AIDS NOW! en Ouganda, en Éthiopie et en Inde. Ces OSC ont compris qu’en investissant du temps et de d’argent maintenant, elles en tirent des avantages aujourd’hui et réduisent les coûts à l’avenir.

Par conséquent, la gestion du VIH au sein des organisations est une activité rentable. Elle est également nécessaire, particulièrement aux endroits à forte prévalence du VIH, si votre organisation doit protéger sa capacité à fournir des résultats.

Les OSC qui ont décidé de gérer le VIH signalent divers avantages:

  • Les membres du personnel sont mieux informés, plus disposés à parler du VIH et de questions de sexualité;
  • La stigmatisation et la discrimination sur le lieu de travail diminuent;
  • Les membres du personnel sont plus sûrs de garder leur emploi s’ils sont séropositifs à VIH et plus prêts à révéler leur statut;
  • Plus de membres du personnel, et plus de membres de leur famille, passent des tests VIH (dans le projet STOP AIDS NOW! en Ouganda, 65 % du personnel de l’OSC avaient passé un test contre 13 % dans la population);
  • Le personnel a un comportement sexuel plus sûr et a donc moins de chances d’être infecté par le VIH;
  • Plus de membres du personnel séropositifs au VIH se relient à des réseaux de vie positive, préviennent les infections opportunistes et suivent un TAR; ils sont donc en meilleure santé et vivent plus longtemps;
  • Le personnel est plus sensibles aux questions de genre, ce qui réduit la discrimination à l’encontre des femmes et des membres du personnel transsexuels;
  • Les membres du personnel se sentent plus appréciés et, par des approches participatives, ont plus le sens de l’étroitesse des liens;
  • La capacité du personnel augmente. L’organisation est incitée à améliorer son travail en ajustant sesprogrammes de telle sorte qu’ils tiennent compte du VIH, ou bien en travaillant dans le sida;
  • Les effets positifs se répandent aux membres de la famille et à la communauté générale.

Good Donorship in a Time of AIDS: Guidelines on Support to Partners to Manage HIV/AIDS in the Workplace

Sue Holden Publications - English , , , ,
internal mainstreaming HIV

HIV in the workplace
Good Donorship in a Time of AIDS: Guidelines on Support to Partners to Manage HIV/AIDS in the Workplace

These guidelines were the outcome of an interesting process of research and negotiation with five Dutch donors.

In them I set out the sponsoring donors’ commitments to support their partners’ efforts to manage HIV in their workplaces in pilot projects in Uganda and India. I also presented the rationale and basic steps for organisations to do this.

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Why have we developed these guidelines?

Breaking the silence: in many partnerships between Northern and Southern NGOs, HIV/AIDS is not discussed, or is discussed only in terms of the effects at community level. We want HIV/AIDS to be part of our dialogue with partners, and hope that these guidelines will lead to it being on the agenda, for both donors and partners. The guidelines may also help stimulate discussion within partner organizations.

Acting in solidarity: we are now in the late stages of developing and implementing workplace programs for our own staff, but are funding local partners which lack such programs. We believe we should actively open up dialogue and provide support to our partners, rather than be ‘concerned bystanders’, watching the impacts of HIV/AIDS on our partners but doing little to assist.

Getting our ‘heads out of the sand’: a recent CARE survey3 of 42 NGOs in Southern Africa found that, despite a HIV prevalence rate of around 25%, two thirds of the respondents said they did not think they had any HIV-positive employees! This vividly illustrates how managers may act like ostriches by ignoring difficult realities, a costly habit in the case of HIV/AIDS. These guidelines are about raising our heads, stating our commitments, communicating them to our partners, and helping them also to raise their heads.

Responding to demands from local NGOs: some donors expect better results from NGOs in high prevalence settings, or lower costs, as if HIV/AIDS does not exist. Research with local NGOs shows that instead of that lack of understanding, they want more openness, more support, and more clarity from their donors with regard to managing HIV/AIDS4 . These guidelines should go some way to meeting those demands.

Responding to demands from Program Officers: our Program Officers sometimes get requests from partners to fund their workplace policies. Some of them feel ill-equipped to deal with this new topic, and have asked for guidance. These guidelines should help them make decisions, and should ensure that partners’ requests are dealt with consistently within each of the Dutch donor NGOs.

Influencing others: other NGOs who work through partnership with organizations in the South are facing the same issues, but none have ‘grasped the nettle’ and developed guidelines on good donorship in a time of AIDS. We can share these guidelines with those development agencies, and so use them to stimulate their response. We expect that partners may also use these guidelines to influence their other donors towards ‘good donorship’ with regard to HIV/ AIDS.

Greater accountability: where local NGOs do not have budgets to cover employees’ health care costs, managers may cover the costs with money from other parts of their budgets. They are unlikely to tell their donors about this. These guidelines should increase communication and so accountability between us by providing clarity on what costs we are willing to fund, and by initiating dialogue between donors and partners, so that we can agree budgets to cover the financial costs of HIV/AIDS and other chronic diseases.

Support to Mainstreaming AIDS in Development

Sue Holden Publications - English , ,
internal and external mainstreaming HIV

Support to Mainstreaming AIDS in DevelopmentSupport to Mainstreaming AIDS in Development: UNAIDS Strategy Note and Action Framework

Mainstreaming AIDS is a process that enables development actors to address the causes and effects of AIDS in an effective and sustained manner, both through their usual work and within their workplace.

Although not credited as such, I co-wrote this Strategy Note (minus the Action Framework) with Bob Verbruggen of UNAIDS.

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Twenty years into the pandemic, there is now ample evidence for the complex linkages between AIDS and development: development gaps increase people’s susceptibility to HIV transmission and their vulnerability to the impact of AIDS; inversely, the epidemic itself hampers or even reverses development progress so as to pose a major obstacle to the achievement of the Millennium Development Goals.

The growing understanding of this two-way relationship between AIDS and development has led to the insight that, in addition to developing programmes that specifically address AIDS, there is a need to strengthen the way in which existing development programmes address both the causes and effects of the epidemic in each country-specific setting. The process through which to achieve this is called ‘Mainstreaming AIDS’.

The Rationale for Mainstreaming AIDS in Development

1) Mainstreaming aims at improving development practice so as to enhance its contribution to the response to AIDS:

  • By having development actors attend to both the immediate and the underlying determinants of people’s susceptibility to HIV infection:

HIV spreads “along the fault lines of failing development”, such as poverty, gender inequality, poor social services. Mainstreaming enables development actors to strengthen the way in which they help reduce the susceptibility to HIV infection of the people they serve. This implies that they also try to identify and minimize unintended negative effects of their own work, such as increasing gender inequality.

  • By having development actors take into account the impact of AIDS and adjust their work accordingly:

AIDS disproportionately hits the most vulnerable groups, and affects the capacity of development actors themselves: it thus deepens existing development problems. Through the process of mainstreaming, development actors analyse and address the impact of AIDS both on their own capacity and on the people they serve, now and in the future.

2) Conversely, mainstreaming is about gradually incorporating national responses into national development processes in order to ultimately equip countries with the capacity to reverse and contain the epidemic. Through the process of mainstreaming, national responses are being institutionalized within national development instruments and processes: this will ensure the sustainability of AIDS programmes and strengthen national coping capacity, thus allowing them to achieve lasting results.

Mainstreaming and the National Response

Considering the above, mainstreaming and national responses are inseparable:

  • While all development actors, including international development agencies, need to mainstream AIDS in their work, it is not possible for any of them to respond to the complexity of the causes and effects of AIDS by itself. The intended system-wide impact of mainstreaming can only be achieved if the respective efforts complement and reinforce each other.
  • Inversely, for national responses to achieve their ultimate goal of containing the epidemic, they need to address the development-related causes and effects which fuel it through effective mainstreaming processes. Indeed, while HIV prevention work is necessary to inform and motivate people to protect themselves, it cannot overcome deeply-rooted societal causes of susceptibility; similarly, treatment, care and support programmes can reduce the impact of AIDS on affected households, but cannot address the underlying reasons for their vulnerability.

From the above, it is clear that putting in place “specific” AIDS programmes and mainstreaming AIDS in development is not a matter of “either/or”. One of the facets of the exceptionality of AIDS is indeed its character of long-term emergency, which commands a response representing a continuum, from a response attempting immediate relief to a more in-depth developmental response, addressing the societal factors of susceptibility and vulnerability.

Mainstreaming HIV/AIDS in Development and Humanitarian Programmes

Sue Holden Publications - English , , , ,
mainstreaming hiv aids in development programmes

Mainstreaming HIV /ADIS in Development and Humanitarian Programmes

Aids on the Agenda – lite

AIDS on the Agenda is quite a long book, so in 2004 Oxfam produced this cut down version of it.

You can download it for free here or from Oxfam publications.

Extract

AIDS depends for its success on the failures of development. If the world was a fairer place, if opportunities for men and women were equal, if everyone was well nourished, good public services were the norm, and conflict was a rarity, then HIV (Human Immunodeficiency Virus) would not have spread to its current extent, nor would the impacts of AIDS (Acquired Immune Deficiency Syndrome) be as great. We now know that the spread of HIV and the effects of AIDS are closely linked to development problems such as poverty and gender inequality. Development and humanitarian agencies should be doing more to respond to the challenges posed by HIV/AIDS. This book suggests a way in which they can do so through their existing work without necessarily establishing special programmes of HIV prevention or AIDS care.

This book is a shorter, simplified version of AIDS on the Agenda (Holden 2003), a book which can be ordered from Oxfam GB, or downloaded for free from here. The ideas in the two books are the same; but this version, we hope, is accessible to a wider range of readers: those who actually do development and humanitarian work, in addition to those who manage it and fund it. Unlike AIDS on the Agenda, this book does not feature quotations and case studies; instead it presents general lessons learned – mainly from the experiences of non-government and community-based organisations (NGOs and CBOs) working in the parts of Africa that are worst affected by HIV/AIDS. AIDS has changed the world. This book is about the changes that we need to make in order to do effective development and humanitarian work in a world of AIDS.

Part 1: The case for mainstreaming HIV/AIDS

Chapter 2 considers the two-way relationship between under-development and the causes and consequences of HIV/AIDS. It shows how the disease can make gender inequality worse, and claims that HIV/AIDS is a long-term development problem with no obvious solution.

Chapter 3 explores what mainstreaming means, by setting out the four main terms used in this book: • AIDS work • integrated AIDS work • external (programmatic) mainstreaming of AIDS • and internal (organisational) mainstreaming of AIDS. It identifies similarities and differences between them, and gives practical examples of what the terms mean for development and humanitarian organisations.

Chapter 4 addresses the question ‘Why mainstream HIV/AIDS?’. It considers some of the problems that may arise if development and humanitarian organisations fail to take AIDS into account in their ordinary work. It also responds to some objections to the idea of mainstreaming HIV/AIDS, and describes two problems which development organisations may meet when they do AIDS work.

Chapter 5 draws together all the elements of Part 1. It presents a ‘web’, showing four levels of influence on HIV transmission, and different kinds of response, both direct and indirect.

Part 2: Ideas for mainstreaming HIV/AIDS

Chapter 6 provides some general strategies for initiating and sustaining mainstreaming, and proposes some guiding principles. Chapter 7 offers ideas for mainstreaming HIV/AIDS within the internal operations of development and humanitarian agencies, and Chapters 8 and 9 offer suggestions for external mainstreaming in development and humanitarian programmes respectively. Chapter 10 presents an overview of the issues and challenges involved in promoting and adopting the strategy of mainstreaming, and the book concludes with Chapter 11.

AIDS on the Agenda: Adapting Development and Humanitarian Programmes to Meet the Challenge of HIV/AIDS

Sue Holden Publications - English , , ,
Managing and mainstreaming HIV

managing and mainstreaming HIVAIDS on the Agenda: Adapting Development and Humanitarian Programmes to Meet the Challenge of HIV/AIDS

My book on HIV mainstreaming written for policy-makers, managers, and programme staff in development and humanitarian agencies. AIDS on the Agenda was one of the first publications on this subject. Many of the definitions which I developed back then are now widely used.

You can download the entire book for free here or from Oxfam – just don’t buy it from the people who are printing unauthorised copies and selling them through Amazon!

See also Mainstreaming HIV/AIDS in development and humanitarian programmes for a cut down version of this book.

Extract

This book is concerned with AIDS (Acquired Immune Deficiency Syndrome), but not with specific responses to it. If you are looking for advice about work that is focused exclusively on the problem of AIDS – home-based care, medical treatment, voluntary counselling and testing, condom promotion, or AIDS education – then you need a different book. But if you are concerned about the devastation that AIDS is causing, and you believe that more needs to be done, and by more people, than can be achieved by AIDS-specific work alone, then read on. You will find ideas based on experiences of adapting mainstream development and humanitarian work to address the problem of AIDS indirectly, along with ways in which organisations can respond from within to protect their employees and their business. AIDS has changed the world; this book is about the changes needed for effective development and humanitarian work in a world of AIDS.

This book considers the dual challenge for development and humanitarian organisations of ‘mainstreaming’ HIV and AIDS, which consists (i) of making changes to the internal management of their organisations, with a view to limiting the impacts of AIDS on their employees and their work, and (2) adapting their external work in order to take account of the causes and consequences of AIDS. In arguing that mainstreaming HIV and AIDS is a task for all organisations involved in development and humanitarian work, this book aims to stimulate thinking and debate about ways in which organisations can respond to AIDS without necessarily also doing work specifically focused on AIDS.

It is organised in three parts:

Part I: Mainstreaming HIV/AIDS in development and humanitarian programmes: background and rationale

Chapters 1 to 6 offer a general introduction to the global threat of AIDS and the international community’s response to it, and present the arguments for mainstreaming as an additional strategy.

Part II: Experiences of mainstreaming AIDS

Chapters 7 to 9 address the reality of work on the ground, and the lessons that emerge from the case studies.

Part III: Ideas for mainstreaming AIDS

Chapters 11 to 15 present practical ideas for agencies seeking to mainstream HIV/AIDS into their work.

Resources

The Resources section at the back of the book provides further practical ideas for mainstreaming AIDS, in the form of a series of ten user-friendly Units, designed to stimulate readers to think how they might introduce mainstreaming into their own organisations.