This chapter addresses the recent institutionalization of new governance structures and strategies in Uganda’s HIV/AIDS response. In particular, it identifies the joining of New Public Management (NPM) and Aid Effectiveness as emerging global discourses and sets of practices that underpin development’s ‘good governance’ agenda and queries their implications for civil society participation, autonomy, and accountability in responding to the country’s HIV/AIDS pandemic. Using the US President’s Emergency Plan for AIDS Relief (PEPFAR) and Uganda’s Civil Society Fund (CSF) as case studies, we identify the institutional entrenchment of managerialist and market-driven governing strategies that are used by donors and governments to manage and regulate civil society organizations.

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Oliver, M. (Marcia), & Tasson, S.J. (2017). Civil society reconfigured: Manag(erializ)ing AIDS in Uganda. In Interrogating the Social: A Critical Sociology for the 21st Century (pp. 157–188). doi:10.1007/978-3-319-59948-9_6