THPS collaborates closely with a diverse network of sub-grantees, including local and international government and non-governmental organizations (NGOs) as well as international universities. A core focus of this partnership is capacity building, ensuring that sub-grantee project managers gain the skills and expertise needed to effectively implement projects while adhering to THPS, USG, and other donor regulations. Through structured mentorship and technical support, THPS enables sub-grantees to gradually transition into prime recipients of direct donor funding, strengthening the sustainability of health programs in Tanzania.

For international universities and organizations, THPS partnerships—often structured as consortiums—facilitate knowledge exchange in critical areas such as research, epidemiology, and health system strengthening. This approach enhances technical capacity at both institutional and community levels, leading to improved service delivery in health facilities and local communities.

Currently, THPS supports 60 sub-grantees across mainland Tanzania, including:

• 34 Council Health Management Teams (CHMTs) and 4 Regional Health Management Teams (RHMTs), strengthening local health system leadership.
• Four Regional Referral Hospitals and one District Hospital, enhancing clinical service capacity.
• Two government boards on statistics, improving health data management.
• 10 NGOs/CSOs and 6 Faith-Based Organizations (FBOs), expanding service reach through community-driven initiatives.

These sub-grantees play a crucial role in key THPS-supported projects, such as the PEPFAR/CDC Afya Hatua project and the USAID Uhuru wa Afya (Health Freedom) Project, both of which prioritize building local capacity for sustainable healthcare delivery.

Comprehensive Capacity-Building Approach

THPS invests heavily in capacity development, using a combination of:

• Annual formal training to equip sub-grantees with the latest programmatic, financial, and compliance skills.
• On-the-job training and continuous mentorship, ensuring knowledge transfer and practical skill-building.
• Technical supervision and real-time monitoring, strengthening financial management and program implementation.

This structured support fosters a culture of accountability and excellence, ensuring that sub-grantees meet donor requirements while enhancing service quality at the facility and community levels.

Building Human Capital for a Resilient Health System

THPS directly supports 2,928 project staff deployed across health facilities, providing salaries and technical oversight for key personnel, including:

• ⁠Data specialists (410 data officers, 34 district data officers, 4 regional health information system officers).
• Healthcare providers (5 medical doctors, 100 clinicians, 184 nurses, 41 pharmacy technicians, 176 HIV tester counsellors, and 80 community HIV testers).
• Community health workers (667 facility-based peer educators, 520 community peer educators, 175 peer mothers, 33 community outreach workers, and 5 community outreach coordinators).
• Technical experts (laboratory technologists, radiographers, social welfare officers, clinical trackers, and lay counsellors).

Beyond direct employment support, THPS advocates for the professional advancement of project staff by collaborating with District Executive Directors (DEDs) and the Prime Minister’s Office – Public Service and Good Governance to integrate qualified personnel into government employment opportunities. This ensures that skilled healthcare workers remain within the public health system, further strengthening local service capacity.

Additionally, THPS finances quality monitoring visits, technical assistance, and operational costs, including overtime allowances for government health workers engaged in project activities.

Sustaining Impact Through Capacity Development

By investing in training, mentorship, and system strengthening, THPS ensures that local organizations and government institutions can sustain and expand high-quality healthcare services long after direct project funding ends. This capacity-building approach empowers sub-grantees, fosters local ownership, and contributes to a more resilient and self-sufficient health sector in Tanzania.