| Name | International HIV/AIDS Alliance China Office |
|---|---|
| Founded | 2003 |
| Contact | |
| Telephone | +86 871 3610930 |
| Fax | +86 871 3610930 |
| info@alliancechina.org | |
| Website | www.aidsalliance.org |
| Mission | The mission of the International HIV/AIDS Alliance is to support communities to reduce the spread of HIV and to meet the challenges of AIDS.
We are working to prevent HIV infection; improve access to HIV treatment, care and support; and lessen the impact of HIV and AIDS worldwide, particularly among the most vulnerable and marginalized. The vision of the International HIV/AIDS Alliance is of a world in which people do not die of AIDS. For us, this means a world where communities have brought HIV under control by preventing its transmission, and enjoy better health through access to comprehensive HIV prevention, care, support and treatment services. |
| Focus Countries | China |
| Activities | The Alliance’s work in China is a response to a low-prevalence epidemic in a highly populous country. The HIV epidemic is already well-established among populations of injecting drug-users and sexual transmission is beginning to predominate. Our programme’s focus on supporting the involvement of intravenous drug users (IDU), commercial sex workers (CSW), men who have sex with men (MSM) and people with HIV/AIDS (PLHA) is in recognition of the fact that the epidemic disproportionately affects these groups of people.
The Alliance supports community engagement by providing grants for community groups to carry out HIV prevention or care activities. Alongside these grants, technical support in programmatic or organizational development is provided. The Alliance supports each group to develop and design its programme, to build its skills to deliver the best quality services, and to monitor the progress and effectiveness of its work. Where a management partner is involved, the Alliance also supports this partner to work effectively with the community group. Building Community Capacity 1. Taking the First Steps – Participatory Community Assessments (PCA) Alliance China has tools and support processes which encourage small community groups just starting out to assess their risk environments, to pool their community know-how, and to better understand their collective vulnerability to HIV/AIDS. The practical outputs of a PCA process are the plans for an initial intervention (prevention or care) as conceived by the community group. But more important than this is the evolving sense of community ownership of the response that the participatory approach promotes. 2. Moving Forward – Developing the Techniques Whilst affected communities are in the best position to ensure that programmes reach the people they are designed for, the implementation of interventions still requires an appropriate set of skills and tools. Developing those skills and tools requires support. Alliance China offers programmatic development support with a particular focus on building community capacity to deliver effective prevention and care programmes. 3. From Strength to Strength - Building Systems As the momentum builds, groups start to evolve and they need support to develop their organisational systems. Alliance China has localized toolkits for assessing the institutional capacity of groups and designing technical support plans which facilitate the growth of internal systems that increase transparency and accountability. We help community groups develop their financial systems, develop monitoring and evaluation systems, develop management structures which promote ownership and meaningful participation, and design strategic plans which guide the future development of their organisation’s work. 4. Sharing Lessons Learned – Supporting Network Development With an increasing number of community groups participating in China’s response to HIV/AIDS there is much to be gained by building networks that facilitate the efficient transfer of skills, knowledge and capacity between groups. Alliance China supports communities to build and manage their networks and use them to stay accountable to the communities whose needs the groups were set up to serve. |
| Paid Staff | 9 |
| Volunteers | |
| Budget | |
| Funders | USAID, DFID, Levi Strauss Foundation, Ford Foundation, Johnson and Johnson Foundation |
| Works In | Guangxi, Sichuan and Yunnan Provinces |
| Issues | Models of community involvement that fit the Chinese context, CBO management capacity, programme coverage |