HOW  TO  SET  UP  AND  RUN  A  BUSINESS  COALITION  TO  MANAGE  HIV /AIDS 

HOW TO SET UP AND  RUN
A BUSINESS COALITION TO MANAGE HIV/AIDS

WHO SHOULD USE THIS HANDBOOK
This Handbook has been developed as a practical guide for anyone interested in creating an entity to manage and coordinate an effective business response to HIV/AIDS in their country or region.

It has been developed by the Asia Pacific Business Coalition on HIV/AIDS based on successful examples of national business coalitions in the Asia Pacific region. However, the principles should apply in any country experiencing an HIV
or tuberculosis epidemic or under threat of one.

HOW TO USE THIS HANDBOOK
The Handbook has been designed to be simple to use. As a possible promoter, you will find that using the Handbook to answer key questions will help you develop an appropriate response.
You may be the Chairperson of the entity, a Board Member or the Executive Director. The name of the entity you create is not critical, but for simplicity’s sake throughout this Handbook we will use the term most commonly adopted
– a Business Coalition against HIV/AIDS or in short, “BCA”.

2

Why should BUSINESS LEADERS CARE	
			
ABOUT HIV/AIDS in my country?			

page 4

How  do Idevelop a SUSTAINABLE BUSINESS	
			
MODEL for a BCA to address HIV/AIDS?			

2 	page7

How  do Idevelop a FUNDING STRATEGY to	
			
support a Sustainable Business Model?			

3 	page 20

What  PROGRAMS AND SERVICES	
			
should the BCA offer?			

4	page 30

How  should PROGRAMS AND SERVICES	
			
be delivered?			

5 	page 41

6

What COMMUNICATION,MARKETING AND 	page 43
ADVOCACY activity should the BCA undertake?

How  do Ifind PARTNERS	
			
that can help me?			

7 	page 48

Are there OTHER DISEASES	
			
the BCA can address?			

8 	page 51

How  do Imonitor and evaluate the	
			
PERFORMANCE of the BCA?			

9 	page 53

THE  IIICIOEIICE    AIIO  PROJECTED   GRO\'ITH  FOR  HIV AIIO  AIDS  Ill   YOUR COUIITRY
UNAIDS or }'Our NatonalDepartment of Heakh ought to beable to provi::le}'OU with statisti::s for }'Our country. /ls a rough gui::le, the HIV prevalence rateexceeds 1%
of theaduk populaton then }'OU are probably looking at a generalised epidemic, one that is no longer confined to hgh risk groups such as sex workers or men who have sex with men, but is being spread through thegeneralcommun y. If this is the case, preventon activity is both urgent and v al.
In cases where pre alence rates are not yet at that level but are rising, will be oost effective to takeacton now. This is particularly true in relatively poorer oountries w hout comprehensive publi:: heakh educaton and treatment programs.

IMPORTAIICE  TO THE  BUSIIIESS   COMMUIIITY
Thesocialand economi:: costs of HIV/AIDS to the global communy arestark and
well documented. In the Asia Pac ic regon alone, around 10 million peoplecould now (3:l10) be living with HI\I/AIDS. The lnternatonaJ Labour Organisaton estimates that close to 1 million people in the regon are unable to work because of AIDS related illnesses. The annual financial bss  to the regon associated with the disease has been estimated by the Asian Development Bank to be in excess of US$17.5 billon.
So the business community shouklrespond to HIV not  just out of  humanitarian concern but  for sound economic reasons.
Theepi::lemi:: has the potential to undermine sustained growth of markets in the regon because it strikes at the most economically active age groups - the workforce, people aged from 16-  49. Thesecosts are not just a concern  for public poli::y makers; they
are a matter of serious concern to all businesses trading in the region.
The leed role in fighting diseases like HIV/AIDS is that of a natonalgovernment. However, thereare now many examples from around the world of better outcomes when the public and private sector work in partnership to achieve an important devebpment goal. Business can play a v aland cost effective role.

Rod Mlche/1CEO cl Papua New Guinea Business J!ga!nst HIVIJJJDS (B4HJJJ and CEO cl Na:1und, PNG's largest priV<I.eSt()erannu<l.ion fund "BAHA has danonS.r<l.ed the effectiveness ofthe PriV<I.eSector when l strongly enters theHNIA!OS responseasapaftner to Govemmerl., Falh BasedOrganisatK:!ns andcAher NGOs."

IMPORTAIICE   TO  IIIOIVIOUAL    BUSIIIESSES
At an indivi::luaJ oompany le-<el it makes sense to de>Jelop an effective pre-<ention response. Looking first at the bottom line, HIV cuts into planned company expenses by increasing oosts of empbyee heakhcare, recruitment and training. Companies with
empb}'eSS who become HIV positive are likely to see a reducton in productivy as staff
become ill. As pre alence le'Jels rise profits are impacted as expenses increase, servce deli>Jery fails to adhere to planned schedules, and customers change their purchasing plans because of the HIV expenses they incur.
CEOs and Senior Managers of successfulcompanies tend to view their workforce as their most important asset.
They are the efore unlikely to beso short sighted as to not want to protect their empb}'eSS' heakh.
Leading companies are aware that their responsibility goes beyond producing a satisfactory   aturn for their shareholders to having a pos i>Je interaction wh  the broader communy of which they form a part. Companies wh active Communy Relatons programs are also in'Jesling in their own bng·term prosperity.

IMPORTAIICE Of  BUSIIIESS   COALITIOIIS
Business coaJ ions, by whi::h we mean independent legalenWes owned and cont10lled by a group of indivi::lual businesses, have emerged as an deal platform for mukinatonaJ, natonaland bcal firms to come together to fight the epidemi::. They can enable the implementaton of effective workplace policies and programs across the private sector, with larger companies that already have good programs
acting as role models for other companies. They can also form a platform for effective
communi::aton to the broader communy and for advocacy.
If properly set up, BCAs devebp in to the best mechanism for business to play a role in achieving other important devebpment goals.

ACT 110\'1 IIOT  LATER
HIV pre. alence rates in the Asia Pacific arestill bw enough for all businesses to maintain healthy 1/\0rkforces and commun  ies. Workplace HIV interventions have been shown to be relatively inexpensive. Contribution to natonalHIV responses today will provi::lea greater cost saving in the future. Our region can learn from the experience of businesses in African countries.

'Don't make the same mistakes we made in South Africa,
we saw this coming but the first reaction of our business was that it wasn't our problem, that it wasn't threatening us now, that we'd let the govemment sort it out'.

BRIAN BRINK, MEDICAL DIREClDR, AN3LO AMERICAN.

Myarmabusiness !eaders fund this local rnecfcaJclim: in Lashb.

1 6

WHY SUSTAINABILITY   IS IMPORTANT
The Ultimate Goal of a Business Coalition on HIV/AIDS is the achievement of the
Millennium Development Goal;
"To Halt and Reverse the Spread of HIVIAIDS"
In theory then, a BCA should not be a long-term venture. In countries where Government, Civil Society and the Private Sector act in partnership to fight HIV/AIDS one can expect to see a large drop in prevalence rates.

A good example is Thailand, where a business coalition has been active since 1994. A proactive partnership approach
to HIV prevention in Thailand has seen HIV prevalence rates drop from 2% in 1997 to close to 1% in 2010.

However, reversing an epidemic like HIV is likely to take a number of years and
BCAs therefore need to ensure that they can remain active for a relatively long period. Even when an epidemic is reversed an ongoing maintenance role is useful, particularly as a new generation comes of age.
Finally, successful BCAs have proven to be effective entities to organise a business response to fight other diseases such as TB and Malaria and, perhaps in the future, to achieve other Millennium Development Goals.

HOW  TO  ACHIEVE SUSTAINABILITY
The single most important goal in achieving sustainability is to fully engage the Private Sector in the decision-making and operations of the BCA from day one. This is particularly important when considering funding.
Our experience has shown that the best results are obtained when 100% of the initial funding is provided by a concerned group of companies, with operations and a workforce in the country, who then form the Governance Board of the BCA.
The founding group will invariably be larger companies that can act as role models. Some may be multinationals with best practice programs. Some, preferably at least half, should be national companies that either have well-developed programs or who are at least willing to invest in them fairly promptly.
As we will describe below, there are various funding options that can work. It can be helpful to have seed capital provided by a donor in the setting up phase and, to a limited extent, beyond.

What  differentiates the BCA modelis that it is "by the Pmate Sector for the
Private Sector'
This ensures that the BCA is acoountablefor s results to the>Jery group that stand to directly benefit. This is not to argue that many NGOs in1101ved in HIV pre>Jenton and treatment and funded by the big internationaldonors don't do an excellent job.
It is rather that if you dupli::ate that model then a BCA becomes indistinguishable from an NGO and is less likely to sucoeed in s spec  ic goals or bring fresh thinking and resources to the p10blem.

ROLE Of  All  IIIOEPEIIOEIIT   BOARO
Gi>Jen our emphasis on "by the Private Sector for the PrivateSector" it is not surprising that westress  the need for an inclepenclent non-executi>Je board to o>Jersee both the de>Jebpment and governanceof the BCA.
Ideally, the Board should be macle up of CEOs or senior executives from the major funding corporate sponsors. It might be useful to include other interested business leeders, such as asenior representati>Jefrom an influentialChamber of Commerce.
The key tasks of the board will be similar to those of a non-executive board in the private sector;
•  to agree long term goals and annualobjectives;
•  to o>Jersee the formulaton and implementaton of appropriatestrategies to achie>Je the goals and objectives;
•  to engage and performanoe manage an Executi>Je Director.-GeneralManager;
•  to agree quanUiable  targets within a set timeframe (by way of Key Performance lndi::ators)and agree an annual financial budget;
•  to monitor performance against the Key Performance Indicators and against the annual financial budget;
•  to ensure appropriatego>Jernanoe and financialcontrols are in plaoe.

BOARO COMMITTEES
Gi>Jen the seniory of board members, once the BCA is established and running they are unlikely to be able to meet 11ery frequently. It might be useful to form board

subcommittees, perhaps a technical committee and a marketing committee, made up of appropriate experts from funding sponsors. As well as allowing the main board to meet less often, this also enables the BCA staff to tap into the expertise of the corporate sponsors and leverage their contacts.

ROLE OF THE CHAIRPERSON
A key success factor is that the Chair of the Board is a well-respected and well-connected member of the national business community.
This person could be, but does not need to be, a CEO of a major sponsor. The success criteria include a strong personal commitment to the goals and objectives of the BCA, private sector experience at a senior level, good relations with Government and, perhaps most importantly, the ability to attract business sponsors and funding to the BCA.
Until a suitable Chairperson is in place it is unlikely the BCA will develop. The Chairperson would normally appoint the Executive Director/General Manager or at least be comfortable with the candidate.

ESTABLISHING   AN  APPROPRIATE  ENTITY
One of the first tasks of the Board will be to ensure that the BCA is operating in an appropriate corporate entity. This will need to happen before any shares can be issued to members, bank accounts opened or staff hired.
A 'Not for Profit' corporate entity is ideal. For example, under Australian regulation, APBCA is a Not for Profit company limited by guarantee. As such, APBCA does not pay tax on its profits and eventually was able to achieve Direct Gift Recipient status, which means that donors to APBCA can set off donations against their income for tax purposes.
However each country has its own rules and you will probably need to take advice from a reputable law firm- if possible on a pro bono basis! In countries where registration is a slow and complicated procedure you may wish to take advice on what might work as a temporary entity until the final one is ready.

SELECTING  A NAME    AND   LOGO
This is important, as it will help with the growth of awareness of your BCA. The term we are using, Business Coalition on AIDS, with the country name in front of it, was almost uniform from 1994 to 2006 and has the advantage of describing exactly what the organisation does. Recently a preference to include an "H" for HIV and to use "against" rather than "on" has resulted in "BAHA" (Business Against HIV/AIDS) rather than BCA. With successful BCAs likely to be expanding their remit to prevention activity on other diseases such as tuberculoses and malaria, it is possible new names may emerge. Restrictive national rules may not allow you to use your first choice,
but if possible the country name, a link to business and a link to AIDS or the three
diseases is desirable.

A striking logo is a useful marketing tool. An advertising company, or the marketing department of any large company, should be able to help you here -again preferably on a pro bono basis.

::-·	BUSINESS

>t<U••IEaII•
COAUTION
ON AIDS SINGAPORE

CHOOSIIIG   A  FUIIOIIIG    MOOEL
This is acriti::ally important decison for the BCA. Getting rght  is not only an essential factor in ensuring long term sustainability but also in determining the nature and ethos of the BCA.

The Objective of a BCA Funding Strategy, Possible Sources of Funding and the Decision Making Process are discussed under Question 3.

SCOPE 0 f ACTIVITY
Coreactivy for a BCAshould be determined by the Board, bearing in mind;
•  the ukimate goal ·to hak and re>Jerse thespread of HIV/AIDS and
•  thespecific sector focus -the workplace.
This means the main activy will be HIV pre>Jenton focussed on the workplace. Other activity will depend on such factors as the natureof  the epidemic, the adequacy of the go>Jernment response, NGO (Non Government Organisation) and FBO (Fah Based Organisation) activy and the capabily and resources of the private sector.

Possible BCA Programs and Services are discussed under Question 4.

RELATIONS  WITH  GOVERNMENT  AND THE  PUBLIC  SECTOR
It should by now be clear that we view BCAs as private sector entities. However, an important success factor will be a good working relationship with Government.
HIV/AIDS is a public health issue and usually a National Government will have a robust response to both prevention and treatment described in a National Plan. Where this is the case the role of the BCA should be as a key partner focussing on the implementation of prevention activity in the workplace.
It is important for a BCA to develop a good working relationship with government departments with an interest in HIV/AIDS, usually the Health or Labour Ministries or a specific HIV secretariat, and to share information.
There is a win/win outcome in working in partnership with Government. On the one hand, politicians are usually pleased to know that they have developed private sector partnerships to help achieve important national goals. On the other hand, it is very important for any CEO that their organisation is well regarded by Government and is seen to be playing an active community role.

How  to leverage Government partnerships, plus the importance  of other key partners such as Civil Society
and NGOs and multilateral organisations such as UNA/OS, are discussed under Question  7.

BUSINESS   PLANS  AND  BUDGETS
The Board, or the Executive Director reporting to the Board, should draw up a business plan for the BCA.  Ideally, it should take a three-year view supported with a more detailed Annual Plan.
The business plan might start with relevant background data such as the state of the epidemic, current Government and non-Government responses and an outline of the size and structure of the private sector in the country.
It should describe the mission or vision of the BCA and its key goals or objectives. Wherever possible, goals should be quantifiable. The business plan should describe the key strategies and business model the BCA will adopt to achieve its objectives.
It will cover areas described later in this manual such as the funding model, programs and services, organisation structure and communications and marketing.
Activity necessary to achieve the strategies should be shown in an Action Plan with
each action assigned to a person, given a timeframe and describing a desired outcome. The Key Action Points are often referred to as Key Performance Indicators (KPis).

The KPis should be regularly reviewed by the Board at least on a quarterly basis.
The Board should sign off an Annual Plan at the start of each new year of operations. After three years, if that is the period chosen, a new Business Plan will need to
be formulated.

Example of a Business Plan - Executive Summary Only (written in 2007)

INDONESIAN BUSINESS COALITION ON AIDS
Background
With some 170,000 adults living with HIV in 2005 (UNAIDS, 2006 data) Indonesia is classified as a country with a concentrated HIV epidemic, primarily among its injecting drug users and sex worker populations. As in several other Asian HIV epidemics, injecting drug use and sex work networks overlap in Indonesia. Between one quarter (in Jakarta, Medan and Bandung) and almost one half (in Surabaya) of injecting drug users had unprotected paid sex in the previous year.
In Papua, HIV is now well established in the general population. Over 1% of adults in several villages have been found to be living with HIV It is these three different escalating HIV epidemic patterns (sex workers, IDUs and Papua) that pose the greatest challenge to Indonesia's efforts in slowing the spread of HIV.
The National AIDS Commission which functions as the multi sector coordinating authority and is responsible for implementing the Indonesian National Plan of Action for HIV/AIDS has called for the development of strong workplace-based HIV prevention and care programs with full involvement of employers' and worker's organisations.
The Indonesian Business Coalition on AIDS (IBCA) responded to this call and took its first steps when a prominent local business leader, lbu Shinta Kamdani, gave her commitment to Stephen Grant, CEO of APBCA, to be the inaugural Chairperson.
A sustained response requires buy-in from companies currently engaged in good practice as well as the involvement of large domestic and international companies who are yet to pay significant attention to HIV/AIDS as both a corporate social responsibility (CSR) issue and a potentially serious economic threat.
The Indonesia Business Coalition on AIDS will take the lessons learnt from previous efforts to create a coordinated business response and marry these with the strategic advantages of being part of a much larger Asia-Pacific business network to foster a new approach to confronting HIV/AIDS as a business issue.

Goal
To halt and reverse the epidemic of HIV/AIDS in Indonesia by educating formal and informal private sector workers.
Objectives
1   To create and develop the Indonesia Business Coalition on AIDS as the key coordinating mechanism to deliver an effective private sector response to HIV in Indonesia.
2   To assist employers to develop non-discriminatory workplace policies and to deliver effective, affordable workplace training programs in line with international best practice.
3   To develop a sustainable business model for the IBCA. This includes the establishment of an effective board, management team and office infrastructure. It also includes establishing a membership model that both adequately funds IBCA activity and delivers value to member companies. The IBCA will draw
its membership from privately owned, state-owned and joint-venture foreign-owned companies with a high level of commitment on addressing HIV as a business issue.
4   To act as the secretariat of the APBCA in Indonesia. The tasks associated with this include acting as the chief focal point for HIV/AIDS business programs internationally and domestically; a clearing house for information, training materials, policy development and implementation; the main liaison office between government and employers on HIV/AIDS workplace responses; organizing domestic and regional training programs, events
and presentations
5   To promote awareness of HIV/AIDS as a workplace issue within the broader corporate social responsibility (CSR) agenda and publicize international and domestic best practice at enterprise level for HIV/AIDS prevention, care and treatment through participation in CSR events, publications, media presentations, participation in trade, human resource and industry promotion.

Expected outcomes
IBCA is expecting the followings outcomes:
1)  A fully functional BCA funded by the private sector and delivering HIV prevention programs in the workplace.
2)  A common system in place for access to resources and services for companies to start programs.
3)  Implementation of the Ministerial Decree (Kepmen-64) by a number of local companies.
4)  Companies implement the Ministerial Decree and establish a work place policy.

Staffing
There shall be five full time staff positions:
•  Executive Director
•  Business Manager
•  Program Officer
•  Administration X 2
The duties of the Executive Director is the management of the four locally-hired IBCA personnel including the provision of technical support, liaison with companies, donors and partners and reporting to the IBCA Board of Management. The IBCA Executive Director will report to the Board.

Membership Model
Companies opting to be members of the IBCA will have three membership options to choose from:
1.  Platinum Membership-
Membership fee: US$25,000 per year
The Platinum members will form the Board  of the IBCA.

2.  Gold  Membership -
Membership fee: US$10,000 per year

3.  Silver Membership -
Membership fee: US$2,500 per year or fee for services  delivered

Service Product
IBCA will design a practical module that can be easily adopted by the service providers. Training will initially be provided by NGOs. IBCA secretariat will have agreements with local NGOs and training institutes to provide HIV education. Other partnerships will be created at the provincial level.
The NAC approved standard APBCA training module will be used for the program. IEC materials will be collected from ILO, YKB, KKI, YAI, FHI/ASA and Pt. Freeport.

Monitoring and Evaluation (M & E)
A team from the NAC Monitoring & Evaluation Unit and the Workplace Working Group
(includes ILO & UNAIDS) will be used by IBCA for monitoring purpose.

Two-Year Budget
Forecast of income and expenditure for the next 24 months (see page 17).

Action Plans.
Key action points showing who is responsible and in what time frame.

IBCA foundin;} menbers

It is essential to draw up a Budget at the same time as you write your Business Plan.

Until}'OU hae matched the inoome}'OU expect to receive under your plan to }'Our planned expend  ure }'OU hae no way of knowing whether }'Our plan is a living document  that can drille}'Our activ y. Therefore, without an accompanying budget
}'Our business plan mght  be inspiring to read but will beof  IWe use to }'OU in building a
successful OCA
We  eeommend adual "top down"  market approach and "bottom up" cost approach to drawing up a budget.
The "top down" approach  boks at factors such as;
• economic conditons in }'Our country.
•  theawareness of HIV as a threat,
•  theco  erage and efficacy of existing HIV programs,
•  thesophisti::aton, resources and independence of the privatesector,
•  thenumber, size and concentraton of MNCs and large bcaJ oompanies,
•  the history of leading localcompanies evolving from acrude·single bottom line' approach   he next quarter's profit) to a more sustainable 'triple bottom line' approach (profit to shareholders, wellbeing of staff and other key stakeholders and partnership with thecommunities wh whi::h they haea bng term relationship).

The "bottom up" approach boks at the objectives and business modeland forecasts the likely income to come from;
• diffeoant le>Jels of corporate members or sponsors
•  training activity
• donors
• any other souICes

and the resources needed to a::hie>Je it, such as;
• staff salaries and travelling
• administraton costs
• communication and marketing costs
•  policy de>Jebpment -deli>Jered free of charge
•  training delivered to supporters as part of their membership package and, possibly, an albw3.nce for a lim ed amount of introductory training provi:led foae of charge
• any shortfall in your training income from training costs.

If your "top down" income figuregreaJiy exceeds your "bottom up" cost figuoa then you may becharging teo much, be teo optimisti:: in your assumptons or undereaJimating the resources that you will need or training that you will need to subsidise.
If your "bottom up" cost figureexoeeds your "top down" income figure, Qncluding any short term grants that you ha>Je received in your income figure) then you either need to identify more privatesector supporters. raise your prices or make do with less resouICes.
If your income figure slightly exceeds your cost figure then you are probably about rght'

Example of an Annual Budget (2009)

PAPUA NEW GUINEA BUSINESS AGAINST HIV/AIDS  (BAHA)

Income

2008 Budget 	2008 Actual 	2009 Budget
Kina 	Kina 	Kina

Platinum Sponsors 	X 	 X 	X Gold Sponsorships 	X 	X 	X Membership and Service Fees	X 	X 	X Program Fee-  AusAID	X 	X 	X Sundry Donations 	X 	X 	X Sales of Merchandise 	X 	 X 	X

Interest Received                                             X                                 X                                 X Total Income                                                  X                                     X                                     X Expenditure
Staff Wages and Employment Costs 	X 	 X 	X Travel and Accommodation	X 	 X 	X Marketing and Communications 	X 	X 	X Training Costs 	X 	 X 	X Telephone and Fax	X 	 X 	X Office Expenses 	X 	 X 	X Legal and Professional Fees	X 	X 	X Insurance	X 	X 	X Cost of Goods Sold 	X 	 X 	X Bank Charges 	X 	X 	X Depreciation of Fixed Assets 	X 	X 	X

Total Expenditure 	X 	X 	X

Operating  Surplus 	X 	X 	X

Retained Surplus brought forward 	X 	X 	X
Retained Surplus carried forward 	X 	X 	X

17 1

RECRUITING  EXECUTIVES
Equally important as having an effective Chairperson is the need to find the right Executive Director ("ED"), sometimes referred to as General Manager, Chief Executive Officer, Country Director or Country Manager.
The ED is responsible to the Board for implementing the Business Plan and achieving all the KPis.
Experience has shown that to succeed in this role an individual must have;
•  proven leadership ability,
•  a track record in the private sector, including progressing to at least a middle management role,
•  strong interpersonal and communication skills,
•  a tertiary qualification,
•  a good command of English and
•  a passion to spend at least part of their career leading a cause related organisation. Other skills such as financial numeracy and experience in the health or education sectors are helpful but not essential.
Once the ED is in place then other staff can be recruited. How many will largely depend on the current and projected size of the BCA, the model adopted for delivering training and the strengths of the ED.
In the early days the ED should be prepared, and have the skills, to run the whole show by themselves or with volunteers.
If the ED is not "technical" (e.g. will not write policies and deliver programs and services personally) then, fairly soon, the next recruit should be a Program Manager responsible for the successful delivery of programs and services.
The next recruits are likely to be an administration person to run the office and a communications and marketing person. Initially these roles may be part time or filled by volunteers, perhaps partially funded by an overseas donor such as AusAID.
Often personal contacts of the Chairperson or other Board Members may be ideal recruits for these roles. However, we strongly caution you to avoid handing out jobs to friends and acquaintances, however well meaning these people may be. It is essential that a job specification is drawn up for each role and candidates, preferably more than one, are considered for the roles based on how well their skills and experience match the job specification.
Remuneration levels should not be based on "ex- pat" salaries but should be competitive with equivalent roles in the local private sector. You may be able to pay a slight discount based on the job satisfaction in preventing the spread of a major disease, but the key focus should be getting the right people.

OEVELOPIIIG   All  ORGAIIISATIOII   STRUCTURE
Thestructurevou adopt will depend on the projected sizeof vour BCAand the skills of vour key staff members.

Basic Organisation Structure for a BOA

Board of Directorz
I
Executive Director

Program Manager
I
Trainerz and
Technical A::::i tant

CommunicationManager 	Admini::tration
A  i::tant

An emerging BCA may not be able to afford all these pos  ons and the ED may hae to take on more than one role.
A well-established BCA may hae many more people but still divided in to three basic areas;
•  Programs and Techni::alassistance
• Communi::atons, marketing and member servioes
•  Finance and administraton

OBJECTIVES    Of  YOUR FUIIOIIIG   MOOEL
Theobjecti\'eof BCA funding strategy is to;
• ensure that the BCA has enough funding in placeand promised in the future to co\'er estimated costs and overheads based on the business plan for at least one vear ahead and preferably for tV\0 or three vears;
•  to benefit from the resources and skills of major private sector emplo}'ers in the country both in terms of cash funding and le. eraging core competencies;
•  to de. elop a user pays approach for services deli\'ered. For smaller organisatons this may be heavily subsidised butthe premise is that servi::es delivered free to companies areoften not valued. Wheree\'en a modest cost is involved a company is more likely to monitor implementaton and outcomes.

Other than our belief that all or most of a BCAs funding should deri\'e from the private sector, there is not one particular model that fits all circumstances.

BOG Meeting

Meel.ing clthe Board of Goven:>rs, Mandala'/,Myarma1.

BASIC  CLASSIFICATIONS   OF FUNDING  SOURCES

Members or Sponsors

Clients or Customers

Members In Kind

Donors

Sales

Regional BCAs

companies who pay an annual fee in exchange for a range of benefits. This is likely to include a small group of key or top level supporters or (e.g. "Platinum") and one or more subsidiary levels of supporters (e.g. "Gold" or "Silver")

companies who pay fees for
BCA services delivered

quantifiable services provided free of charge from Companies
(e.g. Office Space, IT, Legal, Audit and Accountancy, Travel and Staff)

bilateral or multilateral agencies
(e.g. UNAIDS, USAID) or philanthropic organisations (e.g. Gates Foundation)

sales of products to companies or the public (e.g. condoms, merchandise produced by PLWHAs or donated by companies or designed and sourced to promote HIV awareness)

in the Asia Pacific, this could involve limited funding from APBCA.

Any model will need to access one or more of the above sources.

WHO TO APPROACH FOR FUNDING
Experience has shown that the best outcome is likely to be achieved when funds are raised by a group of enlightened companies, with a workforce in the country, which can then act as best practice role models. These companies could be known as "Founding", "Platinum" or "Diamond" members or sponsors but let us call these companies "Key Supporters".
Large, high profile companies are most likely to be your Key Supporters. A number of multinational companies ("MNCs"), particularly those with operations in Africa, have already developed best practice approaches and, if they have a workforce engaged in your country, may well be willing to support your BCA.

You should aim to haeat least ha• vour Key Supporters as large bcalcompanies,
not only to achiee a mix, but also to encourageother localcompanies to understand that this is an important national issue and that it will be positive for their company's image to be in\'01\led in an effective, best practice pre  enton program.
Industry sectorsaoa not cr i:::al, other than }'OU should not ha11e too many f10m onesector.

H0\'1 TO IOEIITIFY   POSSIBLE  KEY SUPPORTERS?
APBCA has contacts wh a number of best practi:::e MNCs and will provide some lesds for }'OU.
Ideally the Chairperson or a Board Member will hae personalcontacts that can be le  eraged.
Once }'OU haeoneor two Key Supporters, an introducton from them to other companies will be  ery powerful.
If }'OU are fortunate, }'OU may be able to idenUy companies that arealready promoting their own pre  enton activities and would be pleased to encourage others.
Chambers of Commerceand Industry Associatons can provide }'OU wh names and, depending on their clout wh  the business community, may be able to identy su able candi::lates and help }'OU p ch to them.
In somecountries, agencies like the ILO and UNAIDS may hae good contacts wh  the private sector and may also be able to i::lenty su able candi::lates.
Finally, }'OU can do it the hard WaJf. Find out from the Internet or from trade directories the major empbyers in each industry sector and make an appointment  to go see them.

OETERMIIIIIIG   H0\'1 MUCH TO ASK FOR
You will need to take a 'top cbwn' market approach and a 'bottom up' cost approach, as deocribed in the earlier section on Business Plans and Bu ets, to arrieat the
right answer.
Obvously the fewer Key Supporters you hae the more each one will need to provi::le. So, if you need a minimum of $100,000, you could in theory raise this all from one Key Supporter or from ten Key Supporters each givingyou$10,000.1n practice you
would probably lcok to recruit at least three Key Supporters. Any more than ten would probably dilute the benefits and be unmanageable.
When you and your boald haedetermined an appropriate amount you should test this with potentialsupporters.
Preferably, you should seek a th ee-yearcomm ment from Key Supporters. Companies that are willing to support you will understand the need to build in somesustainabil y.
Finally, don't  forgot that "in kind" contributions f10m Supporters that co  er costs that you v.ould otherwise had to incur (e.g. office space or tra eQ areas good as cash.

As an illustration the funding models adopted by three BCAs that APBCA helped to establish are set out below.

PAPUA NEW GUINEA- 2008

Source

Private Sector Members

• Platinum Members
• Gold Members
• Ordinary Members or Fees for Service
• Other in Kind

Sales

APBCA

AusAID- specific program funds

Total

Total raised- approximately US$700,000

Annual Contribution

89%

50%
29%
4%
6%

1%

3%

7%

100%

INDONESIA  - 2008

Source

Private Sector Members
• Founding (Platinum) Members
• Gold Members
• Ordinary Members or Fees
• In Kind (say) APBCA
Total

Total raised- approximately US$300,000

Annual Contribution

90%
58%
14%
8%
10%

10%

100%

CAMBODIA • 2000

Source

PrivateSector  Members
• Founding Members
• Fees for Service
•In Kind
APBCA
Donors (UNAIDS, CARE) Total
Total raised·approximately US$100,000

AnnualContribution

60%
50%
5%
5%
20%
20%

100%

In 2009, the Papua New Guinea and Indonesia BCAs, in countries which both ha\'e a dynamic private sector. raised virtually all their funding from businesses based in the country.  This was also true of Myanmar, Singapore and SriLanka.  Cambodia and Vietnam. whi::h ha\'e a less de\'ebped private sector, relied partially on donor
funding. Thailand is a special case having originally been private sector funded but
as matured de-<eloped a program to reach small and medium companies  funded by theGbbalFund on AIDS, TB and Malaria (see !'SO Thailand page 28).

BEIIEFITS   YOU CAll  OFFER POTEIITIAL   KEY SUPPORTERS
Depending on }'OUr model, benefits }'OU could offer potentialKey Supporters include:
•  The economic and social benefits of educating and protecting their workforce by access to the latest best practice in HIV workplace poli::y and programs.
•  Nationaland internationalrecogni1ion as best practi::e role models promoted through press coverageand case studies and webs  es.
• A seat  on the Board and a role in determining the strategi:: direction and key performance indi::ators of the BCA
•  Policy de>Jebpment and "Train the Trainer" activi1y provided free of charge
by the BCA.
•  Recogniton by stakeholders such as staff, customers, government and NGOs as being acompany that takes its oommuni1y and social responsibili1ies seriously.
•  BCAs can assist companies  to moni1or and evaluate the effectiveness of their HIV/AIDS programs.

YIAYS TO "CLOSE  THE OEAL"
Personalcontacts will be the key tool to securing meetings wh CEOs or Senior Manager f10m prospective Key Supporters. AI the meeting }'OU should be well prepared to sell the benefits of why thecompany should becomea Key Supporter.

You should also have prepared a professional looking proposal to leave behind that clearly describes the options open to the Company, the commitment you are looking for and the benefits offered.
Ideally you will receive commitments, preferably followed up in writing, from a sufficient number of Key Supporters in the establishment phase.
At the start of the process it can a good idea to arrange a lunch or dinner at some future point, say six months ahead, to celebrate the launch of the BCA and thank Key Supporters, who by that point may also be the Board Members. As well as key role for your Chairperson, it would be good to secure the attendance of your Prime
Minister and/or other key ministers, the head of any national AIDS body and some high
profile celebrities such as entertainment or sports personalities and senior diplomats. You should also ensure the media are well represented.
Having a date for the launch will help add some urgency to the decision making process which might otherwise sit for many months in an "in-tray". It also provides an opportunity to invite CEOs of companies that have shown a lot of interest but are yet to make a commitment or of companies you have been unable to reach.

ATTRACTING "SECONDARY SUPPORTERS"
Your "top down" market planning approach and your activity in recruiting key sponsors should have helped you identify a group of companies that might support the BCA
as members or sponsors but at a reduced level. These companies could be known as "Gold" or "Silver" members or sponsors but let us call these companies "Secondary Supporters".
The Secondary Supporters are also likely to be MNCs with local operations or large
local companies. They will provide a lower annual contribution than the Key Supporters, say between 33% and 50% of the Key Supporters contribution. In return they will receive fewer benefits than the Key Supporters, perhaps the free training but a lower level of promotion and no seat on the BCA Board.
Your "bottom up" budget planning approach will tell you the minimum number of Secondary Supporters that you need. However, having too many is never likely to be a problem as even when all your running costs are covered more funds will enable you to increase the amount of subsidised services you can offer to smaller companies.

DOING  BUSINESS   WITH  THE  CORPORATE SECTOR
Once your initial Key and Secondary Supporters are in place you need to decide how you will do business with other companies.
For larger companies, your aim should be at least to cover the costs of providing the workplace programs and services.  There are two ways in which this can be achieved. You can create a third level of annual membership, perhaps based on the total number of employees, which on average should cover the costs of delivery. Alternatively, you can just invoice these companies as customers for the programs and services provided by the BCA.

ASO Thailand
An innovative accreditation model
History
The AIDS-responseStandard Organisation   0) concept was de>Jebped and in iated by the Thailand Business Coal ion on AIDS (TBCA) in 2005 to promote high quality standardised HIV V\Orkplace programs. The /'SO program is a partnership between TBCA. the ThaiGo>Jernment Ministries of Labour and Publi:: Health, the International Labour Organisation QLO) and 32 non-go>Jernment organisations concerned with
HIV and the workplace. This partnership has contributed to the training of 400,000
employees in Thailand.
Operating Model
!'SO works on a points system where theactiv ies of the workplace program are
graded according to the contributon made to theo>Jerall program effort.  The most points acompany can receive is 100. There are three le>Jels of program:

• Silver: 60 points
• Gold: 70 points
•  Platinum: 85 points

To achieve gold or silver accreditation, the company must have an HIV workplace policy that protects staff confidentiality and provides guidelines on assistance to employees with HIV/AIDS. The company would also need to provide training and support community involvement in the HIV program to achieve gold accreditation. To achieve
the highest possible accreditation platinum, tuberculosis education and training would need to be integrated into the HIV workplace program.
To ensure the company HIV/TB program complies with ASO standards, the program is audited by TBCA. If the company does not meet the assessment criteria, TBCA works with the company to achieve the desired accreditation level.  ASO accreditation remains valid for 1 year.
ASO Process
Initially the ASO process begins with a letter from the Ministry of Labour inviting the company to join the program.  If the company is interested in participating, a meeting will be held between the Ministry of Labour, TBCA and the company.  If the company decides to join the program, TBCA will conduct a company assessment survey to understand the business and its particular needs.
Following the company assessment, TBCA will conduct HIV/TB training for human resource managers, company trainers and employees, depending on the company's needs.  Nine months later, TBCA will conduct a second company assessment and provide a final score for the program.  The program score is sent to the Ministry of Labour for certification and if the program meets the criteria, the company will be invited to receive their accreditation in a public award ceremony with other companies.
Benefits of ASO
When a company decides to become an ASO accredited company, they can be assured they are receiving a high quality training product that is recognised by the Thai government, the ILO and in the near future, ISO 26000. TBCA is working with the National Accreditation Council of Thailand so that ASO will be recognised as part of ISO 26000, the standard for corporate social responsibility. Amongst the other benefits of ASO are:
•  A 10% reduction on Group Life Insurance programs for accredited companies;
•  Reduces costs associated with termination of staff, recruitment and re-training;
•  Recognition by government and other leading private sector companies and international organisations;
•  Employees enjoy greater morale, pride in their company and a sense of loyalty;
•  Enables the company to stay abreast of latest innovation in standards of excellence.
The HIV Epidemic in Thailand
Thailand was one of the first countries in the Asia-Pacific region to experience a generalised HIV epidemic. Throughout the 1980's, the response from leaders and the public was generally based on fear and ignorance.  However new leadership in the
1990's resulted in a review of government policy with astounding success.
HIV prevalence in Thailand halved from 2% in 1997 to close to 1% in 2010 (UNAIDS, 2010).

The key activy  for all BCAs is thedelivery of programs and servces that focus on HIVIAIDS pre--ention in the1/\0rkplace. This should always include workplace policy devebpment and training.

\'IORKPLACE  POLICY  OEVELOPMEIIT
A cooa service for BCAs is to offer to their supporters and customers best practce HIV!AIDS workplace polcy devebpment. These policies will cover essentials such as non-discriminaton of HIV pos ive people in the workplaceand the need to educate all staff on how to avoi::l HIV/AIDS.
Often these policies reflect natonallegislaton a!reedy in place. As an effective business response to HIV poavention cannot  be mounted w hout companies  having an effective HIV workplace polcy, we put this activity as the first priority.
Policies will need to be tailored to suit partcular industries and the sizeand scope  of thecompany. Some large companies, partcularly  MNCs, may already have best practce polcies in place. These companies will usually be happy for their polcies to act
as the industry standard. Some companies will have polcies that need to be improved
and many others, even largecompanies, are likely to have no polcy at all.
BCAs will need the techncalexpertise to help companies e her check their existing polcies or to writea policy. The BCA will need a system to ensuoa that perodically polcies are checked and updated.

\'IORKPLACE EOUCATIOII AIIO TRAIIIIIIG
Theother core service that all BCAs should offer is on s eeducaton and training of staff on how to avoi::l HIV/AIDS. Curoant best practce has described by AIPBCA in the Toolkfor an HIV Smart Workplace.

Wake's frcm a Phnom Penh gcm>ent factoryta!Cng pall in an APBCA	otraining progran

APBCA  TOOLKIT  FOR AN  HIV SMART  WORKPLACE

The APBCA Toolkit is a set of instructions, resources,
tools and ideas used by the network and its member companies to develop and implement best practice HIV/AIDS programs for the workplace.
The Toolkit program focuses on providing management, usually HR staff, with the knowledge and skills to lead the delivery of the company HIV program. It is supported by the local BCA.  After completing the Toolkit one­ day train-the-trainer course, the participants experience
a passion and energy to be "agents for change" in the company and ensure critical information about where to access a HIV test and treatment
is made available to their colleagues.
In addition to the Toolkit training program, companies have access to technical advice from the local BCA and APBCA regarding policy development, staff education and program monitoring and evaluation.

COMMUNICATION   AND  ADVOCACY
All BCAs should offer their supporters and the wider business community basic information on issues such as HIV prevention activity, where to get tested, where to find treatment, current legislation and profiles of best practice company role models.

Communication, marketing and advocacy are discussed more fully under Question 6.

COil 00 M  0 ISTRI  B UTI Oil
BCAs should be able to a:;cess condoms via a donor e her free or at asubsi::lised price. The condoms then can then be distributed to member companies to make available to their V\Orl4o1Ce. This mght  be via vending machines or free distributon bins.

PNG BAHA Red Boxes
12,000-13,000 condoms aa cM.rb<l.ed free to thepub/cper  wee1<fran the Fl3d Box loc<l.ed o<l.side the 8/lHA oflice. Fed Boxes 8fe loc<l.ed across PNG.

Thailand Condom Venditl[l Machines and TBCA Branded Condoms

Myanmar Transport Sector Project
MBCAprovK:Jes tran!O)olt wakwh free condans,heal.heduc<I.X:m and awa--en5!ss SErvices
<1. ttUcrong sops along the Muse-Lashio-MandaJay HY,Jhway.

PNG BAHA Branded Condoms

PEOPLE LIVIIIG \'liTH HIV/AIOS (Pl\'IHA)  OPPORTUIIITIES-  TRAIIIIIIG OR PRODUCTS
Inevitably the number of people living with HIV!AIDS is going to grow. In spiteof
our best efforts to combat gnorance and prejudice in the workplace, there will be a number of skilled and talented people who face difficukies finding work because they are HIV pos ive.
However, this creates agreat opportuny for BCAs to train PLWHA to deliver BCA
programs and services. As well as creating job opportunities, the impact of having
HIV positive people involved in workplace training, particularly if they are happy to talk about their own experience, can be very powerful.

SMits BtJjkjing Capady rra;n;ng For PLVIHA in the !I\OII<Oa:e,Menafa Peninsula, Jakatta

The APBCA/APN+ Training Program for People Living wi1h HIV/AIDS (PLWHA) An}'One who has participated in oneof  the networKs standard 3-hour HIV educaton
programs and has heard thestory of a person living wh HIV first-hand understands the
power this story has to transform attitudes. Surveys conducted wh parti:::ipants in the
3-hour HIV program regularly show that this training resuks in a breakcbwn of stgma and negative perceptions of people living with HIV. Interacting with a person who is openly HIV positive and hearing their story is cr i:::al to this shift.
TheAPBCA/APN+ Training Program aims to assist HI\/ positive people improve their communi:::aton and presentaton techniques. After completing the training, the parti:::ipants will have increased their skills and confidence to present their story in a clear and structured manner in front of an audience. If they have the apUude they may then p10gress to become trainers.

Thailand Outreach Program -Conference Bags
TBCAcontacted a PLWHAgroup near Chiang Maiand gave the HIV pos iveworkers a contract to produce 20,())) bags for the 2003 AIDS conference, whi:::h was held in Bangkok.  The profits from this contract enabled the workers to upscale their factory where they now take bcaJ and internationalorders to produce apparel.  This is an excellent exampleof BCAs working with localPLWHAgroups to createsustainable empbyment opportunities.

HIV "HELPLIIIES"

PNG BJJHAHN Info Line is sponsored by DY,JK::e/1and eil.eS 300 calls per day.

BCAs can consi::ler setting up an HIV helpline where people can makean anonymous telephone call to find informaton or get help. This usefulservcecan becomecostly to operate and so is best activated in partnership wh acorporate sponsor. A telecoms company is idealas can provide the telephone lines and perhaps also support one or moreoperatives.

VOLUIITARY COIIFIOEIITIAL  COUIISELLIIIG  AIIO TESTIIIG  (VCCT)
An HIV test should be performed by an appropriately trained person and only be performed after pre-test informaton and counselling and have been given to the indivi::lualand if, after receiving that informaton. the indivi::lualfreely agrees to the test.
All BCAs should provide informaton as to the bcation of VCCT s es in their country. In countries where VCCT is not reedily available this may be offered to their staff by large employers.

SPECIFIC   INDUSTRY  FOCUS
The APBCA Toolkit can be modified to focus on employees in a specific industry.

ASIA PACIFIC BUSINESS COALITION ON AIDS

SMART
HOTELS
PROGRAM

Cambodia  Smart Hotels Program
Two of Cambodia's leading hoteliers, Raffles and Hotel De La Paix led a program aimed at engaging the hotel and tourism industry in HIV prevention programs.
Cambodia has faced the enormous challenge of addressing what was the region's most serious HIV epidemic; in 1997 HIV affected 3.1% of Cambodians. Government HIV policies and support from the international community have contributed to a significant reduction in the national prevalence, which is now approximately 0.9%.
HIV education and a Condom Use Program significantly contributed to reducing new infections. While this has been an outstanding achievement, experience in Australia and Thailand show that it requires sustained and innovative policies to continue reducing
the rate of new infections.
Cambodia's rapidly developing tourism industry attracts thousands of employment seekers hoping to find work in the hotels or on construction sites and sex workers that have been forced out of brothels due to new government legislation.
By educating the employees of the rapidly growing tourism sector, critical prevention information will continue to be disseminated to those most at risk.

TREATMENT ASSISTANCE
HIV/AIDS cannot yet be cured. However People Living with HIV can be treated
with antiretroviral therapy (ART), which can enable them to lead full and productive lives. In countries where ART is not readily available through the national health system, some large employers have supplemented their prevention and VCCT programs with the provision of ART.

OTML Treatment Program
TheOk TediMine Limited PTML) is a major producer of copper concentrate for the world smeking market. Located in the remote north of Papua New Guinea's (PNG) Western P10vince in the Star Mountains, OTML extracts and exports copper, gold and silverconoentrate to markets in Europe and theAsia-Pacifi:: region.
OTML is a leader in the PNG business communy on HIV and health issues, and is delivering high quaJy servi::es to s employees, and thecitizens of \ilksern Provinoe. Thecompany has set up aclinic, whi::h provi::les a rangeof  health servi::es including confi::lentialHIV testing and counselling to OTML empbyees and the wider community, a serviceotherwise unavailable in this  emote region.  The company's HIV/AIDS program began in 3))3 and gained strength in 3)06 wh  the a:lopton of theOTML HIV/AIDS Charter.
After five years of delivering  sHIV Program, OTML is sharing best practi::e in HIV and health through s platinum membership of the PNG Business Coal on on HIV/AIDS (BAHA) and its relatonship with Asia Pacifi:: Business CoaJ ion on AIDS PBCA).

TUBERCULOSIS (TB) AIIO MALARIA
If TB or malaria is a problem in your country then the BCA may wish to develop workplace preventon and treatment strategies to tackle these diseases.

Expanding BCA activity to tackle other diseases is discussed under Question 8.

COM  MU Ill TV PRO GRAMS All 0  H UMAIIITARIAII  ASS I STAll C E
A BCAshould focus on HIV/AIDS in theworlq)laceand then possibly TB and malaria. Howe>Jer, BCAs can also usefully work with the bcal private sector to address the impact of HIV/AIDS in the broadercommun y. In an emergency s uaton. a fully de>Jebped BCA wh an acti>Je group of privatesector supporters is i::leally placed
to provide human arian support by accessing the resources and coreskills of its

member companies.

ANZ/BAHA Education Awards The ANZ/BAHA Education Awards inspires teachers to find c eati>Je ways for children to learn about HIV/AIDS in additon to the Go11ernment curri::ulum
currently offered in schools.  Cash prizes
are awarded to the teachers who de>Jebp the most innovativeand exciting HIV/ AIDS educaton programs.  Schools ha>Je reported a sign icant change in student
behavour since the implementation of the
program as well as an impro>Jement in academic results.

Ko/4 Prm8fy Schoolteacher Rose HBI}ua- JWZ BAHA Ect.Jc<l.ion Aw81ds WNlller 2008

Freeport IBCA Papua Chapter
In Indonesia's Papuaprc:Mnoe, HIV infeGtbn levels are 16 tmes hgher than the natboal a>Jeraga  NAIDS, 2010). Papua has by far the highest prevalence of HIVIAIDS in Indonesia at 3.S% (ProvincialAIDS Commissions, August 2010).
TheIndonesian Business Coalitbn on AIDS QBCA) establishe:l the Papua Chapter in partnership wRh PT Freeport lncbnesia  (PTFI) in No>Jember 2010 in an effort to manege HIV/AIDS in the workplace. PTFI is one of IBCA's founding members and has madea comm«ment toensuring best practice in HIV/AIDS workplace poh:yandeducatbn. PTFIalso hasan exten.sil.ecommunly prc:qam whteh mclude6 providng education
and axess to treatment to 'at risk'goups in theVICinly ol ts opetatbns.

MBCA and Cyclone Nargis
The Myanmar Business CoaiRion on AIDS (MBCA), established in 20)3, has been highly effective in promoting and leading a private sector response to HIV/AIDS in Myanmar.
Its executiedirector and many of its staff are qual 1ed chni:::ians.
W«h widespread poverty and isolation affecting the maprty ol people in Myanmar the inpact of a naturaldsasler can becatastrophic.Thescale of devastatoon caused byC bne Nargis in
2Ca3 requred that NGOs support reief efforts.
MBCAwas able to use Isexpertise in oounselilg. healthcareeducallon and care to assist survivors wRh post traumatic stresscounselling and general health and saMatbn issues.
AddRionally, MBC,Il;s member oompanies and business supporters are providing materials and workers to help rebuild schools and houses in badly impacted villages.

BCA staff should ha\'e theskills and capabily to help companies de\'ebp V\Orkplace poli::ies and organise and monitor HIV workplace training. Your Program Manager should be able to deli\'er workplace programs personally and, depending on your model, perhaps also the Executi\'e Director.
A key decison  for your BCA will be whether to contract training delivery to independent organisatons, recruit or de\'ebp your own trainers or acombination of both. The rght answar will be different for each country.

U Sill G  Ill0 E PE II 0 EIIT 0 R GAlliSATI0 IIS
Thereare likely to bea number of organisatons, probably allNOOs, wh experience in thedelivery of HIV educaton and trainingin the workplace  your  BCA P10gram Manager issatisfied that oneor moreof them ha\'e su ably experienced staff and can delillel' the APBCA Toolkit, or a product of similar qual y. there is no reason not to use them. The P10gram Manager, or other BCAstaff, should acoompanythem at first to ensUie qual y.
You will need to negotiate adeli\'ery price with the NGO that you can recoup from your members either as part of aSupporter's membership package or on an indivi::luaJ fee for service basis. '\6u will p10bably obtain a better pri::e from the NOO you areable tooffer them a minimum number of trainingsessons per waek or month. This opton has the advantage of not equiring any upfront in\'estment in trainingstaff but is likely to be a more expensive delivery channel parti::ularly .as hoped, training activity starts to grow rapidly.

USIIIG    YOUR 0\'111 STAFF
It is advisable that the Program Manager delivers initial training programs. /ls activ  y grows more training staff could be recru ed. This will have the advantage of making quality controleasier  to manage and is likely to be better value for the BCA  However does requirea commitment  to p10vi::ling salary and benefits to new BCAemployees.
You would be more likely to pick this opton you belie ed your BCA had the potential to rapi::lly scale up training activ y. It is possible acombination of NOO and BCA staff might be your best option.

OEVELOPIIIG   A PRICE  LIST
When discussing products and servi:::es with companies you will need to havea price list. You will also need to pri:::e services so that you can fo eeast BCA incomeas part of the bu ting process.
Factors to consider include;
•  the cost of training based on what you have negotiated wh  the NOOs or by cal::ulating recovery costs for your BCAstalf Q.e. if you are paying a trainer $1())) per month and you plan to have them deliver at least 60 hours of training a month, your recovery cost will be$3) per hour or, say, $150 for a full day sesson if only involving one trainer).
• any extra bading to cover other costs or to build asmall surplus.
• what you believecompanies will pay.
Beware that if you decde to pri:::e servi:::es bebw cost this could end up causing you serous financial problems as activity grows.

However, once your BCA has matured to the point that is mainly delivering programs to smallcompanies you may then need to consider subsidising the cost of delivery via the participation of an internatonaldonor such as the GbbalFund (see Question  7).

Along with securing private sector funding and delivering programs and services, the other core activity for a BCA is communication, marketing and advocacy by which we mean;
•  providing private sector managers and employees all they need to know about HIV and how best to respond to it.
•  marketing the benefits of supporting your BCA to prospective supporters or customers.
•  sharing information with organisations engaged in fighting HIV and lobbying Government and others for effective legislation, prevention programs and provision of treatment.
If resources allow, the BCA will have a Marketing and Communications Manager on staff with some relevant practical experience.

WEBSITE
Given the growing dominance of the web, particularly to the business community, developing a website should be a priority for your BCA.
The website can
•  profile the BCA and describe its activities and people,
•  publicise the BCA's Key Supporters and demonstrate best practice by way of case studies and news stories,
•  describe the epidemic and the need for action,
•  provide useful information on prevention, testing and treatment,
•  include a media and photography library,
•  describe the benefits to employers of supporting the BCA and using its programs and services
You may find that a local advertising or design company will develop the site for you at a special rate. To be effective you will need to devote some resources to keeping the information on your website current. This should not be too difficult if the website has been built to allow a BCA employee easy access to update the site.

NEWSLETTERS
You should consider sending a regular newsletter, perhaps quarterly or bi-monthly, to your supporters, members and other key contacts. The newsletter should feature the activity of the BCA and other related activity but must be presented in such a way that it is of interest to the target audience.
The newsletter should also be available online via email and your website. Given the growth of Internet penetration in the corporate sector the trend is for electronic communication to replace paper-based communication.

BOOKLETS  AIIO  OVOS
A BCA can both provide a usefuIservice and raise s profile buy producing information booklets or DVDs on HIV and related topics or on its own servces.

IBC.A DVD (July 2009)

In 3))9 in collaboraton with a local media company, the Indonesia Business Coalion on AIDS created a short film to use at member briefings, media briefings, pubic  servce announcements and for generaleducatonal purposes. The film
is a direct and targeted call to acton produced in four segments.
The first section features messages from the CEOs of IBCA:s Founding Members in both Bahasa and English. They talk naturally and convincingly about why
HIV/AIDS is aconcern to them. why their businesses have taken action to combat and how business can play an active role in the natonalHIV preventon program.

o a·r·-- lil 2"  e--!!

The other three segments address different audiences with messages from Human
Resource Managers, OccupatonalHealth and Safety Officers and ernployees.

MEOlA CAMPAIGIIS
A BCA can both further raise its profile and those of it's Key Supporters and also publcise theepi::lemc and the need for action by means of a planned media campaign.
This is most likely to bea pubic  relations (PR) campaign where the BCAaims to have stories and news  ems appear in the press and on televison and rado on a regutar basis. The BCA will need to access resources in order to achieve this aim; including good contacts, access to research and the ability to wre interesting press releases and articles.
In rarecases mght  make sense to edvertise the v.ork of the BCA  However, this is only likely to be affordable if the mediaspace is donated or heavily discounted.
When consi::lering PR or advertising the BCAshould aim to leverage s contacts  in the
Communications Sector and also the marketing expertiseof s Key Supporters.

SRI LANKA CAMPAIGN TheSriLankan Business Coalion on HIV/AIDS (LBCH) oommissoned an advertising campaign  featuring hgh
profile and respected SriLankan
personal  ies who are supporting the
LBCH anti-discriminaton message; "'Hfl/ does not discrimhate, why shouki you? Get educated. Stop H/VI"
Posters weredistributed to all 47
LBCH members for display around their worlq)lace.  On December
1st 3))8, LBCH held a press conference where the personal ies featured in
the campagn spoka to the media for World AIDS Day.

SINGAPORE CAMPAIGN
TheSingapore Business Coal on on HIV/AIDS (BCAS) ran acampaign whi::h featured a series of images using the red and white tapeas a focal point, linking to sigma and discrimination against people living wh HIV/AIDS. The messageon
the ad reads "A// it takes is just cne nilj? ('.
Theads were targeted at the business communy as Singapore is a major gbbal business hub wh  f equent movement of many travelers in and out of thecountry, back into the regon.

COIIFEREIICES
Speaking at oonferences can bea hghly co.st effecti>Je way to profile the OCA
its Key Supporters and the need for a business leSponse to HIV!AIDS.
BCAs need to be familiar wh major conferences on thecalendar. If the OCA is succe.ssfuIin getting itseon theagenda it will need to ensure makes a professonal and interesting presentaton. The preparaton and time inlleSied may be sign icant.
therefore the OCAshould only consi::ler conferences where there is evidence that it will;
•  be well organieed and promoted,
•  includesomesought after speakers,
• attract a business audience.
This last point is 11ery important. There is no advantage to a BCA to tell NGOs, heakh workers and academics that they need to respond to HIV They already know. The BCA should therefore focus on oonferences that will attract a hgh proporton of decison makers from the corporate world.

\'IORLO   AIOS   OAY
World AIDS Day on 1st December provides an opportuny to profile the BCA. its Key Supporters and the need for a business leSponse to HIV!AIDS.

PNG BAHA Workl AIDS Day Program
The PNG Coaliton manages to

• 	.	.._ _ ..	,f  •

galvanise the entire PNG business communy wh s World AIDS Day fYVAD) program.ktiv ies include;
•  The "BAHA Wear Red"

•

.

'

·.-

.J	.•

·
··

·

'•

•	•	•••  ·l.

campaign where employees dress in red cbthing to show their commitment  to HIV/AIDS awaoaness, pre>Jenton and
non -d criminatbn

' '	•..

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---1

•  Major officeand civic buildings, including Parliament House, draped in red ribbons
•  T-Shirts promoting the e. ent

, '	' t

•  "World AIDS Week Workbook" and games such as "Dicey Sex"; "Empowering Snakes and Ladders"; "Know Your STis" and the "Condom Olympics" to educate employees about HIV/AIDS
• A specialstamp issue in collaboration with POST PNG and the NatonalAIDS Council, encouraging communities to express their views on HIV!AIDS through
creati>Je expresson. Nine finalists had their art works portrayed on nationalstamps.

IBOA World AIDS Day Program

The Indonesian Business Coaliton
on AIDS also runs an extensiveWI'D
program.ktivities include:
•  Lim  ed editon T-shirt with the sbgan "ICare" designed by oneof Indonesia's top fashon designers sold in select department stores throughout December.
• O  er 1000 v.orkers from member organisations to parti:::ipate in
an AIDS Walk & Bikeorganised
by the Department of Youth and
Sport. Walkers positoned under
an IBCA banner at the starting point then marched under their company's own banners V\earing the IBCA T-shirt, personalised wh  the logo of their company.
• As part of NatonalCondom Week IBCA sponsored astudent essay compeUon t led Safe Sex, SalleS Lives. ThecompeUon encouraged students to think
about innovatie ways in which to promote the message of safesex amongst young people and how best to tackle thegrowing rateof infection w hin their communities. The winners of the best three essays weregiven  theopportunity to implement their proposal.

GOVERIIMEIIT COMMITTEES
A key edvocacy objective for a BCA is to encourage the natonalgo  ernment to mount an effectie response to the threat of HIV.
Much of the marketing activy described aboeshould help achiee this objective. It will be usefuIalso for the BCA to be part of any natonal or provisional body established by theGo  ernment to plan and monitor the national response to the epi::lemi:::. These bodies orcomm tee.s will often also include key NGO representatilleS.
Maintaining an effectie presenceon thesecommittees will enable the BCA to better;
•  understand national pror  ies.
•  represent a privatesector point of view,
• cooldinate publi::: and privatesector activ y.
• advocate for an effectieGovernment response.
BCAs should exploresharing data wh Go  ernment departments and,  appropriate, pooling leSources on big projects.

One committee a BCA should always look to be part of is the national Country Coordinating Mechanism (CCM) of the Global Fund. The CCM is the key channel for Global Fund finance in a country and the BCA can play an active role both to ascertain how private sector skills and resources can be utilised in Global Fund projects and with a view to the private sector implementing appropriate projects as, in Global Fund terminology, a Principal Recipient (PR).

A number of organisations may be able to provide assistance. This will vary from country to country, but here are some suggestions.

GOVERNMENT
HIV/AIDS is a public health issue and usually a national government will have
a robust response to both prevention and treatment described in a national plan. Where this is the case the role of the BCA should be as a key partner focussing on the implementation of prevention activity in the workplace.
It is important for a BCA to develop a good working relationship with government departments with an interest in HIV/AIDS, usually Health or Labour or a specific
HIV Secretariat, and to share information. Hopefully the Chairperson or another Board
Member will be able to organise a meeting to brief the appropriate Minister and senior public servant. If not UNAIDS may be able to assist, see below.
There is a win/win outcome in working in partnership with Government. On the one hand, politicians are usually pleased to know that they have developed private sector partnerships to help achieve important national goals. On the other hand, it is very important for any CEO that their organisation is well regarded by Government and
is seen to be playing an active community role.

UNA IDS
UNAIDS is the sponsor of the UN's HIV response and coordinates the response at both the global and country level. Its activities include gathering data, epidemiology updates and mobilising resources.
At the country level, UNAIDS is usually keen to see a private sector BCA be successfully established and should be able to provide technical assistance,
(often in monitoring and evaluation), information on key "at risk" industries, advocacy
materials and pamphlets.

In some countries, the local UNAIDS leadership may be able to provide political leverage and contacts, introductions to key business people and limited amounts of seed capital. It may also be able to introduce you to a bi-lateral donor that has an interest in providing support to a BCA.
It is a good idea to keep UNAIDS up to date with your progress.

INTERNATIONAL   LABOUR ORGANISATION   (ILO)
Although UNAIDS coordinates UN activity, in some countries it will be useful to have a direct relationship with another UN body, the ILO. The focus of the ILO is of course very much on the workplace and it produced guidelines for workplace training that still form the basis for best practice material, including the APBCA Toolkit.

GLOBAL   FUNO   TO  FIGHT  AIOS,  TUBERCULOSIS  ANO MALARIA
The Geneva based Global Fund, as its name suggests, funds programs to fight the three Millennium Goal diseases, AIDS, TB and malaria. The Fund supports programs that reflect national ownership and operates through a specially convened national committee, known as a Country Coordinating Mechanism (CCM), made up of government, NGO and, increasingly, private sector stakeholder entities.
Once your BCA is established it will be useful if you are invited to join the CCM. At the country level funds are channelled via a Principal Recipient (PR), and then sub recipients, for program delivery.
The Fund would like to see more private sector involvement at both CCM and PR levels. Banks and major Accounting Firms have acted as PRs, so it is possible one of your Key Supporters already has Global Fund experience.
Recently the Fund has opened a separate window called "Dual Tracked Financing" which was developed to enable non - government players to run a program funded by the Global Fund separately from the main government funded activity.

UNODC ILO UNESCO WHO
WORLD BANK

IIGOS
Thereare two base categories of NGOs;
• Servicedeli  ery NGOs, often deli  ering servi:::es for or in parallel to go  ernment
•  ktivist NGOs, who work to engage go  ernment and the pubic on key issues
Some servi:::e delivery NGOs deliver HIV 11\brkplace Training. /ls wediscussed under
Question 4, the qualy and pri:::e is appropriate a BCA may wish to subcontract some or all of s training work to these NGOs.
Gi  en the program focus of the BCAs, they are less likely to have relatonships with activist NGOs other than as part of a joint platform to a:lvocate for a Go  ernment response to HIV by. for example, legislating to make 1/\0rkplace discriminaton illegal or providing free access to ART or to seek acton on related social issues such
as combating violence against women or the provison of safe injecting rooms for lntra  enous Drug Users.

R E Gl 0 IIAL BCAS
In  eeent years a number of regonal business coalions hae been formed to provi::le assistance to nationalBC/ls in their regon. These include the Pan-Afri:::a Business
CoaJ on. the Pan-Caribbean Business Coalition. theAIDSBusinessCoaJ on in the Arab
Regon and, the p10ducers of this manual, the Asia Pacifi::: BusinessCoaJ on on AIC6.

k is usually wise when establishing a BCA to keep focused on core activy bearing in mind the;
• ukimate goal - to hak and re\'erse the spreed of HIVIAIDSand
• spec ic sector focus - the workplace.
Howe\'er, once a BCA is successfully established and funded may be appropriate for to expand s remto pre\'ention activity to other diseases, particularly the two other gbbaJ pandemi::s idenUied a in Millennium Goal 6, tubercubsis and malaria

TBCAs ASO·TB Program
The AIDS Standard-Re.sponseOrganisation (/'SO) program has pro  en to be an effectie mechanism for broad and consistent engagement of Thailand's business communy in HIV workplace initiatives. Due to the success of Jlro,  TBCA has extended its successful to include tubercubsis v.orkplace pre  enton programs.
The AOO programs are a partnership between the DepartmenI of Labour Protection and  lfare, the Department of Disee.seControland TBCA  The programs focus on HIV and TB education and pre  ention measures, reducing discriminatory practi:::es and providing support and care for HIV/TB pos i11e empbyees so they may continue to parti:::ipate in the workforce
TB is aserious concern  for the Thai private sector for two reasons: Thailand is listed in the top 3) countries with the world's hghest TB burden and because the disease mainly affects working age people.  TB interrupts workflow, lowers productivy and raises both direct costs related to treatment and care and indirect costs such as the replacement and retraining of v.orl<ers. Without effective treatment, employees' who are ill with TB will not beable to v.ork
Thailand showed excellent leadership in the response to HIV/AIDS in the 1990's. TBCAand s Thaigovernment partners aim to utilize thesamesuccessfulstrategies to TB workplace pre  enton and awareness initiatives through Jlro.TB.

Every organisation should monitor its activities and evaluate their effectiveness. This is important for a BCA to;
•  ensure it makes best use of scarce resources,
•  enable the Board to manage the performance of the Executive Director and the
Executive Director to manage the performance of BCA staff,
•  gather evidence to present to members and other funders that their money is being well spent.

KEY   PERFORMANCE  INDICATORS
The Board of every BCA should set output targets, often referred to as Key Performance Indicators or KPis, for all key areas of activity and then monitor actual results against the KPis either monthly or quarterly.
The PNG Business Coalition has developed an extensive suite of KPis, which are actively monitored by the Chief Executive and the Board. As new areas of activity are undertaken, new KPis are agreed and monitored.

PNG BAHA

Monthly Report on result against Key Performance Indicators.

1. POLICY  DEVELOPMENT
Port Moresby Office	Month-	Month-	YTD- 	Month- Actual 		KPI 	Actual 	    KPI	
					
New policies approved					
Policies in review					
Policies in audit					
Ice breaker meetings					
Executive briefings					
					
Lae Office					
New policies approved					
Policies in review					
Ice breaker meetings					
Executive briefings					

2. TRAINING & SUPPORT ACTIVITIES
Port Moresby Office

-	- 	- 	r

Workplace trainers trained 	I
Trainers certified
Policy awareness sessions 	I

I

Red buckets established

New training material developed
Policy implementation support

r	r	r

L	L	L

Monitoring reports 	I

Lae Office 	I
Workplace trainers trained
Trainers certified 	I

I

Policy awareness sessions

Policy implementation support
Monitoring reports

3. MARKETING & COMMUNICATIONS
Newsletters
Promotion & media campaigns

r	r	r

L	L	L

I

r	r	r

L	L	L

I

r	r	r

L	L	L

Website updates 	I
Other information material
New BAHAiogo users 	I
Monitoring reports

I
4. TELEPHONE INFO LINE
Total calls	I
a. Female callers
b. Male callers 	I
c. Callers from urban locations
d. Callers from rural locations 	I

I

e. Unknown location

Monitoring reports Website/Database data collation Promotions

r	r	r

L	L	L

L 	L	L	l 	'

S.EDUCATION AWARDS		
Design meetings		
P10motons in media	
Applications received	
Applications processed	
Awards given		
		
6.OPERATIONS AND ADMINISTRATION		
Finance report	
Asset register/update	
Resource/Consumables	
ln\'entory mon oring	
Member/Sponsors in110iced	
BAHA offices up and running	
Performance de\'elopment reviews	
Condom mon oring	
Operations mon oring report	

MEASURIIIG   BEHAVIOURAL  CHAIIGE
As BCAs grow in sizeand sophisti::ation they may wish to oonsi::ler meesuring the impact of their a::tivities by boking at behavouraJ change in their target audience, the v.orkforce. It is costly to do this effectively and a BCAmay first wish to engage the help of a member company with market research capabily or, possibly, the bcalUNAI03 or ILO office.
It mght be useful to run asurvey for a largeempbyer containing a few simple questions to determine the le. el of awareness of HIV and how you can contract it. The same survey could be run one year later. after theentire workforce had attended workplace training sessions, to determine the levelof increase in awareness of key HIV issues.

A number of companies could besurve}'ed to understand the impact of the introduction of worlq)lace poli::ies with anti-discriminaton clauses. Companies large enough to haea Human Resources department all to be able to report;
• AnnuaJ tumover of staff as a percentageof V\Orl4orce
•  Retention - number of HIV+ workers returning to V\Ork
• AnnuaJ training cost compared to prevous }'eBJ'S
•  Reduction in perception of discrimination or stigma by HIV+ employees
•  Number of workers willing to  aport HIV+ status to HR - o  er x time peroo
•  Number of empbyees using company  referrals to VCCT
• AnnuaJ number of retioaments as a percentageof  the worl4orce
IDS patients tend to retire to claim super when their illness progresses)
•  Process of disclosu1e of HIV status to management -ease, confidential y
•  Number of companies distributing condoms and number of condoms distributed o  er one }'e8T perod
•  Issues reported to management or viaa confidential help line and change in typeof  issue (e.g. number of V\Omen reporting domesti:: vOience/abuse/rape to management).

ABOUT THE  AUTHORS
Stephen Grant
Stephen Grant has been CEO of the Asia Pacific Business Coalition on AIDS (APBCA) since    W3S set up in 3Xl6. He manages the day to day operatons and has particularly focused on theestablishment of new business coal  ons.
Pror  to joining APBCA  Stephen spent fie }'ears as CEO of the Victorian Transport Accident Commisson. a world leader in both no fauk insuranceand social marketing. Pror  to that. Stephen held a number of leadership roles in the private sector, including London based Managing Di eetor of gbbal retailer, Laura Ashley.
Stephen is also currently theChair of the Alfred, one of Australia's leading hospitals, and a Di eetor of the Brotherhood of St Lawrence, an innovative Australian char y. In the pest, has held board positons with m3jor textile, desgn and professional servce businesses.

Amanda Allen·Toland
AmandaAIIen-Tolandhas spent ten }eaiS V\Orkingin internatonalde ebpment focusing on the health andHIV sectors wh perOds livingin Papua NEW Guinea. Thailandand Cambodia Since 3Xl6. Amanda has been the p10gram manager for AJPBCA whi::h involves designirg HI\( STIand tubercubsiseducaton programs and supporting the BCA network to deliver best practi::e HI\I/TB workplaceservi::es.
Pror to joining AJPBCA Amanda V\Orke:l with the Thailand Business Coaliton on AIDS durirg whi::h timeshedesgne:l HIV management strategies for the privatesector and p10vi::le:l technicaladvi::eon managing HI\/ in mobile populalons in the Me ng Regon.
Pre,;ously. Amanda has V\Orke:l at the Australian Jlgancy for lnternatonalDe\ebpment sAID)as a poli::y analyst on issues includirg Australia-UN elations,Australia:s lnternatonalHIV Strategy and Papua NEW Guinea health p10grams.

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