ERIC TERTIO MBOGGO

Summary of Core Services

• Developed and align Organization Strategy to their goals.
• Established Baseline evaluations/assessments
• Developed 3 project M&E systems
• Managed Quality Improvement Services
• Implementation support community sensitization, advocacy and campaigns, Monitoring and Evaluation, Informatics, Quality Improvement
• Documented best practices for visibility
• Developed Mobile and Web Application
• Led strategic initiatives to enhance healthcare delivery across diverse communities.
• Developed comprehensive health programs tailored to local needs and cultural contexts.
• Mentored junior consultants, fostering professional growth and knowledge sharing.
• Analyzed healthcare data to identify trends and inform policy recommendations.
• Spearheaded research projects aimed at improving public health interventions in Africa.
• Facilitated workshops and training sessions for healthcare professionals on best practices.

• Provide relevant Technical Engagement across Government, CDC Donor and other Stakeholders in order to maintain strong collaboration and relationship with GoT both at MoH, PORALG, CSO’s and other Implementing Partners.
• Develop M&E framework and M&E plans using theory of change model and other logic model types in sharpening program implementation and outcomes.
• Identify program gaps and builds understanding while promoting consensus among the team for program effectiveness and improves performance.
• Supervised Implementation of Regional HIV Accountability and Response Framework; and Provision of highly motivating work place environment for staff and communicate clearly the project objectives.
• Breakdown activities into tasks, assign responsibilities, develop timeline, define indicators and allocate resources
• Ensure project adapt to the existing and new circulars, by-laws, policies as per Tanzania constitutional on implementation of activities.
• Negotiate with GoT officials on behalf of Amref Tanzania on key agenda related to HIV/AIDS and its progress towards achieving 95-95-95
• Co-designed and implementation of innovative and evidence-based SBC interventions that focus on changing the lives of communities that brings positive change through processes, approaches, tools and strategies that promote positive and measurable changes in people’s lives.
• Reinforced implementation science and key areas for operational research, data analysis and abstract development and publications as well as to analyse research interventions and designs.
• Supported quality project documentation of success stories and dissemination on various national events/forums, Amref website, mainstream media and social media platforms for project visibility according to donor and Amref policy requirements.
• Implement a Quality Assurance/Risk Registry Management Plan for the Project in line with compliance status to donors and Governments of Tanzania.
• Supported regions building and maintaining positive relationships with the CDC/PEPFAR and Partners at both National and Regional/Local governmental Authorities.
• Provision of Leadership, Coordination and Management of technical advisory group within the HIV clinical cascade in identification, ART initiation, retention and viral load suppression.
• Mentored junior staff, fostering professional growth and enhancing team capabilities in project execution.
• Collaborated with cross-functional teams to streamline processes, resulting in improved service delivery timelines.
• Analyzed data trends to inform strategic planning and decision-making for organizational growth initiatives.

• Leadership and Coordination.
• Motivated and Inspired program technical advisors to execute 95-95-95 HIV clinical cascade from case identification, enrolment into care, treatment, retention to attainment of expected viral suppression levels of our clients across 4 supported regions of Tanga, Mara, Simiyu and Zanzibar Islands.
• Involved with Ministry of Health on tracking of policy changes, developing policies and implementation of government policies and regulation during project implementation.
• Coordinated Regional Administrative Secretary (RAS), Regional and Council Health Management Teams (R/CHMT) on participation of Quarterly Joint Technical Supportive Supervision (JSS) to the supported facilities for site assessment.
• Instructed and monitored program staffs on developing scope of work, plan and set their Key Performing Indicators (KPI’s), budgets, report writing as well as daily/weekly/quarterly staff interactions and follow up.
• Led and supported an Advisory team on winning of HIV Care & Treatment Afya Thabiti project a 5 years PEPFAR/CDC funded program starting on October 2023 through constructive ideas and evidence-based innovations that was technically sound and sustainable.
• In fighting for Global Health Security against emerging and re-emerging of COVID-19 infection, I reorganize the team to ensure all health care providers and People Living with HIV (PLHIV) who are attending our clinics are 100% vaccinated against Covid-19.
• Modeled team on self-continuous development and self - commitment by formulating their priority questions relevant to their areas of supervision and develop a plan to answer questions and implement the plan developed. Aiming to be data driven, trustworthy, improve skills in documentation of best practices, research and publications.
• In paying attention to program goals and commit to execution, I Developed a simple check list (Booklet) of key performing indicators for our program staffs (Facility Caretakers) to adhere wherever they visit our facilities to ensure each indicator is reviewed without missing.
• Supported development and implementation of the Standard Operating Procedures (SOP’s) on how interventions need to be implemented as well as how data for each indicator are to be prioritized, collected, managed, documented, verified and used at each level of the health information system for decision making.
• Introduced weekly Microsoft Teams technical meeting with Advisors on ensuring key programmatic indicators are well aligning with program set targets and strategies as well as ensuring deliverables are reflecting program performance.
• In building relation with my subordinates; I do sit with individual Advisors and review developed Key Performance Indicators (KPI’s) and set high standard for accomplishment. I follow up their action plans with approved work plan and budget ensuring they meet set indicator targets. I tend to recognize their efforts from time to time and keep consistency.
• Actively support proper documentation and reviews of best practices, innovations and modals from our advisors and officers at regional levels along the 95-95-95 HIV cascade for national and international presentations.
• Technical
• Am a person that tend to lead by example. I frequently review and analyze weekly, monthly and quarterly data as per indicator progress comparing with previous performance; and set priorities whenever a gap is identified and provide strategies/action plan to mitigate the gap.
• Persuaded Advisors, Officers and Health care providers on active daily use of web based Continuous Quality Indicator (CQI) dashboard for easy identification of program gaps. The CQI dashboard acts as hazard for program indicator notification in rapid response management.
• Spearheaded facility level QI projects through data review and identification of gaps in collaboration with regional, district and facility teams.
• I have been a key player in development of Missed Opportunity Tool (MOT) with University of Maryland Baltimore (UMB) partners; a web-based link that allow program staffs to view key programmatic indicators gaps and develop action plan for remediation and mitigation in a 30-60-90 days approaches.
• Instituted the culture of positive feedback to the R/CHMT and Facility level in helping inform program progress and early identification of program challenges such as poor documentation, poor data compilation, data entry errors, poor data interpretation, lack of data integration and harmonization of data collection tools to help mitigate gaps observed.
• Improved the 3rd 95 along the 95-95-95 cascade of global HIV goal from 90% in YR1 to 99% in YR5.
• Innovated FRONT DESK INNITIATIVE (FDI) following a slow pace at Tanga Regional Referral Hospital that helped improve HIV Viral Load coverage from 75% to 93% within a month. The innovation was scaled up to other facilities which improve the current overall HIV Viral Load coverage (98%) as well as other key indicators.
• I actively participated in the development of 6 multi month ARV dispensing Road Map for Zanzibar Integrated HIV, Hepatitis, TB and Leprosy Program (ZIHTLP) that lead to reaching >95% of stable eligible clients on ARV to be given 6 months of dispensed drugs.
• Persuaded and inspired the amendment of Zanzibar HIV guideline on establishment of Dolutegravir (DTG) based therapy and use of Tenofovir, Lamivudine and Dolutegravir (TLD) drug as first line ART regimen as well as use of Mother Child Cohort to improve mother and child follow up. As a result, the DTG based therapy in Zanzibar is currently at >95% within 6 months from none.
• Community led outreach programs has equipped me with strong technical and programmatic knowledge and experience in linking prevention activities at community setting such as clients testing and vaccination to treatment adherence and retention in care for different groups for example Key and Vulnerable Populations (KVP), PMTCT, Adolescents, Men etc.
• Structured documents for best practices and/or game changers that inform program performances.
• Financial
• Active review financial programmatic budgets if they align with donors expectations (Country Operational Plan). Meanwhile, worked on NOFO budgeting, finetuning and finalization.
• Managed to save Afya Kamilifu project from excessive financial expenditure by suggesting to hire office assistants (Nurses with Diploma level) who are paid less rather than officers (Degree level - MD) in the PMTCT unit as well as other Prevention units such as GBV and PrEP.
• Managed the financial burn rate; monitoring program performance against expenditure on monthly and quarterly basis ensuring we are not over spending while keeping pace with program progress achievements.
• Reminding staff retirement of requested funds are within set timeframe of the organization to avoid risk audits and keeping pace with organization and donor requirements.
• Liaise with financial report and follow up with detailed costed work plan on monthly and quarterly basis ensuring burn rate is within programs expectations at all times.
• Led strategic initiatives to enhance healthcare delivery across project regions.
• Contributed to grant proposal development, securing funding for critical health interventions.
• Delivered exceptional results under tight time constraints while balancing competing priorities effectively.
• Spearheaded research initiatives to remain current on industry trends, maintaining cutting-edge knowledge and skills.

• Clinical Services Support:
• Provides technical leadership to the supported programs including PMTCT, C&T, TBHIV integration, Quality Improvement, Early Infant Diagnosis, Laboratory Support, Supply Chain Management and Community Linkages.
• Innovated Index Testing Mentor – Facility Tie approach model in an effort to Increase HIV Positive identification. The model improved fidelity among elicited sexual contacts and hence improved yield from 4% to 30% among sexual partners within 4 months.
• Oriented data officers (D.O) on importance of generating and printing list of eligible clients for Viral Load testing as well as documenting all returned results in the database to improve Viral load coverage status.
• Mentored CHMT members, HF in-charge and Health Care Providers on project desired outcomes and the importance of reaching set goals and targets in timely manners.
• Strategic Information Support:
• Maintain a strong M&E system by ensuring a result framework is actively linking goals and objectives of the organization and meeting donor’s requirements.
• Actively involved in the development of IQSMS weekly HTS reporting system via mobile phone of our HCP that closely monitor key indicators such as HTS_TST, HTS_POS, TX_NEW on weekly basis from facilities.
• Involved in development of CTC-2 real time dashboard for care and treatment indicators helping to reduce data errors, saves time, analysis and feedback to the facility and district level.
• Innovated 20:80 rule, whereby you select 20% of the priority facilities that can give out 80% of the targeted results. And focus on those few facilities while keeping others on track.
• I actively participated on innovation of Web-based Data Demand & Information Use (DDIU) system that looks for checks/errors in DHIS-2 database at real time and can at the same time view and feedback specific health facility on missed report or errors on the posted report.
• Enhanced data management efficiency by implementing advanced information systems and streamlining processes.
• Established performance metrics for assessing the effectiveness of information management initiatives, driving continuous improvement efforts.
• Communicated regularly with senior leadership regarding the status of ongoing information management initiatives, providing updates as necessary on key performance indicators or project milestones.

• Manage overall day to day council health operational aspects from planning, resource allocations, deliverables, budgeting, staff welfare, reporting both technical and financial.
• Coached, motivated, supervised and coordinated 10 Council Health Management Team (CHMT) members to reach set goals and targets.
• Following scarcity of Human Resource for Health at Ngorongoro DC, I Initiated a studying program for Health Care Providers using Council own source funds where two medical doctors, one laboratory technologist and six nurses were enrolled into private universities with a special contract signed with District Executive Director.
• Introduced TB community drug refill to local Maasai communities via their Clan leaders and family members following poor drug adherence and repetitive cases of TB relapses. This was happening following the nomadic nature of maasai community.
• Worked with Tanzania MOH leadership to ensure implementation, monitoring and evaluation of health service delivery are based on Tanzania Strategic Health Policy.
• Lead the initiatives for behavior change communication (BCC) towards HIV/AIDS and TB in prevention and treatment at individual, community and environmental level using timely and targeted counseling (ttC) approach done by involving Community Health Workers and link them to Community committee which identifies barriers by looking at social-cultural aspects.
• Collaborated with local implementing Partner (EGPAF-Elizabeth Glacier Pediatric AIDS Foundation) to ensure proper implementation of HIV/AIDS services in the district.
• Ensure collaboration is maintained between health local government (Council) and partners such as PATH, EGPAF, Engender Health and other stakeholders.
• Worked with EGPAF to ensure PMTCT services are linked with Antenatal Care services; outreach services; PITC, VCT and Care and Treatment (C&T).
• Initiated Campaigns on use of safe water to reduce diarrhea and trachoma cases.
• Developed policies and programs addressing public health challenges effectively.
• Coordinated training sessions for staff, improving service delivery standards.
• Facilitated workshops aimed at enhancing community engagement in health programs.
• Implemented process improvements that streamlined workflows, reducing redundancies and increasing operational efficiency.

• Coordinated and prioritized over 40 referral and emergency cases each day within the emergency department.
• Delivered in-depth analyses of a minimum of five intricate cases each week to enhance team understanding.
• Organized and managed weekly routine matrices for all emergency department physicians.
• Supervised patient admissions and discharges to ensure seamless workflow and efficient service delivery.
• Coordinated communication between departments to enhance operational effectiveness and patient care quality.
• Streamlined patient record management processes, ensuring accuracy and accessibility of information.
• Analyzed departmental performance metrics to identify areas for improvement and implement corrective actions.
• Improved department efficiency by streamlining and implementing policies and processes.

• Responded as first on call doctor in different rotated department such as pediatric,emergency medicine, surgical, internal medicine, obstrectic and gynecology.
• Diagnosed and treated diverse patient conditions using evidence-based practices.
• Led training sessions for junior medical staff on clinical procedures and best practices.
• Implemented quality improvement initiatives to enhance healthcare delivery efficiency.
• Diagnosed and treated patients suffering from chronic conditions.
• Increased patient satisfaction with thorough assessments, clear communication, and empathetic bedside manner.