The Children AIDS Fund Uganda (CAFU) expresses gratitude to various entities for their support and collaboration during the New Hope Project from July 1st, 2012 to March 31st, 2018. The report highlights achievements in providing comprehensive HIV/AIDS care, treatment, prevention, and support services to people living with HIV (PLHIV) and their families, including orphans and vulnerable children.
Reflecting on a Year of Impact
As the year draws to a close, it’s an opportune moment to pause and reflect on the journey we’ve undertaken over the past twelve months. For Children AIDS Fund Uganda (CAFU), this period has been marked by unwavering dedication, resilience in the face of adversity, and above all, a profound commitment to serving those affected by HIV/AIDS with compassion and excellence. Key areas covered include:
Orphans and Vulnerable Children (OVC) Services:
At the heart of CAFU’s mission lies a deep-seated commitment to supporting orphans and vulnerable children (OVC) affected by the HIV/AIDS epidemic. Throughout the year, we’ve remained steadfast in our efforts to provide holistic care and support to these vulnerable populations, working hand in hand with local communities, government agencies, and other stakeholders. Despite the challenges posed by resource constraints and logistical hurdles, our resolve to make a positive difference in the lives of OVC remains unyielding. Over the past year, our efforts have borne fruit, with a total of 8104 individuals benefiting from our OVC program.
Health Systems Strengthening (HSS):
A robust and resilient health system is the bedrock of effective HIV/AIDS programming. Recognizing this fundamental truth, CAFU has dedicated significant resources and efforts to strengthen health systems at every level. From capacity-building initiatives for healthcare workers to infrastructure improvements at health facilities, we’ve worked tirelessly to ensure that communities have access to the quality care and support they deserve. Despite the inherent challenges of navigating a complex and dynamic healthcare landscape, our commitment to building stronger health systems remains unwavering. In the past year alone, we’ve trained 146 healthcare workers in various specialized courses related to HIV/AIDS management and care.
| Course Name | Number of Staff participating in Training |
| Advanced HIV/AIDS course | 9 |
| BIORISK Training | 3 |
| Clinical pharmacy in HIV/AIDS and ART for Pharmacy Health Workers (non-pharmacists) course | 8 |
| Comprehensive ART management for nurses / clinical officers course | 1 |
| Gender-Based Violence | 11 |
| HIV Data management Course | 8 |
| HIV prevention for program managers | 16 |
| HMIS Indicators | 23 |
| Lab management | 15 |
| Lab management ToT course | 12 |
| Laboratory Techniques and GCLP Training | 6 |
| LQMS Training -CAF | 6 |
| Monitoring and Evaluation (M&E) course | 10 |
| Open MRS training | 9 |
| PMTCT OPTION B+ | 20 |
| QA/QI Training | 19 |
| TB / HIV co-infection | 13 |
| Updates in ART Management for Nurses & Clinical Officers | 15 |
Staff trained, by course type during the project period
Monitoring, Evaluation, and Reporting (MER):
Transparent and accountable program management relies on robust monitoring, evaluation, and reporting mechanisms. Throughout the year, CAFU has placed a strong emphasis on enhancing our MER systems to track progress, identify areas for improvement, and ensure accountability to our stakeholders. Despite facing challenges such as data incompleteness and limited resources, we’ve made significant strides in strengthening our MER capabilities. Our commitment to data-driven decision-making has resulted in tangible improvements in programmatic outcomes and service delivery. Through rigorous data collection, analysis, and reporting, we’ve been able to demonstrate the impact of our interventions and identify opportunities for further optimization.
Project Management and Governance:
Effective leadership and governance are critical components of any successful public health initiative. At CAFU, we understand the importance of sound project management practices and transparent governance structures in achieving our mission. Throughout the year, we’ve prioritized effective project management and governance, ensuring that resources are allocated efficiently, risks are mitigated proactively, and stakeholders are engaged meaningfully. Despite the inherent complexities of managing a multifaceted organization, our commitment to excellence in project management and governance remains unwavering. By fostering a culture of accountability, transparency, and collaboration, we’ve been able to navigate challenges effectively and deliver impactful results.
Viral Load Suppression Levels:
One of the key metrics of our success lies in the suppression of viral loads among individuals on treatment. We’re proud to report that, overall, 91.3% of individuals on treatment have achieved viral load suppression, exceeding the ambitious targets set forth in the global HIV/AIDS agenda. However, we recognize that there are still challenges to overcome, particularly in addressing non-adherence to treatment and stigma-related barriers. Through targeted interventions and enhanced support services, we remain committed to ensuring that all individuals on treatment achieve optimal health outcomes.
| Age Group in years | <1000 copies/ml | >1000 copies/ml | Total with VL assessed | % with viral load suppressed |
| <10 | 522 | 130 | 652 | 80.1 |
| 10_14 | 535 | 120 | 655 | 81.7 |
| 15_19 | 374 | 132 | 506 | 73.9 |
| 20_24 | 657 | 110 | 767 | 85.7 |
| 25+ | 16141 | 1250 | 17391 | 92.8 |
| All Ages | 18229 | 1742 | 19971 | 91.3 |
Table 1: Viral Load Suppression Levels of PLHIV on treatment served and assessed for Viral Load
Apprenticeship Skills Building:
Empowering youth through skills training is essential for breaking the cycle of poverty and vulnerability. Over the past year, we’ve made significant strides in providing apprenticeship opportunities to young people, equipping them with the tools and knowledge they need to succeed in their chosen fields. From motor vehicle mechanics to tailoring, our apprenticeship programs have empowered over 1151 youths to pursue meaningful careers and build brighter futures for themselves and their communities. By investing in skills development, we’re not only transforming individual lives but also driving sustainable economic growth and development.
Capacity Building and Training:
Our commitment to capacity building extends beyond healthcare workers to encompass a wide range of stakeholders involved in HIV/AIDS programming. Over the past year, we’ve conducted numerous training sessions and workshops to equip community volunteers, caregivers, and project beneficiaries with the knowledge and skills they need to contribute meaningfully to our programs. From parenting skills to financial literacy, these capacity-building initiatives have empowered individuals and communities to take charge of their health and well-being, fostering a culture of self-reliance and resilience.
Conclusion:
As we reflect on the past year’s achievements and challenges, it’s clear that CAFU’s commitment to excellence and innovation remains stronger than ever. Despite the many obstacles we’ve faced, we’ve continued to deliver high-quality, integrated services to communities affected by HIV/AIDS, making a tangible difference in the lives of those we serve. Looking ahead, we’re committed to building on our successes, addressing our shortcomings, and working collaboratively with our partners and stakeholders to create a brighter, healthier future for all. Together, we can overcome the challenges that lie ahead and achieve our shared vision of an AIDS-free generation. Thank you for your continued support and partnership.
As the sun sets on another year, let us renew our resolve to stand together in the fight against HIV/AIDS, to uplift those in need, and to build a world where every individual can live a life of dignity, health, and hope.
