TASO’s Scope, Delivery Model, and Value for its Clients

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Question.1 Describe TASO’s scope and delivery model.
Post.1- The Aids Support Organization (TASO) scope and delivery model is a culmination of extensive efforts to destigmatize HIV/AIDs, provide accessible education and support, and offer treatment as needed within Uganda. TASO began as a support group to offer emotional and social aid to people with HIV/AIDs (PLWHA) and their families (Kleinman et al., 2011). Due to a significant stigma surrounding sexually transmitted diseases, the organization offered a rare opportunity for community members to receive the counseling they needed to continue living optimistically. Eventually, the scope and delivery model expanded during the early 1990s and 2000s to include essential medical treatment and training; this aimed to provide diagnoses, care, and transmission prevention activities by employing young and retired trained medical personnel (Kleinman et al., 2011). TASO’s scope of work also included primary patients often overlooked, such as those living in poverty, rural-bound, or women identifying (Kleinman et al., 2011). Later, services were expanded to include World Food Program initiatives, which provided food distribution points across communities. Though initially challenging due to economic restraints, TASO eventually began to provide antiretroviral therapy (ART), accompanied by implemented staff training programs. Care was also delivered by employing nurses, medical assistants, technicians, advanced equipment, and volunteer infield workers. Resultantly, the outward community that TASO served also expanded by a large operational radius. In order to ensure the adoption of treatment plans by PLWHA, TASO adopted a home-based and facility system (Kleinman et al., 2011). This hybrid system enabled clients to visit the clinics or receive care at home for additional support. While TASO had also adopted a “first come, first serve” model based on interactions with the Ministry of Health, the organization later began to prioritize more serious cases (Kleinman et al., 2011).
References
Kleinman, S., Rosenberg, J., Harris, J., & Ellner, A. (2011, April 29). The AIDS Support Organization (TASO) of Uganda. Harvard Business Publishing. https://hbsp(dot)harvard(dot)edu/product/GHD008-PDF-ENG
Q.2- How did TASO’s model add value for its clients?
Post-2 Student. 

TASO’s hybrid model was valuable in its ability to expand access to services and care for its clients. The model emphasized autonomy and informed decision-making for the client treatment process, as seen in the preparation period and the counseling sessions. Combining home-based and facility-based care allowed for clients to receive medical, social, and psychological support. TASO’s inclusion of social support strategies are also very significant because it reduces stigma around HIV. Stigma has a significant negative impact on those with HIV, and can lead to lower adherence to treatment (Turan et al., 2018). Educating both those living with HIV and those without a positive HIV status reduces internalized and community stigma, promoting better health outcomes. Furthermore, this model encourages more people to get tested and engage in healthy sexual behaviors, which is highly valuable in mitigating the spread of HIV. The model also created more opportunities for vulnerable populations to receive care: outreach clinics and home-based care brought more care providers closer to people’s homes, facilitating the process of receiving treatment. The model’s structures enhanced the efficiency of the program by utilizing clear responsibilities and hiring criteria for all workers. This improved the quality of care and added further value for clients.
Q.2- How did TASO’s model add value for its clients?
Post-3 . Student. Gabi:
What set TASO apart from its competitors was the community and holistic care of clients which led to more funding from key investors. As part of their mission, TASO aimed at empowering clients and creating a sense of community support, which resonated with many members. TASO started with community support groups, nutritional support, and more. These initiatives served many poor rural communities at 90% , this is key considering poverty was widespread in Uganda at the time, especially in rural areas (Kleinman et al., 2011). From there, support from community workers and global health initiatives pushed for TASO to receive funding especially to expand service providing ART treatment (Kleinman et al., 2011). USAID and the CDC provided significant funding to jump start providing ART treatment (Kleinman et al., 2011). That funding allowed TASO to also vastly expand its medical providers and medical treatment with education. However, funds became competitive. It was noted that many clients missed the peer support provided by TASO in previous years (Kleinman et al., 2011). The true aspect that set TASO apart from other organizations was TASO’s ability to offer support through counseling and peer groups that made all the difference in the quality of care clients received.