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Costed investment cases with published unit economics

Institutional funders should not have to guess what a contribution buys. Each portfolio below states the ticket range, delivery horizon, verified outcome rates and the cost per person reached — before a single conversation begins.

Open a funding conversation Review our financials

Investment cases

Four funding windows open for FY2026

Outcome rates are drawn from the institutional results framework and independently evaluated cohorts, not from projections.

Water Health Infrastructure Fund

Capitalises solar-powered water systems, sanitation infrastructure and community maintenance enterprises in drought-affected districts.

Ticket range
USD 250,000 – 5,000,000
Horizon
3–5 years
  • 1 water point serves ~1,200 people
  • Diarrhoeal incidence down 54% in mature catchments
  • Community maintenance entities reach cost recovery by month 18
Request the full investment memorandum

Youth Enterprise & Wealth Creation Facility

Blends incubation, mentorship and soft-loan capital to convert graduates and school leavers into employers.

Ticket range
USD 100,000 – 2,500,000
Horizon
2–4 years
  • 68% of enterprises trading at 24 months
  • Average 3.1 jobs created per surviving enterprise
  • Loan portfolio repayment rate of 91%
Request the full investment memorandum

Health Intelligence & Surveillance Platform

Extends interoperable registries, event-based surveillance and geospatial modelling to additional ministries.

Ticket range
USD 500,000 – 8,000,000
Horizon
4–7 years
  • Detection-to-notification cut from 9.1 to 3.4 days
  • Weekly facility reporting completeness at 88%
  • Open technical standards, ministry-owned data
Request the full investment memorandum

Women's Financial Access Programme

Micro-credit linkage, business advisory and leadership pathways for women-led enterprises and savings groups.

Ticket range
USD 150,000 – 3,000,000
Horizon
3–5 years
  • 44% of leadership positions held by women
  • Household nutrition spend up 27% in participating homes
  • Group savings mobilisation multiple of 4.6x
Request the full investment memorandum

Contribution modelling

Model what a contribution delivers

An indicative projection using the same unit economics the secretariat applies when budgeting a new award. Actual reach is confirmed against a co-designed results framework.

The model applies AAHRED's audited FY2025 programme expenditure ratio of 92.4%, meaning 92.4 cents of every dollar reaches direct delivery. Figures are indicative and not a contractual commitment.

USD 250,000

USD 25,000USD 5,000,000
Portfolio

Indicative reach

15,500

people with year-round safe water

To direct delivery

USD 231,000

92.4% programme expenditure ratio

Discuss this contribution

Partnership modalities

Six ways institutions engage with AAHRED

Sovereign & multilateral agreements

Framework agreements with ministries, national public health institutes and multilateral institutions, delivered through national systems with joint reporting.

Restricted programme grants

Single-portfolio or multi-country grants with a costed results framework, quarterly narrative and financial reporting and an independent end-line evaluation.

Strategic unrestricted funding

Core support that allows the secretariat to invest in surge capacity, research infrastructure and rapid response ahead of restricted funding cycles.

Blended finance & impact capital

First-loss, guarantee and concessional structures that crowd private capital into enterprise, water infrastructure and health-supply investments.

Academic & research consortia

Co-principal-investigator arrangements with universities and research institutes, including shared authorship, data-sharing agreements and student placements.

Corporate & foundation partnerships

Multi-year corporate social investment, employee engagement, technology in-kind contributions and matched-giving programmes.

Process

From first conversation to mobilisation in six weeks

A predictable, documented pathway designed around institutional procurement and grant-approval cycles.

  1. Week 1

    Introductory briefing

    Portfolio walkthrough, alignment against your strategy and confirmation of the funding window.

  2. Week 2

    Due-diligence pack

    Registration documents, audited statements, governance charters, safeguarding record and donor references released under NDA.

  3. Weeks 3–4

    Technical co-design

    Joint results framework, budget build-up, risk register and monitoring plan developed with your technical team.

  4. Weeks 5–6

    Agreement & mobilisation

    Grant or partnership agreement executed, inception workshop convened and baseline data collection begins.

Ecosystem

The institutions we deliver with

AAHRED works as a convener across sovereign, multilateral, academic and private capital, with consortium agreements governing data, authorship and accountability.

Sovereign & regional bodies

  • Ministries of Health
  • National Public Health Institutes
  • Regional economic communities
  • National statistics offices
  • County & sub-national governments

Multilateral & development finance

  • UN technical agencies
  • Development finance institutions
  • Global health financing mechanisms
  • Regional development banks
  • Humanitarian pooled funds

Academic & research

  • African universities & schools of public health
  • International research consortia
  • Health economics institutes
  • Data science and geospatial labs
  • Clinical trial networks

Philanthropy & private sector

  • Family foundations & endowments
  • Corporate social investment funds
  • Impact investors & blended finance vehicles
  • Technology and connectivity partners
  • Diaspora giving circles

Tripartite operating model

Think tank, implementation partner and governance/MEL advisory in one institution

Evidence generation translates into execution and delivery, which is in turn evaluated and governed — closing the loop between research, policy design, operations and accountability. Each arm is independently staffed and independently reported, so evaluation is never marked by the team that delivered the work.

  • Pillar 1

    Think Tank & Applied Research Arm

    Evidence generation, policy analytics and horizon scanning

    • Translational policy research turning epidemiological, macroeconomic and spatial data into legislative roadmaps and ministerial briefs.
    • Econometric and micro-simulation modelling: cost-benefit analysis, UHC fiscal space assessment and predictive shock modelling.
    • Policy harmonisation with AU Agenda 2063, the Abuja Declaration, the Maputo Plan of Action and Africa CDC frameworks.
    • Ethics, bioethics and data sovereignty protocols safeguarding indigenous health data, genomic assets and vulnerable population registries.
    Core outputs
    Ministerial briefs, costed policy options, national investment cases, peer-reviewed papers and open data dictionaries.
    Methods & instruments
    Micro-simulation, spatial econometrics, cost-benefit and fiscal-space modelling, horizon scanning and political-economy analysis.
    Delivery capacity
    42 researchers, economists and modellers across epidemiology, health financing, GIS and bioethics.
  • Pillar 2

    Implementation & Programme Delivery Arm

    Technical assistance, direct execution and capacity building

    • Direct programme rollout and pilot scalability across maternal-child health, cross-border surveillance, nutrition hubs and safety nets.
    • Embedded technical assistance seconding senior advisors, health economists and data architects into line ministries and RECs.
    • SOP development codifying clinical pathways, MISP emergency response and multi-agency coordination manuals.
    • Institutional capacity building for decentralised civil servants, local councils and community health networks.
    Core outputs
    Programme designs, SOP libraries, service-delivery pilots, supply and referral pathways, trained frontline cadres.
    Methods & instruments
    Embedded technical assistance, results-based grant execution, MISP emergency response, sub-award management and procurement support.
    Delivery capacity
    Field teams across 14 countries with surge deployment inside 72 hours for outbreak and displacement events.
  • Pillar 3

    MEL & Governance Advisory

    Accountability, systems strengthening and oversight

    • Third-party monitoring and independent verification of multilateral programmes in high-risk and cross-border corridors.
    • Impact evaluation using RCTs, difference-in-differences and mixed-method process evaluation to measure attribution and ROI.
    • Digital MEL infrastructure: mobile-first pipelines, geospatial dashboards and automated anomaly detection against data falsification.
    • Public financial management and governance audits covering procurement integrity and expenditure tracking.
    Core outputs
    Independent verification reports, impact evaluations, governance and PFM audits, live MEL dashboards.
    Methods & instruments
    RCTs, difference-in-differences, mixed-method process evaluation, third-party monitoring and anomaly detection analytics.
    Delivery capacity
    Evaluation unit operating to OECD-DAC criteria with a firewalled reporting line to the Board Audit Committee.

  1. 01

    Diagnose

    Burden, equity and fiscal-space diagnostics using national datasets, geospatial layers and community consultation.

  2. 02

    Design

    Costed intervention design with theory of change, indicator framework and explicit assumptions on attribution.

  3. 03

    Pilot

    Controlled implementation with embedded measurement to test feasibility, unit economics and delivery risk.

  4. 04

    Scale

    Government-owned scale-up with SOPs, workforce training, procurement pathways and digital reporting rails.

  5. 05

    Evaluate

    Independent evaluation, public financial audit and open publication of results — including null findings.

Engagement matrix

Multi-level institutional engagement

Who AAHRED works with at each level of governance, what it delivers there, the legal instruments used and the cadence of reporting back to partners.

Institutional clients, service offerings, engagement instruments and reporting cadence at each level of governance.
Governance levelCore institutional clientsKey service offeringsEngagement instrumentsReporting cadence
Continental & MultilateralAfrican Union, Africa CDC, UNECA, WHO AFRO, World Bank, Global FundStrategic framework development, regional public goods governance, cross-border treaty alignment and macro-level grant evaluation.Framework agreements, technical secretariats, joint working groupsMulti-year (3–5 yrs)
Regional Economic CommunitiesEAC, IGAD, ECOWAS, SADCSurveillance harmonisation, cross-border migration protocols and trade-related biosecurity standards.Protocol harmonisation compacts, corridor surveillance MOUsAnnual review cycles
National GovernmentsMinistries of Health, Finance, Gender/Social Protection and AgriculturePolicy formulation, UHC benefit package design, fiscal space analysis and embedded ministerial technical assistance.Embedded advisory placements, costed national plans, MoUsBudget-cycle aligned
Sub-National & Local GovernanceCounty and district health directorates, municipalities, local councilsDecentralised planning, budget execution tracking, frontline worker training and community engagement architecture.County work plans, community compacts, frontline training grantsQuarterly

  • Closing the policy-to-execution gap

    Unlike academic think tanks producing non-operational papers, or NGOs executing without rigorous evaluation, AAHRED unifies theoretical rigour with frontline delivery.

  • End-to-end programmatic lifecycle

    Empirical research → policy drafting → pilot implementation → nationwide scale-up → independent impact evaluation.

  • South-led contextualisation

    Endogenous African data models accounting for informal economies, pastoralist mobility and customary governance systems overlooked by external consultancies.

Evaluation standards
OECD-DAC criteria
Financial reporting
IFRS + 2 CFR 200
Data protection
GDPR / national DPAs
Safeguarding
PSEAH policy, independent channel

How does AAHRED avoid marking its own homework?
The MEL and Governance Advisory arm is staffed separately from delivery teams and reports directly to the Board Audit Committee. Where a programme exceeds USD 2 million in value, evaluation is contracted to an external firm under OECD-DAC criteria and published in full, including null and negative findings.
Who owns the data and intellectual property generated?
Primary data collected in-country is co-owned with the relevant national authority and stored under that country's data-protection regime. Anonymised, aggregated indicators are released as open data under CC-BY 4.0 with a published data dictionary; genomic and vulnerable-population registries are governed by a separate sovereignty protocol requiring ministerial consent for any secondary use.
How quickly can AAHRED mobilise for an emergency?
Surge teams deploy inside 72 hours for outbreak, flood and displacement events in the 14 countries of operation, using the Minimum Initial Service Package (MISP) and pre-positioned framework contracts for procurement and logistics.
What financial and procurement standards apply?
Accounts are prepared under IFRS and audited annually by an international firm. Grant administration follows 2 CFR 200 for US-sourced funds and EU PRAG-equivalent procedures for European funds. Sub-awards are subject to pre-award capacity assessment, quarterly financial verification and spot audits.
How are safeguarding and misconduct concerns handled?
A PSEAH policy applies to every staff member, consultant and sub-grantee. Reports can be made through an independent channel that bypasses line management, are triaged within 48 hours and investigated by an external panel where a conflict of interest exists.
Can governments contract AAHRED directly?
Yes. Engagements are structured as framework agreements, embedded advisory placements or results-based delivery contracts, aligned to the national budget cycle so that costed plans arrive before the medium-term expenditure framework is fixed.
How is value for money demonstrated?
Every investment case carries a benefit-cost ratio, cost per DALY averted and a fiscal-space assessment. Delivery is tracked against unit-cost benchmarks, and variance above 15 percent triggers a formal review by the Programme Committee.