AMERICAN INTERNATIONAL HEALTH ALLIANCE INC
We Do Development Differently
Programs and results
What we aim to solve
People around the world suffer and die needlessly because they lack adequate access to equitable, quality healthcare. Social and environmental determinants of health, such as poverty, discrimination, and inadequate education and social services, also undermine health and well-being. Despite decades of global health investment, critical gaps in human resources for health (HRH) continue to hinder health outcomes.
The worldwide gap in professional health workers is expected to rise by nearly 60 percent to 13 million over the next 20 years. Africa is hardest hit, bearing 24 percent of the global burden of disease, but with access to only 3 percent of health workers. Severe HRH shortages have left more than half of the 37 million people living with HIV unable to access life-saving antiretroviral medicines and millions more who lack access to basic primary care, including management of non-communicable diseases like diabetes, hypertension, asthma, and cancer.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Targeted Programmatic Support Across Countries (CDC1950)
Since 2019, AIHA has implemented a US Center for Disease Control (CDC) funded project that has strengthened the organizational capacity of HIV-focused civil society organizations (CSO) and implemented direct service delivery (DSD) to accelerate evidence-based HIV prevention and treatment in 10 countries: the Philippines, Thailand, Laos, Zambia, Tanzania, Nigeria, Kenya, Dominican Republic, Haiti, and Guatemala.
Since 2023, AIHA’s focus is the Philippines, one of the few countries where infection rates are rising, particularly among Young Key Populations (YKPs) 25 years old and younger, the main driver of infection and transmission. In 2024, we are improving HIV-case finding and linkage to care via community-based screening and testing in partnership with CSOs; implementing a targeted and diversified prevention and testing strategy and access points for YKPs, including self-testing; and advocating for policy change to expand, simplify, and make HIV confirmatory testing more accessible
Orphans and Vulnerable Children in Nigeria
Since 2019, AIHA, the Nigerian-based Society for Family Health (SFH), and the AIHA established Twinning for Health Support Nigeria (THSI) have implemented a USAID funded project to integrate evidence-informed strategies to enhance Orphan and Vulnerable Children (OVC) services and strengthen the OVC systems in Kano, Nigeria. With an estimated 2.5 million OVCs in Nigeria due to HIV/AIDS, among the highest in the world, improving HIV case finding among children and adolescents is critical to bridging the ART coverage gap. AIHA and THSI have been delivering a full package of technical assistance activities to ensure that local and state governments have sufficient, high performing human resources to protect and care for OVC. AIHA has also implemented initiatives such as positive parenting, child protection, mental health counseling, obtaining birth registration and certification, and establishing kids/adolescent clubs, Caregivers Forum and Community Child Protection Committees.
Leadership Incubation Program for Health
Since 2019, with Gates Foundation funding, AIHA has trained, mentored and empowered over 250 public health workers to assume leadership roles to address critical public health needs in Ethiopia. This project is co-managed by AIHA, the Health System Innovation and Quality Executive Office of the Federal Ministry of Health of Ethiopia (FMOH), and the International Institute for Primary Health Care–Ethiopia (IPHC-E). The project has emboldened a generation of future leaders in public health, providing them with opportunities to make significant contributions at all levels of leadership in the health sector. The project recruits, develops and nurtures young professionals who display exceptional commitment, potential and passion in their field. The project has trained and deployed trainers and coaches from multiple disciplines, utilizes fellows with leadership experience in planning, implementation, management, and evaluation, and provides participants with hands-on training and mentorship.
Twinning Partnership Program to Strengthen PHC in Ethiopia
In 2020, AIHA launched our 4th Gates Foundation supported project in Ethiopia, whose goal is to build capacity of the International Institute for Primary Health Care – Ethiopia (IPHC-E) to serve as a resource for the delivery of quality primary health care (PHC) services for essential, curative, and preventive services, as part of the country’s efforts to achieve universal health coverage (UHC) and the Sustainable Development Goals (SDGs) for health. A 2019 national assessment revealed that PHC units lack the necessary infrastructure and practices, which has negatively impacted the quality of care and customer satisfaction. To meet these challenges, AIHA has partnered with John Hopkins University and the University of Queensland to develop new and strengthen existing training curricula that meet international standards of quality PHC training, provide technical assistance and training for IPHC-E staff, and establish processes and systems for sharing best practices and lessons learned.
Supply Chain – Strengthening HR Management and Practice
In November 2023, AIHA launched a new Gates Foundation funded project to strengthen HR management and practices for the supply chain workforce in Ethiopia to improve the availability of pharmaceutical commodities country-wide. The project builds the capacity of the Ethiopian Pharmaceutical and Supply Service (EPSS) Human Resources Directorate with targeted training and mentorship on financial management, leadership, communication and information management, and other critical competencies. Focus areas for improvement include:
• Determining a efficient division of labor;
• Developing strong, effective leadership;
• Strengthening human resource policies, practices, and leadership capacity;
• Establishing optimal physical resource capacity, including office space and necessary equipment and resources;
• Designing an efficient information management system;
• Developing effective workflow management policies and procedures; and
• Engaging with the private sector to share best practices.
Where we work
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsAverage online donation
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
This represents the average dollar amount of online donations by year.
Number of participants reporting risky sexual behaviors
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Ethnic and racial groups, People with diseases and illnesses, LGBTQ people, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
People with risk behaviors contacted for testing.
Number of people the organization delivered antiretroviral medicines to treat HIV
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Ethnic and racial groups, LGBTQ people, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Estimated number of AIDS-related deaths prevented in the service area as a result of the organization's efforts
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Ethnic and racial groups, People with diseases and illnesses, LGBTQ people, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number correlates to the number of people receiving ART
Number of men who have sex with men tested for HIV
This metric is no longer tracked.Totals By Year
Population(s) Served
LGBTQ people, Adults, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of people tested for HIV
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Ethnic and racial groups, LGBTQ people, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, People with diseases and illnesses, LGBTQ people, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of hours of training
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, LGBTQ people, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Number of assessment guides developed
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, People with diseases and illnesses, LGBTQ people, Economically disadvantaged people
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Context - describing the issue we work on
Direction of Success
Holding steady
Number of curricula designed
This metric is no longer tracked.Totals By Year
Related Program
Targeted Programmatic Support Across Countries (CDC1950)
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Number of list subscribers
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Context Notes
This metric is for all of AIHA.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
AIHA has identified three overarching goals that will provide a framework for our operations, growth, and development over the next three to five years.
Goal 1: Fill critical health and social welfare workforce gaps in host countries as evidenced by an increase in both the number of new pre-service training partnerships supported each year and the number of students who have been graduated and deployed.
Goal 2: Improve the quality of care provided by the existing health and social welfare workforce in host countries as evidenced by an increase in the number of health and allied care providers who receive in-service training and clinical mentorship services.
Goal 3: Strengthen health system infrastructure, including laboratory and biomedical equipment as evidenced by an increase in the number of new laboratory strengthening and biomedical engineering training partnerships launched and the resultant density and distribution of these key cadres.
To achieve these goals, AIHA will invest in continuous quality improvement and rigorous evaluation, strengthen our relationship with a wide range of donors, and build internal programmatic capacity to complement the work of our institutional partners. AIHA will demonstrate evidence that its programs achieve their intended outcomes — from filling HRH gaps to achieving better health outcomes — while constantly striving to ensure value for money.
What are the organization's key strategies for making this happen?
AIHA's objective is to be the organization of choice for HSS and HRH capacity building. AIHA offers a unique, customizable, cost-effective, and sustainable model, and brings close to 30 years of experience implementing locally-driven peer-to-peer development solutions.
AIHA's core competencies are in health system strengthening, with a focus on developing human resources for health and social welfare. AIHA recognizes the need to engage in other key components of health system strengthening, including health financing and governance. We also recognize that there is potential to expand HSS and HRH capacity building work beyond our current and historical geographical focus of Central and Eastern Europe, Central Asia, the Caribbean, Africa, and Southeast Asia, including work within the United States.
While AIHA sees potential to apply our unique partnership model to different sectors, such as education and agriculture, AIHA intends to focus on expanding its geographic footprint and maximizing new business opportunities within the health sector during the next three to five years.
Although AIHA currently derives the majority of our funding from the Bill and Melinda Gates Foundation and the US Government, we are convinced that our health system strengthening model and interventions resonate with a multitude of donors.
So, our task ahead is clear: Expand and diversify AIHA's funding sources and increase our impact. This includes engaging non-USG bilateral and multilateral donor agencies, corporations, foundations, and individuals. To support this effort, it also includes rebranding and raising organizational visibility, Board development, and strengthening operational and administrative capacity and efficiency. At the same time, it is also important for AIHA's overall organizational culture to evolve into one that is more outward facing and entrepreneurial, proactively and continuously seeking out new business opportunities — a culture that clearly and unequivocally communicates that “AIHA is open for business."
What are the organization's capabilities for doing this?
For donors, AIHA provides exceptional value for money. We deliver locally-owned, needs-driven solutions that yield sustainable, measureable results. We are committed to collecting and using data to continuously improve performance and evaluating our projects and programs to demonstrate impact. With AIHA, donors know that their investments are strengthening the health systems and healthcare workforce, as well as improving access to high-quality healthcare and social services for people who need them. As a grantee and contractor, AIHA is responsive, diligent, transparent, and cost-effective.
For implementing partners, AIHA is a valuable addition to their proposals and projects, offering unique specialized skills and an ability to source technical expertise on demand. AIHA is cost-effective, reliable, and fully accountable. As a nimble organization, we are able to adapt quickly and effectively to changing needs and operating environments to help ensure that projects succeed on time and on budget.
For host country governments, AIHA is a trusted partner offering great value for money, and whose work helps achieve goals set forth in each country's national plans. AIHA can be instrumental in strengthening relationships among key partners and government entities. Most importantly, AIHA's unique approach builds lasting, sustainable in-country capacity.
For recipient partners, working with AIHA and our vast network of resource partners presents health and allied professionals in low- and middle-income countries with an unparalleled chance to learn, grow both personally and professionally, and help usher in positive, sustainable changes that benefit the communities they serve. AIHA's unique partnership model is based on mutual respect and employs a long-term mentorship and peer-to-peer collaboration. AIHA works to ensure that our recipient partners are the ones driving the development and implementation of interventions. AIHA partnerships offer national and international recognition for both individual professionals and their institutions.
For resource partners, AIHA provides a hassle-free channel through which experienced professionals can make a meaningful contribution to health system strengthening and human resource development, publish and present about partnership activities and results, and gain national and international recognition for individual professionals and institutions. Resource partners often point to their work with AIHA partnerships as one of their most rewarding professional experiences. Frequently, AIHA partnerships have a life-long impact thanks to our unique model, which supports long-term mentorship and peer-to-peer collaboration.
For Board members and volunteers, AIHA offers an exciting opportunity to be part of a unique and growing global organization's efforts to help ensure access to quality healthcare for everyone, everywhere.
What have they accomplished so far and what's next?
AIHA has managed more than 175 distinct partnerships and initiatives in 43 countries spanning the globe. Because our programmatic models are so flexible and dynamic, AIHA is well-suited to helping resource-constrained communities and nations anywhere in the world chart a course for positive, sustainable change.
We got our start in 1992 when we launched our first healthcare partnerships in Eurasia following the collapse of the former Soviet Union thanks to the support of the American people through the U.S. Agency for International Development (USAID).
With support from the U.S. President's Emergency Plan for AIDS Relief (PEPFAR) and the U.S. Department of Health and Human Services, Health Resources and Services Administration (HRSA), AIHA began applying our unique capacity-building models to countries throughout sub-Saharan Africa through our HIV/AIDS Twinning Center Program in 2004. We later expanded Twinning Center programs to Russia, Ukraine, the Caribbean Region, and Asia.
In 2012, AIHA was awarded a PEPFAR-supported Project to Strengthen Blood Services in Central Asia, Ukraine, and Cambodia, which was funded by the U.S. Centers for Disease Control and Prevention (CDC), marking our entry into the Asia Region and re-entry into several Eurasian countries. In 2019 AIHA was awarded with another five-year contract from the CDC with a wide remit to address HIV/AIDS in PEPFAR priority countries to further the PEPFAR agenda. With these funds, AIHA has supported local organization capacity building efforts, strengthened processes for index testing, and worked closely with key populations to help them better deliver needed HIV/AIDS prevention and treatment services to high-risk and marginalized populations.
AIHA also has a history of engaging in public-private partnerships to help achieve specific development goals. This includes projects with AIDS Healthcare Foundation, ViiV Healthcare, and MSD to support capacity building to expand access to quality HIV/AIDS treatment and care; a consortium of California-based health organizations to support a national maternal, newborn, and child health project in Kosovo; GE Foundation to support a biomedical technology training project in Ethiopia; and several projects supported by the Bill and Melinda Gates Foundation in Ethiopia largely in support of the Government’s health care agenda from activities to improve primary health care to addressing COVID; from strengthening the leadership capacity of the Ministry of Health to assisting the FMOH through logistical and procurement support
Since 1992, AIHA has managed more than $370 million in USG grants and awards, accompanied by $300 million in in-kind contributions from our U.S. twinning partners.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
AMERICAN INTERNATIONAL HEALTH ALLIANCE INC
Board of directorsas of 07/11/2024
Mr. Charles R. Evans
International Health Services Group
Term: 2017 -
Richard Berman
University of South Florida
Charles R. Evans
International Health Services Group
Sissy Stevinson
HCA Healthcare
Tricia Barrett
Bayer Pharmaceuticals
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/11/2024GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.