Book 5 manual.indd - Naz Foundation International

Project management tools 

Development manual 

Developing community-based organisations addressing 

HIV/AIDS, sexual health, welfare and human rights issues 

for males-who-have-sex-with-males, 

their partners and families 

Book 5 


Naz Foundation International 1


Dedication 

This series of books is dedicated to all those kothis, their partners and families who 

have died from AIDS alone and uncared for. 

Thanks 

We would like to thank all those who have participated in social and needs assessments, 

sexual health projects, interviews, workshops and meetings for their patience, honesty, 

openness, and friendship, people who patiently told us their stories in parks, tea-stalls, 

street corners, restaurants, rickshaws, and hotel lobbies. We would also like to thank 

those individuals and organisation that have taken up the challenge to develop appropriate 

service responses to the expressed needs of males who have sex with males, for whom 

this manual is written. This resource would not have been possible without them. 

We would also like thank UNAIDS for their financial support and encouragement in 

upgrading this resource. 

Publishing information 

Published by Naz Foundation International 2005. 

© The Naz Foundation International 2005 

This book, and the remaining books in the series can be obtained electronically from 

www.nfi.net or from our India office below. Additional language versions will be available, 

so please check the website for more information. 

Naz Foundation International 

South Asia Regional Office 

9 Gulzar Colony, New Berry Lane 

Lucknow 226 001, India 

Tel: +91 (0) 522 2205781/2 

Fax: +91 (0) 522 2205783 

E-mail: lucknow@nfi.net 

Head Office 

Palingswick House 

241 King Street 

London W6 9LP, UK 

Tel: +44 (0) 20 8563 0191 

Fax: +44 (0) 20 8741 9841 

Email: london@nfi.net 

2i 

Naz Foundation International


Contents 

Page 

1 Introduction to the book and series 

3 Managing the intervention: the NFI services model 

5 Project implementation 

9 Outputs and outcomes 

13 Capacity building 

15 Project management systems 

37 Model terms and conditions of employment 

43 Model job descriptions 

59 Model staff contracts 

61 Model office rules of conduct 

63 Model good working practice for counsellors 

65 Model pre and post-test HIV/AIDS counselling advice 

67 Model confidentiality policy and declaration of confidentiality 

69 Model complaints policy 

73 Model disciplinary procedures 

77 Model grievance procedures 

79 Model equal opportunities policy 

81 Model ethical statment 

83 Model quality assurance statememt 

85 Annex 1: an STI Guide 

95 Annex 2: anal sex and STIs 

99 Annex 3: STI/AIDS terminology 

105 Annex 4: training terminology 

107 Annex 5: model monitoring forms 

111 Annex 6: model of a service provider’s evaluation 

115 Acronyms 

117 Acknowledgements 


3ii


iii 4 


Introduction to the book and series 

This is the fifth volume in a set of handbooks that provides a theoretical framework, 

and step-by-step approach to developing community-based organisations addressing 

issues affecting males who have sex with males (MSM). This set has arisen out of the 

extensive community development work that the Naz Foundation International has 

undertaken in South Asia in addressing issues that affect MSM. Since 1996, the model 

detailed in this series has been used to develop more than thirty projects addressing 

issues that affect males who have sex with males. We hope that in its new format it 

will assist in the development of many more such projects to ensure that all males who 

have sex with male have access to appropriate sexual health, HIV/AIDS prevention, 

care and welfare services. 

Book 1 gave a basic introduction to Naz Foundation International and a glossary of 

terms used in the series, with a theoretical framework of sexuality and sexual health 

in South Asia. 

Book 2 provides the socio-cultural context in which male-to-male sex occurs in South 

Asia, and the developmental processes NFI are essential to ensure that at risk populations 

of MSM will have access to appropriate sexual health and HIV/AIDS services. 

NFI firmly believes that the most appropriate strategy improving health seeking behaviours 

and reducing risk of STI/HIV infection for both MSM and their both their male 

and female sexual partners is through self-help and community-based organizing. This 

means empowering networks of MSM to develop their own sexual health services as 

a peer-led intervention. 

While utilising non MSM NGOs and government agencies to conduct sexual health 

interventions among MSM may be required initially since no such MSM self-help organization 

exists, NFI strongly believes that such an agency should be developed as a 

part of the intervention strategy that will take on the management and service delivery 

of the intervention. Such an approach provides an essential part of the framework for 

developing a framework of an enabling and empowering environment to sustain risk 

reduction. 

Further a key concept embedded within the NFI strategy is the firmly held belief that 

sexual health is not only about disease prevention, but also the promotion of well-being. 

This means that it is essential to understand the social, cultural, religious, familial, 

psychological, physical and personal frameworks in which sexual behaviours take 

place. This means exploring concepts of masculinities and sexualities and the differing 

frameworks of class, poverty and education also. 

Book 3 explored the first phase of developing a peer-led intervention in a particular 

town or city. It needs to be recognised that in the main there is no such thing as an 

MSM community, but a series of autonomous networks of differing sexualities and 

identities, and that in South Asia the primary frameworks appears to be based on gendered 

roles, practices and performance. It is essential therefore before any intervention 

is developed, to discover what networks do exist, and what the sexual practices are, 

sexual health concerns, levels of knowledge, and attitudes and behaviour among the 

differing networks and participants in male-to-male sexual behaviours. In other words, 

a social and risk assessment among at-risk MSM needs to be done. The process involves 

a 7-day workshops is detailed in this book. 

Since the principal that NFI follows is that of MSM sexual health interventions based 

on self-help and peer leadership, management and leadership, Book 4 explores the process 

for developing and implementing such a project. This involves a five-day workshop 

which explores project development and management with a range of tools that go 

with this. 




The series 

This series of handbooks provides a comprehensive guide and tool kit towards developing 

a community-based male sexual health programme working with males who have 

sex with males. 

It is designed to be MSM specific focusing on the most visible of MSM from low- income 

networks, those whose self-identify as feminised males, such as Kothis. It is based on 

the principles of self-help and peer education, using trained MSM to skill-up others to 

develop their own services. 

Once trained and an appropriate service is developed, these key individuals are not 

only used to access others like themselves, but also to reach out to their partners and 

other dynamics of MSM sexual behaviours, towards building a comprehensive male 

sexual health programme. 

The set consists of 6 books : 

Book one: 

Book two: 

Book three: 

Book four: 

Book five: 

Book six: 

Introduction 

Setting the context 

First phase: Social and needs assessment 

Second phase: Implementing an MSM sexual health project 

Tools for management 

Other resources 

The workshops are detailed and follow a time-table and agenda that has arisen from 

the many workshops conducted by NFI with this particular population group. It 

recognises that for the majority, there would be almost no experience of HIV/AIDS, 

community-based working, or understanding of the context in which sexual health 

promotion takes place. However, these timetables and agendas are not set in stone, 

and can be amended as and when necessary. 

NFI has used its own trained trainers to implement the development of such MSM 

sexual health interventions, and it is highly recommended that those wishing to utilise 

this resource should thoroughly familiarize themselves with the theoretical perspective, 

language and a deep understanding of the frameworks of MSM behaviours, identities, 

sexualities and masculinities before proceeding. 

2 



Managing the intervention: the NFI 

services model 

Centre-Based Services 

• Sa fe socialing spac es 

• Educa tion drop -in ser vices 

helpline 

• C om muni ty building and 

develo pment 

• Vocati onal and litera cy training 

• Cond om and lubr ican t 

distr ibution 

Health Services 

• S ubsidised STI tre atment 

• G eneral health 

• Manag ement 

• Volunta ry testing and 

cou nselling 

Technical support 

Advocacy 

Research 

Field Services 

• Outreach and frien dship • 

Building c ommuni ty 

• Building and mo bilising 

• Educa tion and aware ness 

• Info rmation and advice 

• Cond om and lubr ican t 

distr ibution 



4 



Project implementation 

The following identifies key tasks that need to be achieved in implementing the 

project. 

• Recruitment and training of staff: 

• Project Coordinator/Manager 

• Administrator 

• Office Assistant 

• Field Coordinator 

• Field Officers/Workers 

• Site Buddies 

• STI doctor 

• Identify, open, furnish and equip project office and drop-in 

• Development of monitoring and evaluation systems 

• Reporting mechanisms established 

• Develop field teams and initiate field work at selected sites 

• Initiate distribution of condoms and sexual health information 

• Provide advise, support, and referrals through field programmes 

• Initiate telephone service providing advice and information 

• Establish a range of support groups 

• Drop-in space developed for support groups, classes and regular sessions 

promoted 

• STI treatment sessions developed at the drop-in on a weekly basis 

• Initiate networking amongst other sexual health projects and female 

reproductive and sexual health programmes for collaborative work 

• Technical assistance programme developed. 

Checklist 

• All staff recruited 

• Organogram in place and details of staff available 

• Salary structure established 

• Job descriptions in place for each member of the project team 

• Job responsibilities of individual staff given 

• Staff clearly understand their the roles and responsibilities 

• Outreach workers clear on programme objectives and monthly work plan 

• Detailed work plan developed for the team in line with the activity plan 

developed in the monthly meeting. Existence of detailed work plan with specific 

work responsibility assigned 

• Outreach workers develop his individual monthly plans 

• Staff review meeting held once in a week 

• Minutes of the staff meeting available 

• Financial records such as vouchers, acquaintance register, cashbook, ledger 

maintained 

• Daily diary maintained and information from that captured for programme 

management 

• Internal project monitoring system in place 

• Management information system manual - financial and administrative 

available. 

• Project staff sensitive to the need of the community 

• Project Office sufficient enough to hold furniture for a staff of minimum eight 

members 

• Every staff has a working table, chair and cupboard space to store the 

documentation. 



• Project office is a drop in centre 

• Project office situated near to the target areas 

• Office has a separate counselling room 

• All furniture numbered 

• Non-judgmental attitude of project team 

• Service rules for the staff in place 

• Service rules circulated to the staff 

• Performance appraisal system in place 

• List of files ready 

• List of Registers maintained. 

• An office copy of the outgoing correspondence to be maintained 

• Register to be maintained for Telephone use 

• Proper briefing given about receiving calls from important persons 

• Office code of conduct maintained - responsible behaviour towards other staff 

and stakeholders 

• Office assets not put to personal use 

• Staff files kept confidential 

• All official documents kept locked after office hours 

Services 

Field services (at a range of sites) 

• Outreach education 

• Condom distribution 

• Advice and information 

• Referrals 

• Friendship building 

Centre-based services 

• Drop-in 

• Counselling 

• Social activities 

• Entertainment 

• Advice and information 

• Condoms 

• Education and vocational classes 

• “Hotline” 

• Training 

Clinic services 

• STI syndromic management. 

• HIV/AIDS pre/post test counselling. 

• Psychosexual counselling. 

• Condoms and education materials. 

• Possibly blood screening. 

The social group structure 

Two hour long sessions: 

• First 15 minutes: Socialising 

• 45 - 60 minutes: Discussion 

• 45 - 60 minutes: Socialising/social entertainment 

6 



Issues to discuss at social groups 

These can be rotated regularly for new members: 

• Marriage 

• Safer sex: what does this mean? 

• Condom use and practice: how can we persuade ourselves/our partners to use 

condoms 

• Relationships and lovers 

• Family issues 

• First sexual experiences: feelings, etc. 

• Friendships 

• Identities: Gay, bisexual, kothi, panthi etc. 

• Coming to terms with identities and desire 

• Growing up 

• Parents 

• Films 

• Images of kothi - social attitudes - what can be done to change society 

• Income generation schemes 

• Human rights 

• Gender equality 

Facilitator must write a report of social group meeting: 

• Numbers attending 

• What issues discussed 

• Conclusions and any recommendations made 

Sexual Health education groups 

Establishment a group that will meet once a week for 4 weeks. Should be between 10 

- 20 members. This is not a social group. Weekly session of two hours. 

• Purpose of group: to learn about HIV/STIs/AIDS sexual health study course 

• 1st week: 

• 2nd week: 

• 3rd week: 

• 4th week: 

• Class facilitator: 

What is HIV? 

What is AIDS? 

What is an STI? 

Sexual behaviours 

Risky practices 

What is safer sex 

Condom practice 

Female partners/wives 

STI treatment and compliance 

Developing 100% condom use 

Role play: persuading partner (if fucked) to use 

condom 

Project Coordinator/Field Coordinator 

• Produce class report 

• Different group every month 

• Perhaps two class groups per week 



Vocational classes 

• Initial classes: 

• Vernacular reading/writing: 

• English reading/writing: 

• Folk dance 

• Fashion 

3 months group 

3-6 months group 



• Each class between 10 - 20 members 

• Any fee to be paid on sliding scale on a monthly basis. 

• Perhaps several parallel classes per week. 

8 



Outputs and outcomes 

Hierarchy of objectives 

The situational assessment will guide the formation of the project goal, objective, outputs 

and expected outcomes. Examples of usual MSM CBO project goals, objectives, 

outputs and outcomes are shown below. 

Example goal 

To address the lack of appropriate provisions of HIV/AIDS and sexual health services 

to meet the specific needs of marginalised and low income males who have sex with 

males through the development of appropriate outreach, prevention and treatment 

support services. 

Example objective 

To develop and provide appropriate and accessible sexual health promotion services 

and products, and promote their use amongst marginalised males who have sex with 

other males and who may be at risk from HIV and other STIs. 

Example output 1 

Organisational development and capacity building of your organisations towards 

implementing and managing an MSM sexual health programme in a specific area, and 

programme management established. 

• Accommodation secured, furnished and equipped for project office and dropin 

centre 

• Management and programme staff recruited and trained 

• Monitoring and evaluation systems implemented 

• Management systems implemented 

• Financial management system implemented 

• All services implemented and new services developed as and when services 

gaps are identified 

• Appropriate technical assistance identified and accessed 

Example targets 

• All staff recruited and trained by end of 1st quarter, 1st year 

• Project office and drop-in centre operational by end of 1st quarter, 1st year 

• All management and monitoring systems in place by end of 1st quarter, 1st 

year 

• All services implemented by end of 1st quarter, 1st year 


Sexual health promotion services implemented and managed for MSM in a specific 

area. 

• Sexual health promotion through on-site outreach programmes by trained 

field teams developed and implemented for MSM in a range of target sites 

• Quality and content of interventions among MSM include: 

• On-site advice and information 




• On-site STI/HIV/AIDS education 

• Personal support and community-building 

• Referrals to appropriate STI services 

• Referrals to drop-in centre and social group 

• Increased numbers of MSM accessing these services and information, and 

modifying their sexual practices towards safer-sex behaviours 


• Condom usage increased by 70% from baseline by end of project (EOP) 

• Knowledge scores increased to 80% from baseline by EOP 

• A specific number (number to be agreed) MSM reached by BCC and support 

by EOP 


Community building strategies developed and promoted between MSM in a specific 

area, towards community mobilising, for sustainable behaviour change. 

• Social support groups developed for MSM in drop-in centre 

• Vocational classes developed from 2nd year of project including literacy, 

drama, arts and crafts, and dance 

• Drop-in services providing psycho-sexual counselling, advice, information and 

support 

• Other social activities developed as the project develops 


• Two weekly social group meetings in drop-in centre by end of 1st quarter, 1st 

year 

• Specific number (to be determined) of drop-ins per week by end of 2nd 

quar ter, 1st year 

• Specialised support groups meeting once a week developed for 

• Married MSM 

• Male sex worker. 

• By end of 2nd quarter, 1st year 

• Literacy classes developed by end of 1st quarter, 2nd year 


Syndromic management of STIs provided on a regular basis to MSM. 

• STI treatment, advice and counselling sessions provided once a week by STI 

specialist. Implemented 1st quarter, 1st year 

• Increased take up of STI services actively promoted 

• Treatment compliance encourage through support by field teams 

• Partner notification encouraged by field teams and social support 

• Referrals made for HIV testing 

Example target 

• 80% f STI cases identified among contacted MSM referred and treated 

Example outcomes 

• Increased levels of accurate knowledge and awareness of STIs and sexual 

health issues among MSM - knowledge levels increased 70% above baseline 

10 



• Behaviour change towards risk reduction practices - increased condom use to 

60% above baseline 

• Reduced levels of STIs among MSM through early diagnosis and treatment 

- 80% of referrals treated 

• Increased access to appropriate STI treatment - 80% of referrals access STI 

treatment 

• Safer-sex behaviours among MSM perceived as normative practice - 60% 

practicing safer sex regularly 



12 



Capacity building 

It is recognised that as a new CBO, there will be a need to develop technical assistance 

programmes to build the capacity of the agency. This is of particular importance because 

of the nature of the work that will done by this CBO, the use of peer frameworks, the 

lack of specific skills, and the stigmatised nature of the issues involved. 

Three possible approaches could be developed: 

1. Access other MSM CBOs for assistance. 

2. Develop a local technical advisory group. (see below) 

3. Access the technical skills and support of the Naz Foundation International 

technical support network or appropriate agency. 

It should also be recognised that a strong advocacy support network will also need to 

be developed, both at local and state level. This will mean accessing appropriate individuals 

who can intercede at local NGO levels, police, judiciary, and other institutional 

agencies. These individuals could also sit on a technical advisory group 

Development of a local technical advisory group 

Introduction 

The new MSM CBO will work within an area of stigmatised sexual behaviours. It will 

have been able to develop because of its highly motivated team of staff and volunteers, 

and the recognition that STI/HIV is a concern for the health of its constituents and their 

sexual partners, whether male or female. 

But the agency also recognises its vulnerability because of its constituents and the 

behaviours that it addresses, particularly within a regional that is often socially conservative. 

Issues in terms of low self-esteem, harassment, violence, shame, denial and 

invisibility has ensured that very few MSM will actively seek treatment for STIs or be 

able to access appropriate safer sex information. 

As a new NGO, the MSM CBO is also vulnerable to lack of appropriate support and 

information, and of being marginalised in the local and national efforts to prevent and 

control STI/HIV, and to find itself isolated from other agencies working in the field. It 

is therefore seen as a central priority for the agency to have regular access to appropriate 

individuals who could provide them with support, technical advice and access 

to necessary information at a local level. Naz Foundation will not able to be present 

locally all the time. 

Purpose 

To empower and enable the new MSM CBO to fulfil its potential as an effective beneficiary-led 

community-based AIDS service organisation. 

Objectives 

1. To enable the MSM CBO to increase its institutional and technical capacity to 

provide effective and appropriate services in the field of sexual health and re 

productive health amongst males who have sex with males and their sexual 

partners. 

2. To share skills, knowledge and information that will enable greater effective 

ness for the MSM CBO to achieve its goals in the field of sexual and reproduc 

tive health. 



3. To advocate for and on behalf of the MSM CBO at local, regional, national 

and international levels. 

Terms of reference 

The Technical advisory group’s function will be to: 

1. Provide advice and information. 

2. Act as a resource base. 

3. Enable access to appropriate resources and training skills. 

4. Advocate on the issues that the agency is dealing with. 

5. Help address human rights concerns. 

6. Provide fund-raising support. 

7. Ensure it’s members abide by an ethical code of conduct. 

Group membership and structure 

The technical advisory group is a formal committee which will appoint a co-chair at 

each consultative meeting it will hold. The other co-chair will be a representative of 

the MSM CBO. It will hold regular, as well as ad-hoc meetings, as and when necessary. 

Meetings will be minuted, whilst the agenda should be developed in conjunction with 

the MSM CBO. 

The membership will consist of those whom the MSM CBO recruit to sit on the advisory 

group, and/or have been recommended by other members of the group. 

All members will be listed on the Agency’s stationary, including their affiliation, wherever 

possible. 

Frequency of meetings 

It is suggested that formal meetings should be held four times a year at the beginning 

of each quarterly period, i.e. January, April, July, and October, where as many members 

of the technical advisory committee should attend. Ad-hoc meetings can be held at 

any time, for specific purposes, where specific members of the group will be asked to 

attend. 

Possible group members affiliations could be: 

• Legal 

• Political 

• Judicial 

• Medical 

• Female sexual health projects 

• Street children projects 

• Governmental 

14 



Project management systems 

Documentation 

For effective management of an MSM CBO, appropriate documentation is essential. 

Such documentation includes: 

• Work plans and targets. 

• Financial reports, expenditure statements, petty cash books, etc. 

• Monitoring records. 

• Surveys and qualitative records. 

• Work reports. 

• Progress reports. 

Such documentation enables the management of the project to: 

• Ensure effective management is taking place. 

• What progress the project is making in regard to its goals and objectives. 

• Maintain office procedures and policies. 

• Ensure financial probity and management of funds. 

• Produce the required reports for the evaluation of the CBO’s work. 

• Produce the required reports for the donor(s) and board of management. 

The systems that produce the required documentation should all be in place as a part 

of a Project’s initiation and implementation. 

Guidelines on documentation to partners 

A. Planning-related documentation 

During the monthly meetings, the project manager and directors develop monthly plans. 

These plans need to be discussed with the field staff and office staff. Plans are to be 

made so that the project achieves the objectives it sets for each month. These plans 

should be readily available for review. The information that needs to be available in 

the monthly plan of individuals is as follows: 

• Targets of the area to be covered 

• The BCC activities to be undertaken 

• The condoms to be distributed 

• Daily travel plan which details the areas to be covered 

B. Daily reporting 

In tune with the monthly plan, the “Movement Register” has to be filled by each member 

of the team who goes on the field for project implementation. The details detailed in 

the movement register should include: 

• Date 

• Name of the staff member 

• Areas covered 

• Time-in and time-out 

• Signature of the staff member 

In the field, the staff member is expected to carry a fieldwork diary, in which he takes 

running notes of the day’s activities. The objective of having this book is to ensure 

that no information is lost to the project because of forgetfulness. This can be a small 



slip-pad, which can be retained by the field staff and returned to the project office on 

completion of the pad. 

Once the field staff member comes back from the field, the details of the day’s work 

should be recorded systematically in the Daily Monitoring Report. A model of this 

is included in this book. This is can then be manually tabulated on a monthly basis 

(see model monthly sheet in this book) or can be input into a computerised monitoring 

system which will be provided to the new project. The computer programme will 

automatically produce combined monthly reports. 

This is the primary documentation of the project. 

C. Internal review of the activities 

The project activities should be reviewed once a week in a staff meeting, held preferably 

on Saturdays to assess the progress of the project against the plans. Difficulties and 

challenges faced may also be raised in this meeting. A meeting minutes book should 

be maintained. The objective of this document is to record the progress of the project 

each week, the difficulties faced by the staff and the decisions taken. The details to be 

contained in this document are as follows: 

• Date 

• Names of staff attending the meeting 

• Issues discussed in the meeting 

• Decisions taken in the meeting 

• Signature of the staff members who attended the meeting 

Only weekly staff meeting details is to be entered in this book. 

D. Compilation of technical information at the project level 

At the project level, the information needs to be compiled component-wise. This objective 

of this is to trace the progress of the intervention on the four components of STI, 

BCC, condom distribution, and building an enabling environment. 

This is secondary-level documentation, where the basic input is, the information from 

the field-work notes. The documents that could be maintained are: 

STI registers 

STI register would be maintained at the project level. It would carry the STI related 

details of a client from the initiation of the project, to the current date, in the same place 

in the register. The details that this register needs to carry are: 

• Date 

• Name of the client 

• STI referral no 

• Who they were referred to 

• STIs diagnosed 

• Case history 

• Drugs prescribed 

• The quality of “care” as perceived by the client 

• Cost incurred on STI treatment. (including the travel cost) 

• Completion of full course of treatment 

• Partner notification 

• Repeat incidence of STI 

• Cumulative number of STI cases treated by the project till date 

16 



A model of a clinic report is included in this book. Alternatively, the system can be 

computerised, and is included in the NFI monitoring computer package. 

Condom registers 

The condom register would be maintained at the project level. It will carry details of 

condoms distributed by the outreach staff and using different channels. The details of 

the issue of condoms to the field staff will not be recorded here. The objective of this 

register is to track the distribution of condoms by staff. The details to be carried are: 

• Date 

• Name of individual/point of stocking in community. (community based/paan 

shops etc.) 

• Place 

• Number of condoms distributed through outreach workers and other sources 

• Total number of condoms distributed during the month 

• Cumulative number of condoms distributed till date 

BCC register 

This would be a summary of sessions done with each beneficiary specifying the type of 

session. e.g., one-one, one-group etc. This is to trace the interactions that the project 

has had with each of the beneficiary. The register should carry the following details: 

• Categorisation of the “contact” at first or repeat contact 

• Total number of contacts with one beneficiary over the month 

• Total number of contacts with one beneficiary over the project period, 

cumulative 

• Total number of one-one and one-group sessions held by the project for the 

month 

• Cumulative number of one-one and one-group sessions held by the project 

Enabling environment register 

This would be the summary of: 

• Advocacy meetings, activities undertaken 

• Non-sexual health services delivered to the beneficiary through the linkages 

developed by the project 

The objective of this document is to compile activities undertaken by the project to create 

an enabling environment for the PSH. The details to be included in this register are: 

• Date 

• Name of the beneficiaries 

• Name of the organisation. (linkage) 

• Brief description of activities undertaken 

E. Register of stocks 

The project holds stocks of various items that need to be recorded. The items whose 

stocks need to be maintained are as follows: 

Condoms 

The objective for keeping the stock of condoms is to ensure that there is sufficient supply 

of condoms in the project at any point in time. The details to be included are: 



• Date 

• Particulars 

• Purchases 

• Issues 

• Closing balance 

BCC materials 

The objective of keeping the stock of BCC materials is to keep track of the types of 

materials being used and the quantities of stock available at any point in time. The 

details to be included are: 

• Date 

• Particulars - types of materials 

• Purchases 

• Issues 


Medicines 

Some projects may procure medicines for distribution. The objective of keeping stock 

is to ensure that there are sufficient stocks available. The details to be included are: 

• Date 

• Particulars 

• Purchases 

• Issues 


Assets 

The objective of this is to keep track of the assets, physically numbered. The details 

to be included are: 

• Date 

• Item description 

• Bill number 

• Cost of the asset 

• Asset ID number 

Stationery 

The stock of both printed and official stationery could be maintained if felt necessary. 

F. Administrative 

The Attendance Register needs to be maintained regularly. 

Other documentation 

Other than the regular documentation, the partners need to document the following: 

• The process of conducting sessions, content of the sessions, any other 

observations (reaction of the PSH) during the sessions 

• The effectiveness of the various sessions and communication and counselling 

techniques reported by the outreach staff and peer educators 

18 



• Case studies on various successful and innovative methodologies used 

• Documenting the identification of other communication channels that are 

effective on the field 

• Documenting the various gender issues identified and addressed along with 

case studies 

• Documenting various participatory learning through action (PLA) approaches 

used by the partner as well as the peer educators in addressing the four 

components 

• Documenting the various privacy and confidentiality issues addressed on the 

field 

• Documenting the effectiveness and the drawbacks of the communication 

ma terials and suggesting all possible improvements 

• Documenting all the best practices that have been used for implementing the 

components. 

• The feed-back given by the peer educators and out reach staff on the BCC 

materials need to be documented. 

• Documenting the process of preparing the BCC materials. 

Monitoring and evaluation 

Monitoring systems should be kept as simple as possible. The indicators that have 

been selected for an MSM sexual health intervention give you guidelines as to what 

information is required. 

All services and require to be monitored. Monitoring is both quantitative and qualitative. 

Quantitative monitoring 

For quantitative monitoring the project measures the OUPUTS in terms of numbers. 

For example: 

• Quantity of condoms distributed. 

• Numbers attending the drop-in. (where new users are distinguished from 

regular users) 

• Numbers accessing the clinic. 

The monitoring forms in this manual have been used successfully by other MSM CBOs 

and could be adapted to the needs of the new MSM CBO. 

Such monitoring enables a project to see the results of its quantitative work. It measures 

the impact of its services and what changes are occurring due to the project’s work. Such 

monitoring is usually conducted through feed-back processes from the beneficiaries of 

the project and involve regular: 

• Focus group discussions. 

• One-on-one interviews. 

• Surveys of attitudes, beliefs, needs, issues, behaviour change. 

• Quality assurance surveys. 

• Impact assessments. 

For example: 



Single group time series analysis 

A single group time series includes a group (cohort) of individuals, who are subject to 

assessment both before and during and/or after an intervention in order to establish 

what impact the intervention has had. 

Cross-sectional time series analysis 

Same as the Single group time series, but involves sequential samples over time with 

different groups. 

Fianacial management systems 

The budget approved by a donor or by the board of management, is your baseline for 

managing the project’s finances. As you carry out project activities, you should use 

the budget to help in decision-making about expenditures and to monitor progress in 

relation to costs. 

Comparing actual costs during the project to the costs shown in the approved budget 

is extremely important. Accurate financial records help you to know if your spending 

is on track, and can indicate when and where problems are likely to occur. A funding 

agency will also require you to submit periodic financial reports that account for the 

funds spent. 

Keep track of every expenditure 

Get a receipt for each expenditure. Where a receipt cannot be obtained for very small 

items, make sure that a note (self-written receipt) is kept. Keep any cancelled cheques, 

copies of bills, employee time sheets and other documentation related to expenditures. 

Categorise each expenditure 

Your budget will have approved categories of costs (line items). Funds for each expenditure 

will be taken from one of these approved categories. You may wish to number 

every receipt and write on it the budget category to be billed. Some project managers 

keep a separate file or envelop for each cost category and place all receipts to be billed 

to the category in the appropriate one. 

Categories can also be coded. Thus electricity can be coded A4. (A = Administration, 

4 is the line under which electricity budget is enumerated) 

Keep accounts up to date 

You need to ensure that accounting is kept up to date, by keeping track of what you 

are spending, whether you are under spending or overspending, both in general, and 

by cost category, in order to make good decisions on expenditures. Accounting is not a 

difficult or a lengthy task, if it is well organised and done regularly. Each month, add up 

the project’s expenditures by cost category, and see how they compare to the budgeted 

amounts. This way, you will have a better idea of if you are likely to run out funds for 

particular costs that are essential to successful completion of activities. 

A. Accounting method 

Projects should manage grant funds using a double entry cash accounting system, and 

use standard accounting practices as prescribed by the Institute of Chartered Account- 

20 



ants of India for non-profit making organisations. 

All figures in the financial reports should be the year-to-date expenditures of actual 

cash. No adjustments should be made for any accruals and/or prepayments, or provision 

for payments. 

B. Financial records 

In order to provide for accurate, current and complete disclosure, the source and applicability 

of the funds should be recorded and supported by source documents. 

Thus: 

• Vouchers 

• Two column cash book 

• Ledger 

Vouchers 

Vouchers are the first step towards building up of the accounts records. It is an evidence 

of payments made. Irrespective of the amount, vouchers are to be made. For payments 

above an agreed amount there should be affixed an agreed revenue stamp. 

These standard vouchers should be used: 

• Cash receipt voucher 

• Cash payment voucher 

• Bank receipt voucher 

• Bank payment voucher 

The essentials of a good voucher are: 

• Project name - in order to identify that the voucher belongs to a particular 

project, the project name needs to be stamped/marked on the voucher 

• Voucher number - the voucher should be numbered and these voucher 

numbers should be pre-printed. The voucher book should be officially issued to 

the person responsible for preparation of vouchers. Any vouchers wrongly 

written should be marked “CANCELLED” across the face of the voucher and 

left in the book itself. Hence, either the vouchers would have been used and 

taken into the cash book or be left as cancelled or accounted for. This is a 

good practice in accounting and can be introduced over a period of tim. 

• Date each voucher when used 

• Classification - The cost categories and lines items are clearly specified in the 

proposal. On the basis of the nature of expenses, it is certified that the 

expenses is correctly classified into the various line items as appearing in the 

proposal 

• Narration - there should be a detailed narration in support of the classification 

showing the description of the transactions 

• Amount - it is verified that the amount on the voucher is equal to the amount 

reflected by the supporting documents, or matches any adjustments effected. 

(e.g. advance payments adjusted) 

• Supporting documents - these are in the form of original bills, which are the 

real proof transaction based on which payment is effected. The classification 

of the expenses is based on the nature of expense reflected by these documents 

and the amount on the voucher should be the amount reflected by these 

docu ments 

• Signature of the person preparing the voucher 

• Signature of the person authorising payment 



• Signature of the person receiving payment 

• Defacing of vouchers and supporting documents by a PAID stamp, subsequent 

to payment, to avoid duplication of payments, and providing reference 

numbers of vouchers and cheque number if relevant. All major payments should 

be made by cheques. The payment by cash is restricted to minor purchases and 

where it becomes inevitable, to pay cash 

For any payment exceeding an agreed amount (say Rps 500 in India) the receiver’s 

signature is obtained on a revenue stamp, affixed to the voucher. If a receipt is sent by 

the recipient, then revenue stamp needs to be affixed on the voucher and defaced by a 

double line across the stamp. 

It should be ensured that the vouchers are not overwritten. In cases where it is necessary 

to correct the figures, the figures originally written should be scored out and the 

new figures entered. The person preparing the vouchers, as well as those authorising 

payment, should then initial the corrections made. 

Supporting documents are also not to be overwritten, and if a major correction is needed 

to the document, then a fresh document should be been obtained, and be ratified by 

the appropriate authority. 

Thus, the rule-of-thumb is “No voucher can be passed for payment without supporting 

documents”. 

Cash book 

A cash book is the primary book of entry after a voucher is prepared for a particular 

transaction. The cashbook is meant to record all transactions in which cash/bank receipts 

and payments are involved. The organisation should be encouraged to maintain 

double column cash books, wherein one column records cash transactions, and the 

other column records bank transactions, and is in accordance with widely accepted 

accounting principles. 

All voucher entries should be recorded. The cashbook should contain the date of the 

transaction, voucher number, ledger folio number, classification and narration of expenditure/receipt 

and the amount. Since it is a record through which control can be 

kept over cash and bank balances, the cash book should be closed on a daily basis, or 

after closing of transactions for a period. 

If the books of account are maintained on the computer, then the computer should be 

password protected and backups of the cashbook should be done daily. Access to accounting 

records both on paper and on computer should be restricted to few members 

of staff. 

Bank book 

The organisation must possess a separate project bank account for grant funds, and 

ensure that all such funds are remitted into that account. All transactions related to 

that bank account will require two signatories from authorised persons of the organisation, 

and all withdrawals must be made by cheque. All transactions relating to this 

account is to be entered on a daily basis in the bank book, or in the bank column of a 

double column cashbook. 

Ledger 

The ledger records all aspects of a transaction. It is a record of final entry which contains 

classified recording of accounts of all types, unlike a cash book, which records only 

those transactions which involves cash or bank. All entries to the ledger are routed 

from the cash book/bank book. 

22 



The rule-of-thumb here is “All entries in the cash book should have a corresponding 

entry in the ledger”. 

The ledger shows all necessary data in a single place, since all the entries relating to 

transactions of a particular account are recorded in it, and separate folios are maintained 

to record transactions of one type. Hence, if information is required on a particular 

heading during a period, the ledger should be so maintained, so that it can be obtained 

by balancing the ledger accounts. The ledger is generally closed on a monthly basis. 

The ledger is the record based on which the various statements or reports are prepared. 

C. Contribution in kind 

• Valuation of in kind contribution will be based on applicable cost principle 

• Value of services should be consistent with those paid for similar work 

• Value of assets must be at fair market value 

• Service of professionals at normal fees of such persons 

• Volunteer services must be documented 

• Basis for determining the value of personal services, material, equipment must 

be documented 

• There must be verifiable records 

• Should not be included as a contribution for any other funded program or 

paid for by another assistance agreement 

• Cost must be necessary and reasonable 

• Costs are provided for the approved budget 

There should be a basis for valuing the items/service; this should be shown on the 

voucher too. An acknowledgement form needs to be attached to the receipt voucher 

for item/service. According for contribution in kind could be passed through the cashbook, 

as no journal is being maintained. Contra entry for receipt and payment of the 

contribution for a particular programme. These entries can be posted to respective 

ledger heads in the usual manner. The only time donated items should be recorded in 

financial accounts, is if it becomes a financial asset to the organisation. Donated labour 

should not be included in financial accounts, so I suggest we amend this section. 

Reporting Systems 

Project meetings 

1. Site buddies 

• Site Buddy meetings, daily with their field worker. 

• Monthly site buddy meetings, at the project office, with the field 

and project coordinators. 

2. Field workers 

Weekly Field Worker meetings with the field coordinator to: 

• Discuss issues 

• Assess work 

• Develop work schedule for following week 



3. Office 

Bi-weekly office meetings with the project coordinator include: 

• Administrator 

• Field coordinator 

• Office assistant 



4. Staff 

Monthly staff meetings with the project coordinator for all staff: 



• Develop monthly work plan 

5. Technical Advisory Group 

Meets every three months to assess services and delivery. Provides technical advice, 

support and specific help. 

6. Board meetings 

• 1st year: Monthly meetings with reports from the Project Coordinator 

• 2nd year: Bi-monthly meeting. 

• 3rd year: Every 3 months 

Reports 

1. Site Buddies reports 

Field workers meet with their site buddies once a week to hear feedback about site 

work issues covered should include: 

• Condom usage 

• STI levels 

• Social issues 

• New people 

• STI treatment compliance 

• Maastan/police 

This report is site specific. 

Field worker produces a weekly summary of this discussion and present to Field Coordinator. 

Report timetable: 

every Monday 

Field Coordinator reads and files under the site name and are called Site Buddy Reports. 


every Tuesday 

24 



Every month: Field Coordinator produces a Site Buddy Summary Report of 

these weekly reports with attached issues and any 

recommendations. 

This report is given to the Project Coordinator to read, who will then authorise any 

actions to be taken. 

This report is then translated into English and filed under Site name: Site Buddies 

Reports. 


End of first week following reporting month. 

2. Field worker reports 

• Daily Report which is site specific. Report timetable: the following day of 

site visit 

• These reports are kept till the end of the calendar month 

• At end of calendar month the daily site reports are passed to Field Coordintor. 

The Field Coordinator will then make a Monthly Summary Report which should 

include quantitative and qualitative information with discussion 

and recommendations. Report timetable: the end of the first week following 

reporting month 

• This monthly summary report is passed to Project Coordinator who will read 

and produce an Action Report to be attached to this summary report 

• After Project Coordinator has read this report, it is passed to Administrator 

for translation and filed as Monthly Report 

3. Social group reports 

• Group facilitator writes report following group meeting: 

• Numbers attending. 

• Issues discussed. 

• Conclusions/recommendations. 

• Report given to Project Coordinator to read, after which it is translated and 

filed under: Social Meeting Reports. 

4. Office and drop-in centre reports 

• Administrator will produce Monthly Expenditure Statements 

including a Petty Cash Report for the Project Coordinator 

• The Administrator should produce monthly office reports for: 

• Letters received/from who/what 

• Phone calls received/from whom/what 

• STI patients: how many/from what site/problems 

• Social group reports/how many attend/what issues discussed 

• Classes/attendance records 

Report timetable: End of the 1st week following reporting month. 

5. Clinic reports 

• Administrator will compile Clinic Sessional Reports. Will collect 

referral cards from doctor following each session and produce a summary: 



• Site 

• Number of clients 

• STIs 

• Other health issues 

• Administrator will compile a Monthly Clinic Report which is site 

specific (where necessary) 

Report timetable: End of the 1st week following reporting month. 

6. Project reports 

• Project Coordinator will produce monthly Project Progress Report 

Includes: 

• Office Report 

• Expenditure Report 

• Field Report 

• Clinic report 

Report timetable: End of 2nd week following reporting month. 

Health Service Clinic 

1. STI Services 

• Registration book: 

• Date 

• Client name/reference number 

• Client gives referral card to doctor 

• Doctor makes notes on referral card 

• All cards are given to Administrator after session 

• Administrator makes STI Daily Report 

• After one month a Monthly Sti And Health Report is produced 

contains: 

• Number of clients from each site 

• STIs 

• Issues 

It is hoped that clients will be tested and given free prescriptions. 

2. Other health issues 

These will also be noted on referral cards. 

All part of the Health Report. 

However, clients are expected to pay for any necessary treatment/prescriptions. 

26 



Advice hotline 

• Field workers and site buddies distribute phone cards. 

• Reception/advisor monitors calls. 

• Advice/referral given over telephone. 

• Administrator monitors records for advice calls. Produces a Weekly Hotline 

Report: 

• Information on caller 

• From where 

• What issues 

• Referrals made 

Drop-in 

• Drop-in sessions from Monday - Frida. 

• Monitoring record kept 

• Daily report produced from the records by receptionist 

• Administrator produces Weekly Drop-in Report: 

• Number of people coming to drop-in. 

• Issues raised. 

Advice/counselling sessions 

• Individual advice sessions offered 

• Use of clinic room during morning drop-in sessions 

• Daily monitoring report produced 

• Administrator produces weekly monitoring report 



Reporting on progress 

A donor will require regular reports from the CBO during the project’s implementation. 

The frequency of these reports can vary from monthly to quarterly to every 6 months, 

but will be clarified by the donor. 

Whenever a report is made on the project’s progress, it should be remembered that 

achievements must be compared to objectives and the work-plan. In this way, it should 

be easy to tell which activities are progressing according to schedule, and where work is 

falling behind. This comparison focuses attention both on achievements and on areas 

where there are problems that need to be addressed. 

Model of a monthly progress report 

• Name of partner organisation 

• Location 

• Period of reporting 

• Date report prepared on 

• Number of sites 

Component 1 : STI Care/clinic 

• Particulars. 

• Numbers. 

• Current Month. 

• Cumulative. 

• Numbers of referrals. 

• Numbers of attending clinic. 

• STI cases confirmed after referral . 

• Cases referred but no confirmed as STI. 

• Patients provided medicine from the project. 

• Patients completed total course of treatment. 

• Cases of re-infection. 

• Total cost incurred by project: 

• Doctor 

• Medicine 

• Number of Cases followed up 

• Comments 

• What were the targets and activities for this period? 

• What were the achievements and activities? 

• What resources were used? 

• What problems encountered? 

• What solutions? 

• What lessons learned? 

• What are the plans for next period? 

28 



Component 2: Condom Programme 

• Numbers. 

• Current month. 

• Cumulative. 

• Condoms procured. 

• Source of procurement. 

• Total distributed 

• Total from field teams. 

• Total through drop-in. 

• Comments 


• Whatare the achievements and activities? 





• What plans for next period? 

Component 3: BCC 

• Numbers 

• Current month 

• Cumulative 

• Beneficiaries outreached by field teams 

• First contact 

• Repeat contacts 

• Sessions 

• Education groups in drop-in 

• PSHs participated in education groups 

• Materials used for BCC 

• Other modes of BCC undertaken 

• Brief write up on BCC sessions 

• Comments 








Component 4: Enabling environment/non-sexual health 

needs 

• Numbers 

• Current month 

• Cumulative 

• benficiaries utilising drop-in 



• First use 

• Repeat use. 

• Social group meetings 

• Total number of users 

• Literacy classes 


• Vocational classes 


• Comments 








Administrative Issues 

Comments on any issues, developments, problems arising, solutions. 

The Project Manager should sign and date report. 

A model for a 6 month progress report use by other 

MSM CBOs 

Project: Male sexual health project 

Implementing organisation: 

Coordinating officer: 

Reporting report: 

Date of report: 

Expected Results 

Output 1 

Organisational development and capacity building of [MSM CBO agency name here] 

towards implementing and managing an MSM sexual health programme in [insert the 

selected geographical area here] and programme management established. 

• Accommodation secured, furnished and equipped for Project office and 

drop-in centre. 

• Management and programme staff recruited and trained. 

• Monitoring and evaluation systems implemented. 

• Management systems implemented. 

• Financial management system implemented. 

• All services implemented and new services developed as and when services 

gaps are identified. 

30 



• Appropriate technical assistance identified and accessed. 

Targets: 

• All staff recruited and trained by end of 1st quarter, 1st year. 

• Project office and drop-in centre operational by end of 1st quarter, 1st year. 

• All management and monitoring systems in place by end of 1st quarter, 1st 

year. 

• All services implemented by end of 1st quarter, 1st year. 

Write in details under each of the specified outputs. Add any additional work done 

should also be noted. Make sure you note the targets to be achieved. 

Output 2 

Sexual health promotion services implemented and managed for MSM in [insert 

geographical area selected for the project]. 

• Sexual health promotion through on-site outreach programmes by trained 

field teams developed and implemented for MSM in a range of target sites. 

• Quality and content of interventions among MSM include: 

• On-site advice and information 


• On-site condom and STI/HIV/AIDS education 

• Personal support and community-building 

• Referrals to appropriate STI services 

• Referrals to drop-in centre and social groups 

• Increased numbers of MSM accessing these services and information and 

modifying their sexual practices towards safer sex behaviours 

Targets: 

• Condom usage increased by 70% from baseline by EOP 

• Knowledge scores increased to 80% from baseline by EOP 

• 2000 MSM reached by BCC and support by EOP. 

(Note: These are example targets. Such targets would be set by each CBO) 

Achievements: 

• Field services: 

• Number of sites 

• Name sites 

• Number of field teams 

• Number of field officers 

• Number of Site Buddies 

• Comments 

• BCC materials distributed at field sites and centre activities: 

• Identify which materials and report quantities. 

• Comments. 



• Condom distribution: 

• Public sites 

• Centre activities 

• Drop-in 

• Clinic 

• Social group meetings 

• Special group meetings 

• Give quantities 

• Comments 

• Referrals to clinic from sites: 

• Comments 

• People contact through field-work: 

• Total 

• New 

• Comments 

• BCC leaflets produced: 

Output 3 

• Comments 

Community building strategies developed and promoted among MSM in [insert geographical 

area selected for the project] towards community mobilising for sustainable 

behaviour change. 

• Social support groups developed for MSM in drop-in centre. 

• Vocational classes developed from 2nd year of project including literacy, 

Drama, arts and crafts, and dance. 

• Drop-in services providing psycho-sexual counselling, advice, information 

and support. 

• Other social activities developed as the project develops. 

Targets: 

• Two weekly social group meetings in drop-in centre by end of 1st quarter, 1st 

year 

• Five drop-ins per week by end of 2nd quarter, 1st year 

• specialised support groups meeting once a week developed for: 

• Married MSM. 

• Male sex workers. 

• by end of 2nd quarter, 1st year. 

• Literacy classes developed by end of 1st quarter, 2nd year. 

• Note: These are example targets. Such targets would be set by each CBO 

32 



Achievements 

• Drop-in centre visits: 

• Total 

• New 

• No. for counselling: 

• Issues 

• Comments 

• Social group meetings: 

• Social group meetings per week 

• Total number of meetings 

• Total participants 

• New participants 

• Sexual health meetings 

• Comments 

• Special meetings: 

• List all special groups with no of meetings and participants (total/new) 

• Comments 

• Help-line: 

• Total number of calls 

• Issues 

• Comments 

• Vocational Classes: 

• List classes and number of participants 

• Comments 

• Other social activities: 

• List all other activities and numbers participants 

• Comments 

Output 4 

Syndromic management of STIs provided on a regular basis. 

• STI treatment, advice and counselling sessions provided once a week by 

STI specialist implemented 1st quarter, 1st year 

• Increased take up of STI services actively promoted 

• Treatment compliance encourage through support by field teams 

• Partner notification encouraged by field teams and social support 

• Referrals made for HIV testing 



Target: 

• 80% of STI cases identified among contacted MSM referred and treated 

(Note: These are example targets. Such targets would be set by each CBO) 

Achievements 

• No. of clients attending clinic 

• Issues dealt with by clinic STIs: 

• Gonorrhoea 

• Syphilis 

• Other STIs 

• Anal bleeding issues 

• Psychosexual counselling 

• HIV counselling 

• General health concerns 

• Give numbers 

• Comments 

Other activities 

1.5.1 Training programs. 

1.5.2 Meetings. 

1.5.3 Advocacy. 

1.5.4 Technical assistance. 

1.5.5 Collaboration with other partners. 

Unplanned achievements 

List any unplanned achievements. 

Planned results not reached 

List any expected results not found yet. 

Funds utilized 

Expenditures during reporting period 

Model spreadsheet: 

Item Budget Actual Variance 

Administration 

staffing 

Programme staffing 

IEC materials/condoms. 

Clinic 

Group Meetings. 

Total 

34 



Income 

Model spreadsheet: 

Item Budget Actual Variance 

Primary donor 

Other donors 

Total 

Balance 

Make a comment or comments about what will happen to any surplus funds in the 

budget. 

Planned results for next period (give time period) 

Quantify and qualify: 

Output 1 

Output 2 

Maintaining field work activities 

• IEC materials distributed: 

• Condom distribution: 

• People contacted: 

Output 3 

leaflets 

public sites 

drop-in centre 

total 

new 

• Drop-in centre visits 

• Number for counselling 

• Social group meetings and participants 

• Other activities 

• Helpline calls 

Output 4 

Clinic. 

Number of clients attending clinic. 

Other planned activities 

Emerging and potential problems which can hinder 

project implementation 

List these. 

Suggested action(s) to meet the problem(s) 

Detail this/these. 



Final remarks 

Make any final remarks. 

36 



Model terms and conditon of 

employment 

New employees 

Hours of work 

The normal working week for full time staff is 40 hours. Unless otherwise stipulated, 

full-time staff will work a schedule of: give time - inclusive of one hour’s break. (for 

lunch) 

Staff may be required to work outside these hours to attend meetings, for which time 

of lieu is granted. 

Requests for alterations to these arrangements should be addressed to the Project Coordinator/Manager. 

Pay 

Salaries will be paid by cheque on the last banking day of each month. Special arrangements 

can be negotiated with the Project Coordinator/Manager where cash payments 

is the preferred option. 

Time off in lieu 

Overtime payments cannot be made, but time off in lieu for overtime worked may be 

taken by arrangement with the Project Coordinator/Manager (and in the case of the 

Project Coordinator/Manager with the Board of Management). Such time off should be 

taken as soon as reasonably possible after the evening or day concerned, in consultation 

with the line manager. The ‘lieu’ time off must not be accumulated and no more than 

one day off ‘in lieu’ may be taken in any one week. 

Probationary period 

All members of staff are appointed subject to completing a satisfactory probationary 

period of three months. 

At the end of three months, a review will take place, comprising an interview between 

the employee and the Project Coordinator/Manager (in the case of the Project Coordinator/Manager 

between the Project Coordinator/Manager and the Board), of which 

a record will be made. 

An employee who successfully completes the probationary period will receive a written 

confirmation of this. 

At the end of the probationary period, or at any time throughout, the employee may 

be served by the Project Coordinator/Manager under instructions from the Board of 

Management with a notice of dismissal or of extension of his/her probationary period 

(in the case of the Project Coordinator/Manager this will be dealt with by the Board of 

Management). Employees have the right of appeal against these decisions. 



Existing employees 

Holidays 

Paid annual leave is as follows: 

• Any employee working 5 days will receive 20 days. 

• Any employee working 4 days a week will receive 15 days. 

• Any employee working 3 days a well will receive 10 days. 

• Any employee working 1 day a week will receive 5 days. 

The leave year runs from 1st April to 31st March. Employees starting work mid-year 

will have an annual leave entitlement pro-rata. 

Up to five days annual leave may be carried over into the next leave year. 

Employees may not take pay in lieu of untaken annual leave. 

Annual leave must be agreed a minimum of one week in advance of the employee’s 

manager, unless exceptional circumstances are agreed by the manager. 

Employees are entitled to national and religious holidays of their own particular faith, i.e. 

Eid, Diwali. When required to work an employee is entitled to enhanced payment. 

Sickness and sick pay 

When an employee is unable to work due to sickness, he must inform his supervisor 

or the Project Coordinator/Manager (in the Project Coordinator/Manager’s case, the 

Board) as soon as possible and in any case on the first day of absence, and keep the 

supervisor informed throughout the period of sickness. 

If the absence is for up to seven days, the employee must complete a self-certification 

form. 

If absent for eight days or more, the employee must produce a doctor’s certificate. 

If the absence follows or precedes a national holiday period, a period of annual leave, 

termination of employment or any other kind of absence, a doctor’s certificate is require, 

regardless of the length of absence. 

Employees are entitled to reasonable time off, with pay, to attend hospital etc. 

If an employee is absent due to sickness, their line manager will review on their return 

the reasons for their absence. Long term absence or frequent periods of short term 

absence will warrant a review of the situation by their line manager, to which the employee 

is entitled to make representations. At the Project’s discretion an employee or 

an intending employee may be examined by a doctor nominated by the Board. 

Leave 

Paternity leave of up to 3 days will be granted to employees with at least one year’s 

service. 

Employees with responsibility for children, other dependents, partners or relatives are 

entitled to up to five days paid leave each year, subject to self-certification of the reasons 

for absence. 

38 



Requests for compassionate leave and leave without pay will be treated individually. 

Requests must be in writing and directed to the Project Coordinator/Manager, who 

will decide; appeals against a decision are to be addressed to the Board whose decision 

will be final. 

Employees are entitled to up to one day’s paid; leave each year for taking examinations, 

moving house, marriage or emergency repairs. 

Travelling and other expenses 

Staff members are entitled to reasonable travel and out-of-pocket expenses necessarily 

incurred in carrying out duties directly related to their employment, according to an 

approved scale available from the Treasurer where appropriate. 

Termination of Employment 

Notice in writing will be given as follows: 

• On probationary period: One week’s notice unless dismissal due to gross mis 

conduct 

• Following the probationary period 

• One week’s notice after up to four weeks continuous employment 

Except in the case of gross misconduct, the project will give at least one month’s notice 

in writing to all members of staff of the termination of their employment. 

One week for each year of continuous employment thereafter, up to a maximum of 

twelve weeks. 

Employees are required to give one week’s notice in writing up to four weeks employment 

and to give at least one month’s notice in writing of their intention of leaving 

employment. 

Disciplinary Procedure 

Purpose and scope 

It is expected that most problems which arise between the Project and employees will be 

resolved by direct an informal contacts between staff and managers. However, where 

members of staff do not meet the expected standards of work or where they fail to 

follow agreed procedures, it is essential to have clear and simple ways of dealing with 

the situation. The aim is to ensure consistent and fair treatment for all. The procedure 

applies to all staff, both full time and part time, whether or not within probationary 

period. 

Principles 

No disciplinary action will be taken against an employee until the case has been fully 

investigated. 

At every stage of the procedure the employee will be advised of the nature of the 

complaint against them and will be given an opportunity to state their case before a 

decision is made. 

At all stages an employee will have the right to be accompanied by a staff advocate or 

work colleague (who is another employee), during the disciplinary interview. 



No employee will be dismissed for a first breach of discipline except in the case of 

gross misconduct when the penalty will be dismissal without notice or payment in lieu 

of notice. 

An employee will have the right to appeal against any disciplinary penalty imposed. 

Appeals will only be valid if made within five days of a penalty being imposed, to the 

Project Coordinator/Manager or Board of Management. The procedure may be implemented 

at any stage if the employee’s alleged misconduct warrants such action. 

The procedure will normally be implemented by the line manager or the Project Manager 

or manager delegated to take on those roles from time to time by the Project. 

The Procedure 

Stage 1 - Oral warning 

If conduct or performance does not meet acceptable standards the employee will 

normally be given a formal Oral Warning by their line manager. The employee will 

be advised of the reason for the warning, that it is the first stage of the disciplinary 

procedure and of the right to appeal. A brief note of the Oral Warning will be kept, 

but it will be spent after a stated number of months attached to the warning, subject 

to satisfactory conduct and performance. 

Stage 2 - Written warning 

If the offence is a serious one, or if a further offence occurs, a Written Warning will be 

given to the employee by their line manager. This will give details of their complaint, 

the improvement required and the timescale. It will warn that action under Stage 3 

will be considered if there is no satisfactory improvement and will advise of the right 

to appeal. A copy of the written warning will be kept on the employee’s personal file 

but it will be disregarded for disciplinary purposes after a stated number of months, 

subject to satisfactory conduct and performance. 

Stage 3 - Final written warning or disciplinary suspension 

If there is still a failure to improve and conduct or performance is still unsatisfactory, 

or if the misconduct is sufficiently serious to warrant only one written warning, but 

insufficiently serious to justify dismissal, a Final Written Warning will normally be given 

to the employee. This will give details of the complaint, will warn that dismissal will 

result if there is no satisfactory improvement and will advise of the right to appeal. 

A copy of this Final Written Warning will be kept on the employee’s personal file but 

it will be disregarded after a stated number of months subject to satisfactory conduct 

and performance. 

Stage 4 - Dismissal 

If the conduct or performance is still unsatisfactory and the employee still fails to reach 

the prescribed standards, Dismissal will normally result. The Project Coordinator/Manager 

(or, in case of the Project Coordinator/Manager being the subject of action, the 

Chair of The Board of Management) can take the decision to dismiss, following discussion 

with the Chair. The employee will be provided, as soon as reasonably practicable, 

with written reasons for dismissal, the date on which the employment will terminate 

and the right of appeal. 

Failure to complete the probationary period satisfactorily will normally result in dismissal 

or an extension of the probationary period. 

40 



Gross Misconduct 

Gross Misconduct is defined as (but not exclusively) severely damaging behaviour, as 

a result of which service users and/or the organisation are put at risk. Examples (not 

an exhaustive list) would include assault, theft, trading in illegal drugs, using illegal 

drugs, negligent breach of confidentiality, and intentional disclosure of damaging information. 

If an employee is accused of an act of gross misconduct, they may be suspended from 

work on full pay, normally for no more than five working days, while the Project investigates 

the alleged offence. If, on completion of the investigation and the full disciplinary 

procedure, the Project is satisfied that gross misconduct has occurred, the result will 

normally be summary dismissal without notice or payment in lieu of notice. 

Appeals 

An employee who wishes to appeal against a disciplinary decision should inform the 

Project Coordinator/Manager (or in the case of the Project Coordinator/Manager being 

the subject of disciplinary action, the Chair) within five working days. The Project 

Coordinator/Manager ( or the Chair, as above) will hear all appeals, and their decision 

is final. At the appeal any disciplinary penalty imposed will be reviewed but it cannot 

be increased. 

Grievance 

Where an employee is dissatisfied with decisions or treatment affecting them, they are 

expected to discuss this with their line manager and attempt to resolve any problem 

informally. Where an employee is unable to come to a resolution, they may appeal to 

the Project Coordinator/Manager, or the Chair, whose decision in the matter will be 

final. 

Mebership of outside bodies 

Any employee who wishes to serve as a member of any local government or public 

body of any organisation not connected with the work of the Project should first secure 

agreement from the Board and the Project Coordinator/Manager. 

Disclosure of information 

The employee shall not at any time during his or her employment (except so far as is 

necessary and proper in the course of his or her employment or with the consent of 

the Project Coordinator/Manager and/or the Board of Management) or afterwards, 

disclose to any person any information as to the practice and affairs of the Project or 

of any organisation or individual with which it is dealing or as to any matters which 

may come to his or her knowledge by reason of his or her employment. 

No employee should discuss the Project or any issue connected with Agency with any 

media unless cleared with the with the Board of Management. 

Confidentiality 

Definition: 

Treating with confidence personal information about another person, 

whether obtained directly or indirectly or by inference. Such information 

includes name, address, biographical details, and other descriptions 

of the person’s life and circumstance which might result in the 

identification of the person and/or degrades the person. 



Spoken, written, or given in confidence. Entrusted with another’s confidence 

or secret affairs. 

As part of the work of the Agency, much personal information becomes available. All 

information about any individual will be treated confidentially, whether staff, volunteer 

or service user, unless an agreement has been given by the persons involved and the 

Agency. 

Such information may include details about HIV sero-status, AIDS diagnosis, health, 

medical condition and treatment, finances, living arrangements, drug use, employment, 

sexuality, and details about family and friends. 

A breach of confidentiality is a serious disciplinary offence and will be treated as such 

according to the rules of the disciplinary procedures adhered to by the Project. 

This also includes information about the Project itself which is not authorised for public 

release by the Board of Management. 

Discrimination 

The Project considers that it is each individual’s responsibility, whether staff or volunteer, 

to challenge any form of sexism, heterosexism, classism, casteism and religious 

discrimination within the organisation as well as without. Any such discrimination 

will not be tolerated by the organisation, and will be treated as a serious breach of the 

contract of employment. As such these will be treated according to the rules of disciplinary 

procedures adhered to by Agency. 

Acts which are not deliberately or intentionally offensive, but which nevertheless causes 

offence may constitute any of the above forms of discrimination. 

Outside engagements 

Before agreeing to take part in meetings or seminars, give a talk or lecture or write an 

article during working hours for which a fee will be paid, the employee should seek 

authorisation from the appropriate line manager. 

Changes in terms and conditions of employment 

The above terms and conditions of employment will be reviewed annually. Such a review 

will also include the job description of the employee and salary level agreed upon. This 

will be conducted by the Project Coordinator/Manager, and the Board of Management 

in consultation and agreement with the staff member(s). 

Any variation in the Terms of Employment will be notified to you in writing within a 

month of the change occurring. 

42 



Model job descriptions 

Job title: Project Coordinator/Manager 

Accountability: To Board of Management. 

Responsibility 

The Project Coordinator/Manager will be responsible to the Board of Management for 

the management and development of any and all services being offered by the agency 

including the management of the offices and supervision of all staff and volunteers 

involved in such services. 

Overall aim 

The role of the Project Coordinator is to develop, co-ordinate and ensure the effective 

management of the services being developed and offered by the agency. The Project 

Coordinator/Manager will be responsible for the supervision of all the staff and volunteers 

of the agency that are involved in the provision of such goods and services and 

also the effective management of all centre-based services. 

General responsibilities 

1. To manage and develop client support services which include: service staff train 

ing, outreach services, sexual health product distribution, STI services, social 

support groups, development and distribution of IEC materials, and 

any others deemed relevant by the Board of Management. 

2. To ensure that all current laws, regulations and policies with relation to employ 

ment of staff are adhered to. 

3. To attend meetings, seminars and workshops as necessary to the post. 

4. To ensure that regular reports are produced regarding the service activities of 

the agency, and effective monitoring is conducted according to the guidelines of 

the agency. 

5. Any other duties compatible with the post as required by the Board of Manage 

ment. 

6. To abide by all the policies and procedures of the agency and to actively pro 

mote anti-discriminatory practice in all areas of their work. 

Management, development and coordination of the services 

of the agency 

1. To be responsible for the overall management and development of the sexual 

health promotion services provided by agency. 

2. In conjunction with the Board of Management develop new services and work 

contracts. 

3. To develop a drop-in facility providing a range of support, educational and dis 

cussion groups for males who have sex with males, focusing on sex education, 

sexual health, behaviour modification, gender, class, religious, and caste issues, 

marriage and families. 



4. To develop and manage a HIV/AIDS “Hotline”, and other appropriate informa 

tion resources for males who have sex with males. 

5. To manage the provision of appropriate advice, information and counselling to 

meet the needs of males who have sex with males. 

6. To develop the support systems, emotional, social and practical, for males who 

have sex with males and their sexual partners living with HIV/AIDS and 

encourage the development of self-help groups. 

7. To provide training for agency staff, volunteers and Board Members, as well 

as governmental and nongovernmental agencies working in the field of 

reproductive and sexual health in the specific issues of males who have sex with 

males. 

8. To effectively manage staff and volunteers employed by the agency involved in 

direct service delivery. 

9. To ensure the all work undertaken within each service meets acceptable qual 

ity standards and that all staff and volunteers working within any programme 

abide by all relevant policies. 

10. To ensure that monitoring of all services is appropriately and adequately carried 

out and that regular monitoring reports are produced and distributed. 

Personnel management 

1. To implement policies for staff employment. 

2. To monitor and report on staff performance with relation to job descriptions 

and policies of the agency. 

3. To ensure that service staff had adequate and appropriate administrative sup 

port. 

4. To advertise, interview and recruit staff as directed by the Board of Manage 

ment. 

Resource Development 

1. Develop educational and prevention resources on a range of HIV/AIDS, sexual 

health, sexualities and related issues as directed by the Executive Director. 

2. To maintain necessary manual and computer records for such resource develop 

ment. 

Job Requirements 

1. It is essential that the Project Coordinator/Manager have extensive experience 

and understanding of the local culture and how this influences sexualities and 

sexual behaviours amongst males who have sex with males. The person should 

be MSM himself. 

2. A proven working knowledge and experience around the issues of STI/HIAIDS, 

sexualities and sexual health generally, and specifically around the issues as they 

affect the state and country. 

3. A good understanding of the role of nongovernmental AIDS service organisa 

44 



tions in developing countries 

4. Previous management experience is essential, as is the ability to motivate and 

develop a team of staff and volunteers with a wide range of skills and experience. 

5. Several years of community development work and experience in the field of 

HIV/AIDS, sexualities and sexual healthcare considered to be crucial relevant 

experience for this post. 

6. An understanding of the nongovernmental sector, and its relationship with the 

both the government sector and international donor agencies is important. 

7. Good communication and presentation skills are essential in order to represent, 

and promote, the work of the Agency, national and international levels. 

8. The Project Coordinator/Manager must have a proven commitment to work 

with males who have sex with males wherever they may be to develop their 

consciousness and awareness both generally and specifically in terms of gender, 

sexualities, class and caste. 

8. The Project Coordinator should have a good understanding of the internal psycho-social-sexual 

dynamics of local culture as well as a good understanding of 

local, national and international “politics”. 

9. The Project Coordinator/Manager must have a good understanding of discrimi 

nation and oppression based upon racism, sexism, heterosexism, and/or other 

forms of oppression and discrimination, and their operation in society in general 

and amongst males who have sex with males in the country specifically, 

and in particular how this affects the service delivery and provision of services 

around STI/HIV and AIDS, sexualities and sexual health. 

10. The appointee should have excellent written and spoken English, as well as 

having proficient in computer skills. 



46 



Job Title: Project Administrator 

Accountability: Project Manager/Coordinator 


The Project Administrator will be responsible to the Project Manager/Coordinator for 

the management and development of any and all services being offered by the agency, 

including the management of the offices and supervision of all staff and volunteers 

involved in such services. 

Overall aim 

The role of the Project Administrator is to work closely with the Project Manager/Coordinator 

to develop, co-ordinate and ensure the effective management of the services 

being developed and offered by ........... The Project Administrator will be responsible 

for the supervision of all the staff and volunteers of the agency that are involved in the 

provision of such goods and services. 

General responsibilities 

1. With the Project Manager to manage and develop client support services which 

include: service staff training, outreach services, sexual health product distribu 

tion, STI services, social support groups, development and distribution of 

IEC materials, and any others deemed relevant by the Board of trustees and the 

Project Manager. 

2. To ensure that all current laws, regulations and policies with relation to 

em ployment of staff are adhered to. 

3. To attend meetings, seminars and workshops as necessary to the post. 

4. To ensure that regular reports are produced regarding the service activities of 

the agency, and effective monitoring is conducted according to the guidelines of 

the agency. 

5. Any other duties compatible with the post as required by the Project Manager/ 

Board of Trustees. 

6. To abide by all the policies and procedures of the agency and to actively promote 

anti-discriminatory practice in all areas of their work. 

7. To provide effective administration of the Project, which includes report 

writing, monitoring reports, office administration, and other administration 

duties. 

Management, development and coordination of the services 

of the project 

1. To be responsible for the overall management and development of the sexual 

health services provided by agency in conjunction with the Project Manage/Co 

ordinator. 

2. In conjunction with the Project Manager, develop new services and work 

contracts. 

3. With the Project Manager develop a drop-in facility providing a range of sup 



port, educational and discussion groups for males who have sex with males, 

focusing on sex education, sexual health, behaviour modification, gender, class, 

religious, and caste issues, marriage and families. 

4. To develop and manage an HIV/AIDS “Hotline”, and other appropriate infor 

mation resources for males who have sex with males. 

5. To manage the provision of appropriate advice, information and counselling to 

meet the needs of males who have sex with males. 

6. To develop the support systems, emotional, social and practical, for males who 

have sex with males and their sexual partners living with HIV/AIDS and en 

courage the development of self-help groups. 

7. To provide training for agency staff, volunteers and Board Members, as well 

as governmental and nongovernmental agencies working in the field of repro 

ductive and sexual health in the specific issues of males who have sex with 

males. 

8. To effectively manage staff and volunteers employed by agency involved in 

direct service delivery. 

9. To ensure the all work undertaken within each service meets acceptable quality 

standards and that all staff and volunteers working within any programme 

abide by all relevant policies. 

10. To ensure that monitoring of all services is appropriately and adequately carried 

out and that regular monitoring reports are produced and distributed. 

Personnel management 

1. To implement policies for staff employment. 

2. To monitor and report on staff performance with relation to Job Descriptions 

and Policies of the agency. 

3. To ensure that service staff had adequate and appropriate administrative sup 

port. 

4. To advertise, interview and recruit staff as directed by the Project Manager for 

agency. 

Resource development 

1. Develop educational and prevention resources on a range of HIV/AIDS, sexual 

health, sexualities and related issues as directed by the Project Manager. 

2. To maintain necessary manual and computer records for such resource develop 

ment. 

Person specification 

The following is the person specification for the post of Project Administrator you will 

be expected to show that you fulfil all the criteria on your application form. Applicants 

will be chosen on their fulfilling these criteria. 

I. Should have at least two years paid or unpaid in an administrative capacity. 

2. Should have some experience in staff management and service development 

48 



3. Must be able to demonstrate skills in typing or word processing, desk-top 

publishing and database management on computers or manual system. 

4. Experience and skills in maintaining and developing manual information 

systems. 

5. Must demonstrate book-keeping experience and managing budgets. 

6. Ability to communicate both orally and in writing. 

7. Ability to work flexibly, including evening and weekend work. 

8. Ability to respond effectively to enquiries by phone and in writing. 

9. Ability to work on their own initiative and seek solutions to difficulties. 

10. Must have high standards of written and spoken vernacular and English. 

11. Must be able to work as part of a team as well as individually. 

12. Must demonstrate an awareness and ability to integrate issues in relation to 

Equal Opportunities. 

13. Must have an intimate knowledge of male to male sexual behaviour, and the 

religious, social, political, health and welfare issues that this raises. 



50 



Job title: Field Coordinator 

Accountability: To the Project Manager or other designated persion 

Purpose 

To coordinate effective sexual health outreach programmes for males who have sex 

with males as designated by the Project Manager. 

Responsibilities 

1. To implement and coordinate outreach/field activities amongst males who have 

sex with males towards promoting sexual health and access to the Project’s 

services, with a primary focus on self-defined kothis and their sexual partners. 

2. To conduct continuous action-based research, identifying the various sexual net 

works and range of sexual behaviours within those sexual networks as well as 

identify the specific needs of males who have sex with males with regard to the 

psycho-social-sexual health aspects of their lives. 

3. To implement and coordinate a range of outreach STI/HIV prevention strategies 

specific to needs of the differing male to male sexual networks. 

4. To manage and coordinate a number of male field workers and site buddies 

who will implement the various STI/HIV prevention strategies amongst the 

differing sexual networks and sexual sites of males who have sex with males, in 

particular amongst the self-identified kothis. 

5. In conjunction with the Project Manager, to work towards ensuring that males 

who have sex with other males have access to appropriate sexual health 

services, information and products, such as condoms, STI treatment, HIV 

testing, counselling and work closely with other programmes of the agency 

towards ensuring the provision of appropriate sexual health services for males 

who have sex with males. 

6. To work closely with other programmes of the agency in the provision of 

appropriate services to meet the needs of those males who have sex with males 

and their sexual partners affected by or living with HIV/AIDS. 

7. To work with other agency staff in developing appropriate educational and 

prevention resources for males who have sex with males and their sexual 

partners, using appropriate imagery and terminology. 

8. To provide regular appropriate monitoring and evaluation reports on the 

fieldwork being done. 

9. To provide regular reports to the Project Administrator on the outreach 

activities, including staff and site buddy assessments. 

10. To ensure adequate monitoring of finance for this Programme is maintained 

and regular reports submitted to the Project Administrator. 

11. To abide by all the policies and guidelines of Project and to actively promote 

anti-discriminatory practice in the work. 

12. Any other reasonable duties as required by the Project Administrator. 




The following is the person specification for the post of Field Coordinator. 

You will be expected to show that you fulfil all the criteria on your application form. 

Applicants will be chosen on their ability to fulfil these criteria. 

1. Should have at least one year paid/or unpaid experience of working with 

males who have sex with males, in particular feminised MSM, on sexual health. 

2. Should be able to demonstrate a knowledge and understanding of 

STI/HIV/AIDS issues as they relate to males who have sex with males. 


4. Must be able to develop community education programmes. 

5. Should have experience of setting up drop-in/support groups for males who 

have sex with males. 

6. Must be able to provide own administration support. 



8. Must have an awareness and exhibit sensitivity to the different religious, class, 

caste and gender groups. 

9. Must be able to write adequate reports, have training skills, and be able to 

make public presentations. 

10. Must be willing to learn. 

11. Must be MSM. 

52 



Job title: Field Officer 

Accountability: Field Coordinator 

Purpose 

To conduct effective sexual health promotion outreach to males who have sex with 

males and their sexual partners, in particular amongst self-identified kothis (feminised), 

according to specific guidelines developed by the agency. 


1. To conduct action-based research, identifying the various sexual networks and 

range of sexual behaviours within those sexual networks as well as identify 

the specific psycho-social and sexual health needs of males who have sex with 

males, in particular amongst self-identified kothis. 

2. To implement a range of STI/HIV prevention strategies specific to needs of the 

differing male to males sexual networks. 

3. To recruit and manage site buddies who will help implement the various STI/ 

HIV prevention strategies amongst the differing sexual networks and sexual 

sites of males who have sex with males, in particular kothis. 

4. In conjunction with other agency staff to work towards ensuring that males 

who have sex with males have access to appropriate sexual health services, 

information and products, such as condoms, STI/HIV testing, counselling and 

so forth. 

5. To work with the other agency staff to ensure the provision and access to dropin 

facilities for a range of support, educational and discussion groups for males 

who have sex with males, focusing on sex health education, behaviour modfication, 

gender, class, religious, and class issues, marriage and families. 

6. To provide appropriate advice, information and counselling to meet the psychosocial 

and sexual health needs of males who have sex with males. 

7. To work closely with other closely with other Field Officers and Site Buddies 

under the direction the of Field Coordinator and Project Manager/Coordinator 

in the provision of appropriate services to meet the needs of those affected by 

or living with HIV/AIDS. 

8. To work with other agency staff in developing educational resources for males 

who have sex with males, using appropriate imagery, contexts and terminology. 

9. To provide regular reports to the Field Coordinator on activities, interventions, 

qualitative and quantitative action-based research, peer educator assessments, 

and other data that is required by the Project Manager/Coordinator. 

10. To assist in the provision of appropriate monitoring and evaluation reports 

regularly on the work being done. 

11. To abide by all the policies and guidelines of the organisation and to 

actively promote anti-discriminatory practice in the work. 

12. Any other reasonable duties as required by the Field Coordinator 




The following is the person specification for the post of Field Officer: 

You will be expected to show that you fulfil all the criteria on your application form. 

Applicants will be chosen on their fulfilling these criteria. 

1. Should have at least one year paid/or unpaid experience of working with kothis 

on sexual health issues. 

2. Must be able to demonstrate a knowledge and understanding of HIV/AIDS 

issues as they relate to males who have sex with males. 


4. Must be able to work with others in developing community education 

programmes. 

5. Must be able to provide own administration support. 



7. Must have an awareness and exhibit a sensitivity to the different religious, class, 

behavioural and gender groups. 

8. Must have a good standard of spoken and written skills in the local vernacular. 

9. Must be able to write adequate reports and must demonstrate have training and 

communication skills. 



54 



Job title: Site Buddy 

Accountability: Field Officer 

To provide peer education, friendship, support, advice, informaion, condom distribution 

and referrals and to appropriate services for MSM at the site/areaa in which they 

operate. 

To do this in liaison with the Field Officer responsible for that Site. 


To work with the appropriate Field Officer in a specific site/area providing peer education, 

support, advice, information, condom distribution and referrals and to appropriate 

services for MSM at the site/area in which they operate. 

To support the Field Officer in implementing a range of STI/HIV prevention strategies 

specific to needs of the differing MSM networks. 

To provide appropriate advice, information and counselling to meet the psycho-social 

and sexual health needs of MSM. 

To provide regular reports to the appropriate Field Officer on activities, interventions, 

qualitative and quantitative action-based research, peer educator assessments, and other 

data that is required by the project. 


The following is the person specification for the post of Site Buddy. You will be expected 

to show that you fulfil all the criteria on your application form. Applicants will 

be chosen on their fulfilling these criteria. 

1. Site Buddies should always be from the sites/frameworks in they should 

demonstrate considerable knowledge. This knowledge should include: 

• MSM using the site. 

• Local vendors, transport workers, etc. operating at or near the site. 

• Sexual activities and practices at the site. 

• Personal friendships within/near the site. 

• Areas of risk. 

2. The Site Buddy should have been a regular and frequent visitor to the specific 

site prior to appointment. 

3. Must have developed a good working relationship with the appropriate 

Field Officer. 

4. Should be able to monitor changes in attitudes, condom usage, STI issues, 

treatment compliance, and all related issues in liaison with the Field Officer. 

5. Site Buddies should have the following skills: 

• Good communications and friendship building. 

• Good knowledge of MSM and sociocultural contexts. 

• A proven knowledge of the site/area. 

• Reasonable working knowledge of HIV/AIDS/STIs. 

• An ability to enable people to feel at ease and comfortable. 

• An ability to develop friendships with a broad range of MSM/non-MSM. 



• An ability to speak openly and frankly about sex. 

• Knowledge of the body and psychosexual issues. 

• A proven commitment to the issues. 

6. A loyalty to the Project and its programmes should also be demonstrated. 



56 



Job title: Office Assistant 

Accountability: To the Administrator 

Job purpose 

To provide: 

1. General assistance to the Administrator. 

2. To maintain filing and record keeping system as directed by the Administrator. 

3. Any other duties as deemed appropriate by the Administrator. 


The Office Assistant will be responsible for the overall cleanliness of the Office and 

assist the Administrator in fulfilling Project administration tasks. 

Major tasks 

1. Assistant to Administrator. 

1.1 Provides general assistance to the Administrator including filing, postage, coordinating 

social meetings, general office assistance and organising any other 

functions. 

2. Office cleanliness. 

2.1. Ensures neatness and cleanliness of the project office(s), through regularly 

ensuring cleaning and updating filing and record keeping systems. 

2.2 Responsible for maintenance of the office equipment and stationary supplies. 

3. Other duties. 

3.1 Answer the telephone appropriately and takes any messages. 

3.2 Help organise and supervise any social meetings as delegated by Administrator. 

3.3 Help the Administrator maintain office discipline and the rules and regulations 

of the office. 

3.4 Fulfils any other function as deemed appropriate by the Administrator. 


The following is the person specification for the post of Office Assistant you will be 

expected to show that you fulfil all the criteria on your application form. Applicants 

will be chosen for their ability to fulfil these criteria. 

I. Must have at least some experience of paid or unpaid in a peon capacity. 

2. Ability to communicate both orally and in writing. 

3. Ability to work flexibly, including evening and weekend work. 

4. Ability to provide administrative support to Administrator. 



5. Ability to respond effectively to enquiries by phone. 

6. Ability to work on their own initiative and seek solutions to difficulties. 


8. Must have an intimate knowledge of male to male sex issues. 

58 



Model staff contract 

Name of employer: 

Address of employer: 

Name of employee: 

Address of employee: 

Telephone: 

Job title: 

Responsible to: 

Job description: See attached 

Hours per week: 

Salary: 

Starting date 

Method of payment: 

Terms and conditions of employment: See attached 

I ............................................................ 

agree to abide by the terms of conditions as laid down 

by ............................. in the attached document 

For the organisation: 

Name: 

Position in the agency: 

Signature: 

Name of employee: 

Signature: 

Date: 

Date: 



60 



Model office rules of conduct 

There will be no discrimination based on caste, colour, class, religious affiliation, political 

affiliation, language, region, gender identity and/or sexual identity, or age. 

Confidentiality will be respected at all times. 

No staff or drop-in should speak to any form of media about the agency without the 

express permission of the Project Coordinator/Executive Director. 

Personal issues and inter-personal differences must not be brought into the office/dropin 

space. 

All staff and other visitors are requested to behave with basic courtesy and consideration 

towards each other. 

Obscene behaviour in the office and drop-in will not be tolerated. 

Sexual behaviours within the office/drop-in are not acceptable. 

Physical and verbal abuse is unacceptable. 

Alcohol and/or illegal drugs are not allowed on the premises. 

Neither can a person come to the project office in an intoxicated manner, either from 

alcohol and/or drugs. 

Please cooperate with the staff and abide by the rules. 

Please recognise that the building has other tenants. This means respecting them. So 

please ensure that the noise level is maintained appropriately. 

No drop-ins are allowed into the staff rooms without express permission. 

Any damage to furniture and equipment must be reimbursed. 



62 


Model guidelines for counsellors 

1. Do not give out your home telephone number. 

2. Negotiate time keeping with the service user. Always adhere to time decided 

by yourself and the service user. That is, do not be late for visits or stay longer 

than agreed. For example do not stay for three hours if you negotiated one 

hour. This is also to eliminate visits at adhoc times. 

3. On NO terms is the counsellor to accept gifts or money. 

4. It is the service user’s responsibility to identify the counsellor to whomever it is 

deemed appropriate. It is not the counsellor’s role to explain him. The relation 

ship between counsellor and service user must be defined at all times. For example 

it would be inappropriate if the service user treated the counsellor as 

a family member and if this happens, then the line manager must be informed 

immediately. A counsellor is providing a service via his agency. This must be 

communicated to the service user as directly and concisely as possible. This is 

very important as boundaries need to be established and adhered to at all times. 

5. If the service user or counsellor cannot make an agreed time, then the counsellor 

must contact the service user and the line manager as soon as possible. The 

service user will also be expected to contact the counsellor’s line manager if 

they cannot make an appointment. 

6. On no account is the counsellor to give/borrow money to/from the service user. 

7. The counsellor is NOT to sign any document(s) on behalf of the service user. 

This is not the counsellor’s responsibility and must be adhered to at all times. 

8. The counsellor is on NO account to disclose any information about the 

service user to anyone apart from their line manager. 

9. The counsellor is on NO account to spend a night with the service user. 

10. On NO account is the counsellor to have sex with the service user or with their 

family member (s), or friends. 

11. On NO account is the counsellor to use illegal drugs immediately prior to and 

whilst with the service user. If the service user uses illegal drugs, then inform 

your line manager immediately. 

12. The counsellor is NOT to use alcohol immediately prior to and whilst with 

the service user. 

13. If any of these guidelines are broken by the counsellor, then disciplinary 

action may be taken which could result in a termination of contract. 

14. If you encounter physical or verbal violence from a service user PLEASE 

WITHDRAW IMMEDIATELY and inform your line manager immediately. 




64 


Model guidlines for for pre and post HIV 

testing counselling 

Before the test: 

A good counsellor should always discuss these things with the client: 

1. Why they want the test 

2. Why they think you are at risk 

3. What the testing procedure is 

4. What a negative test result means 

5. What a positive test result means 

6. Who the client tell the test result to 

After the test: 

These issues should be covered after the test: 

1. What your test result means 

2. Safer sex and safer injecting 

3. Ways of always being safe 

4. Support for the client depending on the result 

5. Who the client will you tell your result to 




66 


Model confidentiality policy and 

confidentiality declaration 

Policy 


This policy applies to the Board of Management, all staff, sessional workers, volunteers 

and service users. It relates to spoken, written and computerised information. 

The Agency recognises the importance of confidentiality for individuals, in particular 

their HIV Status and sexual identity. As such, confidentiality must be central to the 

work of the Agency. Service users must be assured of confidentiality when they access 

our facilities/services. It is crucial that staff, volunteers, sessional workers and other 

service users recognise this. 

Definitions 


Treating with confidence personal information about clients, whether obtained directly 

or indirectly or by inference. Such information includes name, address, biographical 

details, and other descriptions of the service user’s life and circumstances which might 

result in the identification of the service user. (British Association of Counselling) 

Confidential 

Spoken, written, or given in confidence. Entrusted with another’s confidence or secret 

affairs. (Collins English Dictionary) 

Breach of confidentiality 

A breach of these confidentiality guidelines is regarded very seriously. Service users may 

be suspended, volunteers may be asked to leave and staff will face disciplinary action 

which may lead to dismissal. 

The agency believes that there is a need to keep information on service users, volunteers 

and staff in order for it to function effectively. However, the methods of obtaining, 

storing and using this information must be carefully assessed, particularly when information 

is to be given to an outside body, whether an individual or an organisation. The 

cooperation of all parties (those disclosing information, those handling it and those 

receiving it) is essential in this process, in particular express consent of service users 

should be obtained before recording any information. Information collected should 

be limited to the minimum necessary for the use required. 

Confidential information must be securely locked away and not left lying around unattended 

on desks or within an open access area. 

Records will be reviewed annually and all information which is no longer relevant will 

be removed. This redundant information will be destroyed. 

Computers 

Confidential information stored on computer must be password protected. Floppy discs 

containing confidential information must be securely locked away. Terminals should 

not be left unattended when confidential information is being displayed. 



Files will be reviewed annually and any information no longer relevant will be deleted. 

Post 

All service users, agencies and organisations who send confidential information in to 

the workplace must be asked to mark their correspondence “Private and Confidential” 

and staff dealing with the post instructed not to open such correspondence. 

Telephone calls 

Telephone calls in which the service user may be identified, or in which information 

relating to HIV status will be disclosed, should take place in private. If calls cannot 

take place within a private setting, provision must be made not to give out service user 

identifying information. 

The volume on answer machines should be kept low when noting messages. Messages 

left for service users must use the worker’s name only. Service users should be reminded, 

when leaving messages, to consider how much information to give message takers. 

Model Declaration For Cofidentiality 

I understand that in the course of my work for agency, I may have access to information 

about individuals which is of a highly personal and confidential nature. Such information 

may include details about sexual practice, sexualities, HIV status, AIDS diagnosis, 

health, medical condition, treatment, and details about family and friends. 

I understand that this information is strictly confidential. 

I agree not to disclose any information of a personal or confidential nature to any person 

or organisation not connected to agency. In the event of a breach of confidentiality, I 

understand that disciplinary action may be taken against me. 

Date: 

On behalf of the agency: 

Print Name: 

Name: 

Signature: 

Position: 

Signature: 

Date: 

68 



Model complaints policy 

The Agency’s Policy is that complaints enable the organisation to become more responsive 

to the needs and expectations of its service users. The Agency positively welcomes 

suggestions, comments and complaints as a means by which users can say what they 

think of the services that they are receiving. 

The Agency would like to ensure that the complaints procedures are easy to use, not 

intimidatory and produce both an effective and efficient response. Also when something 

has gone wrong it should be openly acknowledged and dealt with as quickly as 

possible. 

Scope of procedure: 

This procedure covers the following types of complaint: 

1. Complaints about services. 

2. Complaints about a service user.(s) 

3. Complaints against a sessional worker or volunteer. 

4. Complaints against a member of staff. 

Complaints about services/products 

Informal complaints or suggestions for improvement may be dealt with in a number 

of ways: 

1. A note may be put in the suggestion box. 

2. The Coordinator/Manager or a member of staff may be approached either 

personally or in writing. 

If the complainant chooses to identify themselves in writing, then the matter will be 

responded to personally. All suggestions and complaints are referred to the staff team 

for information or discussion. Complaints about a specific incident will only be considered 

within on week of the incident occurring. 

Complaints about a service user: 

Stage 1 

A meeting should be arranged between the two parties, facilitated by the Coordinator/or 

a member of staff to attempt to solve the dispute. Minutes will be taken and signed by 

both parties and the facilitator at the end of the meeting. 

This stage can be bypassed if there is a serious fear of harassment. If serious harassment 

is alleged, the service user accused may be suspended pending investigation. The service 

user making the complaint has the option of the complaint remaining confidential. 

However it must be recognised that keeping the source of the complaint confidential 

may restrict the worker’s investigation and so make it difficult to take formal action. 

Stage 2 

If the complaint is not resolved at stage 1, the complainant will be asked to put the matter 

in writing and the Coordinator will formally investigate the complaint. Interviews 

will beheld with all witnesses and all views recorded in writing and may be made available 

to both parties. Service users being interviewed are welcome to be accompanied 

by a friend. 



This investigation must be conducted within two weeks of the complaint being received. 

If this is not possible the reasons must be explained to the complainant. 

Having as far as possible established the facts, the Coordinator/Manager may seek 

advice from the Board of Management. 

The Coordinator/Manager will then agree a decision with the Board and inform the 

service user(s) concerned whether a breach of the Conditions of Use has taken place 

and therefore the appropriate action taken. If a warning or ban is imposed, this will 

not be discussed with the other party, but they must be reassured that action has been 

taken in line with the policy. 

Stage 3 

If either service user is unhappy with the result of the investigation, an appeal may be 

made to the Board. 

Records of any ban or warning will remain on file for 12 months. If further disciplinary 

action is required within this period, the letter on file will be taken into consideration. 

At the end of the period of 12 months, if there is no further cause for concern, the letter 

will be removed from the file by the Director. 

Volunteer services 

Any complaint by a volunteer or about a user of volunteer services may be dealt with 

by the appropriate staff person instead of the Director as a delegated responsibility. 

Complaints against a member of staff 

1. Complaints against staff will be investigated by the Coordinator/Manager 

unless the complaint is against the Director in which case it will be investigated 

by the Board. 

2. The complaint must be made in writing, or made verbally to a member of staff 

who will write it down and then get it signed by the complainant. Immediately 

on receipt, the member of staff must be informed and provided with a copy of 

the complaint. 

3. The Coordinator/Manager will arrange an informal meeting of all parties to try 

and resolve the problem within two weeks or, if this is not possible, the complainant 

will be informed of the nature and cause of the delay. Minutes will 

be taken and signed by both parties stating whether the issue is resolved. The 

Director will take whatever action seems appropriate to avoid exacerbating 

the problem (which may involve suspension of staff or service user). 

4. If an informal meeting does not resolve the issue, the Coordinator/Manager 

will conduct a formal investigation, interviewing all witnesses and persons 

concerned, obtaining signed statements where possible. All persons interviewed 

may be accompanied by a friend, providing they agree to abide by the confidentiality 

of the proceedings. 

5. Having as far as possible established the facts, the Coordinator/Manager may 

seek advice from the Board. 

6. The Director will then make a decision and parties to the dispute will be informed 

of whether a breach of policy has occurred and the right of appeal to the 

Board. If the member of staff is found to have broken their terms of their 

employment, the Disciplinary Procedure will come into operation. 

70 



Complaints against volunteers and sessional workers 

Complaints against volunteers and sessional staff will follow the same guidelines as for 

complaints against staff with the following differences: 

The informal meeting stage will be conducted by the delegated staff person responsible 

for volunteers and/or sessional workers. 

Complainants dissatisfied with the decision of the Coordinator/Manager following a 

formal investigation should appeal in writing to the Board. 


Interviews relating to complaints are confidential to Management Staff. It is up to the 

complainant how much their statements are shared with the subject of the complaint. 

However, the degree to which a solution is possible will often depend on how much 

the issue may be discussed with the subject of the complaint. All discussions with 

other agencies will be anonymised, unless the agreement of the complainant has been 

received. 

Appeals 

Appeals against a decision made as the final stage of the Complaints Procedure should 

be addressed to the Board. 



72 



Model disciplinary procedures 

The Disciplinary Procedure will be brought into use when an employee or volunteer is 

considered to have undertaken an action which contravenes the disciplinary rules (see 

below). It is anticipated that in most cases of unsatisfactory performance and conduct, 

discussion at an early stage, counselling and training should resolve problems and make 

formal disciplinary action unnecessary. It should be noted that competency will be dealt 

with differently from misconduct in that it is intended that a significant amount of time 

and effort will be put into counselling a member of staff with a view to improving their 

performance prior to formal disciplinary action being considered. 

The procedure helps to ensure that the standards set for handling disciplinary matters 

are adhered to and are applied to consistently. The procedure should not be seen as a 

means of imposing sanctions, but is designed to encourage and enable improvement in 

individual performance. 

The disciplinary procedure will only be instigated where it is considered necessary and 

will not replace the usual supervisor/supervisee relationship between manager and a 

member of staff, where support, encouragement and realistic target setting and counselling 

should be applied in order to improve the performance of a member of staff. 

These procedures apply to all staff employed by the agency and can be commenced at 

any stage, depending on the severity of the disciplinary offence. 

General principles 

Management has the responsibility to ensure that rules, regulations and reasonable 

standards of behaviour are observed. The y have the responsibility to bring to the attention 

of their staff any matter which they consider is unacceptable behaviour so that 

the matter can be addressed at an early stage and not left until a “crisis” has occurred 

and the full disciplinary procedure instigated. 

At each stage of the disciplinary process the employee has the right to be accompanied 

by a colleague. 

Disciplinary action from Stage two onwards must be by a panel of managers and all 

appeals will be heard by a panel. These panels will comprise not less than two people 

who will not have been directly involved in previous decisions. 

The employee has the right to appeal against a disciplinary decision at each stage of 

the process. The employee has the right to see all evidence and/or statements gathered 

by management during investigations relating to a disciplinary case and which may be 

presented to a disciplinary hearing. 

Stages of the procedure 

Depending on the nature of the alleged disciplinary offence, the disciplinary procedure 

can commence at any of the stages which is thought appropriate. The member of staff 

will be informed at which stage of the procedure they are being seen. 

Stage 1 

Verbal warning 

Any manager can give a verbal warning to a member of their staff. This must be made 

clearly so that the member of staff is aware that the formal procedure has been used. 



The manager must make a record of the reason for giving the verbal warning, the date 

it was given and the expected date by which improvement should be made. A copy of 

the note of the meeting will be given to the member of staff concerned. They will be 

informed for how long the verbal warning is in force by the manager, and this period 

should not usually last longer than six months. There should then be a planned review 

of performance and if satisfactory, the employee informed the matter has ended. 

If the performance has not improved, the manager will need to consider whether a 

further period of assessment is appropriate or whether progression to the next stage of 

the procedure is appropriate. 

Stage 2 

Written warning 

A meeting should be held by the manager accompanied by another member of the 

management team, with the member of staff concerned. The member of staff must be 

given notice of the meeting, with the reasons and given the opportunity of arranging 

that they be accompanied. 

If deemed appropriate, a formal warning will be given to a member of staff by a manger 

and the reason for the warning given, the corrective action/improvement expected and 

the time by which this can be achieved. Evidence to support the reason for disciplinary 

action can be presented by the manager, but the member of staff and their representative 

must be allowed time to read and respond to any written material. This period should 

not need to exceed five working days. The manger must listen to any comments/mitigating 

circumstances offered by the member of staff and must take these into consideration 

when deciding on the action to take. 

The issues raised, standards expected, time for improvement and review and the appeal 

process must be detailed in a letter, which will be copied to the personal file of 

the member of staff. The disciplinary panel will determine for how long a disciplinary 

decision letter will remain on the personal file of the member of staff concerned, but 

this should not normally exceed a period of twelve months. If further disciplinary action 

is required within the period of the disciplinary decision being in force, the letter 

on file will be taken into consideration. At the end of the disciplinary period, if there 

is no further cause for concern, the letter will be removed from the personal file at the 

request of the member of staff. 

The employee wishing to appeal against the decision at this stage must do so in writing, 

addressed to the Board of Management, within five working days. The Board will 

appoint the Appeal Panel. 

Stage 3 

Final written warning 

For more serious disciplinary matters, the procedure may commence at this stage. The 

member of staff concerned will be informed if this is so. 

The member of staff whose performance has not improved following the first written 

warning may go to receive a final written warning indicating that further failure to 

improve performance could lead to dismissal. 

Again a panel will meet with the member of staff. Areas of improvement required will 

be detailed, a time set for improvement or warning that cause for further disciplinary 

action may lead to dismissal, mitigating circumstances must be heard. A letter, including 

appeal rights, will be confirmation of the meeting. 

74 



Any appeal must be submitted in writing within five working days of receipt of the 

decision letter and will be addressed to the Director. 

The Disciplinary Panel will determine for how long a disciplinary letter will remain on 

the personal file of the member of staff concerned, but this should not normally be for 

a period in excess of two years*. If further disciplinary action is required within this 

period, the letter on file will be taken into consideration. At the end of the disciplinary 

period, if there has been no further cause for concern, the letter will be removed from 

the personal file at the request of the member of staff. 

There may be occasional exceptional circumstances where it is considered these periods 

need to be extended by the disciplinary panel. If this is the case, the reason(s) will be 

clearly explained to the member of staff concerned. 

Stage 4 

Dismissal 

Action at this stage of the procedure cannot be undertaken without the knowledge and 

agreement of the Board of Management and can only be carried out by the Project 

Coordinator/Manager. 

Summary dismissal can occur where there has been a particularly serious breach of the 

disciplinary rules. 

This stage of the procedure will normally occur when earlier stages have not resulted 

in the required improvements, or can be commenced at this stage when a particularly 

serious offence has been committed. 

Dismissal will be in confirmed writing, detailing the reasons for this and stating how 

to appeal against the decision. The appeal must be submitted in writing within five 

working days of receipt of the decision letter and will be addressed to the Chair of the 

Board of Management. 

Suspension 

Suspension from duty does not form part of the disciplinary procedure, but may be 

used prior to any disciplinary action being taken. The reasons for this may be that it is 

desirable for an employee to be removed from their place of work whilst investigations 

are undertaken or in the case of misconduct which would make the working relationship 

between the member of staff and their manager, colleagues, service users or volunteers 

untenable. 

In these circumstances, suspension will be for a very limited period. 

Suspension of a member of staff must be with the prior knowledge and approval of 

the Board of Management. 

Appeals 

The appeal against any level of disciplinary decision will be to the Board of Management. 

Appeal requests will receive a response within five working days, setting a date for the 

appeal hearing, which will normally be within fifteen working days. 

Appeals will be heard by members of the Board of Management who have not been 

directly involved in the previous disciplinary decision and will be considered impartially. 



Both the member of staff concerned and the managers who have made previous decisions 

can be asked to present information/answer questions. 

The Appeal Panel can confirm or overturn the decision of an earlier disciplinary panel 

and the reasons will be given in writing. Once the decision is confirmed, there is no 

further level of appeal. 

Disciplinary guidance 

Whilst it is not possible to produce an exhaustive list of topics which cover all situations, 

the following provide guidance to the type of matter which could lead to disciplinary 

action, and the likely stage at which this action would commence. 

Misconduct 

This level of misconduct generally relates to continued inadequate performance, but 

requires that considerable counselling has preceded any disciplinary action in order to 

try and improve performance. 

• Persistent lateness/failure to arrive at work in time for work 

• Unauthorised absence 

• Failure to notify when sick 

• Being in an unfit state for work either through alcohol/recreational drug use 

• Disregarding health and safety requirements 

• Smoking in non designated areas 

• Drinking alcohol/using recreational drugs during working hours 

• Misuse of organisations’ facilities/equipment 

• Behaviour which is likely to bring the organisation into disrepute 

Gross misconduct 

• Physical abuse/harassment of a service user, volunteer or a member of staff 

• Verbal abuse/harassment of a service user, volunteer or a member of staff 

• Violation of agency’s equal opportunities policy 

• Breaching of the agency’s confidentiality policy 

• Theft from the organisation, it’s staff, volunteers, or service users 

• Wilful damage to property 

• Buying or selling of recreational drugs or alcohol/drug use on the premises 

• Sexual activity in agency’s offices 

76 


Model grievance procedures for staff 

The grievance procedure is intended for staff to take up matters affecting them as individuals 

arising from their employment with the Agency. 

The Agency wishes to resolve staff grievances in a speedy, fair and equitable manner 

in order to maintain good working relations. The object of the policy is to enable you 

to air your grievance, to discover the causes of your dissatisfaction and, wherever possible, 

to resolve them. It is hoped that many grievances will be resolved satisfactorily 

by informal discussion. If the matter is not resolved, you may wish to pursue the 

following procedure, the intention of which is to resolve the grievance at the earliest 

possible stage. 

General provisions 

• The procedure will not cover grievance relating to disciplinary decisions. 

• From stage two onwards, you will be entitled to be accompanied by a 

colleague. 

• At each stage notes will be made of the discussions held and a copy will be 

made available to you and your representative. 

Stages of the grievance procedure 

Stage 1 

If you wish to discuss a grievance you should, in the first instance, raise the matter 

informally with the person concerned or your manager. If the matter concerns your 

manager, then you should refer to their manager at the first stage of this procedure. 

It is suggested that you put the nature of your grievance in writing so that all concerned 

are clear about the nature and extent of your grievance and are aware that you are pursuing 

the formal procedure. You will receive a response within two working days. 

Stage 2 

If this response is not satisfactory, you can then request, in writing, a formal meeting 

with the Coordinator/Manager to discuss the grievance. At this stage you are entitled 

to be accompanied by a colleague. 

The meeting will take place within three working days of the written request being 

received. Following this meeting a full formal reply will be given within two working 

days. This will also detail the next stage of the procedure, if this needs to be pursued. 

Stage 3 

If the matter cannot be resolved at the senior management level, or you are not satisfied 

with the response given at stage 2, you can appeal to the Board Management. This 

should be in writing detailing the nature of your appeal and should be addressed to 

the Chair of the Board. 

A meeting comprising representatives of the Board (a minimum of two, but ideally three 

members) will be held within ten working days of receipt of your letter. 

This is the final stage of the grievance procedure and the decision reached by the Board 

representatives will be final. Their decision will be put in writing within five working 

days of their meeting. 




Notes: 

• If any line manager is not available in stages 1 and 2 then the grievance will be 

heard by his nominee. 

• Only in exceptional circumstances may the time limits be extended, and in this 

case, you and your representative will be informed of the reason for this. 

• The Coordinator/Manager will be responsible for ensuring the procedure 

oper ates within the deadlines, that notes are taken and distributed, and that 

decision letters are produced in accordance with the deadlines. 

• All documentation will be kept separate from your personal file, unless the 

decision affects your pay or conditions of service, in which case only the 

decision letter will be placed on your personal file. 

78 


Model equal opportunities policy 

Statement of intent 

The agency is fully committed to equal opportunities and positive action in the fields of 

volunteering, employment, training, social activities and service delivery that it provides 

generally to the individuals, groups, networks and communities it targets. 

Positive action enables groups that are facing discrimination or who are under represented 

to develop their full potential and start to overcome possible past discrimination. 

The agency will, where appropriate and practicable, take positive action to provide 

additional encouragement and assistance to particular groups facing discrimination or 

who are under represented. 

The agency fully recognises the forces in society which operate against women, the poor 

and vulnerable, disabled people and those of differing sexualities, to become actively 

involved in the organisation, in terms of the membership, clients and volunteers. It 

will seek to encourage such members to become part of the management structure and 

will ensure that access is fully available to all without regard to their HIV/AIDS status, 

gender, physical ability, sexuality, religious affiliation, caste. class, age, marital status 

political affiliation, nationality. or trade union activities,(provided these persuasions/ 

organisations are themselves committed to equal opportunities and have accepted the 

objectives of the agency). 

The Agency would apply these principles in its recruitment and management of employees. 

It would ensure advertisements are placed in appropriate media; that advertisements 

state that it is an equal opportunities employer; that interview panels reflect as 

far as possible the disadvantaged sections of society whom it is trying to involve; and 

that the person(s) recruited have full access grievance and disciplinary procedures and 

(subject to funding) full economic and other contractual privileges afforded to government 

Employees. 

In the context of the project as an MSM community-based organisation, equal opportunities 

will be in terms of class, religious affiliation, gendered identity, sexuality, sexual 

practices, caste, language and place of origin. 

Monitoring 

There will be regular monitoring of the existing workforce to establish the composition 

and hierarchy of the staff e.g. gender and sexuality. 

Each recruitment will be monitored to assess its effectiveness in relation to the composition 

of applicants throughout the process. 

Positive action 

The agency will, where appropriate and practicable, take positive action to provide 

additional encouragement and assistance to particular groups facing discrimination or 

who are under represented. 

Training 

The agency will encourage staff to question and examine their practices and attitudes 

and will seek to eliminate those which are discriminatory in effect be that directly or 

indirectly. 




The agency will arrange in house training for all staff, volunteers and management 

committee members on a variety of issues including equal opportunities. Where appropriate 

to skills development all staff will be encouraged to participate in external 

training courses/events. 

Employee responsibilities 

Whilst the main responsibility for providing equal opportunity is on that of the employer, 

individual employees at all levels also have responsibilities. 

Tackling discrimination requires a commitment by 

all 

All job descriptions will include the responsibility of the employee to adhere and promote 

the Equal Opportunities Policy. 

All person specifications will include the essential criteria of commitment and practical 

implementation of the equal opportunities policy. 

Management job descriptions will state their responsibilities to oversee, adhere to and 

promote the policy. 

The Agency commits itself to dealing with breaches of the equal opportunities policy 

as a potentially serious disciplinary offence. 

Grievance 

Any employee who feels that he has been discriminated against should raise the matter 

under the Grievance Procedure as stated in their Terms and Conditions of Employment. 

The agency management team 

The responsibility for monitoring the effectiveness of this policy will remain with the 

management team, which shall be empowered to make further policy decisions to create 

greater opportunity for the under represented. 

80 



Model ethical policy 

In its work the project will fully consider the implications of males who have sex with 

males, for themselves, for any male or female sexual partners such males may have, 

and for any clients of those males who do sex work. 

In this work the project will be guided by the following principles: 

• Promoting the reproductive and sexual health of males who have sex with 

males by encouraging sexual responsibility and safer sexual practices 

• Encouraging males who have sex with males to access STI treatment whenever 

necessary 

• Respecting confidentiality in the relationship between males and their sexual 

partners and/or clients 

• Promoting the protection of children and non-consenting adults from abusive 

sexual relationships 

• Promoting the reproductive and sexual health of any female partners of males 

who have sex with males by encouraging greater sexual responsibility of their 

male partners 

• Encouraging communication of sexual health information between sexual 

partners and promoting partner notification of STI/HIV infection, irrespective 

of the gender of the partner 

• Working with female reproductive and sexual health services in order to 

facilitate appropriate access to infected female partners of males who have sex 

with males 



82 


Model quality assurance statement 

The agency will constantly strive to improve the quality of the services it is providing. 

To achieve this it will seek to ensure the following: 

• The agency will be available for contact during our opening hours which 

are from [insert agreed hours here]. Outside of these hours a message can be left 

on the answer phone. All calls will be responded to on the next working day 

• All referrals for service provision will be responded to by telephone within 

24 hours. If telephone access is not possible, contact will be made in writing 

within 3 working days 

• The policies/procedures adopted by the agency will be made available to 

all service users, staff and volunteers. They are available for inspection at 

agency office 

• All information which is disclosed to the agency by service users, volunteers, 

staff and external agencies will be treated in accordance with the 

agency’s confidentiality policy 

• That the agency will work in a culture specific and appropriate manner with 

our targeted networks/communities 

• That issues in relation to equality as highlighted in the agency’s Equal Opportunities 

Policy are integral to its working practices and all service provision 

• In accordance with the agency’s complaints policy it has established a 

“Suggestion Box” for service users who have access to the drop-in. For service 

users who may not be able/wish to come to the agency it will make available 

copies of its complaints policy 

• That all staff/volunteers have access to regular support, training and supervision 

sessions, either one to one and/or in a group setting 

• That when the agency is approached by individuals/organisations whose needs 

it cannot directly meet it will strive to refer them onto an appropriate agency 

• That these quality initiatives will be regularly reviewed via team meetings, 

supervision and service user consultations which are integral to the way in 

which staff at the agency works, and any amendments made accordingly 




84 



Annex 1: an STI guide 

Sexually transmitted infections (STIs) are caused by a variety of microrganisms (bacteria, 

viruses and fungi predominently), spread by varies types of sexual (and sometimes 

non-sexual activity). Symptoms may be genital, oral(mouth), anal, pharyngeal(throat), 

ophthalmic(eyes), and systemic. (throughout the body). Some STIs can be successfully 

treatest while others cannot. 

Common symptoms of STIs 

Many people with sexually transmitted diseases do not have any symptoms. People 

can be infected with more than one STI. The list below indicates some of the symptoms 

of common STIS, although occurance of any particular symptom does not necessarily 

mean the person is infected with an STI, as there may be another cause or causes. 

General 

For both males and females: 

• Painful urination, difficulty urinating, frequency of urination increases 

• Swollen and painful glands/lymph nodes in the groin 

• Blisters and open sores (ulcers) on the genitals, painful and/or non-painful 

• Nodules under the skin 

• Warts on the genital area 

• Non-itchy rash on limbs 

• Itching or tingling sensation in the genital area 

• Flu-like symptoms. (headache, malaise, nausea, vomiting) 

• Fever, and chills 

• Sores in the mouth 

• Occasional diarrhoea 

Anal symptoms 

• Itching/burning around the anus (the opening) and/or rectum 

• Pus or mucous discharge in stools 

• Mild to severe pains on bowel movements 

• Warts around anus 

• Bleeding 

Specific male smptoms 

• Discharge from penis. (green, yellow, pus-like) 

Specific female symptoms 

• Irregular bleeding. (abnormal menses) 

• Lower abdominal/pelvic pain 

• Abnormal vaginal discharge. (white, yellow, green, frothy, bubbly, curd-like, 

pus-like, odorous) 

• Swelling and/or itching of the vagina; swelling of the cervix 

• Painful or difficult intercourse 



Infants (born to infected mothers) 

• Conjunctivitis, can lead to scarring of the eye and blindness if left untreated 

• Pneumonia 

Stress to participants that early treatment is the best. It needs to be pointed out that reinfection 

can also be a problem if your sexual partner/wife does not get treated also. 

Details on specific sexually transmitted diseases 

Urethritis 

Urethritis is an infection inside the penis. It is the most common sexually transmitted 

disease (STI) in men. The two most frequent causes are gonorrhoea and Chlamydia. 

Symptoms 

The symptoms are: 

• Mild to severe pain when urinating. 

• Pus or mucous discharge from the penis, white, yellow or clear in colour, either 

all the time or just a bit in the morning before you pee. 

Note: About one out of 10 infected men have no pain or discharge. 

Causes 

• Gonorrhoea, a bacteria that usually produces symptoms 2 to 6 days after 

you catch it. 

• Chlamydia, a bacteria-like organism more common than gonorrhoea in men 

who have sex with women. Symptoms are usually milder than with 

gonorrhoea, and take 7 to 21 days to start, in most cases. 

Note: It is harder to test for Chlamydia than for gonorrhoea. Chlamydia does 

not always show up in lab tests. If you have symptoms, but nothing shows up in 

your lab tests, your doctor will tell you have non-specific urethritis (NSU), or 

non-gonococcal urethritis (NGU). “Non-specific” means you have an infection, 

but the lab can’t tell what is causing it. (Studies have shown that about one out of 

two cases of NSU/ NGU is actually caused by Chlamydia). 

• Other “minor” bacteria (i.e. not gonorrhoea or Chlamydia) can be picked up 

from someone’s throat, vagina or anus. These bacteria may also cause 

symptoms that are not considered dangerous, and sometimes clear up on their 

own. Because these infections are hard to find in lab tests, they are also classified 

as NGU or NSU. Temporary symptoms may be caused by non-infectious 

things like too much alcohol, caffeine, spices, reactions to soaps or cosmetics, 

or minor damage from rough sexual activity. 

How are these infections acquired? 

These infections are passed on during sexual contact between the penis and the rectum, 

throat or vagina. They cannot survive outside the body. You cannot catch anything 

from toilet seats or locker rooms. However, you can pass them on, even if you have 

no symptoms. 

86 



Complications 

If you don’t get treated, gonorrhoea and Chlamydia can lead to infections of the prostate, 

or scar the tubes connected to the testicles (the epididymis). 

Testing 

Your doctor will take a sample from the penis with a swab. Some doctors will look 

at the sample under a microscope in order to tell whether you have an infection, and 

whether that infection is gonorrhoea. Chlamydia cannot be seen under a microscope, 

so samples also go to a laboratory for testing. 

Note: These infections do not show up in a blood test. 

Treatment 

Antibiotics will cure all these infections; gonorrhoea with ampicillin, other infections 

with tetracycline. All the medication must be taken, regardless of how soon symptoms 

clear up. 

Follow-up 

You must get a follow-up test after treatment, because medications may not completely 

work, even when symptoms appear to have cleared up. Don’t have sex again until a 

follow-up test has shown the infection is gone. Tell your sexual partners to get tested 

and treated. 

Note: Don’t treat yourself with old, leftover antibiotics. What works for a sore throat 

will do little to clear up urethritis! Besides, if you treat yourself, it may be impossible 

for your doctor to find out the cause of the infection. 

Prevention 

Condoms, properly used, will prevent transmission of urethritis. Use latex condoms 

and water-soluble lube only. Urinating immediately after having sex and washing your 

penis might help, if you have not used a condom. 

Proctitis 

Proctitis is an infection of the anus or rectum. It can be caused by organisms such as 

Gonorrhoea, Chlamydia, Salmonella, Shigella, Campylobacter, Herpes or Parasites (see 

sections on Herpes and Intestinal Parasites). 

Symptoms 

The symptoms of proctitis are: 

• Itching and/or burning around the anus 

• Pus or mucous discharge in stools. (bowel movements) 

• Mild to severe pain on bowel movements 

• Occasional diarrhoea or fever 

• 3 out of 10 men who are infected have no symptoms at all 

Note: It is sometimes difficult to identify these organisms in lab tests. When this happens, 

your doctor will tell you that you have non-specific proctitis (or just ‘’proctitis’’). 

This means you do have an infection, but the lab can’t find the cause. 



How you might acquire these infections 

Gonorrhoea, Chlamydia and herpes are passed on during sex, from the penis to the 

rectum or vice versa. They can also be passed on by dildos or, more rarely, by fingers. 

Salmonella, Shigella and parasites are generally passed on by oral-anal contact (rimming). 

They can also be passed on by dildos, and rarely by anal intercourse. 

Testing 

As with urethritis, your doctor will take a sample from your anus with a swab. The 

swab will be tested for gonorrhoea and Chlamydia. Rectal sores should be swabbed 

for herpes. If possible, your doctor should use an anoscope when taking the swab, in 

order to look inside your rectum. Your doctor can advise you whether it is necessary 

to test for any other infections. 

Treatment 

As with urethritis, gonorrhoea is best treated with ampicillin; Chlamydia and non-specific 

Proctitis with tetracycline. In some cases, no treatment will be necessary. (For Herpes 

and Parasites, see sections under Herpes and under Intestinal Parasites). 

Follow-up 

You must have follow-up testing after treatment to ensure that the medication has 

worked and that the infection has cleared up. Two follow-up tests are needed, since 

rectal infections are harder to treat successfully. 

Prevention 

Condoms, properly used, will protect you against some forms of Proctitis (Gonorrhoea, 

Chlamydia, Herpes). Use latex condoms and water-soluble lube only. 

You must wash your anal region with soap and water before having oral-anal sex (rimming), 

or oral contact near the anus. Your sexual partners must do this also. 

Finally, don’t share sex toys such as dildos, unless you sterilise them with a 10% bleach 

solution before and after using them. 

Oral (throat) infections 

Symptoms 

Gonorrhoea, and on rare occasions, Chlamydia, can also infect the back of the throat, 

but not inside the mouth. However, infections here rarely cause symptoms, so you may 

not realise you are infected. 

How you acquire these infections 

You can get gonorrhoea of the throat by direct contact with an infected penis. It is not 

passed on by deep kissing, or rimming. 

Treatment and follow-up 

Oral gonorrhoea is treated with injections of spectinomycin, or with tetracycline; not 

penicillin. You must get two follow-up tests to make sure that the infection has cleared 

up. 

88 



Syphilis 

Syphilis is caused by a bacteria called Treponema pallidum. It goes through three distinct 

stages, after infection, with different symptoms for each stage of the disease. 

Symptoms 

• Primary stage: During the first or primary stage, a small, painless lesion 

or “chancre” appears on your penis, or on or inside your rectum or mouth. 

During this stage, you are highly infectious to your sexual contacts. The 

chancre will appear 2 to 4 weeks after you picked up the infection, and 

will remain for another 3 to 6 weeks. It will disappear on its own, without 

treatment. 

• Secondary stage: After the chancre disappears, there is a period with no 

symptoms lasting 3 to 6 weeks. Then, the second stage begins. You may 

get a rash on the palms, soles, or chest and back. The rash is generally 

not itchy. Other symptoms might include persistent fever, sore throat, 

patches of hair loss, and flat, wart-like growths inside the anus. During 

this stage, you are also very infectious to your sexual contacts. Secondary 

symptoms disappear after a few weeks, without treatment, but may return. 

• Late (tertiary) stage: A long period with no symptoms follows the secondary 

stage, during which you are not infectious. However, this does not mean the 

infection is over. Symptoms of late syphilis may take from 10 to 30 years to 

develop. They can be very serious resulting in blindness heart or brain damage, 

and in some cases, even death. Fortunately, syphilis is almost always 

detected and treated before it reaches this stage. 

How you acquire it 

You get syphilis from having sex with a person with lesions or sores on or inside the 

mouth, penis or rectum. Sometimes, these lesions are not visible (e.g. inside the mouth 

or rectum), so you may be unaware that you or your partner has syphilis. 

Testing 

The most common means of detecting syphilis is through a blood test (the VDRL or 

“reagin” test). This test becomes positive anywhere from 2 weeks to 3 months after 

infection. Your doctor or the lab may also be able to examine fluid from the primary 

chancre under a microscope. 

Treatment 

If detected within one year of infection, syphilis is easily treated with penicillin injections, 

or with tetracycline, for people allergic to penicillin. If syphilis is detected later 

than one year, you will require longer courses of treatment. 

Prevention 

You should have a syphilis blood test every 6 months to a year if you are having unsafe 

sex. Condoms can prevent syphilis. 

Herpes 

Herpes is caused by two related viruses; Herpes Simplex 1 or 2. Type 1 used to occur 

mainly around the mouth; type 2 on the genitals or anal area. Both types now may 

appear in either area. 



Symptoms 

The symptoms of herpes are: 

• Blisters, or one or more small sores, often 

• Itchy or painful, that quickly develop into 

• Small ulcers 

They appear from 2 to 20 days on the part of your body where you picked up the 

infection. The sores usually begin to heal within a week, but may take several weeks 

before they disappear. 

With anal herpes, you may experience severe pain, fever, difficulty urinating, and tenderness 

on the inside of your legs. 

After the blisters or sores clear up, the virus becomes inactive, but remains in your body 

for life.. In some people, the sores never recur. In most cases, however, the virus is reactivated, 

causing similar symptoms, usually in the same area. Doctors don’t completely 

understand why herpes is reactivated. Some people say periods of stress, sickness, or 

being generally run down cause their symptoms to recur. 

How you acquire an infection 

You can get herpes by having unprotected sex with someone who has herpes sores. 

Usually it is not contagious if there are no sores. However, there have been cases where 

the virus was passed on, even when the infected person had no sores. 

Testing 

Herpes can be diagnosed by taking a sample of fluid from sores with a swab. Blood 

tests for herpes are not reliable, and should not be used for diagnosis. However, if you 

have sores, it is important that you take a blood test (VDRL) to make sure the sores 

are not syphilis. 

Prevention 

Condoms, properly used, will prevent you from getting herpes or passing the herpes 

virus to others. If you have herpes, you should use condoms, even if you do not have 

any sores. 

Treatment 

There is no cure for herpes, at present. Herpes can be treated with acyclovir, in pill 

or ointment form. Treatment works best when started as soon as sores appear, or just 

before an outbreak. 

Two other treatments, from an alternative health perspective, are L-lysine and monolauren. 

Both pills are available from certain health food stores. They have never been 

tested by medical science in the way required for conventional medications, but have 

been used for many years by people with herpes to control recurrences. 

Genital warts 

Genital and anal warts are caused by a virus similar to the one that causes common 

warts. They vary in size, from tiny rough raised areas on the skin to large cauliflowerlike 

growths. The latter are more likely to occur around or inside the anus, while warts 

on the penis tend to be much smaller. 

90 



How you acquire them 

You get genital and anal warts by direct sexual contact with any person who has them, 

in much the same way as syphilis, or herpes. 

Testing 

There are no specific tests to detect warts. They must be diagnosed by visual examination. 

If you have external anal warts, your doctor should check inside your anus, 

as well. You should take a blood test to be sure you do not have syphilis, since one 

symptom of secondary syphilis is wart-like growths in the anus. 

Treatment 

Warts are treated with the chemicals podophyllin and bi-chloracetic acid. They can 

also be frozen with liquid nitrogen. Treatments continue once a week, until the warts 

disappear. You must have follow-up examinations, since the warts may recur. 

If you have warts and they do not respond to treatment, they can be treated surgically 

in hospital. 

Crabs 

Crabs are a form of lice that live in the hairy parts of your body, most often the pubic 

area. They look like tiny crabs. They live for about 30 days, and lay their eggs (“nits”) 

where the hair joins the skin. The eggs look like tiny white dots. 

Symptoms 

The main symptom of crabs is itching, particularly at night. Otherwise crabs are not 

dangerous. 


You get crabs by sexual contact, sleeping in the same bed, or by sharing clothes and 

towels with someone who has crabs. They can survive off the body for about 24 hours, 

so you don’t need direct physical contact with another person to catch them. 

Treatment 

You can get rid of crabs with special shampoos or lotions, available in drug stores 

without a prescription. You should repeat the treatment after 4 to 7 days, to ensure 

that any newly hatched eggs are killed. The shampoo is easier to use than the lotion, 

but some health care workers believe the lotion is more effective. Before using these 

shampoos or lotions, be sure to read the instructions carefully. 

Some treatments for crabs contain a chemical called lindane, which may be toxic to 

the central nervous system, if large amounts are absorbed into your body. A single 

application should not be a problem, but if numerous applications are necessary, ask 

your pharmacist about non-lindane alternatives. 

You must also wash any clothes, bed sheets or towels that you have used in the past 

few days, in hot soapy water. (or have them cleaned) 

Scabies 

Scabies is caused by a tiny mite, invisible to the naked eye, which burrows into your 

skin to lay its eggs. 



Symptoms 

Scabies’ symptoms are itchy red spots or a rash. They normally appear on your wrists, 

ankles, penis, hands, chest and back. Scabies rarely appears on the face or scalp. 


You can get scabies from sexual contact with an infected person, or from direct contact 

with infected clothes, towels, or bed sheets. 

Treatment 

Treatment for scabies is the same as for crabs. However, use only the lotion; not the 

shampoo. Don’t forget to wash infected clothes and sheets. 

Intestinal Parasites 

There are many parasites that can infect the intestines. Nearly all are microscopic organisms 

and bacteria. Many are harmless, and may live for long periods in the bowel 

(e.g. E-coli, E-hartmani). 

Symptoms 

Some intestinal parasites (eg. E-histolytica, E-nana, Giardia) can cause uncomfortable 

symptoms, such as loose foul-smelling stools and diarrhoea, blood and mucous in stools, 

abdominal cramps and gas. These symptoms will last for several weeks, and may return 

several times a year. In North America, parasites rarely cause complications, beyond 

the symptoms described here. 

Bacteria such as salmonella, which is not really a parasite, can cause similar symptoms. 

How you aquire them 

You can get parasites the same way you get hepatitis A; from oral contact with someone’s 

anal area (rimming or contact with fingers which have been in the anus). You 

can also get them from contaminated food and water, though this is uncommon in 

North America. 

Prevention 

If you have parasites, you can prevent passing them on to others by washing your hands 

carefully after having bowel movements, and cleaning your anal region before having 

sex. If you are HIV+ (or suspect you may be) avoid rimming, since certain parasites 

may weaken your immune system. 

Testing and treatment 

Your doctor sends a stool sample to a lab for testing. It you have intestinal parasites, 

treatment will depend on the type of parasite found in your stool. Some doctors say 

that since parasites rarely cause complications, treatment should follow only if your 

symptoms are bothersome. The treatments themselves contain very potent chemicals 

that could be harmful, if taken for long periods of time. 

92 


Recently, however, doctors have been advising anyone who tests positive in the AIDS 

blood test to get treated for certain parasites, because of possible immune suppression. 

Parasites such as E-histolytica, cryptosporidium, isospora, and microsporidium may 

show up in stool tests. These last three are rarely found in healthy people, but can be 

very dangerous in someone whose immune system is weak.


Hepatitis 

Hepatitis is inflammation of the liver. There are many causes of hepatitis (including 

alcohol abuse), but infection with a virus is the main cause. The common types of viral 

hepatitis are hepatitis A (formerly “infectious” hepatitis), hepatitis B (formerly “serum” 

hepatitis), and hepatitis C (only recently discovered). There are other types of viral 

hepatitis, but their causes are still unknown. 

Symptoms 

One out of two people with hepatitis may have flu-like symptoms, loss of appetite, 

fatigue, dark urine, a dark yellow colour to the skin and eyes (jaundice), and pain in 

the right upper side of the abdomen (where the liver is located). However, many people 

show only mild symptoms, or none at all, so you may not realise you are infected. 

With hepatitis A, symptoms may begin from 2 to 6 weeks after exposure; with hepatitis 

B, from 2 to 6 months; and with other kinds of hepatitis, from 2 weeks to 6 months. 

How you can acquire these infections 

All types of hepatitis can be transmitted by sexual contact. Hepatitis A is also picked up 

from contaminated water or food. This is because it is found in a person’s stool, and is 

passed on to others, if the person does not wash his/her hands properly after having had 

bowel movements. Once symptoms have cleared up, you are no longer infectious for 

Hepatitis A. Hepatitis B, and other types of hepatitis are found generally in the blood, 

but may also appear in semen and saliva. Like the AIDS virus, you can get hepatitis B 

if someone else’s infected blood or semen gets into your bloodstream. For this reason, 

unsafe anal sex and needle-sharing are very risky activities. Transmission by saliva. is 

very rare, and can only happen if an infected person bites you and saliva gets into our 

bloodstream. Blood tests will tell when you are no longer infectious. 

Complications 

There usually are no serious complications with Hepatitis A. Once you are infected, 

your body produces antibodies which protect you for life from further infection. (i.e. 

you become immune to it) 

With hepatitis B, about 9 out of 10 persons recover within 6 months, and become immune 

to it. However, one in ten persons develops chronic hepatitis, and becomes a 

“carrier” (i.e. they continue to be infectious through sexual contact). Some eventually 

become immune. Others get recurrent bouts of hepatitis B, or develop liver damage 

that can lead to liver cancer and death. 

Testing 

Your doctor can diagnose hepatitis A and B by testing samples of your blood. As of 

1990, tests are not yet available for Hepatitis C. Blood tests are also used to assess the 

degree of damage to the liver (called liver function tests). You should take these tests 

routinely, until your liver is functioning normally. 

Treatment 

There is no treatment for hepatitis. Y our body’s own defence mechanisms can eliminate 

the infection, in most cases. You should avoid alcohol and certain drugs that can cause 

liver damage (e.g. tetracycline and street drugs) until you have recovered. Also avoid 

fatty and hard-to-digest foods, and get lots of rest. You must continue to have medical 

check-ups until you have recovered completely. 



Prevention 

There is no vaccine that can prevent hepatitis A. If you are infected, you should wash 

your hands carefully after bowel movements before handling food, and do not share 

eating utensils. 

If you have been exposed to someone with it (through sexual contact or food handling), 

an injection of gamma globulin, given within 2 weeks of exposure, may prevent infection. 

(Gamma globulin is not a vaccine and does not last in your body longer than a 

few weeks). 

A safe and effective vaccine to prevent hepatitis B is available in Canada. It is administered 

in three injections over a 6-month period. The vaccine is expensive, but is highly 

recommended for people “at risk” which includes gay men. Get your doctor to check 

your immunity after 3 years, to make sure the vaccine is still effective. Practising safer 

sex will also prevent you from getting this and other hepatitis viruses. 

94 


Annex 2: anal sex and anal STIs 

In a recent study from Pune (1), reported in India’s new journal, AIDS Research and 

Review, a large cohort study of the incidence of HIV between 1993 and 1998 found 

7.6% new infections per 100 person years. In this cohort, 3% of 9300 persons (male 

and females were combined) reported anal sex in the past three months. The incidence 

of HIV among those who were receptive partners was very high, 42.5% with a relative 

risk of 8.6, the highest among all the possible risk factors analysed. The authors did 

not indicate the sex of these receptive partners but it is clear that the anal sex issue has 

emerged as a significant factor in India’s epidemic. 

The stigma attached to anal sex in South Asia is such that few doctors can be found 

who will openly discuss the topic. Most appear simply not to believe anal sex takes 

place. My own experience shows that, even the most experienced STI doctors maintain 

it is rare and not a problem in their areas. But I can send my interviewers on to the 

streets and into the parks in the same cities and they can find dozens of boys or men 

and a handful of girls or women walking around with anal discharge, anal ulcers, in 

pain and under no reasonable treatment regime. They almost all claim they would be 

too embarrassed to go to a doctor with these symptoms, cannot afford private doctors, 

and mostly try to treat themselves with home-made pastes or something recommended 

by a friend and bought at a pharmacy. 

Anal sex is not only restricted to gay or homosexual men or to men in India. Gender 

constructions of masculinity and manhood in South Asia countries and elsewhere in 

many other countries in Africa, South America, South East and East Asia, and probably 

in Western countries, indicate that many men who do not define themselves as homosexual 

will penetrate another male if he is feminised or adolescent as neither of these 

can be considered men. In other words anal sex is not an exclusive property confined 

with a heterosexual/homosexual paradigm. It is a part of the sexual repertoire of many 

men as the penetrating partner. Those who are penetrated tend to be male adolescents 

and youth, feminised males (whether transvestites, transgendered, or otherwise), and 

women. To penetrate is a manly prerogative. 

But what doctors and STI clinics even bother to ask about anal sex as a behaviour. Rather 

what we talk about is heterosexual or homosexual transmission, rather than vaginal or 

anal transmission. Which doctors have the knowledge and skills to understand about 

anal discharge and anal damage as vectors of STI/HIV infection/transmission? Which 

doctor is able and willing to anal proctoscopic examinations? 

All the documentation about syndromic management of STIs that have been issued by 

government (and even by UNAIDS) does not mention anal STIs and their symptoms. 

Research and assessment data from South Asia indicate that anal sex is widely practised, 

especially among the various groups of men who have sex with men, including 

hijras and brothel based female sex workers. Those with the most stigmatised identities, 

IDUs, hijras, and male sex workers, had the highest reported rates of current STIs, an 

indicator of their lack of access to adequate STI services. These hard-to-reach men need 

specialised, affordable services that can handle their various health problems, not just 

their STIs, and that do not scare them away with disapproval of their behaviour. Raising 

the profile of anal STIs among medical personnel could help. Conducting further 

research on the true epidemiological picture of these infections is a must. 

In this region, anal STIs receive little attention among health providers. Although they 

are mentioned in some medical textbooks, there is little written to guide our physicians. 

Even in the international world of STI research, very little has been focused on 

anal STIs and, to date, no syndromic guidelines exist for the management of anal STIs, 

whether found in male or female bodies. There are real questions of medical practice 

to be answered before such guidelines could be written and promoted. We do not 




know how widespread are these infections, i.e. the extent of the problem. Everything 

appears to be based on assumptions. We do not know what proportion of anal STIs of 

which types are asymptomatic. We do not know if and when proctoscopy is required. 

We do not know how to conduct proper verbal screening for all types of patients. We 

do not know which drugs to use for anal vs. oral or urethral symptoms. The topic 

remains taboo in most medical circles and, where skills and knowledge exist, these are 

most often found in developed countries where special efforts were made to handle gay 

men’s health after AIDS became an additional threat. The epidemiological profiles of 

those nations may bear no resemblance to what would be found in Bombay, Dhaka or 

Karachi, or perhaps Mombassa, Nairobi or Durban. In order to promote such research 

and the eventual adoption of syndromic guidelines for anal STIs, we need advocacy 

among sexual health providers in both the private and public sectors as well as with 

national AIDS programmes. 

With so little guidance available, there is almost no practical experience available as 

models apart from the experience of gay sexual health clinics of the West, or clinics 

like that is managed by Bandhu Social Welfare Society in Dhaka, Bangladesh, which 

manages an MSM sexual health programme. 

These clinics incorporate the points raised about, to include verbal screening, questions 

by the doctor, visual inspections, proctoscopic examinations when indicated and 

treatment. With no treatment guidelines available either, often it is left to the doctor 

to discover for himself/herself what needs to be done. 

Model sydronmic algorithm for anal discharge 

where there is no laboratory support available 

Before conducting a syndromic management of anal discharge, please ensure that you 

have the most up to date syndromic management procotol for anal conditions available. 

What follows is purely for illustrative purposes. 

Chief complaint 

Patient complains of an anal discharge (+/- anal pain or tenesmus) 

Action 

• Take history 

• Conduct PE including inspection of anus; 

• Perform anascopy 

Decision node: 

• Ulcer/vesicle present? 

Action: If yes, treat for syphilis and chancroid, educate (4 C plus lubricant), 

dispense condoms (e.g. 2.4 million IU IM plus erythromycin 500 mg qid x 7 

days) 

• Mucopurulent discharge present? 

Action: If yes, treat for GC and CT, educate (4C plus lubricant), dispense 

condoms (e.g. ceftriaxone 250 mg IM plus doxy po 100mg bid x 7 days) 

• Fever/diarrhoea/cramps (proctocolitis)? 

Action: If yes, treat for enteric infection, educate (4 C plus lubricant), dispense 

condoms (e.g. cipro 500mg po qid for 7 days) 

96 



• Fissure present? 

Action: treat with Sitz bath and antibiotics, educate (lubricants). 

But all this requires that the clinic staff and programme staff must be accepting, nonstimatising 

and totally confidential for those who practice anal sex to comfortably access 

treatment and counselling. Too many reports speak of doctors cursing and accusing 

clients sin, bad behaviour and “dirty” people. 

It is time to recognise that anal sex is not a small minority behaviour of only homosexual 

men, but involves a significant number of men who may be gay/homosexual identified 

or not, or may still see themselves as masculine because they are the penetrating partner, 

whether it is another male or female, and in a wide variety of settings. 

Reference 

1. Mehendale, Sanjay HIV infection amongst persons with high risk 

behaviour in Pune City: Update on findings from a prospective cohort study. 

AIDS Res Rev 1 (1): 2-9, 1998. 



98 



Annex 3: STI/AIDS prevention 

Treminology 

AIDS (acquired immune deficiency syndrome) 

A condition associated with a virus (HIV) that reduces a person’s ability to fight certain 

types of infections. 

A=Acquired 

I=Immune 

Obtained or contracted, not inherited. 

The body’s defence system, provides protection from most diseases. 

D=Deficiency 

S=Syndrome 

A defect or weakness, unable to respond; when linked with the immune 

system, this means that the immune system is not able 

to perform its functions well in combating disease. 

A group of symptoms and diseases that indicate a specific condition; 

it is not, by itself, a disease. 

Anal sex 

Intercourse in which a man places his penis into either a women’s or another man’s 

anus, or buttocks. STIs and HIV/AIDS can be transmitted through anal sex. 

Antibiotics 

A medicine that stops the growth of micro organisms. Antibiotics can only be used 

to treat infections caused by organisms which are sensitive to them, such as bacteria 

or fungi. 

Antibody 

A natural defence produced by the immune system when an antigen enters the body. 

It’s purpose is to protect the body from disease by countering or marking the antigen 

for destruction. 

Anti-fungal 

Any medicine that kills fungi. Fungi are simple plant-like organisms such as yeasts, 

rusts, moulds, and mushrooms. Some yeasts cause disease in people while others are 

good. Some antibiotics are made from moulds. 

Antigen 

Any substance the human body regards as foreign or potentially dangerous and against 

which it produces an antibody. HIV is an antigen. 

Asymptomatic 

Having an antigen in the body but showing no outward symptoms. People infected 

with HIV who are asymptomatic may transmit HIV or other STIs. 

Atypical 

Unexpected, not common, irregular, or unusual. 



Bacteria 

A group of micro organisms that live in soil, air, and water, as well as on people, animals, 

and plants. Some bacteria are harmless but others cause diseases by making poisons. 

Breast 

The mammary gland of a woman. Each breast is made up of tissues that can make milk. 

These tissues are surrounded by fat tissue. 

Buttock 

The rounded fleshy part of the rump. 

Chancroid 

Soft sore, a venereal disease caused by a bacteria. Results in enlargement and ulceration 

of lymph nodes in the groin. 

Chlamydia 

Common name for sexually transmitted infections caused by the Chlamydia trachomatis 

organism. 

Chronic 

Describes a disease that lasts a long time with very slow changes in the body. Such a 

disease often comes on slowly. The term does not necessarily mean the symptoms are 

severe. 

Condom 

A protective covering that fits over the penis or inside the vagina (female condom) and 

provides a barrier to prevent passing sperm or antigens from one partner to another 

during intercourse. 

Conjunctivitis 

Inflammation of the eye, which becomes red and swollen and produces a watery or 

pus-like discharge. It causes discomfort rather than pain. 

Dementia 

Chronic or persistent disorder of the mental processes due to organic brain disease. It 

is marked by memory disorders, changes in personality, impaired ability to think, and 

disorientation. 

Diarrhoea 

Frequent emptying of the bowel or passage of very soft or liquid faeces. Bad diarrhoea 

that lasts a long time may lead to excess losses of fluid, salts, and nutrients. 

ELISA 

An enzyme linked immunosorbent assay - a simple, inexpensive test for HIV antibodies. 

100 Naz Foundation International


Excretions 

Wastes removed from the body; through the actions of the kidneys, through the sweat 

glands, breathed out as vapours from the lungs, and as faeces from the digestive 

tract. 

Fever 

A rise in body temperature above normal; above an oral temperature of 98.6F (37 c) 

or a rectal temperature of 99F (37.2C). Fever is generally accompanied by shivering, 

headache, nausea, constipation, or diarrhoea. Fevers are caused by bacterial or viral 

infections. 

Genital 

Relating to the reproductive organs. 

Glands 

An organ or group of cells that specializes in synthesizing and secreting certain fluids. 

Gonorrhoea 

A sexually transmitted disease caused by a bacteria that effects the genital mucous 

membranes. In men, symptoms include pain and/or a burning feeling during urination 

and discharge of pus from the penis. Women may have an abnormal vaginal discharge, 

abnormal menses, or be asymptomatic. 

Granuloma inguinale 

A sexually transmitted disease caused by a bacteria. Marked by a pimply rash on and 

around the genitals which develops into nodules under the skin. Nodules erode to form 

beefy, exuberant ulcers that are painless, bleed on contact, and enlarge slowly. 

Groin 

The external depression on the front of the body where the abdomen and thighs 

meet. 

Hepatitis B 

A disease caused by a virus. There is no treatment but a vaccine is available for persons 

at risk of infection. Often asymptomatic, however, when symptoms are present they 

may include skin eruptions, itchy rash, exhaustion, arthritis, loss of appetite, nausea, 

vomiting, headache, fever, dark urine, jaundice, liver enlargement and tenderness. 

Herpes 

Caused by a virus with no known cure. Often asymptomatic, however, when symptoms 

are present they may include single or multiple blisters anywhere on the genitals. Blisters 

rupture to form shallow painful ulcers that heal with little scarring. Symptoms from 

the infection may happen from time to time. Avoid sex when lesions are present, some 

risk of transmission exists when lesions are not present. 

HIV 

Human immunodeficiency virus - the virus that causes AIDS 



HIV antibody test 

A laboratory test to detect the presence of HIV antibodies (the body’s response to HIV 

infection). It is not a test for AIDS. 

Incubation period 

The period between transmission of a virus or other antigen and the appearance of the 

first symptom or sign of infection. The incubation period for HIV can be very long (up 

to ten years from initial infection). 

Intercourse 

The sexual act of a penis being placed into a woman’s vagina or another man’s anus 

(vaginal intercourse and anal intercourse). 

Lesions 

Damaged tissue; a result of disease or wounding. Includes abscesses, ulcers, tumours, 

and direct injuries. 

Lymph nodes 

Swellings along the lymph system that act as filters to prevent foreign particles from 

entering the blood stream. The lymph system carries electrolytes, water, proteins, etc. 

from the tissues to the bloodstream. 

Malaise 

A general feeling of being unwell. The feeling may be accompanied by specific physical 

discomfort which indicates the presence of a disease. 

Masturbation 

The act of exciting the male or female genitals to orgasm, usually by the hand. 

Menses 

The blood and other materials that leave a woman’s body during menstruation. 

Mucous membranes 

The moist tissue lining many of the tube-like structures and holes of the body, including 

the nasal passages, mouth and throat, urinary tract, vagina, and other areas of the 

body. 

Nausea 

The feeling that one is about to vomit. 

Nerve 

Fibre that transmits impulses outward from the brain or spinal cord to the muscles and 

glands or inward from the sense organs to the brain and spinal cord. 



Nodules 

A small swelling of cells. 

Opportunistic infections 

Diseases which are caused by agents that are often present in our bodies or surroundings 

that do not cause disease when our immune systems are performing normally. 

Oral sex 

The act of stimulating the male or female genital areas with the mouth. 

Penis 

A male organ that can be used for penetrative sex, when it becomes hard. I can deliver 

a clear lubricating fluid when the male is sexually aroused and semen, and is also used 

to carry urine out of the body. 

Pneumonia 

Inflammation of the lung caused by bacteria, in which the air sacs fill up with pus so 

that air cannot pass through the lung. Symptoms include cough and chest pain. 

Protozoa 

A small group of microscopic single-celled animals. Some protozoa cause diseases in 

people. 

Semen 

A body fluid produced by the male reproductive system that contains sperm (the male 

cell that fertilizes the female egg at the time of conception). 

STIs 

Sexually transmitted infections - infections passed during sexual contact from an infected 

person to his/her partner. Common STIs include: chlamydia, gonorrhoea, herpes, 

syphilis, and HIV. 

Spermicide 

A substance, usually in jelly form, that kills sperm and prevents the transmission of 

some sexually transmitted diseases. It is used by itself or in conjunction with other 

contraception devices, including condoms and diaphragms. 

Syphilis 

A sexually transmitted disease caused by a bacteria. The primary symptom is a chancre 

(hard ulcer) at the site of infection. Left untreated the disease progresses into more 

dangerous stages. In pregnant women, the disease can be transmitted to the developing 

foetus. 

Testicles 

The male reproductive organ that produces and stores sperm. 



Thrush 

Appears as white patches on the tongue or inside the cheeks; caused by a yeast-like 

fungus. 

Ulcer 

A break in the skin or mucous membrane that does not heal. 

Vaccine 

A substance that contains an antigen which has been modified to cause an immune 

response but not cause infection. It may protect the body against future infection with 

that antigen by stimulating development of antibodies. There is no vaccine for AIDS 

nor for most other STIs. 

Vagina 

The elastic, muscular canal that extends upward and backward from the vulva to the 

uterus. 

Virus 

A minute particle that is capable of replication but only within living cells. Viruses are 

capable of causing many diseases. Many of the diseases caused by viruses are controlled 

by vaccines. 

Window period 

The time between when an antigen enters a human body and when antibodies are 

produced against that antigen. For HIV, the window period is from 3 weeks to 6 

months. 

Western Blot 

A more specific and accurate than the ELISA test. It is expensive and often used to 

confirm positive ELISA test results. 



Annex 4: training terminology 

Brainstorming 

A training technique used to generate as many ideas as possible about a particular topic 

in a given period of time. Trainees spontaneously express their ideas and thoughts as 

the facilitator records the responses. No evaluation or criticism is allowed. When the 

allotted time is passed, the group discusses and evaluates the responses. The responses 

may be prioritized, categorized or selected for later use, as needed for the task. Sometimes, 

brainstorming can be used to stimulate discussion, in which case, it would not 

necessarily be followed by an evaluative process. 

Case study 

An account of a problem situation which includes sufficient information to ensure a 

meaningful discussion of alternative solutions. 

Counselling 

A process of one person helping another to help himself/herself. A counsellor helps a 

person who asks for help by helping him/her cope with problems and adjust to different 

life situations. In general, counsellors are trained professionals. However, non-professionals 

can learn useful counselling skills and use them to help others. 

Discussion 

An activity wherein a group of people talk over a problem or topic. Some degree of 

familiarity with and knowledge of the topic to be discussed is necessary. The effectiveness 

of the discussion is increased with the specificity of the questions discussed and 

the size of the group. Under 25 people is ideal for a large group discussion. A small 

group discussion of 3-6 people can involve more people in a conversation. 

Empathy 

The ability to see and understand the world of another person as if it were your own. 

It means entering another person’s world. Empathy helps the person feel he/she is not 

alone. 

Evaluation 

A process to determine how well trainees grasped the principles and skills set out in the 

objectives prior to a training event. An evaluation can be in the form of a discussion 

or a written or verbal test. In training, it is a way of discovering whether or not the 

session/workshop has successfully achieved its objectives. 

Facilitator 

In the training setting, someone who guides a group of trainees through an activity, 

enabling participants to learn from each other and the group through discussion, lecture, 

role-plays, etc. A facilitator replaces the role of the teacher, however, the facilitator does 

not have all the knowledge. Also referred to as a trainer. 

Feedback 

A way of helping another person understand the impact of his/her actions on others. 

Constant and regular feedback between and among workshop participants and the 

facilitator can improve the effectiveness of a training session/ workshop. 



Objectives 

A description of a behaviour or knowledge which learners will be able to exhibit before 

they can be considered competent in a given subject area/task. For example, “at the end 

of this workshop, trainees will be able to demonstrate how to put on a condom.” 

Open-ended questions 

A question that must be answered without a yes or no response. Open-ended questions 

start with the words what, when, where, how, and why. Open-ended questions 

are useful in leading discussions because the person responding to such questions talks 

more on a given subject. 

Peer educator 

A person from a community who teaches other members of his/ her community about a 

certain subject. A peer educator does not have formal training in the subject that he/she 

teaches, but he/she does have respect from and knowledge about his/her community. 

Presentation 

A training technique in which the trainer/facilitator presents a topic, skill or subject 

area with the use of a visual aid such as a poster, model, or diagram. 

Role-play 

An informal acting out of a given situation. It is an excellent technique for increasing 

empathy of another’s plight; practicing skills; increasing insight into one’s own feelings, 

values and attitudes; building trust in a group; and as a mechanism for experiencing 

how one might handle a potential situation in real life. It is important to have a group 

discussion after a role-play in order for the trainees to process the information and 

learn from their experience. 

Skit 

A group role-play. A training technique in which an entire group acts out a particular 

situation. After the skit, the whole group processes the activity together. 


Annex 5: model monitoring forms 




Daily monitoring sheet codes 

Codes 

(for contacts) 

K 

NK 

KMSW 

NKMSW 

N/O 

Y/N/DN 

(for sexual behaviour) 

AP 

AR 

V 

NP 

C/NC 

PRODUCT 

REFERALS 

SG 

STI/GH 

(for abuse) 

H 

V 

R 

Details 

Kothi 

Non-kothi 

Kothi sex worker 

Non-kothi male sex worker 

New/old 

Yes/No/Don’t know 

Anal penetrative 

Anal receptive 

Vaginal 

Non-penetrative 

Condom / No Condom 

The numbers refer to differing products. 

This reflects distribution of different condom 

brands, and different IEC materials. Each code 

numbers is for one brand or IEC product. 

Social Group 

Sexually transmitted infection/general health 

Harassment 

Violence 

Rape or sexual abuse 



Counselling Report 

Date: 

Registration Number: 

Age: 

Marital Status Y/N 

Occupation: 

Mailing Address: 

Repeat Visit: Y/N 

Self-identity: 

Educational Background None Primary Secondary HS 

College 

Other 

Economic States [band 1] [band 2] [band 3] 

[develop bands] 

Sexual History Taken: Y/N 

Other 

Issue: 

Comment (s): 

Follow-up: 



Clinic report 

Date: 

Registration Number: 

Age: 

Marital Status Y/N 

Occupation: 

Mailing Address: 

Repeat Visit: Y/N 

Self-identity: 

Educational Background none primary secondary HS 

College 

Other 

Economic States [band 1] [band 2] [band 3] 

[develop bands] 

Other 

Symptom(s): 

How long with symptom(s)?: 

Previous treatment: Y/N 

Examination: 

Investigation: 

Diagnosis: 

Treatment: 

Sexual history taken: Y/N 


Annex 6: Model evaluation questionnaire 

Section One: Centre Based Services 

Please tick a box that corresponds with your views on the service that it is applicable 

to. 

In addition, please provide your comments (in the space given below the box, or next 

to the name of the service that you are commenting on) about the efficieny of these 

services and what improvements could be made. 

A. Drop-in Centre 


Excellent Good Fair 

Location 

Accessibility 

Size of drop-in 

Atmosphere 


Advice/info 

Literature 

Staff attitude 

Other comments: 

B. Recreational Services 


Games pro- 

Entertainment 

Dance 

Other: 




C. Voctional Classes 


Literacy class 

English literacy 

Others: 


D. Sexual Health Educational Classes 

Please tick one: Very good [ ] Good [ ] Fair [ ] 


E. Counselling 



F. Educational Resources 



G. Clinic 



H. Telephone Helpline 





Section Two: Outreach and prevention 

Outreach staff 

Condom 

distribution 


Referrals to 

centre and 

clinic 

Advice and 

information on 

condoms, STIs, 

sexual behaviours 

and 

sexualitities 

Safer sex 

promotion 

Befriending and 

support 


of staff 

Behaviour of 

staff 





Acronyms 

AIDS 

ARV 

BCC 

CBO 

IDU 

IEC 

HIV 

MSM 

MSM 

NGO 

NFI 

STD 

STI 

UNAIDS 

Acquired immune deficiency syndrome 

Antiretroviral 

Behaviour change communication 

Community based organisation 

Injecting drug user 

Information, education and communication 

Human immondeficiency virus 

Males who have sex with males 

Male sex worker 

Non-governmental organisation 


Sexually transmitted disease 

Sexually transmitted infection 

United Nations Joint Programme on AIDS 





Acknowledgements 

We would like to acknowledge the following sources: 

• The Workers Handbook: The Sex Workers Outreach Project, Australia, 

1992. 

• The Uncensored Guide to Sexual Health, Helen Knox, Knox Publishing, UK, 

1995. 

• Making Sex Work Safe, Network of Sex Work Projects, UK, 1997. 

• ABC of Sexually Transmitted Diseases, edited by Michael Adler, BMJ, UK, 

1995. 

• ABC of AIDS, edited by Michael Adler, BMJ, 1997. 

• Working With Uncertainty, Hilary Dixon and Peter Gordon, FPA Education 

Unit, UK, 1987 

• Wessex Gay Men’s Health Forum, UK for STD text. 

• STD/AIDS Peer Educator Training Manual, National AIDS Control Programme, 

Tanzania, 1992. 

• UNDP: HIV/AIDS Project Planning Manual. 

• Department for International Development, UK, Project Logical Framework. 

• UNAIDS: Planning and Implementation of Targeted Interventions - Participants 

Guide. (Draft) 

Our thanks go to UNAIDS, and Calle Almedal of the Partnership Unit for their unstinting 

support for the development and production of this resource.

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