PDF to HTML - Convert PDF files to HTML files

Udenrigsudvalget 2014-15 (1. samling)
URU Alm.del Bilag 25
Offentligt

Danish Organisation Strategy

for

International HIV/AIDS Alliance

2014-2017

September 2014

PDF to HTML - Convert PDF files to HTML files

1. Objective

1.1.

Objective of strategy

This strategy for the cooperation between Denmark and the International HIV/AIDS Alliance (hereafter referred

to as ‘the Alliance’) forms the basis for the Danish core contributions to the Alliance and is the central platform

for dialogue and partnership with the organisation. It follows the guidelines for short organisation strategies for

organisations receiving less than DKK 35 million in annual contribution. It outlines the Danish priorities and

related results for the Alliance’s performance within the framework established by the organisation’s own

HIV,

Health and Rights: Sustaining Community Action – Strategy 2013 – 2020.

The timeframe for the Danish

organisation strategy is 2014 to end 2017

1.2. Objectives of organisation

The International HIV/AIDS Alliance is a global partnership – or alliance - of nationally-based, independent civil

society organisations with the objective of securing the human rights of all people affected by HIV/AIDS in low

and middle income countries, with a particular emphasis on vulnerable and marginalised population groups. It

is particularly concerned with the access to health services of groups exposed to stigmatisation and

discrimination, such as commercial sex workers, men having sex with men etc.

The overall objective of the organisation is to stop the spread of HIV and to end AIDS. It is pursued through

actions to promote health and human rights via direct engagement with and through local communities.

2. The organisation

2.1. Basic data and management structure

Organisational background facts

Established

24 December, 1993

Headquarters

Brighton, United Kingdom

Regional offices

6 Regional Technical Support hubs in Kenya, Burkina Faso, India, Cambodia, Peru and Ukraine.

Collaborations

Executive Director

Human resources

Previous Danish

funding

36 linking organisations, one country office, 6 tech. hubs, working in 40 countries.

Alvaro Bermejo

94 employees at the secretariat: 4 representatives in Washington D.C., 2 in Brussels and 1 in

Geneva. An additional 13 staff are based in Africa, Asia, Latin America and the Caribbean region.



2012-2015:

DKK 25 mill. earmarked funding: Sexual Health & Rights Programme (SHARP)

2012-2013:

DKK 20 mill. core contribution

2010-2011:

DKK 20 mill. core contribution

2007-2009:

DKK 30 mill. core contribution

2004-2006:

DKK 6 mill. earmarked funding to: Regional African HIV/AIDS Youth Programme

1999-2000:

DKK 3 mill. earmarked funding: Community action on AIDS in developing

countries.

The Alliance was set up in 1993 to support communities in developing countries to play an active role in the

global response to AIDS. Today it is a global partnership working in 40 countries through a network of 36

Aligning to the Alliance strategy requires a 7-8 year timeframe for the present organisation strategy. The MFA guidelines for

Management of Multilateral Development Cooperation recommend 3-5 years’ duration. A 4-year timeframe (2014-2017) enables a mid-

term stock taking.

PDF to HTML - Convert PDF files to HTML files

national, independent organisations, termed “linking organisations”, a country office in Myanmar and six

regional technical support hubs in Africa, Asia, Eastern Europe, Latin America and the Caribbean

. The hubs

consist of teams of technical support providers and regional experts, who work with the linking organisations,

community-based organisations and governments to strengthen their leadership and technical capacity. The

international secretariat, based in Brighton, United Kingdom, connects the linking organisations and the

technical support hubs, providing financial and technical support, and promoting intra-organisational learning.

The organisation is governed by a Board of Trustees composed of ten trustees with a recognised international

expertise within the field of HIV/AIDS, health and human rights. The Board includes people living with HIV.

Donors are not represented on the Board. The Board oversees the work of the Financial and Audit Committee,

the Policy and Advocacy Committee and the Accreditation Committee. It is the responsibility of the Board to

approve the strategic framework of the Alliance and to ensure that the policies and strategies are in adherence

with the values and mission of the organisation. The Trustees also authorise annual operational plans, funding

requests and programme priorities at the meetings twice a year. The daily management of the secretariat is

the responsibility of the Executive Director assisted by the Senior Management Team. Under these teams are

the departments of Field Programmes, Corporate Services and External Relations as well the Legal, Risk and

Compliance team.

2.2. Mission and mandate

The Alliance mission is to work with communities through local, national and global action on HIV, health and

human rights. The mission contributes to the Alliance vision of a world without AIDS. Through this, the Alliance

focuses on the protection of the

rights

of people affected by HIV; the right to equal access to information and

services without facing stigmatisation and discrimination. With this follows a particular focus on population

groups at higher risk of HIV, termed ‘key populations’.

Who are key populations?

Key populations are population groups at

higher risk of HIV infection. They vary

according to the local context, but are

usually marginalised because of their HIV

status, sexual orientation or social identities

and underserved by mainstream HIV/AIDS

programmes. Key populations include a.o.

HIV positive people, their partners, people

who buy or sell sex, men who have sex with

men, people who use drugs, transgender,

children affected by HIV/AIDS, migrants,

displaced people and prisoners.

In addition, the Alliance also focuses on the needs of women and

young girls in particularly Sub Saharan Africa. Women and young

girls are disproportionally hard hit by the HIV epidemic due to

cultural, biological and social factors, such as early marriage and

sexual violence making them vulnerable and at increased risk of

infection.

The Alliance’s mission is based on a comprehensive theory of

change (Annex 2). The theory of change outlines a chain of

action in which strong community mobilisation and engagement

will contribute to informed communities who know and are able

to claim their rights. The informed communities will seek and

access health services and be able to advocate with policy

makers nationally and globally for receptive and effective, integrated HIV programmes, increased funding and

See annex 1 for details of geographical distribution

PDF to HTML - Convert PDF files to HTML files

not least decriminalisation. Long term outcomes include healthy people reducing their own risks, whose health

needs are being met – including those of key populations and women and young girls – as well as a stronger

civil society able to secure accountability and influence. Ultimately contributing to the goal of ending AIDS.

2.3. Achievements and mode of operation

Achievements

The Alliance is at the forefront of putting the

rights of key populations

on the international agenda by

advocating for anti-stigmatisation and decriminalisation. The Alliance has a strong track record in the area of

ensuring equal and non-discriminatory access to services and information and is uniquely placed as a strategic

partner for Denmark in this regard.

In 2013 key achievements in the area of addressing

human rights related issues

included strengthening the

Alliance’s human rights monitoring and response systems with local civil society organisations equipped to

collect data about human rights related barriers to accessing HIV services. The data will inform targeted efforts

in hostile country environments. In addition, linking organisations implemented law reform initiatives and

monitored human rights-related barriers to accessing health

Reaching out to men who have sex with men

services. The Alliance reached more than 700,000 people with

Through the Men’s Sexual Health and Rights

stigma and discrimination reduction activities, an increase of 80%

Programme in Africa (SHARP), the Alliance has

compared to 2012. As an example, in Bangladesh 300 young

demonstrated innovative approaches to reach

people were trained to address social and cultural taboos. This

this specific target group with services.

includes training on gender-based violence, HIV prevention and

sexual and reproductive health and rights issues which peer

Kenya:

An interactive radio show on men’s

leaders will take up with youth groups.

health and HIV developed by an Alliance

Denmark supports the Alliance’s work on this through core

support as well as through targeted project funding (2012-2015)

to address the sexual health and rights of men having sex with

men in Kenya, Tanzania, Uganda and Zimbabwe

. In 2013, the

Alliance supported key populations advocacy in 24 countries and

supported in-country partners in 31 countries to advocate for the

participation of key populations on national HIV/AIDS funding and

planning mechanisms, such as the Global Fund Country

Coordinating Mechanisms etc.

In addition, in 2013 1.1 million people were offered

care and

support

– a doubling compared to 2012. The Alliance ensured

access to antiretroviral treatment and followed people to ensure

adherence. It also provided voluntary counselling and testing to

almost 950,000 people representing an increase of 60% compared

partner was broadcasted by a regular radio

station. Listeners were invited to call in or

send text messages with their concerns

resulting in 820 calls and 1,500 text messages.

The audience was estimated at 10,000.

Tanzania:

The local partner conducted a

community mapping in Dar es Salaam in order

to identify the best spots to conduct outreach

services. The local Alliance partner linked up

with the National Referral Hospital and used a

mobile van to place outreach clinics in spaces

which were considered to be safe. The van

offered information, voluntary counselling

and testing and delivered health kits. 392 men

from the target group used the van.

The targeted project support is covered by a separate agreement, not by the organisation strategy.

PDF to HTML - Convert PDF files to HTML files

to 2012 and a defined package of targeted HIV prevention activities to more than 760,000 people from key

populations. Through these and other activities, the Alliance reached 6.7 million people in 2013 (up from 4.6 in

2012), including 3.7 million women and girls

Outreach services to affected communities have been increased by scaling up integrated HIV/sexual and

reproductive health and rights and HIV/ tuberculosis programmes, addressing people’s broader health needs. It

provided 1.2 million people, primarily in Sub Saharan Africa, with these services. The risk connected to

injecting drug use is an area which is neglected in Sub Saharan Africa, yet contributing to the spread of HIV. In

Kenya, the Alliance supported the establishment of needle exchange programmes, enabling people who inject

drugs to access clean needles and syringes. In spite of the modest number of drug users reached through this

initiative (140 in 2012) such a programme contributes to breaking the taboos surrounding drug use and HIV.

The Alliance has a strong track record of

capacity building

of local partners. The secretariat and technical

support hubs have provided technical assistance to often young and inexperienced civil society organisations

equipping them with the skills and competences to become a part of the national response. Capacity building

of local partners plays a key role in enabling the Alliance achieve the above increased achievement rates.

Through its work and related data collection mechanisms, the Alliance contributes with reliable and

comparable

data on social behaviour and social change indicators.

Such data is much need in a situation where

studies based on randomised controlled trials – testing medical efficacy or the effect of e.g. safe male medical

circumcision – dominate the debate

. This ability to maintain a focus on evidence based work with behaviour

change makes the Alliance a valuable partner in the global HIV/AIDS response.

Mode of Operation

The Alliance model is based on so called ‘Community Action’ programmes. This means that people and

communities are engaged to deliver services, take leading roles and are mobilised socially and politically; that

programmes are responding to community priorities. The Alliance grants funds to linking organisations, which

then support other non-governmental and community-based organisations within their countries. On occasion,

the Alliance can also choose to grant funds directly to programme-implementing organisations. The Alliance

has a comprehensive onward granting policy which pertains to the linking offices. A procedures manual

outlines the criteria for awarding grants to non-governmental and community based organisations.

Alliance linking organisations are assessed every four years on a set of standards covering governance and

sustainability, organisational management and HIV programming. The

accreditation system,

established in

2008, is performed by an assessment team from peer organisations and is overseen by an Accreditation

Committee with members from the Alliance’s senior management and the linking organisations. The system

guides the admission of new linking organisations and maintains standards for existing ones (see Annex 3 for a

graphic illustration of the accreditation process). By the end of 2013, 82% of the Alliance’s linking organisations

’Strategic Results 2013’ International HIV/AIDS Alliance, June 2014.

Hsieh A. C.

et al.

(2014). Community and service provider views to inform the 2013 WHO consolidated antiretroviral guidelines: key

findings and lessons learnt In

AIDS

2014, Vol. 28 (Suppl 2).

PDF to HTML - Convert PDF files to HTML files

had been accredited. In addition to the accreditation system, the Alliance uses a due diligence approach to

review new organisations considered as implementing partners for the delivery of particular programmes.

The Alliance Contract and Agreements team overseas programme delivery. The Contracts and Agreements

team works closely with other teams including the Legal Risk and Compliance team (which includes internal

audit and accreditation) and the Best Practice Unit to ensure capacity gaps are addressed.

The Alliance Finance and Audit Committee monitors the organisation’s financial performance and assesses

organisational risk. The Committee oversees the Alliance internal audit, risk management functions and the

statutory audit. The Alliance Critical Risk Register is updated regularly. The Alliance completes risk assessments

on all large or complex contracts. Risk management approaches and systems are introduced to Alliance linking

organisations via a programme of training and mentoring. Instances of fraud or mismanagement are

investigated on a case by case basis, overseen by the Alliance Legal, Risk and Compliance team and reported to

the relevant donor. Alliance organisational policies, including Anti-fraud and Whistle Blowing policies, ensure

that there are safeguards in place to minimise fiduciary and corruption risk.

2.4. Effectiveness of the organisation

The work of the Alliance has been subject to a number of external evaluations and assessments. The most

recent being DFID’s

The Independent Progress Review

(Oct. 2012). The review found that the cascade of

interventions facilitated by the Alliance secretariat, linking offices and partners are highly relevant for the hard-

to-reach populations and that the data generated by the Alliance are ‘credible, valid and reliable’. Furthermore

the review assessed the Alliance to be a leading global player in addressing the rights of key populations and

that the Alliance had ‘enormous impact’ on the capacity development of its partner organisations. The review

called for a better qualification of the aggregated ‘number of people reached by Alliance activities’ and this

concern has been addressed in 2012 when the Alliance began to develop an enhanced strategic results

framework with indicators aimed to build an evidence base around coverage (outreach to key populations

through a defined package of services), access to services; retention in care, behavioural outcomes,

vulnerability (e.g. violence, social integration, family support) and financial independence and leadership.

A 2013 World Bank evaluation of the impact of the community response to HIV/AIDS

found that community

mobilisation is vitally important in the achievement of long term HIV and health outcomes – particularly in

reaching people at higher risk of HIV and changing social norms and practices. This supports the Alliance theory

of change. The World Bank evaluation highlighted that investments in communities have produced significant

results including improved knowledge and behaviour, use of health services and decreased HIV incidence.

In 2007, 75% of Alliance total income was channelled via the secretariat. Today more than two thirds of

funding is allocated directly to linking organisations representing an increase from 60% (2011) to 72% (2013).

This is a reflection of changing donor preferences and of increased capacity of the linking organisations in

direct resource mobilisation, grant management and effectiveness. In order to adjust to a changed funding

environment and to invest in Southern institutions, the Alliance restructured in 2013. Through this exercise the

Rosala Rodriguez-Garcia, David Wilson, Nick York, Corrine Low, N’Della N’Jie and Rene Bonnel: ‘Evaluation of the community response

to HIV and AIDS: Learning from a portfolio approach’ AIDS Care: Psychological and Socio medical Aspects of AIDS.

PDF to HTML - Convert PDF files to HTML files

cost base was reduced in line with the anticipated level of non-earmarked funding. The secretariat was reduced

from 110 to 94 staff members representing a cost saving of US $ 1 million a year. Secretariat administrative

costs have also declined in terms of percentage of total spending and in absolute terms from 10% (2009) to 5%

(2013). The additional funds were invested in initiatives to enhance organisational effectiveness and efficiency.

3. Key strategic opportunities and challenges

3.1. Relevance and justification of future Danish support

There is a solid concord between Danish priorities and the Alliance’s mission. As stipulated in

The Right to a

Better Life: Strategy for Denmark’s Development Cooperation

(2012), Denmark will be at the forefront of

international efforts to address HIV and to promote sexual and reproductive health and rights. In

Strategy for

Denmark’s Support to the International Fight against HIV/AIDS

(2005) emphasis is put on a human rights-based

approach. The 2011

Review of Denmark’s Support to the Response to HIV/AIDS

recommended direct support to

population groups at high risk of HIV rather than mainstreaming support to broader population groups. The

Alliance’s work is based on the principle that these groups should participate fully in decisions affecting their

health and be able to claim and exercise their human rights. Vulnerable, marginalised and socially excluded

groups are actively and openly supported by the Alliance to participate in decision-making and to take action

against punitive laws, stigma, discrimination and vital inequalities. This approach is in line with the

Strategic

Framework for Gender Equality, Rights and Diversity in Danish Development Cooperation

(2014).

The Alliance also contributes to the fulfilment of the Danish strategy The Promotion of Sexual and

Reproductive Health and Rights (2006). Over the past years, the Alliance has increased efforts at integrating

HIV and sexual and reproductive health and rights, tuberculosis etc. and linking civil society provision of care to

the national health care system. The Alliance is in the process of strengthening its partnership with Marie

Stopes Int. to reach more people with integrated services.

3.2. Major challenges and risks

Stigma and discrimination remains a major challenge for the response to the HIV pandemic in low and middle

income countries. At global and national level, there is increasing hostility towards the human rights of

population groups most affected by HIV including homosexuals, people who inject drugs, commercial sex

workers and prisoners. Punitive laws hinder those most at risk from seeking essential services such as testing

and counselling. It constitutes an impediment to a human rights based approach to delivery of HIV services.

The Alliance addresses this challenge through global advocacy and through the work of linking organisations

and other civil society partners on the ground, working to minimise stigmatisation and discrimination.

Working with and for the rights of marginalised, stigmatised and at times criminalised population groups runs

the risk of unintentionally exposing those intended as beneficiaries as well as the civil society organisations

working to improve conditions for the most marginalised to risks in the form of threats, negative attention by

the public and/or authorities etc. These risks are factored into the risk analysis performed when planning

specific initiatives and monitored closely by the Alliance and its partners.

A challenge in terms of maintaining the global HIV response lies in the level of funding available, both in terms

of donor funding and domestic resources. There are signs that donor funding commitments specifically for

PDF to HTML - Convert PDF files to HTML files

AIDS are declining as donor assistance for the pandemic have reached a plateau. These changes have occurred

in tandem with an economic downturn and an increasingly aid sceptic public discourse globally. At the same

time there is little evidence to indicate that countries are using their own resources to meet particularly the

needs of key populations. The Alliance advocacy and community mobilisation approach equips particularly

marginalised and vulnerable groups, including women and youth to demand health services and information.

Whilst these challenges remain, the Alliance strategic advantage can be found in the growing evidence base to

support work with key populations (most recently in the UNAIDS 2014

The Gap Report).

The Alliance’s unique

experience with capacity development of civil society organisations and communities and human rights based

approach puts the organisation in a strategic position to become a partner for donors.

4. Priority results to be achieved

HIV, Health and Rights: Sustaining Community Action 2013-2020

Result

Healthy people

Strong health and

community systems

Inclusive and

engaged societies

Making it happen

Response

Increase access to HIV and health integrated

programmes;

Support community-based organisations to be

connected and effective elements of health

systems;

Advocate for HIV, health and human rights;

Build a stronger Alliance.

The priority results for the Danish

organisation strategy focus on the

Alliance’s contribution to

The Right

to a Better Life

and to the Danish

HIV/AIDS strategy. Under the Alliance

strategy’s four results and responses,

the involved communities will be

given a chance to contribute to

ending AIDS through local, national

and global action on HIV, health and

human rights (MDG 6), and through

this contribute to maternal and child

health (MDG 4 and 5).

In support of the above four Alliance result areas, Denmark will place its strategic focus on.

Continued support to the Alliance’s work with key populations and marginalised groups.

Denmark will

work with and through the Alliance to address the rights of key populations and other marginalised groups

including women and youth to access information and services on equal terms as everyone else.

Provision of quality and integrated HIV and health services:

Denmark will support the efforts of the

Alliance to promote integrated services, comprehensive sexuality education and youth friendly services

and to provide a defined package of targeted HIV prevention activities with a focus on key populations.

Continued institutional reform process with the aim of creating a stronger Alliance.

Denmark will follow

the Alliance’s ongoing efforts at improving the efficiency, effectiveness and added value of the

organisations towards the linking organisations and local civil society, incl. optimisation of systems and

resources; support the accreditation process of linking organisations and to continue the improvements in

linking organisation governance, organisational development and standard of programming.

PDF to HTML - Convert PDF files to HTML files

d) Sustained efforts to combat corruption and misuse of funds.

Denmark will support Alliance efforts to

ensure increased rigour and transparency in grant-making through the consistent implementation of the

onward granting policy; the continued work with accreditation procedures; and continued work with

reviewing the systems and controls put in place to mitigate risks of grant-making.

5. Monitoring and reporting

In accordance with the MFA guidelines for Management of Danish Multilateral Development Cooperation,

Denmark will use the Alliance monitoring and reporting framework, including financial reporting and not

produce specific Danish progress reports. The Alliance will submit an annual report on its strategic results as

well as annual, audited accounts. The current Alliance strategy runs until 2020. Given this rather long time-

frame, targets are set for three years at a time. Current targets cover 2013-2015 upon which new targets are

set. This allows the Alliance to adjust its course of action in light of the rapid development of the HIV pandemic.

Donors are not represented on the Alliance Board of Trustees, hence limiting direct influence on the strategic

choices of the Alliance. However, a combination of formalised and non-formalised dialogue between the

Alliance and its donors presents the avenues of influence. A donor meeting is held on an annual basis. The

meeting is typically attended by technical staff from the development policy and the technical advisory

departments of the Ministry of Foreign Affairs. The annual donor meeting is a key opportunity for the Ministry

of Foreign Affairs to pursue the strategic dialogue with the Alliance senior management and technical teams.

This is coupled with ad-hoc telephone/video conferences on specific issues when required. The donor meetings

also offer an opportunity for strategic discussions with the other donors to the organisation. Denmark will work

closely with like-minded countries towards the achievement of the specific priorities.

The Alliance’s general M&E system has been developed over the past ten years and has in particular focused

on supporting linking organisations in the efforts to improve M&E capacity according to the standards set in

the accreditation process (such as collection of financial data and on evidence of outreach and impact). Due to

the diversity of the linking organisations and their working environment, a so-called segmented approach is

taken by the Alliance. This means that more detailed requests are being made to the eight largest linking

organisations compared to the smaller ones.

6. Budget

The proposed budget for the Danish core contribution to the Alliance 2014-2017 is shown below with

indication of commitments and annual releases.

Indicative budget for Denmark’s engagement with the Alliance

Commitments in DKK millions

Disbursements in DKK millions

2014

2015

2016

2017

The numbers for 2016-2017 are preliminary and subject to parliamentary approval.

PDF to HTML - Convert PDF files to HTML files

In addition to the core funding covered by the present organisation strategy, Denmark provides earmarked

funding (DKK 25 million 2012-15) for the implementation of the Sexual Health and Rights Programme (SHARP).

The earmarked support was provided to enable the Alliance pilot new approaches to working with key

populations; approaches which may subsequently be scaled up and integrated into the Alliance main

programme of action. Denmark’s ability to work pragmatically through a combination of support modalities has

been key to Alliance strategic learning in this regard.

In 2013 the wider Alliance global partnership spending (the collective finances of the Charity and the

independent linking organisations) was split between the secretariat (28%) and the linking organisations,

technical support hubs etc. (72%). The total income of the Alliance Secretariat was 37.3 million USD in 2013.

Denmark’s contribution in 2013 was 7% of the Alliance total income

. Other donors include DFID, USAID, the

Netherlands, Sweden, Norway, EU and the Global Fund (see annex 5 for details).

6. Summary results matrix

This framework is based on the Alliance’s own results framework, but only reflects aspects which will be used

to monitor the Danish core support.

Intended Results

Indicators

Baseline

Goal:

To contribute to the end of AIDS through local, national and global action on HIV, health and human rights

Priority Area 1: Support the efforts at offering quality HIV and health services.

Objective 1:

Improved

1a) Increase in % of people 1a) % of people living with HIV

1a) % of people living with HIV

health outcomes for key

living with HIV who initiate who initiate treatment early

in 2012 who initiate

populations and those

treatment early and

and adhere to anti-retroviral

treatment early and adhere to

most affected by

adhere to ART in a sample treatment.

ART in a sample of 5 Alliance

HIV/AIDS as a result of

of 5 Alliance countries by

countries.

community action

2015

1b) Decrease levels of

unmet family planning

needs among youth (10-

24s ) affected by HIV in a

sample of Alliance

countries by 2015

Output 1.1

Increased

access to HIV and health

services by key

populations and those

most affected by

HIV/AIDS

1.1.1) 1,000,000 people in

key populations in 2015

1b) A sample of Alliance

countries experience a

decrease in unmet need for

family planning among youth

affected by HIV

1.1.1) Number of people

reached with a defined package

of targeted HIV prevention

activities , with a focus on key

population groups

1.1.2) Number of adults and

children with HIV enrolled in

HIV care services.

1.1.3) Number of women and

men 15-49 who received an HIV

test.

1b) Levels of unmet family

planning needs among youth

affected by HIV in a sample of

Alliance countries

1.1.1) 478,927 people in key

populations (2012)

1.1.2) 800,000 adults and

children in 2015

1.1.3) 740,000 women and

men 15-49 in 2015

1.1.2) 455,637 adults and

children (2012)

1.1.3) 588,700 women and

men 15-49 (2012)

Includes both core (66%) and earmarked, SHARP contribution (34%).

This will be disaggregated by the following four groups: MSM, transgender, sex workers, or injecting drug users

PDF to HTML - Convert PDF files to HTML files

Output 1.2

Increased

1.2.1) 1,100,000 in 2015

1.2.1) Number of people / key

integration of HIV

populations reached with an

programmes into broader

integrated HIV/ SRHR/TB

health services,

services

particularly SRHR and TB

Services

Priority Area 2: Continued support to the Alliance’s work with key populations.

Objective 2:

Greater

3.a) 10 Alliance countries

3. a) Globally and in a number

inclusivity and

by 2015

of Alliance countries, the

engagement around the

Alliance’s community and

rights of key populations

global action achieves verifiable

and those most affected

progress towards policy goals

by HIV/AIDS

related to HIV, health and rights

Output 2.1:

In more

Alliance countries,

communities advocate for

changes to improve

access to quality,

affordable health services

and promote human

rights

Output 2.2:

Violence and

discrimination against key

populations recognised

and addressed

24 countries supported by

2015

Number of countries where the

Alliance has supported key

populations’ advocacy for HIV,

health services and rights

1.2.1) 757,910 (2012)

1) 0 Alliance countries

(2012)

14 countries supported (2012)

Number of CBOs and networks

3 CBOs and networks (2012)

supported by the Alliance to

monitor and report on human

rights-related barriers to access

to HIV and health services

Priority Area 3: Continued institutional reform process with the aim of creating a stronger Alliance

Objective 3:

70% in 2015

% of LOs that show

60% (2012)

Stronger Alliance

documented improvements in

partnership of accredited

their governance,

national LOs that are

organisational development, or

improving, learning and

standard of programming

innovative

Priority Area 4: Sustained efforts to combat corruption and misuse of funds

Objective 4:

To ensure increased rigour 1) Results of internal controls

Improvement with regard and transparency in the

conducted; (internal audits

to minimising risk of

management of funds

available on request);

corruption and misuse of

through the consistent

2) Results of regular reviews

funds.

implementation of the

of LOs spending and on-site

monitoring and reporting

audits;

system.

3) Results of annual financial

audits.

21 CBOs and networks by

2015

Baseline is 0 due to new Alliance approach to measuring policy goals

PDF to HTML - Convert PDF files to HTML files

Annex 1: Alliance Secretariat and Linking Organisations 2014

Alliance Country Offices

International HIV/AIDS Alliance in Myanmar

Alliance Linking Organisations

HASAB (HIV/AIDS and STD Alliance Bangladesh)

Instituto para el Desarrollo Humano (IDH)

Botswana Network for Ethics, Law & AIDS (BONELA)

*Initiative Privée et Communautaire Contre le VIH/SIDA (IPC)

Alliance Burundaise Contre le SIDA (ABS)

*Khmer HIV/AIDS NGO Alliance (KHANA)

Caribbean HIV/AIDS Alliance (CHAA)

AIDS Care China

Alliance Nationale contre le SIDA en Cote d'Ivoire (ANS -CI)

Corporacion Kimirina

Atlacatl

Organization for Social Services for AIDS (OSSA)

Country

Bangladesh

Bolivia

Botswana

Burkina Faso

Burundi

Cambodia

Caribbean

China

Cote d'Ivoire

Ecuador

El Salvador

Ethiopia

PDF to HTML - Convert PDF files to HTML files

Promoteurs de l'Objectif Zerosida (POZ)

Humsafar Trust

*India HIV/AIDS Alliance

LEPRA Society (LEPRA)

Health Institute for Mother and Child (MAMTA)

Vasavya Mahila Mandali (VMM)

Rumah Cemara

*Kenya AIDS NGOs Consortium (KANCO)

Anti-AIDS Association (AAA)

Malaysia AIDS Council (MAC)

Colectivo Sol (ColSol)

National AIDS Foundation (NAF)

Association Marocaine de Solidarité et Développement (AMSED)

Positive Vibes

Network on Ethics, Law, HIV/AIDS, Prevention, Support & Care (NELA)

*Via Libre

Philippines NGO Support Program (PHANSuP)

Alliance Nationale Contre le Sida (ANCS)

AIDS Consortium

Alliance Community Health Initiatives (ACHI)

TACOSODE

*Alliance Ukraine

Community Health Action Uganda (CHAU)

SCDI

Zimbabwe AIDS Network (ZAN)

Instituto para el Desarrollo Humano (IDH)

Haiti

India

Indonesia

Kenya

Kyrgyzstan

Malaysia

Mexico

Mongolia

Morocco

Namibia

Nigeria

Peru

Philippines

Senegal

South Africa

South Sudan

Tanzania

Ukraine

Uganda

Viet-Nam

Zimbabwe

Bolivia

*Linking Organisations hosting a regional Technical Support Hub.

PDF to HTML - Convert PDF files to HTML files

Annex 2: The Alliance Theory of Change

Source: IHAA & LSE (2012).Towards a theory of change: Report on an interview study of the International HIV/AIDS Alliance.

PDF to HTML - Convert PDF files to HTML files

Annex 3: The accreditation process

PDF to HTML - Convert PDF files to HTML files

Annex 4: Financial forecast and expected expenditure 2014-2016

The financial forecast shows an anticipated reduction in income from 2014 – 2016. These conservative

projections are based upon the Alliance scenario analysis model, which aims to forecast income for the next

three years. This model is updated every 6 months. The projections are based upon both signed funding

agreements and expected future funding pipeline analysis. The pipeline only contains known future funding

opportunities, as opportunities become available projected income in 2015 and 2016 will grow. Therefore, the

total funding gap in 2015 and 2016 will reduce as funding is secured. These figures are based on the April 2014

Alliance Finance and Audit Committee reports.

Financial forecast International HIV/AIDS Alliance Secretariat 2014-2016 in USD

International HIV/AIDS Alliance

2014 (Forecast)

2015 (Forecast)

2016 (Forecast)

Expected Annual

Income

50,109,000

40,950,307

35,722,257

Secured income and funding gap 2014-2016 in USD

Year

Total secured income*

Total funding gap

Secured funding + funding gap

2014

47,085,000

-3,024,000

50,109,000

2015

28,978,000

-11,972,307

40,950,307

2016

6,563,000

-29,159,257

35,722,257

Already signed agreements only. The Danish contributions under the present organisation strategy will contribute to minimizing

the gap.

Earmarked vs. core support 2014

Expenses (indicative budget categories by

expense item)

Total

Budget Unrestricted Restricted

2014

$000

6,268

3,078

621

1,829

193

6,268

3,078

621

1,829

193

Unrestricted grants

DFID Programme Partnership Arrangements

Sida

Norad

Danida

Other unrestricted income

PDF to HTML - Convert PDF files to HTML files

Restricted grants and contracts

Total income

50,109

11,989

38,120

In addition to the above mention donors, the Alliance’s donor base include the Dutch government, the

European Commission, the German Government, the Global Fund to Fight AIDS, Tuberculosis & Malaria, Iteract

Worldwide, Open Society Foundations, the Swiss Government, the Us Government and others.

Administration/overhead cost

In 2013 the Alliance Secretariat overhead cost (Indirect Cost Recovery) was 27.74% as established through

USAID audits and broadly accepted by donors providing core funding to the Alliance. Indirect Cost Recovery

covers a broad range of important administrative and programme related costs, including 1) overall

management, strategic leadership and coordination; 2) external relations (policy, communications, business

development, programme impact functions etc.) which are critical to the support of linking organisations,

development of best practice interventions, research and global, national, regional and local advocacy; 3) field

programmes co-ordination, covering capacity building and organisational development of linking organisations,

Alliance accreditation, Technical Support Hubs, grant management, technical and advisory support and lastly 4)

corporate services, i.e. IT, finance and HR functions, including support for linking organisations within the

Alliance.

Following a restructuring exercise, the IHAA secretariat was reduced from 110 to 94 staff members

representing a cost saving of US $ 1 million a year. Secretariat administrative costs have declined in terms of

percentage of total spending and in absolute terms from 10% (2009) to 5% (2013).

PDF to HTML - Convert PDF files to HTML files

Annex 5: Donor distribution

2013 Income Breakdown IHAA

Norwegian Government

(Norad)

Other

Income

DANIDA Income SHARP:

$886k*

DANIDA Income Core:

$1,753k

UK Government (DFID)

16%

Danish

Government

(DANIDA)

US Government (USAID)

22%

Dutch Government (BUZA)

31%

Swedish Government (SIDA)

13%

European Commission

Global Fund to Fight Aids,

Tuberculosis & Malaria

*Under the International HIV/Aids Alliance (IHAA) accounting policy revenue from performance grants and contracts (restricted

agreements such as SHARP) is recognised only when funds have been utilised to carry out the activity stipulated in the agreement. This

is generally equivalent to the sum of the relevant expenditure incurred during the year and any related contributions towards overhead

costs. Denmark represented 7% of IHAA income in 2013, 34% of this contribution was through SHARP and 66% through core funding.

2013 income – detailed information for the above chart

Grouped

Australian Government (AusAID)

Big Lottery Fund

Danish Government (DANIDA)

Dutch Government (BUZA)

European Commission

German Government (GIZ)

Global Fund to Fight Aids, Tuberculosis

& Malaria

Interact Worldwide

Irish Aid

Levi Strauss Foundation

Open Society Foundations

1000

50000

2639063

11515000

886000

105000

1022000

138000

29000

48000

13000

31%

Grouped

Other Income

Danish Government (DANIDA)

Dutch Government (BUZA)

European Commission

Global Fund to Fight Aids,

Tuberculosis & Malaria

Swedish Government (SIDA)

US Government (USAID)

UK Government (DFID)

Norwegian Government (Norad)

1532913

2639063

11515000

886000

1022000

4879317

8142000

6069845

622861.6

37309000

PDF to HTML - Convert PDF files to HTML files

Swedish Government (SIDA)

Swiss Government

Uganda HIV Prevention Advocacy

Fellowship

United Nations

US Government (USAID)

Viiv Healthcare

World Health Organisation

Other restricted funds

Other contract income

UK Government (DFID)

Other unrestricted income

Norwegian Government (Norad)

4879317

418000

8000

102000

8142000

321000

13000

6000

95000

6069845

185913

622861.6

37309000

13%

22%

16%