Dear Guys,
Let me first extend my profound thanks to the Interim Provincial Coordinators of the Mavambo Movement.This is commendable that we are are heading somewhere.
Mavambo Movement has support all over just for the past month I was on business tour in Europe and in Africa , as we were discussing the situation in Zimbabwe and I talked about Mavambo Movement nearly everyone supported the move. this is in deed calls for propagation of Mavambo Movement outside Zimbabwe. I am based here in south Africa and the support is great.
Would it be possible to get direction to this process? And can you send me the interim constitution of Mavambo Movement.
I hope to hear from you soon.
thank you
Dr Ernest Maigurira
Mobile : +27 760979615
Saturday, November 1, 2008
Monday, January 21, 2008
HIV Testing And Counselling - Govt Ponders Way Forward
AFTER notching up some successes in checking the spread of HIV and AIDS, Zimbabwe still has to ponder its progress in the provision of testing and counselling services.
The country recorded a reduction in adult (15 to 49 years) HIV prevalence rates from a peak of 20.1 percent in 2005 to 15.6 percent in 2007.
But questions still remain over how well the country is doing in terms of providing access to treatment and care.
Owen Mugurungi, head of the government's AIDS and TB unit, says although strides had been made in educating people on the scourge, there was a need for an increase in HIV testing and counselling services.
There are 21 voluntary counselling testing (VCT) centres provided by the Health Ministry and Population Services International Zimbabwe (PSI) through the New Start network, but these fall below the needs of a national response to the scourge.
New Start was the first network to offer HIV testing and counselling services in Zimbabwe in 1999.
The network offers on-site and mobile services covering urban and rural areas throughout the country and an estimated 25 000 clients currently receive HIV counselling and testing through the New Start centres every month.
The country recorded a reduction in adult (15 to 49 years) HIV prevalence rates from a peak of 20.1 percent in 2005 to 15.6 percent in 2007.
But questions still remain over how well the country is doing in terms of providing access to treatment and care.
Owen Mugurungi, head of the government's AIDS and TB unit, says although strides had been made in educating people on the scourge, there was a need for an increase in HIV testing and counselling services.
There are 21 voluntary counselling testing (VCT) centres provided by the Health Ministry and Population Services International Zimbabwe (PSI) through the New Start network, but these fall below the needs of a national response to the scourge.
New Start was the first network to offer HIV testing and counselling services in Zimbabwe in 1999.
The network offers on-site and mobile services covering urban and rural areas throughout the country and an estimated 25 000 clients currently receive HIV counselling and testing through the New Start centres every month.
See article the HIV & AIDS Figures Drop in Zimbabwe
HIV Testing And Counselling - Govt Ponders Way Forward
Financial Gazette (Harare)
NEWS
17 January 2008
Posted to the web 17 January 2008
By Zhean Gwaze
Harare
AFTER notching up some successes in checking the spread of HIV and AIDS, Zimbabwe still has to ponder its progress in the provision of testing and counselling services.
The country recorded a reduction in adult (15 to 49 years) HIV prevalence rates from a peak of 20.1 percent in 2005 to 15.6 percent in 2007.
But questions still remain over how well the country is doing in terms of providing access to treatment and care.
Owen Mugurungi, head of the government's AIDS and TB unit, says although strides had been made in educating people on the scourge, there was a need for an increase in HIV testing and counselling services.
There are 21 voluntary counselling testing (VCT) centres provided by the Health Ministry and Population Services International Zimbabwe (PSI) through the New Start network, but these fall below the needs of a national response to the scourge.
New Start was the first network to offer HIV testing and counselling services in Zimbabwe in 1999.
The network offers on-site and mobile services covering urban and rural areas throughout the country and an estimated 25 000 clients currently receive HIV counselling and testing through the New Start centres every month.
Mugurungi said it was difficult for the government to roll out more VCT centres in the country because resources were limited.
Mugurungi's unit has coined the Provider Initiated Routine Offer of Confidential Counselling and Testing (PITCT) under which all districts and mission hospitals will join the initiative.
There are 61 districts in the country and each has either an established hospital or a semi institution offering medical services.
"We are emphasising this because we believe if we score a success in HIV testing and counselling then we can achieve universal access because this is the primary start in combating the scourge," Mugurungi said.
However, these efforts might come to nought considering the government's poor human resources management record.
The government has been hit by a massive brain drain, particularly in the medical sector.
Last year, Health Minister David Parirenyatwa announced that Zimbabwe would re-hire retired nurses to ease a critical staff shortage in public hospitals caused in part by the exodus of health care workers to the region, Europe and Australia.
A report compiled by the World Health Organisation in 2006, World Health Report 2006 - Working Together for Health, estimated that 34 percent of Zimbabwean nurses were working abroad.
Parirenyatwa announced late last year that the government was working out the modalities of cushioning and retaining health professionals this year.
Health received the largest chunk of the 2008 national budget, a surprise 13 percent, drawing the country close to meeting the terms of the Abuja Declaration.
Zimbabwe is one of many African countries yet to meet the terms of the Abuja Declaration, under which African leaders pledged to allocate 15 percent of their national budgets to health.
However, although the budget seems significant, Zimbabwe is in the grip of a debilitating political and economic crisis that is marked by hyperinflation, a rapidly contracting gross domestic product (GDP) -- the fastest for a country not at war according to the World Bank -- and shortages of foreign currency, food and fuel.
The government still needs to do a lot more to achieve universal access by 2010, as the health sector continues to decline, as evidenced by ageing equipment and infrastructure, incomplete projects, a lack of drugs and the inaccessibility of health services, especially at primary level, and the collapse of the referral system.
Mugurungi said if enough funds were available, the government would increase its antiretroviral drug rollout programme from the current 80 000 recipients to 170 000 by the end of this year.
There are 1.6 million HIV positive Zimbabweans and 300 000 are in need of treatment. It is estimated that at least 2 500 deaths are recorded per week from HIV/Aids related illness.
The Clinton Foundation, Global Fund and the Bill Gates Foundation are among organisations that have shown an interest in funding anti-AIDS programmes in Zimbabwe.
Reducing new infections is the principal aim of the Zimbabwe National HIV and AIDS Strategic Plan 2006-2010 administered by the National Aids Council which also focuses on: treatment and care, mitigation and support and effective management and co-ordination of the national HIV/AIDS response.
Financial Gazette (Harare)
NEWS
17 January 2008
Posted to the web 17 January 2008
By Zhean Gwaze
Harare
AFTER notching up some successes in checking the spread of HIV and AIDS, Zimbabwe still has to ponder its progress in the provision of testing and counselling services.
The country recorded a reduction in adult (15 to 49 years) HIV prevalence rates from a peak of 20.1 percent in 2005 to 15.6 percent in 2007.
But questions still remain over how well the country is doing in terms of providing access to treatment and care.
Owen Mugurungi, head of the government's AIDS and TB unit, says although strides had been made in educating people on the scourge, there was a need for an increase in HIV testing and counselling services.
There are 21 voluntary counselling testing (VCT) centres provided by the Health Ministry and Population Services International Zimbabwe (PSI) through the New Start network, but these fall below the needs of a national response to the scourge.
New Start was the first network to offer HIV testing and counselling services in Zimbabwe in 1999.
The network offers on-site and mobile services covering urban and rural areas throughout the country and an estimated 25 000 clients currently receive HIV counselling and testing through the New Start centres every month.
Mugurungi said it was difficult for the government to roll out more VCT centres in the country because resources were limited.
Mugurungi's unit has coined the Provider Initiated Routine Offer of Confidential Counselling and Testing (PITCT) under which all districts and mission hospitals will join the initiative.
There are 61 districts in the country and each has either an established hospital or a semi institution offering medical services.
"We are emphasising this because we believe if we score a success in HIV testing and counselling then we can achieve universal access because this is the primary start in combating the scourge," Mugurungi said.
However, these efforts might come to nought considering the government's poor human resources management record.
The government has been hit by a massive brain drain, particularly in the medical sector.
Last year, Health Minister David Parirenyatwa announced that Zimbabwe would re-hire retired nurses to ease a critical staff shortage in public hospitals caused in part by the exodus of health care workers to the region, Europe and Australia.
A report compiled by the World Health Organisation in 2006, World Health Report 2006 - Working Together for Health, estimated that 34 percent of Zimbabwean nurses were working abroad.
Parirenyatwa announced late last year that the government was working out the modalities of cushioning and retaining health professionals this year.
Health received the largest chunk of the 2008 national budget, a surprise 13 percent, drawing the country close to meeting the terms of the Abuja Declaration.
Zimbabwe is one of many African countries yet to meet the terms of the Abuja Declaration, under which African leaders pledged to allocate 15 percent of their national budgets to health.
However, although the budget seems significant, Zimbabwe is in the grip of a debilitating political and economic crisis that is marked by hyperinflation, a rapidly contracting gross domestic product (GDP) -- the fastest for a country not at war according to the World Bank -- and shortages of foreign currency, food and fuel.
The government still needs to do a lot more to achieve universal access by 2010, as the health sector continues to decline, as evidenced by ageing equipment and infrastructure, incomplete projects, a lack of drugs and the inaccessibility of health services, especially at primary level, and the collapse of the referral system.
Mugurungi said if enough funds were available, the government would increase its antiretroviral drug rollout programme from the current 80 000 recipients to 170 000 by the end of this year.
There are 1.6 million HIV positive Zimbabweans and 300 000 are in need of treatment. It is estimated that at least 2 500 deaths are recorded per week from HIV/Aids related illness.
The Clinton Foundation, Global Fund and the Bill Gates Foundation are among organisations that have shown an interest in funding anti-AIDS programmes in Zimbabwe.
Reducing new infections is the principal aim of the Zimbabwe National HIV and AIDS Strategic Plan 2006-2010 administered by the National Aids Council which also focuses on: treatment and care, mitigation and support and effective management and co-ordination of the national HIV/AIDS response.
Monday, January 14, 2008
Project Management Basics
Project Management – The Basics Training Programme –
Introduction to the training session
Welcome to this training session, specially developed for your enjoyment and benefit.
Kindly take special note of the following points:
1. The training facilitator will explain how the training activities will support the learning process. Ongoing assessments are part of this process which will give you the opportunity to interact with the other learners in discovering the value of the learning content. Formative assessments cover specific sections of the training material, while the summative assessments cover all the subjects and are done at the end of the session. Work-related assignments are given as part of summative assessments.
2. This training program is based on a unit standard which can be described as an element of learning. It consists of essential elements such as specific outcomes and assessment criteria. The training facilitator will explain the link between the unit standard and the National Qualifications Framework (NQF).
3. It is important that you participate fully and build your Portfolio of Evidence (POE) during the facilitation session to gain the most value. You owe it to yourself to ask questions that will help you to understand the key points completely. The more you involve yourself with the learning process, the more you will benefit. Please apply the new skills and knowledge that you gained during the session with the confidence that this will contribute to a better South Africa.What is a project?
A project is a temporary endeavour undertaken to create a unique product, service or result. A project has a clear beginning and end. It is:
• Temporary
• Goal-directed
• Collaborative [working together with others]
• Constrained
A project needs to be performed by people, is constrained by limited resources, and needs to be planned, executed and controlled every step of the way.
What is Project Management?
Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Project management is accomplished through the use of processes such as initiating, planning, executing, controlling and closing.
One aspect that is often overlooked is the necessity of managing people – the one part of the role of the project manager that can ultimately make or break a project.
There are competing demands for scope, time, cost, risk and quality.
Stakeholders also have different needs and expectations, making the identification of requirements complex.
The development objective of the project manager is to deliver a project that is:
On Schedule
Within Budget
According to specification
Why Project Management?
o Today’s complex environments require ongoing implementations
o Project management is a method and mindset…a disciplined approach to managing chaos
o Project management provides a framework for working amidst persistent change
An effective project manager is a skilled:
- Leader - Facilitator
- Counsellor - Planner
- Motivator - Influencer
- Negotiator - Marketer
A project manager needs to portray the following roles:
Leadership and Guidance Planning
Customer Relations Technical Leadership
Senior Management Liaison
In order for an organisation to be considered a leader in the field, it will need:
- The right resources
- Standard tools and templates
- The appropriate methodology
- Sufficient training
More on Project Management:
- Project management is about an organisation
- Project management is about decision making
- Project management is about changing people’s behaviour
- Project management is about creating an environment conducive to getting critical
projects done
Introduction to the training session
Welcome to this training session, specially developed for your enjoyment and benefit.
Kindly take special note of the following points:
1. The training facilitator will explain how the training activities will support the learning process. Ongoing assessments are part of this process which will give you the opportunity to interact with the other learners in discovering the value of the learning content. Formative assessments cover specific sections of the training material, while the summative assessments cover all the subjects and are done at the end of the session. Work-related assignments are given as part of summative assessments.
2. This training program is based on a unit standard which can be described as an element of learning. It consists of essential elements such as specific outcomes and assessment criteria. The training facilitator will explain the link between the unit standard and the National Qualifications Framework (NQF).
3. It is important that you participate fully and build your Portfolio of Evidence (POE) during the facilitation session to gain the most value. You owe it to yourself to ask questions that will help you to understand the key points completely. The more you involve yourself with the learning process, the more you will benefit. Please apply the new skills and knowledge that you gained during the session with the confidence that this will contribute to a better South Africa.What is a project?
A project is a temporary endeavour undertaken to create a unique product, service or result. A project has a clear beginning and end. It is:
• Temporary
• Goal-directed
• Collaborative [working together with others]
• Constrained
A project needs to be performed by people, is constrained by limited resources, and needs to be planned, executed and controlled every step of the way.
What is Project Management?
Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Project management is accomplished through the use of processes such as initiating, planning, executing, controlling and closing.
One aspect that is often overlooked is the necessity of managing people – the one part of the role of the project manager that can ultimately make or break a project.
There are competing demands for scope, time, cost, risk and quality.
Stakeholders also have different needs and expectations, making the identification of requirements complex.
The development objective of the project manager is to deliver a project that is:
On Schedule
Within Budget
According to specification
Why Project Management?
o Today’s complex environments require ongoing implementations
o Project management is a method and mindset…a disciplined approach to managing chaos
o Project management provides a framework for working amidst persistent change
An effective project manager is a skilled:
- Leader - Facilitator
- Counsellor - Planner
- Motivator - Influencer
- Negotiator - Marketer
A project manager needs to portray the following roles:
Leadership and Guidance Planning
Customer Relations Technical Leadership
Senior Management Liaison
In order for an organisation to be considered a leader in the field, it will need:
- The right resources
- Standard tools and templates
- The appropriate methodology
- Sufficient training
More on Project Management:
- Project management is about an organisation
- Project management is about decision making
- Project management is about changing people’s behaviour
- Project management is about creating an environment conducive to getting critical
projects done
Sunday, January 13, 2008
Inside AdSense: AdSense Publisher Stories: Askthebuilder.com
Inside AdSense: AdSense Publisher Stories: Askthebuilder.com
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Organisational Development
Organisational Development
Abstract
By Ernest Edgar Maigurira PhD (Psyh)
Email: maigurira@gmail.com
Organisational Development is a soft methodology intended for use in complex situations to provide intervention strategy for change management. It approaches this from the perspective of individual and organisational inquiry. It adopts a systems approach by identifying a set of organisational entities which have functions the interactive effects of which require that the system is stable. In order to deal with complex situations, it conceptualises that they should be seen in terms of power relationships, control processes, and innate resistance to change, all of which must be addressed through addressing both individuals and the culture to which they belong.
1 Introduction
“OD was conceived as...a strategy for large-scale cultural and/or systemic change...[that] depends on many people accepting the need for change...[and] until recently, was based on diagnosing gaps between what is and what ought to be” [Weisbord and Janoff, 1996].
Relating to the Action Research paradigm, Organisational Development (OD) is a consultant orientated people-centred and thus soft methodology. It is concerned with intervention into problem situations to achieve change management through individuals and their relationships. It arose from behavioural psychology, applying concepts to management that were formulated from a programme run by Pugh and Hickson, and has developed with work from people like Argyris [1970], Kotter and Schlesinger [1979], and Huse and Cummings [1985]. Schein [1970] defined OD consultants as facilitators who assisted organisations to improve their inherent capacity to cope with problem situations by helping them to:
· diagnose themselves,
· select their own responses,
· Determine their own progress.
Its intended use is “to articulate a mode of organisational consultancy that paralleled the client-centred approach in counselling and contrasted with consultancy models that were centred on expertise” [Coghlan, 1993, p117]. However, at its broadest, OD is concerned with “boundaries and relationships at a number of different levels between enterprises, their stakeholders and society, and the way in which these relationships could change over time” [Pritchard, 1993, p132].
Harrison, in his discussion of traditional OD, explains that consultants involved with this methodology tend to assume that organisations are most effective when they “reduce power differences, foster open communication, encourage cooperation and solidarity, and adopt policies that enhance the potential of employees” [Harrison, 1994, p8]. To help assist organisational forms and cultures towards this ideal, consultants often use experienced small group training, feedback on interpersonal processes, participative decision making, and build on strong cohesive organisational culture.
Friday, January 11, 2008
HIV/AIDS & YOUNG PEOPLE
I had a very fruitfull meeting today with the officials of the Department of Social Development in crafting a Strategic Plan to address behaviour change of youths and personnel working in Residential Care Centres through out the whole country. My target is to reach at least over 1000 learners within the next six months in all the administrative provinces of South Africa. I can assure myself and my colleagues hace schedule a planning session with the Department of Social Development next week. I will surely advise you how this will be progressing. But wow this is a challange I AM GIVING TO YOU ALSO to take cognitive action with respect to this challenge within our society. so see you next im communication. Please do not hesitate to communicate with me. Cheers.
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