Strategies to Prevent the Prevalence of Hiv

Strategies to Prevent the Prevalence of HIV amongst African Truck Drivers

Africa highlights the highest infection and transmission rates of HIV, accounting for two-thirds of the entire population infected globally (De Cock, 2012). Sub-Saharan Africa displays the highest number of people living with HIV at 69% and 70% of global deaths from 2011 onwards (Organization., 2011). Southern Africa is the most affected region in the continent with at least 10% of the population in South African, Lesotho, Malawi, Botswana, Namibia, Mozambique, Zambia and Zimbabwe being infected (Lane, 2012). In the wake of this disheartening revelation, many world organizations initiated programmes to help curb the prevalence of the disease as well as help the affected victims. The World Food Programme (WFP) undertook one such programme in partnership with TNT dubbed ‘Paving the road to healthy highways’- a partnership to scale up HIV/AIDS clinics in Africa.

As WFP perceived that its tasks may unintentionally make conditions for the spread of HIV, the worldwide expedited service organization TNT was additionally considering the human and monetary effect of the infection (Deane, 2010). Expanding on past organization exercises, WFP and TNT set out on another open private activity to improve the wellbeing and prosperity of transport specialists. Cooperating, WFP and TNT assembled cross-sectoral backing to build up two health habitats for truck drivers, one at the Mwanza fringe and the other at the WFP stockroom in Blantyre. The health and wellness centers are semi-portable, redesigned dispatching compartments arranged at painstakingly recognized regions, for example, travel towns, where transport laborers assemble and sex work and other casual exchanges prosper (Oster, 2012). Wellbeing administrations and data gave at the centers explicitly went for truck drivers and sex specialists, in spite of the fact that network individuals are not turned away. The centers give data and training on sexual conceptive wellbeing, HIV and explicitly transmitted diseases, condom distribution, and referrals to HIV testing and treatment programs. The Mwanza focus additionally gives the board of explicitly transmitted contaminations, just as a treatment for basic sicknesses.


The wellbeing centers are multi-partner, multisector joint efforts (Kaufman, 2014). GDC Wilson, the biggest transport organization in Malawi, gave the transportation holders that house the offices; the Administration of Malawi gave the area supplies and the fundamental medications complimentary. Neighborhood nongovernmental association Banja La Mtsogolo (BLM) that, alongside UNFPA, give condoms; the universal nongovernmental association PSI gives instructive materials, and the Malawi Business Coalition against HIV/AIDS and the Malawi Road Transport Administrators Association advance the administrations among their individuals work the centers. The task has permitted WFP to assemble connects between the corporate segment and national governments, advancement offices, contributors, AIDS associations, nearby specialist organizations (Sambo, 2011), and United Nations offices. WFP had the capacity to approach private transport organizations to help the foundation of the well being centers. The organization additionally had the capacity to utilize its permeability with the media to attract regard for the wellbeing center activity. The centers did not grow medium-term and were not without obstacles to survive.

Difficulties have included guaranteeing the manageability of the focuses, keeping up the offices, modifying working hours to truckers' needs, guaranteeing that facility staff is bolstered and adjusting the requirements of the essential gathering of people—truck drivers and their accomplices—without barring network individuals (Kurth, 2011). In light of these challenges, it was apparent that WFP and TNT would discontinue support for the programme. The repercussions of discontinuing such a programme would be detrimental to millions of people – most of the truck drivers across Africa – who rely on the programme both directly and indirectly. Many of those living with the disease rely on the centers to acquire ARVs whereas thousands more visit the centers annually seeking information and guidance in relation to the ailment (Wienand, 2013). Despite the many challenges that the two organizations have suffered when running the programme, a withdrawal of the same should not be allowable considering the number of individuals benefiting from the exercise (Mack, 2014).

One effective way of ensuring the programmes continuity and success is to transfer the foundation to a local organization such as Paul Matthews in South Africa. The effects of such a move are generally unknown and may result in unprecedented challenges that require an in-depth solution to remain viable. Nevertheless, the move amounts to one of the most effective solutions to keep the programme running. Some of the most notable advantages include the availability of funding and sponsorship from local companies, the government, and other stakeholders. Initially, the funding for the programme suffered various bottlenecks with institutional beauracracies leading to slow expediting of the funds needed to keep the programme running (Rushton, 2011). WFP and TNT departments mandated to run the programme suffered from late reimbursements, which affected the programme in many ways including late wages for workers in the centers and in the entire programme. It was also increasingly difficult for the two organizations to convince governments and other programme stakeholders for funding (Crane, 2010). As international players and transport giants, WFP and TNT are viewed as ‘cash cows’ by most local governments and companies, who are reluctant to offer the much-needed funding. Having a local organization running the programme can help increase the programme's funding from local stakeholders. The notion is that the local stakeholders will be ‘more willing’ to support a locally driven programme that depicts high levels of success against the prevalence of the disease. In this case, governments, and other local companies and organizations will be willing to help in funding the programme by eliminating the two international players (WFP and TNT) that local stakeholders view as sources of income.

A local foundation also possesses immense local knowledge of the population and the best ways to approach the problem. Despite a ten-year record of effective running in Africa, the programme suffered from challenges like locals unwilling to offer vital information to ‘foreign doctors.’ A local foundation is hence better placed to understand the culture and beliefs of the locals, which helps them, run the programme effectively and with reduced cultural difference challenges.

Moreover, local management of the programmes may see a reduction in administrative and other types of costs and the monies utilized in other ways to keep the programme on track. Locals, for example: have a better understanding of the geography of the region, are more conversant with the activities taking place there, and have an overall better understanding of various dynamics at play. Having the programme ran by locals could, therefore, create a more efficient team and ultimately lower the cost of running the programme.

Another benefit of collaborating with a local foundation is the enhancement of transparency, which is an essential factor in the development of trust and a positive environment that boosts collaboration and ensures that all decisions made by the stakeholders are done in a socially responsible way (Moatti, 2011). Many African countries score poorly on the international corruption index resulting in rampant corruption and embezzlement of funds meant to benefit communities. International organizations currently in Africa are subjected to different forms of corruption, which affects the smooth running of their operations. A local foundation is better placed to tackle corruption issues locally and help organizations save thousands of dollars that would have otherwise gone into the pockets of a few individuals.

Partnering with a local foundation further ensures that the opinions and contributions of local communities are considered. Local foundation possesses rich knowledge and information about the community dynamics and understands that communities are the primary stakeholders. In the initial stages of the WFP-TNT programme, research showed that locals had undergone numerous tests over time and all they wanted to see were results. Had the programme approached and partnered with a local NGO or foundation, it would have been much easier to identify the wishes of the locals through information offered by the foundation. This would have helped save time and resources utilized during the research exercise.

In addition, many discriminative factors exist in most African countries including race, religion, political affiliation, ability and ethnicity (King, 2010). Many international partnerships like this one lack essential knowledge and information about discriminatory factors existing in many countries in the continent and local foundations are best placed to understand most of these dynamics and ensure that the program does not discriminate against the target population for any of the reasons.

Fiscal responsibility is another major challenge that many programmes suffer from when operating in developing regions across the world (Anyanwu, 2013). A considerable amount of funds meant for a particular project are either embezzled or wasted in the process leading to a deficiency in some areas and possible financial drawbacks. Local foundations possess essential information on how to overcome fiscal challenges promptly according to local policies. Trough coordination and shared responsibility, local foundations ensure that funds are utilized accountably and wisely by both the donors and the communities they serve.

Moreover, local foundations, through consistent communication help create professional rapport with local donors, sponsors, and governments due to the understanding of the local language and culture (Bennett, 2011). A local foundation also helps to avoid duplication of inefficient use of resources, maximization of opportunities, and effectiveness through regular sharing of relevant information about the programme and monitoring and evaluation of the programme. In addition, understanding the impact of the programme is an essential part of the program’s development. Local foundations like Paul Matthews prove to be more effective and efficient in evaluating and monitoring the success and/or failure of a programme like the one undertaken by WFP and TNT.

In the case of mismanagement or failure of a huge programme like the one between WFP and TNT can be detrimental to both the organization’s reputation and image. It is hence crucial that the two partners identify a reputable local organization or foundation that would not only oversee the continuity of the program but also ensure that the intended impact is felt and desired goals accomplished.

A programme that benefits millions of people in Africa boosts the image and status of private companies like TNT, resulting in customer growth and preference. Organizations like WFP also rely immensely on the public image to undertake their duties effectively and tainting their name through failed programmes causes them to lose trust with their clientele. TNT and WFP must, therefore, ensure that the programmes are undertaken by a local foundation or organization that shares a similar vision, mission, and status in the community (Volberding, 2010). Most of the challenges that faced the programme like transparency issues, fiscal challenges, and coordination difficulties are bound to affect the next programme managing organization. It is hence prudent for both TNT and WFP to identify a local organization that will not only oversee the smooth running of the program and its continuity but also ensures that the intended results are realized in due time.

An issue looked by most foundations is the age of their donor base. It ends up being hard to pull in the new age of donors, particularly since many are not open to customary raising money crusades and highlighting strategies. The way to raising money for NSF, for example, could be to use the influence of advanced stages and internet offering answers to make fun and creative occasions. Moreover, supporters are constantly expecting a progressively consistent, and intuitive online experience. Running a virtual occasion enables you to use this innovative move to make even more captivating encounters for your supporters all while keeping up reasonable expenses and coordination. In addition to the fact that it gives NSF's supporters more chances to connect with the association, it enables them to utilize their strengths effectively. Securing and sustaining givers is a noteworthy issue for most foundations in Africa and, with a consistently expanding challenge, it will turn out to be much harder. This is the reason for returning to customary procedures and using new advancements is currently the way Luke Disney to keep up and improve fundraising performance in an evolving and challenging sector.

In conclusion, the ‘Paving the road to healthy highways’ program by WFP in partnership with TNT is a worthy cause that, although faced by numerous challenges, has had a tremendous effect on the lives of millions of Africans affected and infected with HIV. Major challenges that face the program include financial constraints, mismanagement of funds, inadequate research and support from both local and international stakeholders. Despite the programs initial success, the above drawbacks resulted in a tumultuous future for the program that prompted its discontinuity. By embracing and adopting changes like running operations locally and instituting policies to curb most of these challenges, the programme stakeholders can lay down a framework that will ensure the program's continuity. Adoption of new technologies in information gathering, donor fundraising, evaluation, and monitoring of the programs impact prove essential to mitigate a possible stall of the program.

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