Foundations for impact

The Alliance strategy works towards four key results.
Result 4 is having the right foundations in place to make our strategy happen. We do this by ensuring we have a strong Alliance partnership that is evidence-based and accountable to communities.

To achieve an impact on the epidemic, we have to ensure a united and collaborative Alliance. This result area tracks our ability to ensure the Alliance remains relevant and valued by its members, and to maintain and expand our accreditation system.

<p>Link Up peer educators get their certificates for their work on SRHR issues.</p>Link Up peer educators get their certificates for their work on sexual and reproductive health and rights. ©Gemma Taylor for the International HIV/AIDS Alliance 

A valued Alliance

On average, Linking Organisations rated Alliance membership 3.9 out of 5 in our Alliance value index. For the fifth year running, the most important value remained ‘credibility and prestige’, although in 2016 this tied with ‘capacity building’.

Southern leadership

Since 2007, the Alliance has pursued a strategy of fostering and supporting Southern leadership through regional Technical Support Hubs and, since 2015, Alliance Centres of Practice.

In 2016 we undertook a critical and strategic review of the Centres and an independent evaluation of the Alliance’s technical support strategy and structure. In early 2017 we revised our Southern leadership strategy to focus on supporting the development of specific technical and programmatic products and initiatives led by Linking Organisations, and discontinued our funding of the institutional structures of the Alliance Centres of Practice. We also revisited our technical support model to position experts from linking organisations as leading providers of technical assistance.

Our commitment to and investment in Southern sustainable leadership remains a key organisational principle and objective. Our vision for technical leadership, which will be developed in 2017, will encompass all Linking Organisations that can contribute to technical leadership.  

External evaluation of the Alliance strategy and performance

An external evaluation of the progress made towards our strategy pointed to a number of successes including:

  • A successful approach to capacity building
  • Programme documentation and research that strongly indicates that the Alliance’s work has contributed to significant positive changes in people’s lives
  • A strong focus on key populations with clear evidence that interventions are targeted towards them
  • Working at multiple levels of engagement with CBOs and people living with HIV as leaders at global level to influence international organisations and the SDGs
  • Genuine commitment to Southern leadership and a high degree of ownership of the strategy across Linking Organisations.

The review also noted a number of challenges to our approach and recommended changes to the way we record and report data about our impact. The decision to commission the external review demonstrates our commitment to learning and understanding how we are performing, how to remain relevant and where we need to improve.