PEPFAR's annual planning process is done either at the country (COP) or regional level (ROP).
PEPFAR's programs are implemented through implementing partners who apply for funding based on PEPFAR's published Requests for Applications.
Since 2010, PEPFAR COPs have grouped implementing partners according to an organizational type. We have retroactively applied these classifications to earlier years in the database as well.
Also called "Strategic Areas", these are general areas of HIV programming. Each program area has several corresponding budget codes.
Specific areas of HIV programming. Budget Codes are the lowest level of spending data available.
Expenditure Program Areas track general areas of PEPFAR expenditure.
Expenditure Sub-Program Areas track more specific PEPFAR expenditures.
Object classes provide highly specific ways that implementing partners are spending PEPFAR funds on programming.
Cross-cutting attributions are areas of PEPFAR programming that contribute across several program areas. They contain limited indicative information related to aspects such as human resources, health infrastructure, or key populations programming. However, they represent only a small proportion of the total funds that PEPFAR allocates through the COP process. Additionally, they have changed significantly over the years. As such, analysis and interpretation of these data should be approached carefully. Learn more
Beneficiary Expenditure data identify how PEPFAR programming is targeted at reaching different populations.
Sub-Beneficiary Expenditure data highlight more specific populations targeted for HIV prevention and treatment interventions.
PEPFAR sets targets using the Monitoring, Evaluation, and Reporting (MER) System - documentation for which can be found on PEPFAR's website at https://www.pepfar.gov/reports/guidance/. As with most data on this website, the targets here have been extracted from the COP documents. Targets are for the fiscal year following each COP year, such that selecting 2016 will access targets for FY2017. This feature is currently experimental and should be used for exploratory purposes only at present.
Years of mechanism: 2008 2009
ACTIVITY UNCHANGED FROM FY 2008 AND ENDING IN SEPTEMBER 2009. NO FY 2009 FUNDS WILL
GO TO ACTIVITY.
In December 2005, USAID/Uganda initiated a contract with Chemonics International Inc to implement a
program to provide organizational development technical assistance and engage highly specialized local
consultants to build the capacity of targeted Ugandan institutions for improved HIV prevention, care and
treatment program outcomes. This program also aimed at strengthening administrative and managerial
systems to fortify in a sustainable manner the targeted institution's ability to respond effectively to emerging
opportunities resulting from the vast increases in HIV/AIDS funding. The program, named AIDS Capacity
Enhancement (ACE) currently works with the Joint Clinical Research Centre (JCRC), Hospice Africa
Uganda (HAU), the Inter-Religious Council of Uganda (IRCU), the Uganda AIDS Commission (UAC), and
the Ministry of Health Resource Centre (MOH RC). Three organizations, JCRC, HAU, and IRCU play pivotal
roles in expanding access to HIV/AIDS prevention, care and treatment in Uganda. UAC and MOH RC
serve to coordinate the national HIV/AIDS response in terms of strategy, policy, monitoring, evaluation as
well as reporting outcomes and results. The Chemonics/ACE program will continue to consolidate the
achievements to date and support the target organizations through the entire first phase of PEPFAR. ACE
has made substantial progress in building the capacity of the targeted organizations.
In the past year, ACE has worked with several palliative care providers, building their capacity to provide
and expand high quality services. Specifically, ACE worked with IRCU to strengthen its sub-granting
mechanism to support the expansion of palliative care services through its network of faith based service
delivery sites. ACE built the capacity of IRCU to manage their grants program which supports facility-based
and community-based groups in the provision of palliative care. Grantees provide a full spectrum of
palliative care services including disease prevention through appropriate use of health products such as
LLINs, cotrimoxazole, safe water products and nutritional supplements and symptom and pain management
and control of opportunistic infections. ACE worked directly with these grantees, training them in financial
management, management and leadership, USAID compliance, and monitoring and evaluation. These
management skills will help the grantees to run higher quality programs, comply with PEPFAR regulations,
and build their sustainability. In FY 2007, ACE will continue to work with the IRCU Secretariat and the
grantees to improve their management, M&E, financial systems, and communications so that they have the
capacity to deliver palliative care services effectively. This will be done through a training of trainers
approach that first trains the Religious Coordinating Body (RCB) staff in monitoring and evaluation, financial
systems and accounting, and other skills such as planning, reporting, and management. The RCB staff will
then provide training and regular support supervision to the grantees in these areas. ACE will be
instrumental in facilitating the entire process, but will work towards building capacity and systems within
IRCU and RCB staff that can be sustained beyond ACE.
In FY 2008, ACE will continue to work with palliative care grantees, supporting new grantees that are
selected by IRCU in all the areas described above. In addition, ACE will work with all the palliative care
grantees to strengthen their service provision. Together with the IRCU staff, the ACE project will facilitate
the development of programs that will ensure that quality of care standards are clearly articulated, and that
grantees are trained and provided with support supervision in upholding these standards. Connecting with
wider palliative care networks such as the Palliative Care Association of Uganda (PCAU) and the African
Palliative Care Association (APCA) will be a priority activity for IRCU sub-grantees in FY 2008. This will give
them access to additional resources and skills for further improving their services.
With JCRC, ACE helped them to plan for the remainder of the TREAT project and has supported them in
planning for their expanded sites and services. ACE's ongoing work includes improving data collection and
collaborations between the JCRC HQ, the regional centres and the satellite sites. In FY 2008, ACE will
continue working with JCRC to ensure that the TREAT program continues to expand and remains relevant
to the HIV/AIDS situation in Uganda.
Hospice specializes in HIV/AIDS symptom control, pain management and culturally appropriate end-of-life
care and now trains both public and private service providers and sites to offer these services to HIV +
individuals and their immediate families. In the past year, ACE strengthened HAU's capacity to deliver these
services by working with them to improve their organizational structure, governance practices, human
resources policies, M&E, financial systems, and communications. These have given HAU the tools and
platform from which it can grow effectively. An important component of this for improving palliative care in
Uganda is the communications and advocacy strategy. ACE is working with HAU to develop a strategy that
will give the organization and the palliative care community in Uganda the tools it needs to more effectively
communicate about the importance of palliative care for HIV/AIDS patients in Uganda. It will also help them
develop an advocacy program that can have nationwide impact on the availability of morphine for those
experiencing extreme pain. In FY 2007, ACE will continue to finalize this strategy and to support HAU in
rolling it out so that decision-makers at the national and district levels have increased awareness on the role
of palliative care in an HIV/AIDS program and are able to make important policy changes that will improve
the lives of AIDS patients.
In FY 2008, HAU will require support in developing plans for expanding their services, helping them identify
potential additional sites or mechanisms and partnerships whereby they can expand the numbers they
reach with palliative care services. In addition, HAU is a leading provider of training in palliative care in
Uganda, filling a crucial gap in provider knowledge of pain management. ACE will work with HAU to develop
an expansion strategy that is consistent with its capacity and resources, while at the same time addressing
national needs. More importantly, the new program will be tasked to assist HAU to expand its training
services to more health care providers and to develop business models that allow for this expansion.
ACE will be required to ensure that all activities maximize systems strengthening, capacity building and
skills transfer so as to ensure the sustained ability of these indigenous institutions to expand access to high
quality palliative care services. It will also be expected to incorporate issues of gender and
stigma/discrimination into all its activities to strengthen client organizations' ability to identify opportunities
for more appropriate/sensitive programming and also to link clients to wrap around services such as food,
Activity Narrative: education, microfinance and micro-credit support programs.
Finally, as more HIV/AIDS resources become available, and new partners come on board, the capacity
building needs also grow. Therefore, in FY 2008, besides consolidating the achievements of ACE within the
partner institutions, ACE will be expected to expand to include new client organizations as identified in
consultation with USAID. As the civil society basket fund becomes the primary mechanism for funding a
number of local organizations, ACE will be a resource of capacity building to recipients of funds, working
with identified organizations in a participatory way to identify their strengths and weaknesses and then
designing capacity building interventions tailored to their needs. This will be crucial for leveraging the
investment the USG is making in the basket fund and will strengthen a wider array of organizations,
enhancing their capacity to manage HIV/AIDS programs.
New/Continuing Activity: Continuing Activity
Continuing Activity: 15627
Continued Associated Activity Information
Activity Activity ID USG Agency Prime Partner Mechanism Mechanism ID Mechanism Planned Funds
System ID System ID
15627 4525.08 U.S. Agency for Chemonics 7210 3370.08 AIDS Capacity $650,000
International International Enhancement
Development Program (ACE)
8458 4525.07 U.S. Agency for Chemonics 4850 3370.07 AIDS Capacity $500,000
Development Program, ACE
4525 4525.06 U.S. Agency for Chemonics 3370 3370.06 Capacity $200,000
International International Building of
Development Indigenous
Institutions
Table 3.3.08:
ACE provides organizational development technical assistance and engages highly specialized local
treatment program outcomes. This program also strengthens administrative and managerial systems to
fortify in a sustainable manner the targeted institution's ability to respond effectively to emerging
opportunities resulting from the vast increases in HIV/AIDS funding. ACE works with the Joint Clinical
Research Centre (JCRC), Hospice Africa Uganda (HAU), the Inter-Religious Council of Uganda (IRCU), the
Uganda AIDS Commission (UAC), and the Ministry of Health Resource Centre (MOH-RC), among others.
In FY 2008, ACE will work with IRCU ART grantees, providing technical support in organizational
development, building financial and accounting systems for new grantees selected by IRCU. Additionally,
ACE will work with all the ART sub grantees to strengthen their service provision. The program will facilitate
the development of programs to ensure that quality of care standards are adhered to and that service
providers receive the necessary training needed to maintain theses standards. ACE will partner with
organizations, like the Infectious Disease Institute (IDI) that are specialized in ART services provision
training so as to source their services. Cross learning from partner organizations that have carried out ART
programs much longer that IRCU will be sought and encouraged. The program will work to ensure that a
network that facilitates the sharing of critical managerial and technical information, lessons learned, and the
dissemination of best practices is developed and supported. The program will also continue to support the
core function of the IRCU secretariat: governance and management; grants systems; financial systems,
M&E; and communications as these are all vital for the success of ART services provision.
In FY 2008, ACE will continue to upgrade the data collection systems across JCRC sites and will help
JCRC to set up a master database that can import and aggregate data from all the sites. ACE will also
work with JCRC Headquarters (HQ) staff to improve communication systems between Regional Centers of
Excellence (RCE) and its vast network of ARV service delivery satellite sites. This will enable JCRC HQ
and Regional Centers of Excellence to be more supportive of and responsive to lower level service delivery
sites resulting in improved ART service quality. ACE will work with JCRC in recruiting and training finance
officials at RCEs so that there is better reporting and accountability of use of resources of the ART program.
IN FY 2008, ACE will continue to consolidate its work in these core areas of organizational development,
M&E, communications and other management systems such as finance and ICT so that both the
headquarters and the RCEs will be able to further strengthen and expand their services to other areas. ACE
will continue to work with JCRC and the RCEs in investing in the development of the human capacity that
delivers ART services. ACE will continue to work with JCRC to ensure that all systems developed will
continue to support the smooth running of the ART program.
Continuing Activity: 15629
15629 4530.08 U.S. Agency for Chemonics 7210 3370.08 AIDS Capacity $200,000
4530 4530.06 U.S. Agency for Chemonics 3370 3370.06 Capacity $75,000
Table 3.3.09:
Uganda (HAU), the Inter-Religious Council of Uganda (IRCU), the Uganda AIDS Commission (UAC), the
Ministry of Health Resource Centre (MOH RC), and is initiating work with the Uganda Women's Effort to
Support Orphans (UWESO). Three organizations, JCRC, HAU, and IRCU play pivotal roles in expanding
access to HIV/AIDS prevention, care and treatment in Uganda. IRCU, also manages over 40 sub-grants
that support orphans and vulnerable children. UAC and MOH RC serve to coordinate the national HIV/AIDS
response in terms of strategy, policy, monitoring, evaluation as well as reporting outcomes and results. The
ACE project will consolidate the achievements made to date and will support the target organizations
through the entire first phase of PEPFAR. ACE has made substantial progress in building the capacity of
the targeted organizations.
One of the key components of the IRCU HIV/AIDS Program is support to orphans and vulnerable children
(OVC). This support is provided primarily through a small grants process to faith-based community
organizations who are supporting OVCs in primary education, vocational training and apprenticeship
programs, psyco-social support, health care, and other areas. In addition, they are supporting OVC care-
givers in obtaining skills in income-generating activities. ACE is supporting IRCU in strengthening the sub
granting processes to these organizations, improving their financial systems, upgrading and integrating their
monitoring and evaluation systems, and providing skills in management and leadership to IRCU staff. ACE
has supported IRCU to raise their competence and confidence in sub-granting to their implementing
partners. Specifically, IRCU was assisted to gain competence in competing, negotiating and awarding
grants. This support was crucial to finalizing the 44 OVC small grants.
Building on that support, ACE also provided capacity building support to the OVC grantees by developing
training materials in USAID compliance and financial management. ACE trained staff from the 44 OVC
grantees in leadership and management and worked with the monitoring and evaluation officers from the
grantees in developing the data collection tool. ACE is providing ongoing support in monitoring, evaluation,
and reporting so that the grantees can effectively manage their programs and evaluate their progress
against stated PEPFAR targets. In FY 2007, ACE will be rolling out further training for these grantees on
program management and will be working in close collaboration with the IRCU finance staff to provide
technical assistance in financial compliance and reporting. In FY 2007 and FY 2008, ACE will continue to
work with IRCU to improve the financial, monitoring, and reporting skills of the OVC grantees. In addition, in
FY 2008 ACE will work with IRCU's OVC Program Advisor to develop mechanisms for quality assurance in
OVC programs and ensure that all programs are being conducted in accordance with established national
standards and policies for OVC work. ACE will help IRCU connect to other OVC service providers to ensure
exchange of ideas and identification of best practices. Also, in FY 2008, ACE will continue to work with
IRCU in ensuring that all its program areas though the various service providers at the local level are
integrated and that there is an active collaboration and referral network between the palliative care/ART
providers, OVC services-providers and HIV/AIDS prevention programs. All of these skills ensure these
community-based OVC organizations can successfully implement their programs, and potentially expand
them in the future.
UWESO has been an important player in the national response to supporting OVC for more than 20 years.
It has an extensive national network that provides services to more than 70,000 OVC in four areas: food
security and nutrition, HIV prevention and care, Basic Education and Improved household incomes.
UWESO is also a recipient of PEPFAR funds through a sub-grant from another PEPFAR partner. In FY
2007, ACE will be initiating a working relationship with UWESO to further build their capacity to deliver high
quality services on a larger scale. This process will begin with ACE working closely with UWESO to
determine their greatest areas of need among the core organizational competencies that ACE supports.
While this process is not complete, some likely interventions include upgrading UWESO's financial systems,
establishing an organization-wide monitoring and evaluation framework and associated data collection tools
and database, strengthening the leadership of the organization through coaching and mentoring or
leadership training, improving their planning and management skills, and working with them to develop a
new communications strategy that can position them to take a leadership role in the national OVC
response. These interventions will be initiated in FY 2007 but will continue in FY 2008 and ACE will
leverage its experience in systems strengthening to ensure that in FY 2008, the interventions undertaken
with UWESO are consolidated and institutionalized within the organization. ACE will support UWESO to
take on the leadership role in the non-governmental community of OVC providers so that it can be an
effective partner to the Ministry of Labor and Gender, the governmental body coordinating the public sector
response.
Continuing Activity: 15628
15628 12500.08 U.S. Agency for Chemonics 7210 3370.08 AIDS Capacity $200,000
12500 12500.07 U.S. Agency for Chemonics 4850 3370.07 AIDS Capacity $150,000
Table 3.3.13:
the Ministry of Health Resource Centre (MOH RC) among others. Three organizations, JCRC, HAU, and
IRCU play pivotal roles in expanding access to HIV/AIDS prevention, care and treatment in Uganda. UAC
and MOH RC serve to coordinate the national HIV/AIDS response in terms of strategy, policy, monitoring,
evaluation as well as reporting outcomes and results. The Chemonics/ACE will continue to consolidate its
achievements to date and will support the target organizations through the entire first phase of PEPFAR.
ACE has made substantial progress in building the capacity of the targeted organizations.
Over the last two years, ACE assisted UAC in the evaluation of the previous National Strategic Framework
for HIV/AIDS and the development of Uganda's HIV/AIDS National Strategic Plan 2007/2008- 2011/2012
(NSP), which is currently almost complete. ACE also supported UAC to develop the new long term
institutional arrangements which will govern the Global Fund process in Uganda, particularly HIV/AIDS
funds. In FY 2007, ACE will support UAC to improve coordination of the HIV/AIDS response through the
operationalization of both the NSP and the accompanying Performance Measurement and Management
Plan (PMMP). In addition, ACE will continue to support UAC in the development of the national HIV/AIDS
comprehensive communications strategy that will provide guidance to partners implementing HIV/AIDS
activities under the NSP.
Beyond FY 2007, UAC will require assistance to track the progress of the national HIV/AIDS response. This
will entail helping UAC coordinate a strong network of all stakeholders, civil society organizations and the
districts, and to ensure that their systems have indicators that can contribute to the PMMP. ACE will
support the UAC to take the PMMP operational plan and handbook to district leaders and work with them to
ensure they are participating in the PMMP and that they are both contributing data according to the needs
of the NSP and that they are benefiting from the information gathered by receiving reports for analysis and
application of any new strategies or lessons gleaned from the data.
At the MOH resource center, ACE is contributing to improved management and analysis of health
information through the development and initiation of several new systems. Using FY 2006 funds, ACE
developed a new national-level web-enabled Health Management Information System (HMIS). This system
will allow the MOH RC to collect, monitor, and report key health sector information, giving them a new
platform to keep government, donors, citizens, and other stakeholders abreast of health trends in Uganda.
In addition, ACE has helped the MOH RC to redesign its website, making it more interactive and user-
friendly, and has linked the site to a new digital library of MOH reports and other documents. Together these
systems give the public greater access to health information, and provide opportunities for sharing best
practices in the health sector, new findings from research and operational studies, evaluations, and new
approaches for health care delivery. Finally, to provide a strong platform to support these systems, ACE has
provided all the necessary equipment for a new local area network (LAN) at the MOH RC.
In FY 2007, ACE will work in close collaboration with the CDC Informatics team and MOH RC staff on the
district rollout of the electronic HMIS systems; both web-enabled and Epi-Info. To ensure sustainability of
these electronic systems, ACE and CDC are developing a plan to ensure there is follow up training and
support supervision at the district level both from MOH RC staff and by identifying regional IT firms who can
be resources for districts using the new electronic systems. ACE will also continue to strengthen the
center's ability to oversee and manage health information by following up on the systems installed this year,
ensuring they are working effectively and contributing to the ability of the MOH RC to perform its core
functions. In addition, ACE will continue to improve the HMIS so that there is a smooth flow of data from the
districts to the center and an effective reporting system which allows MOH RC staff to share the data
collected widely and improve their planning and decision making. ACE will facilitate linkages between the
MOH HMIS and other systems that have been developed by other donors. Deliberate plans will be made to
ensure that the HMIS and the newly developed PMMP of the NSP are linked. Additionally, all HMIS
stakeholders will be able to meet at least twice a year in order to discuss priority areas for programming,
collaborations, overlapping areas, and gaps.
Web-based monitoring is a new initiative within the MOH and hence staff at central and district level will
require substantial training and support to internalize the system. In FY 2008, ACE will work with MOH in
training the relevant staff to orient them to the new system. Further training will also be needed in data
analysis and in the development of a functional reporting system of the MOH database. This will allow the
MOH RC to use the data generated by the new system to perform high level analysis of health trends and
report clearly to the public and other health stakeholders on health trends in Uganda. ACE will also support
the continued roll out of the electronic HMIS systems to more districts, and will continue to provide follow-up
technical assistance to districts using the electronic systems. Working in collaboration with the CDC
Infomatics Unit and the MOH RC, ACE will ensure that there is a sustainable plan in place at the MOH RC
for upkeep of the system and TA provision to the districts.
With its other partner organizations, ACE is supporting the development of monitoring and evaluation tools
and systems as well as information technology systems that will help gather, manage, and analyze
information. At IRCU, ACE worked closely with IRCU to ensure they have the means to measure their
progress against their targets. Working with the Religious Coordinating Bodies (RCBs) and the grantees,
ACE developed, tested, and rolled out reporting tools for palliative care and ART. A tool for tracking results
in their OVC program is currently being tested and ACE is advising IRCU in the procurement of the required
Activity Narrative: IT infrastructure to effectively manage all the data that will be forthcoming. ACE also worked with JCRC
and HAU, providing support in their reporting to PEPFAR and in developing M&E tools. As FY 2006 comes
to an end, ACE is working closely with both of these partners to develop M&E frameworks. Through
consultations and participatory workshops, ACE has helped both organizations create the foundations for
effective organization-wide M&E systems.
In FY 2007, ACE will continue to consolidate and improve strategic information systems at these three
partners. At IRCU, ACE will complete the rollout of the OVC data collection tool and will work with the IRCU
M&E department in developing a data collection tool for prevention activities. IRCU will then have a
thematic tool for each of their three core technical areas and the grantees and RCBs will have the means to
report thoroughly and correctly To consolidate all the work done so far, ACE will ensure that a master
database is functioning that can accommodate all the incoming data and that the IRCU staff are fully able to
manage the database and the data collection and analysis process. ACE is also providing ongoing support
to HAU in developing an M&E plan and related tools for the organization. In FY 2008, ACE will work with
these indigenous partners, particularly in aspects of analysis and reporting of the data collected,
documentation and publication of their best practices.
With JCRC, ACE is providing ongoing support in the development of a new M&E framework and plan that
will encompass all of JCRC's activities. In addition, ACE is assessing the current database in use and
reporting systems to recommend how the satellite sites should work with the Regional Centers of
Excellence (RCEs) and the center in collecting data. Based on the results of this assessment, ACE will work
with JCRC staff to implement an improved reporting system. In FY 2008, ACE will continue to work with
JCRC on improving their data management and reporting. Based on the results of the analysis performed in
FY 2007 and on consultations with JCRC, ACE may assist JCRC to put in place a new data base system
that links the satellite sites, RCEs, and headquarters. This system could be web-enabled, using an SQL
platform to link all the reporting sites to one system.
Additionally, the possibilities for web based reporting for JCRC and its branches will be explored. This would
open up opportunities for real time reporting and accuracy of data collected.
Continuing Activity: 15630
15630 4531.08 U.S. Agency for Chemonics 7210 3370.08 AIDS Capacity $1,205,630
8460 4531.07 U.S. Agency for Chemonics 4850 3370.07 AIDS Capacity $1,275,000
4531 4531.06 U.S. Agency for Chemonics 3370 3370.06 Capacity $525,000
Table 3.3.17:
In December 2005,USAID/Uganda initiated a contract with Chemonics International Inc to implement a
well as reporting outcomes and results. The Chemonics/ACE program will consolidate the achievements
made to date and will support the target organizations through the entire first phase of PEPFAR. ACE has
made substantial progress in building the capacity of the targeted organizations.
In FY 2008, ACE will be required to further support UAC to reposition itself as a coordinating body. UAC will
have increased responsibilities in serving as the country coordinating mechanism for the Global Fund. It will
require support to ensure there are effective and transparent systems in place for the management of the
entire global fund process, from proposal to implementation to evaluation. In addition, support is also
needed to strengthen the Partnership Committee (PC) to be able to provide strategic and policy level
oversight to the newly initiated multi-donor Civil Society Fund, managed by Deloitte and Touche. The
steering committee for the CSF sits under the PC of the Uganda AIDS Commission.
ACE will work with UAC in improving their coordination of HIV/AIDS partners in Uganda, including
development of a documentation center where UAC will collect and maintain reports, documents, and
information from major civil society and government partners in Uganda working on HIV/AIDS. ACE will
work with UAC to develop the terms of reference for how the center will work and link it with the MOH
Resource Centre, particularly with its digital library of health information.
To-date, ACE has provided significant support to IRCU, resulting into strengthened sub granting processes,
financial systems, monitoring and evaluation systems, as well as improved management and leadership.
ACE has supported IRCU to raise their competence and confidence in sub-granting to their implementing
partners. IRCU was assisted to gain competence in competing, negotiating and awarding grants. Currently,
IRCU has provided 86 sub-grants to indigenous faith-based organizations undertaking interventions in ART,
palliative care, OVC, and HIV prevention. ACE has helped IRCU to improve its financial management
systems. Specifically, ACE supported IRCU to recruit staff in the finance department and installed and
trained staff on the Navision financial system which will help IRCU develop a more robust and transparent
financial system that enables them to track and report use of funds with greater detail and accuracy. ACE
support to IRCU will continue through FY 2007, with the key focus on strengthening human resources
management and governance systems.
As IRCU further expands its sub-granting portfolio and partners, challenges exist in providing effective
oversight of the programs. Continued support will be required to enable IRCU evolve as a stronger
organization better able to manage the large HIV/AIDS program, develop a stronger and more transparent
grants program, and improve capacity to support the grantees. Therefore, in FY 2008, ACE will work with
IRCU to continue to improve its coordination abilities, particularly among the Religious Coordination Bodies
(RCBs) so that the IRCU Secretariat and the RCBs become even more effective leaders in the faith-based
response to HIV/AIDS. These coordinating bodies will then work with the grantees to strengthen their
approaches in prevention, OVC, palliative care, and ART, and will document their lessons learned and best
practices for dissemination both within their network of religious organizations and to the wider HIV/AIDS
community. In addition, IRCU will need assistance to plan for greater organizational sustainability by helping
it diversify its funding sources and create a longer term plan for funding HIV/AIDS activities. IRCU will need
support to enhance its ability to provide quality assurance to the grantees, particularly in ART and palliative
care. This may be through training certain key staff to provide this service, developing tools that the
Secretariat can use in monitoring and evaluating progress at the facilities or partnering them with other the
PEPFAR supported quality assurance institutions such as Infectious Disease Institute or the Quality
Assurance Project.
ACE is undertaking an assessment of the needs of the grantees inareas such as finance, M&E, planning,
reporting, management/leadership, and sustainability. Using assssment results, ACE will design trainings
and technical assistance tailored to the needs of these grantees. The facility-based grantees have stronger
institutions and require assistance in managing ART and palliative care. The community-based grantees
need more general support to their management systems so they are better able to manage the HIV/AIDS
grant funds.
Over the last two years, ACE strengthened HAU's capacity to deliver palliative care services by working
with them to improve their organizational structure, governance practices at the Board level, and human
Activity Narrative: resources policies. In FY 2007, ACE is supporting HAU in upgrading its accounting and financial systems
and working with HAU to develop a communications and advocacy strategy that will give HAU the tools to
more effectively communicate about the importance of palliative care for HIV/AIDS patients in Uganda.
HAU is strategically placed to increase access to key components of palliative care, particularly
management of pain and symptoms as well as end of life care. To achieve economies of scale, HAU seeks
to build the capacity of indigenous HIV/AIDS care organizations to integrate these key components within
their existing programs. To achieve this, the HAU will need support in FY 2008 to develop a business
strategy for its education program, which will help to plan better and increase the size, awareness, visibility
and impact of the education program. HAU will also need continued support in developing its plans for
expanding its directly managed services to more sites and increasing the availability of palliative care in
Uganda.
At JCRC, ACE has provided support in expanding the Navision financial system, improving ICT
infrastructure, developing a strategic plan for the organization and an annual work plan for the TREAT
program. In FY 2007, ACE will continue supporting the finance department in writing new financial
management guidelines, the M&E department in development a new M&E framework, plan and database,
and the leadership of the organization as they upgrade their organization structure, job descriptions, and
decision-making protocols.
Beyond FY 2007, JCRC will need further support to plan a longer term sustainability strategy and to think
about how it can diversify its funding sources and develop long-term business plans. To achieve this, ACE
will work with JCRC in strengthening their regional centers of excellence (RCEs) so that they are effective
fully functional institutions in and of themselves. This will involve strengthening the human resources and
staffing at the RCEs as well as helping them improve their financial systems, IT infrastructure, data
management and reporting.
As more HIV/AIDS resources become available, and new partners come on board, the capacity building
needs also grow. Therefore, in FY 2008, besides consolidating the achievements of ACE within the partner
institutions, ACE will be expected to expand to include new client organizations as identified in consultation
with USAID. As the civil society basket fund becomes the primary mechanism for funding a number of local
organizations, ACE will be a resource of capacity building to recipients of funds, working with identified
organizations in a participatory way to identify their strengths and weaknesses and then designing capacity
building interventions tailored to their needs. This will be crucial for leveraging the investment the USG is
making in the basket fund and will strengthen a wider array of organizations, enhancing their capacity to
manage HIV/AIDS programs.
Continuing Activity: 15631
15631 4532.08 U.S. Agency for Chemonics 7210 3370.08 AIDS Capacity $600,000
8461 4532.07 U.S. Agency for Chemonics 4850 3370.07 AIDS Capacity $500,000
4532 4532.06 U.S. Agency for Chemonics 3370 3370.06 Capacity $325,000
Table 3.3.18:
