Mobilizing healthcare resources – TUNAJALI “We Care” program

The TUNAJALI "We Care" program is an initiative supported by the U.S. President’s Emergency Plan for AIDS Relief, through USAID, to assist the Government of Tanzania. Deloitte Tanzania implements the TUNAJALI HIV/AIDS Care and Treatment Program in collaboration with Family Health International and Cardno Emerging Markets, and this was  one of several client case studies recently highlighted in the Deloitte 2011 Annual Review.

It has been scientifically proven that the virus that causes AIDS, HIV, continuously mutates. Full adherence to HIV treatment is key to suppressing the spread of HIV. Poor adherence to HIV treatment has the dangerous potential of generating drug-resistant HIV viral strains, which could subsequently be transmitted.

People living with HIV/AIDS (PLIV) on anti-retroviral therapies (ART) must take medication daily for the rest of their lives. The TUNAJALI program experience shows that these patients are highly motivated to take medication initially, but that that changes over time. After nearly three years of treatment, some supported Care and Treatment Clinics (CTC) started experiencing notable losses of patients on ART. Some of the high volume (over 5,000 patients) at CTC sites were reporting Lost-to-Follow-up (LTF) patients between 30- to 40 percent of their enrolled PLHIV. A patient is considered LTF after two to three attempts to contact them within a three-month time period have failed. This raised serious concerns about long-term patient adherence to medication. It was clear efforts had to be made to identify the “lost” patients and to take reasonable steps to prevent “losses” of patients in the future.

The shock of the old

The Bush House Telegraph
News and views from the Deloitte Center for Strategic Leadership, Bush House, London

Forget innovation and originality, in the work of the consultant the old leadership lessons matter most.

A colleague recently complained to me that we don’t do anything new at Deloitte, just “re-visit old truths.”

“Would you prefer it if we re-visited old lies?” I replied—in an authoritative, yet avuncular way.

“Hmmm…” she murmured and returned, flat-footed, to her desk.

Had she been in the mood—and had I more time—I’d probably have treated her to a few “old truths” about consultants. But her loss, dear reader, is your gain.

The fact is we seldom trade in new things. Scientists offer discoveries and breakthroughs; consultants, generally, experience and insight.

In my field, leadership, a subject anatomized for thousands of years—think of the Tao Te Ching and The Republic—there’s little we can come up with that hasn’t been thought of before. Our job is not to re-invent the wheel but to add new value to those old truths—and help clients apply the lessons of leadership in ways that will benefit their organizations. We’re about practical solutions for old problems—transformations, possibly; revolutions, no.

Why do old problems keep recurring? Why can’t leadership lessons just be learned once?

Building communities to fight climate change

With new carbon tax legislation recently passed by the government and much of the country suffering from severe drought in the past 10 years, climate change is an increasingly significant topic in Australia. During the past year, Deloitte has had the privilege of working with a sustainability organisation based in Canberra to help them develop systems and strategies to deliver information about new sustainability technologies to their member network in support of fighting climate change. As this organisation had previously relied heavily on traditional methods of knowledge sharing, our work focused on the driving both technology and cultural change for them.

The core scope of our work was to develop from scratch an external digital presence, which included the design and build of a technical application, content, and social media strategies and extranet for their member community. A key goal of the engagement was to establish a platform and a set of knowledge sharing engagement rules for all of the organisations’ stakeholders, which included such diverse groups as state and national governments, energy and mining companies, universities and environmental bodies. Evolving their member group from being solely information consumers to actively engaged participants was also a key focus.

Deloitte 2011 Annual Review: A borderless network

Today Deloitte Touche Tohmatsu Limited proudly debuts the Deloitte 2011 Annual Review.

The 2011 Annual Review celebrates the achievements and potential of Deloitte’s global network and showcases examples of “A borderless network” across three spheres:

• Insightful dedication and service to Deloitte member firm clients
• The development and deployment of Deloitte global and member firm people
• An ongoing commitment to innovation, quality, and growth

The interactive Annual Review website illustrates these topics with messages from DTTL leaders, engaging stories, milestones from around the world, and member firm revenue results and key measurements from fiscal year 2011.

The specially designed site is also tablet- and mobile-friendly, making the 2011 Annual Review even easier to access and share.

View DTTL Global CEO Barry Salzberg’s introductory message below and visit the Deloitte 2011 Annual Review site to learn more about Deloitte member firm clients, people, and communities around the world.

In the coming weeks we will also be featuring blog articles from DTTL and Deloitte member firm leaders providing additional perspectives on stories from the Annual Review.

Share your thoughts with us by commenting here or tweet us your favorite stories.

Get the meter running

The Bush House Telegraph
News and views from the Deloitte Center for Strategic Leadership, Bush House, London

Forget the mission statement—poems and stories can be more powerful leadership tools.

It’s the start of November, and some of the most well-known lines in English poetry are circling in my head: Remember, remember, the fifth of November/Gunpowder, treason and plot/I see no reason why the Gunpowder Treason/Should ever be forgot.

Yes, all over Britain, this rhyme is being reprised as people get ready to commemorate the events of 5 November 1605, when Guy Fawkes and a band of fellow Catholics were, allegedly, “catch’d” in an attempt to blow up the House of Lords and kill James I, the Protestant king. Lock up your dogs, England. It’s the annual firework-fest again.

Originally meant as a time of thanksgiving for the failure of the gunpowder plot—and for the preservation of the king—Guy Fawkes or Bonfire Night is these days an excuse for a party, not a show of patriotism. When it passed the Observance of 5th November Act in 1606, the English Parliament could ne’er have imagined the hooley the thing’s become. Firework displays now tend to be large-scale, organized affairs—designed to pull in the punters and the pounds.