AMERICAN INTERNATIONAL HEALTH ALLIANCE INC

We Do Development Differently

aka AIHA   |   Washington, DC   |  www.aiha.com

Mission

The American International Health Alliance (AIHA) is an international nonprofit organization working to advance global health through needs-driven, locally-owned, and locally-sustainable health systems strengthening (HSS) and human resources for health (HRH) interventions. AIHA'S vision is a world with access to quality healthcare for everyone, everywhere. AIHA's mission is to strengthen health systems and workforce capacity through locally driven partnerships with sustainable solutions.

Ruling year info

1992

President & CEO

David Greeley

Main address

5614 Connecticut Avenue, NW Suite 293

Washington, DC 20015 USA

Show more contact info

EIN

52-1773753

NTEE code info

Public Health Program (E70)

Management & Technical Assistance (G02)

Management & Technical Assistance (S02)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2020, 2019 and 2018.
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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Capacity Building for Ethiopian Federal Ministry of Health

Since November 2016, with support from the Bill and Melinda Gates Foundation, AIHA has provided logistical support and grants to assist the Ethiopian Ministry of Health to effectively and efficiently implement its priorities under the transformation agenda of the country’s Health Sector Transformation Plan (HSTP).

AIHA works in close collaboration with representatives of the Ministry of Health, the Gates Foundation, and a third party in an advisory committee that reviews the Ministry’s funding requests. This committee approves requests and provides logistical support for the implementation of the proposed projects, or it recommends revisions to the Ministry and provides technical assistance for further development and refinement of requests, including, among other things, different options for vendors or consultants and changes to procurement and solicitation processes.

In addition, the Gates Foundation has requested that AIHA provide consultation and feedback on their Ethiopia Integrated Health Plan (EIHP) based on AIHA’s status as a current Gates Foundation implementing partner and our decade-long experience working in close collaboration with the Ethiopian Ministry of Health to implement successful national and regional HSS/HRH interventions in the country. Our experience, coupled with our close relationship with the Ministry including a keen understanding of its priorities and processes, positions AIHA well to provide the service required to assist the FMOH in the smooth implementation of its health agenda.

Population(s) Served
Adults
People of African descent
People with diseases and illnesses
Economically disadvantaged people

In September 2019, the U.S. Centers for Disease Control and Prevention (CDC) awarded AIHA a five-year grant to implement a wide range of activities to combat the HIV/AIDS pandemic. This multi-year, multi-country project is broad in nature, and provides a vehicle by which AIHA can assist the CDC at the global and country level, in support of the President’s Emergency Plan for AIDS Relief (PEPFAR) and the Global Fund to Fight HIV/AIDS, Tuberculosis and Malaria.

The goal of the project – entitled Targeted Programmatic Support Across Countries (CDC1950) – is to provide comprehensive and cost-effective technical support for the acceleration of evidence-based HIV prevention and treatment program implementation, as well as aligned health systems strengthening activities. Among other things, the project aims to increase capacity, particularly of civil society organizations, and to implement direct service delivery (DSD) activities, to address HIV/AIDS across PEPFAR countries globally. This grant builds on AIHA’s successes and collaboration with the CDC, other US government agencies, and other partners over the past 15 years in fighting the HIV epidemic. It also leverages AIHA’s close to 30 years of working to improve capacity among individuals, organizations, governments, and institutions to address various public health issues, particularly among front-line health care workers.

This project has thus far operated in 10 countries: the Philippines, Thailand, Laos in Southeast Asia; Zambia, Tanzania, Nigeria and Kenya in sub-Saharan Africa; and the Dominican Republic, Haiti and Guatemala in Latin America and the Caribbean.

The project has three main components:
• Capacity building: Supporting PEPFAR programs, Ministries of Health (MOHs) and other key stakeholders to implement innovative, effective and comprehensive capacity building strategies for service delivery and human resources for health (HRH) to ensure implementation of HIV programs in line with PEPFAR/UNAIDS and national policies and guidelines;
• Service provision: Supporting PEPFAR programs, MOHs, and other key stakeholders to implement high-quality, high-effectively and evidence-based HIV prevention, care and treatment services for populations at high risk;
• Strategic information: Supporting PEPFAR programs, MOHs, and other key stakeholders to design and implement innovative strategic information approaches to generate data driven evidence to improve HIV policies and programs.

The project has expected short-term, immediate and long-term outcomes. Long-term outcomes are:
• Increased capacity and ownership of country MOH and other key stakeholders to control HIV epidemics in a sustained manner;
• Decreased HIV transmission among high-risk and vulnerable populations;
• Increased viral load suppression for all populations living with HIV on ART.

In the first year of the project, AIHA implemented activities in Thailand and Laos in Southeast Asia; Zambia, Tanzania, Nigeria, and Kenya in sub-Saharan Africa; and Guatemala in Latin America. Activities in Thailand and Laos focused on improving the quality and confidentiality of HIV testing among high-risk and vulnerable populations, tracing their contacts, and linking them to prevention and care services. In sub-Saharan Africa, interventions have been targeted towards improving the capacity of local civil society organizations comprised of and representing vulnerable and marginalized populations to address the pandemic in their communities.

According to the most recent UNAIDS report released on July 6, 2020, a majority (62%) of new adult HIV infections globally in 2019 were among key populations and their sexual partners. These populations—which include sex workers, people who inject drugs, prisoners, transgender people, and gay men and other men who have sex with men—constitute small proportions of the general population, but they are at elevated risk of acquiring HIV infection, in part due to discrimination and social exclusion. The risk of acquiring HIV is:
• 26 times higher among gay men and other men who have sex with men.
• 29 times higher among people who inject drugs.
• 30 times higher for sex workers.
• 13 times higher for transgender people.

In the second year of the project, AIHA is continuing capacity building activities in Zambia, Tanzania, Nigeria, and Kenya in sub-Saharan Africa; and Guatemala in Central America. Project activities have also expanded to Haiti and the Dominican Republic.
AIHA will support KP-led organizations to deliver KPIF services via strengthened organizational capacity and increased resiliency through Social Enterprise.

HIV Key Population Civil Society Organizations (CSO) often have limited sources of financial support, and some depend primarily on one single source for their operations. The sources are mostly large international donors and NGOs. The level of overseas funding for HIV programs has stagnated, and countries that have achieved success in reducing transmission have often experienced fluctuations in donor support. Rapid donor funding transitions and cuts can result in closures and interruptions of essential services, threatening to undo progress towards HIV elimination. Key populations (KP) are especially at-risk because national governments may also be reluctant to adopt mechanisms for funding CSOs that are KP-led or -driven, because they commonly face multiple barriers including discrimination.

CSOs with more diversified streams of funding are better equipped to maintain services when there are fluctuations in funding. Organizations that apply commercially viable strategies to maximize social objectives are often in a better position to withstand these fluctuations, as they are not entirely reliant on the uncertainties of donor funding and fund raising efforts. Organizations that incorporate Social Enterprise activities are more like for-profit businesses that sell products or services to acquire capital. AIHA will focus on strengthening these organizations to incorporate Social Enterprise initiatives to make them more sustainable, and be able to deliver the critical HIV services needed.

AIHA will also start project implementation in the Philippines in 2020. The Philippines has the fastest growing HIV epidemic in the Southeast Asia/Pacific region, with a sevenfold increase in newly diagnosed cases from 2010 to 2018. AIHA’s technical assistance will focus on reviewing current systems with the goal to improve Assisted Partner Services (APS) in at least 2 sites. APS or provider notification for sexual partners of persons diagnosed HIV-positive can increase HIV testing and linkage and is a high yield strategy to identify HIV-positive persons.

AIHA will provide technical assistance on implementation and scaling index partner testing services to stem HIV transmission in the Philippines, including use of social or sexual network interventions. AIHA will also develop training materials and mentorship packages, and work on direct service delivery in District 11 in the Philippines.

Population(s) Served
Young adults
Ethnic and racial groups
Family relationships
Sexual identity
Social and economic status

According to UNICEF, there were an estimated 13.8 million children and adolescents (0-18 years) worldwide who have lost one or both parents to AIDS as of 2019, 80% of whom live in sub-Saharan Africa. In Nigeria, there are an estimated 2.5 million orphans and vulnerable children due to HIV/AIDS. UNICEF estimates each day 880 children become infected with HIV.

For many years, the U.S. President’s Emergency Plan for AIDS Relief (PEPFAR) has focused attention and devoted significant resources to addressing this key population. Currently, there are 22 countries that have PEPFAR supported OVC programs including Nigeria.

In late 2019, the Society for Family Health (SFH), a Nigerian-based NGO, in partnership with American International Health Alliance (AIHA), Save the Children Federation (SCF), and the AIHA established Nigerian organization Twinning for Health Support Initiative (THSI-N) received a five year award from USAID entitled the Integrated Child Health and Social Services Award (ICHSSA 3) Program with the goal to integrate evidence-informed strategies to enhance OVC services, strengthen social services to OVC, and strengthen the OVC systems’ services and support in Kano, Nigeria. Specifically, the objective of the ICHSSA 3 Program is “to ensure that OVC are cared for and protected by their households, communities, local and state government” through civil society and partnerships. Nigeria was selected because there remains a significant risk among adult populations not on HIV/AIDS treatment (40%) and low use of ART among HIV-positive pregnant women (30%) – indicating a significant at-risk population that could benefit from pre-OVC and OVC services as part of HIV prevention and treatment programs. AIHA and our partner organization THSI-N have been working to deliver 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.

The ICHSSA 3 program is comprehensive, actionable, and integrative, while focusing on reframing ecological levels (system/environment, organizations, community, interpersonal, and individual) of OVC health programming and service delivery in Kano, Nigeria – improving results to households access to OVC services, communities awareness to protect OVC rights, bolster local and state government role in delivering services of OVC, and prioritized subpopulation OVC service utilization.

Recently, the ICHSSA 3 State Team conducted an extensive baseline capacity gap assessment of social workers and community case management in Kano State. The Social Welfare Workforce Mapping and Assessment 2019 Toolkit from Global Social Service Workforce Alliance was adapted to a 3-part ecological questionnaire specific to ICHSSA 3 program goals. The three parts sought information to establish a baseline regarding: (1) social welfare workforce planning, (2) social welfare workforce development and training, and (3) social welfare workforce support. This baseline assessment is guiding the next phase of institutional social welfare workforce curriculum development.

Some additional examples of main ICHSSA 3 program activities and services include:
• Identify government agencies and traditional leaders to champion OVC services
• Kano State Assembly
• Kano State Agency for the Control of HIV/AIDS (KSACA)
• Primary Health Care Development Agency (PHCDA)
• Hospital Management Board
• Ministry of Education
• Strengthen collaboration and partnerships through Kano State Assembly
• Increase verification of households and quality of service delivery from Community Case Management Workers (CCMW)
• Facilitate caregivers’ forums to increase health service capacity, knowledge (nutrition, financial literacy, etc.), and skills
• Implement inclusion activities as part of kids’ and adolescents’ clubs (e.g. 32 activities – story telling, physical and intellectual and emotional wellbeing meetings).
• Support Community Child Protection Committee meetings to plan school enrolment and prevent child abuse

Population(s) Served
Children and youth
People of African descent
Family relationships
Sexual identity
Social and economic status

Ethiopia faces a heavy burden of disease, with a growing prevalence of communicable infections. As a result, high morbidity and mortality rates attributed to potentially preventable infectious diseases and nutritional deficiencies are a reality for many Ethiopians. Ethiopia’s Federal Ministry of Health (FMOH) is best positioned to respond to this challenge. It consequently seeks to promote the health and well-being of all citizens by providing and regulating a comprehensive package of high quality promotive, preventive, curative, and rehabilitative health services equitably.

The Health Sector Transformation Plan’s (HSTP) mid-term evaluation results recommended leadership, management, and governance capacity-building efforts to address critical gaps in the health sector, explicitly calling out areas of improvement that include: inadequate capacity to implement a decentralized health system; low utilization of health services; inadequate follow-up on implementation of policies, guidelines, standards and protocols; inadequate coordination of public-private partnerships in health.

To meet the challenge, the FMOH must be able to rely on its greatest asset – its people – to plan, guide, develop, and implement need-driven national health programs and initiatives. Ministry staff must excel not only in public health but also in thinking and acting as true leaders and visionaries for their country’s complex health system. Specifically, selected individuals must be empowered by augmenting their technical expertise with – among other things – critical leadership, communications, and management skills that will help them emerge as leaders of the FMOH’s critical national effort to promote the health and well-being of all Ethiopians.

At the request of the FMOH and the Bill & Melinda Gates Foundation, AIHA developed a concept note for the development and implementation of a Leadership Incubation Program (LIP) for the FMOH, its agencies, and Regional Health Bureau staff that will build the capacity of its staff, thus developing a pool of highly qualified people for future leadership positions.

To meet the leadership challenge in the health sector, the FMOH launched the Ethiopia Leadership Incubation Program (LIP). LIP is an initiative designed to develop a cadre of highly trained public health leaders in Ethiopia to work with advanced public health agendas, improve health outcomes using the newest tools of leadership skills, and improve the performance of these public health leaders at all levels by delivering quality health services in an equitable manner to ultimately improve health outcomes.

To address the mentioned challenges, AIHA received a grant from the Gates Foundation for eighteen months that is being used to develop future leaders and provide an opportunity for them to contribute in the health sector by assuming various leadership positions, so they can chart a course toward a future in which all Ethiopian citizens have access to quality health and allied care services.

This program is being co-managed by the Human Resource Development Directorate of the FMOH, the International Institute for Primary Health Care in Ethiopia (IIfPHC-E) and AIHA Ethiopia. A team of dedicated trainers and coaches from multiple sectors is expected to deepen the knowledge of leadership literature, raise self-awareness, and unlock the leadership potential of the trainees. This is being done through a blended learning approach that combines traditional classroom learning with individual mentoring, coaching, and experiential learning opportunities.

The LIP is a competency-based, six-month training and service program. Upon successful completion of LIP, the Federal Ministry of Health, in collaboration with AIHA and the International Institute for Primary Health Care-Ethiopia (IIfPHC-E), will award a Certificate of Completion. The Program provides the fellows with experience in leadership program planning, implementation, management, and evaluation through specialized hands-on training and mentorship. LIP fellows are being assigned to a field site that provides them opportunities to develop competence as skilled program leaders and to provide service applicable to projects that will improve public health.

In addition to meaningful and challenging on-the-job activities, the LIP provides formal instructor-led didactic training with a focused and short block course of 2 to 3 days maximum. Online leadership courses are also encouraged. Skills are further developed through hands-on developmental activities that enable LIP fellows to learn and practice skills essential to leading and solving public health problems. The curriculum is interdisciplinary and applicable to as many participants as possible. The program includes essential and universal leadership skills such as conflict management, negotiation, financial skills, customer service, time management, as well as strategies to develop interpersonal skills.

Emphasis is also placed on developing competence in program and operations planning, program management and evaluation, communication skills, emotional intelligence, emergency preparedness and response, oral and written communication, team building, negotiation, ethical consideration, and conflict resolution. Graduation from the LIP program signifies that the fellow has gained extensive experience in public health leadership and developed both the management and leadership competencies needed to serve as an effective public health leader in Ethiopia and beyond.

Participants in the training program are health professionals currently working in the health sector or health science education graduate interns who:
• aspire to work in public health leadership, program management or supervisory roles
• are preparing for higher-level leadership roles and are early in their careers

This may include experienced case team leaders or early career supervisory/ management staff with little to no experience in program leadership or management. The LIP provides leadership training and experience so fellows become competent in these areas and more.

Fellows are being recruited and selected through a competitive process from various healthcare institutions- particularly the Federal Ministry of Health (FMOH), Regional Health Bureaus (RHBs) and its agencies from Addis Ababa and the regions. The first cohorts are all from the FMOH who fulfill the criteria.

Responsibilities of the fellows during their training period include designing, developing, implementing, and evaluating programs, supervising staff, establishing and maintaining community partnerships, managing timelines and project work plans, or other public health-related duties as assigned. Individual assignments and opportunities will be made available either at their primary training site or elsewhere to provide for accelerated on-the-job learning.

The impact of the training will be evaluated after six months from graduation, giving the fellows the chance to implement what they have learned.

Population(s) Served
Adults
People of African descent
People with diseases and illnesses
Economically disadvantaged people

The goal of this two year award from the Bill and Melinda Gates Foundation is to strengthen the International Institute for Primary Health Care – Ethiopia (IIfPHC-E) to serve as both a national and regional resource for the delivery of quality primary health care service for essential, curative, and preventive services in Ethiopia.

The IIfPHC was established by the Federal Ministry of Health (FMOH) to strengthen Ethiopia's Primary Health Care (PHC) system in the context of achieving Universal Health Coverage (UHC) and meeting the Sustainable Development Goals (SDGs) for health. It does this by serving as a global resource for PHC, building capacity through training and information sharing, carrying out health systems implementation research, and contributing to the global advocacy for UHC through Primary Health Care. It is expected that the Institute will be transformed into a Center of Excellence in PHC Training, Advocacy, and Evidence Generation, and ultimately serve as the first WHO Collaborative Center on the African continent.

Population(s) Served
Adults
Children and youth
Families
People with diseases and illnesses
Economically disadvantaged people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Average 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.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

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.

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."

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.

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 is 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. In the first year of the project, 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

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    People in low and middle income countries who need better access to health care. These include stigmitized and marganlized populations such as those living with HIV/AIDS. We also improve capacity of organizations, both at the community and government level, through training and other methods, to deliver health care in impactful ways.

  • How is your organization collecting feedback from the people you serve?

    SMS text surveys, Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email,

  • 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,

  • What significant change resulted from feedback?

    We adopted our training methodology to include more mentorship, one on one capacity building, and incorporated more technologies to streamline processes.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    We initiated a grants program whereby we gave grants to civil society organizations to undertake social enterprise activities that they requested after having provided them with technical and capacity building training, in order to make them more effective, sustainable and empowered to take decisions

  • 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 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 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,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

AMERICAN INTERNATIONAL HEALTH ALLIANCE INC
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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AMERICAN INTERNATIONAL HEALTH ALLIANCE INC

Board of directors
as of 03/30/2022
SOURCE: Self-reported by organization
Board chair

Mr. Charles R. Evans

Richard Berman

University of South Florida

Charles Evans

International Health Services Group

Muhammad Pate

Harvard University TH Chan School of Public Health

Sissy Stevinson

HCA Healthcare

Tricia Barrett

Bayer Pharmaceuticals

Debrework Zewdie

City University of New York

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 3/29/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 03/29/2022

GuideStar 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

Data
  • 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.
Policies and processes
  • 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 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.