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Where We Work

Fourteen countries, five regions, one results architecture

AAHRED operates through country programmes, emergency operations, technical-assistance agreements and research partnerships — all reporting into a single institutional results framework and a shared data governance standard.

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Countries of operation

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Country and field offices

0.0M

Cumulative people reached

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Regions covered

Reach by region

Cumulative direct beneficiaries, millions

Source: country programme returns, December 2025

Women and young people collecting clean water from a solar-powered borehole in a rural East African village
Community water point commissioned under the Water Health Infrastructure portfolio. Each system serves approximately 1,200 people and is maintained by a community enterprise that reaches cost recovery within 18 months.

Country directory

Programme presence and operating modality

Filter by region or search by country, thematic focus or engagement type.

Showing 14 of 14 countries · 4,270,000 people reached · 20 offices

Kenya

Eastern Africa · since 2016

Full country programme
People reached
1,180,000
Offices
4
Health systemsWASHLivelihoods

Uganda

Eastern Africa · since 2017

Full country programme
People reached
640,000
Offices
2
WASHSurveillance

Tanzania

Eastern Africa · since 2018

Full country programme
People reached
512,000
Offices
2
Health systemsLivelihoods

Ethiopia

Horn of Africa · since 2019

Full country programme
People reached
468,000
Offices
2
NutritionEmergency response

Somalia

Horn of Africa · since 2020

Emergency operations
People reached
310,000
Offices
1
Emergency responseWASH

South Sudan

Horn of Africa · since 2021

Emergency operations
People reached
254,000
Offices
1
Emergency responseNutrition

Rwanda

Eastern Africa · since 2021

Technical assistance
People reached
186,000
Offices
1
Digital healthPolicy

Burundi

Eastern Africa · since 2022

Technical assistance
People reached
122,000
Offices
1
WASHPolicy

DR Congo

Central Africa · since 2022

Surveillance partnership
People reached
204,000
Offices
1
SurveillanceHealth systems

Zambia

Southern Africa · since 2023

Technical assistance
People reached
98,000
Offices
1
Digital healthLivelihoods

Malawi

Southern Africa · since 2023

Technical assistance
People reached
86,000
Offices
1
WASHNutrition

Ghana

Western Africa · since 2024

Research partnership
People reached
74,000
Offices
1
ResearchPolicy

Nigeria

Western Africa · since 2024

Research partnership
People reached
92,000
Offices
1
ResearchSurveillance

Senegal

Western Africa · since 2025

Research partnership
People reached
44,000
Offices
1
ResearchDigital health

Country engagement

How a new country programme is established

AAHRED does not enter a country without a sovereign request and a co-financed transition plan. Every engagement is designed to be handed over to national institutions.

  1. 01

    Sovereign invitation

    Formal request or memorandum of understanding with the ministry or national public health institute.

  2. 02

    Joint diagnostic

    Situational analysis, data-system assessment and costed investment case developed with national counterparts.

  3. 03

    Co-delivery

    Programme implemented through national systems with embedded technical assistance and shared results reporting.

  4. 04

    Transition

    Assets, data and capability transferred to national ownership against a published exit benchmark.

Discuss a country engagement

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.