This document is the CV of Peter Emmanuel Mayanja Ddungu. It summarizes his professional experience and qualifications. He has over 22 years of experience as a medical doctor and 15 years of management experience in hospitals in Uganda, South Africa, and the UK. His most recent role was as Deputy Chief of Party for MSH's STAR-E Project in Uganda, where he oversaw district health operations across 12 districts. He has also held senior leadership roles such as Medical Superintendent and Director of Clinical Services at large hospitals in South Africa. He has advanced degrees in public health, business administration, and medicine from universities in Uganda, South Africa, and the UK.

1. CV – Peter Emmanuel Mayanja Ddungu
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BIOGRAPHICAL DETAILS
Surname: Ddungu
First name(s): Peter Emmanuel Mayanja
Date of birth: 22nd
January 1967
Nationality: Ugandan
Physical address: Mulawa village, Kira Town Council, Wakiso district
Postal address: P.O.Box 677 Ntinda, Kampala
Phone contact: + 256 759 800 034
+ 256 783 213 322
E-mail: peter.ddungu@gmail.com
Skype: pddungu43
KEY COMPETENCIES
Peter Ddungu, MBChB, MBA, MPH; Dr. Ddungu is a seasoned public health expert in
organizational and health services leadership and governance, strategic and operational planning,
health systems strengthening and program implementation. He has practiced medicine for 22
years and has 15 years of management experience. He served as the Deputy Chief of Party and
Director of District Operations for MSH’s successful Strengthening TB and HIV & AIDS
Response in Eastern Uganda (STAR-E) Project; a six year $63 million funded USAID program.
Most notably, Dr. Ddungu established positive relationships with the 12 districts which STAR-E
covers; supervised a team of 15 district health advisors responsible for providing clinical
mentorship in the scale up of PICT, ART, eMTCT and SMC services across 154 health facilities;
and provided technical leadership in the implementation of PBGs awarded to 10 CSOs. Prior to
STAR-E, Dr. Ddungu worked as the Chief Executive Officer of Nakasero Hospital Limited in
Kampala where he managed a team of 50 full time staff and facilitated the strategic planning and
implementation of the newly established private hospital. This followed 14 years of work in
South Africa where he served as the Medical Superintendent at Donald Fraser Hospital in
Limpopo Province, the Senior Clinical Executive at Chris Hani Baragwanath Academic Hospital
in Johannesburg, and Director of Clinical Services at Dr. George Mukhari Academic Hospital in
Pretoria. At Donald Fraser Hospital, where Dr. Ddungu was responsible for over 1,000 hospital
employees, he turned around hospital management that led DFH winning the Limpopo
Provincial Award for the “Cleanest Hospital Environment” for two consecutive years. At Chris
Hani Baragwanath Academic Hospital, the largest acute care hospital in the southern
hemisphere, he led a transformation project which reorganized the Surgical division from
disconnected silo groups (specialties) to highly integrated teams and introduced cost-centers in
each clinical department. Later while at DGMAH, after only five months in his role, formulated
quality improvement teams which enabled the hospital to obtain formal accreditation as a tertiary
hospital. Fluent in English and proficient in Luganda, Dr. Ddungu earned a Masters of Public
Health from the University of Witwatersrand School of Public Health in Johannesburg, South
Africa, a Masters of Business Administration from Potchefstroom Business School in South
Africa, a Postgraduate Diploma in Primary Emergency Care from The College of Medicine of
South Africa, completed the Advanced Management Program in Health Care at the Manchester
University Business School in the UK, and a Bachelor of Medicine & Bachelor of Surgery from
Makerere University Medical School in Kampala.

2. CV – Peter Emmanuel Mayanja Ddungu
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EDUCATION
Master of Public Health, University of Witwatersrand, Johannesburg, South Africa 2009.
Master of Business Administration, Potchefstroom University, South Africa 2003.
Advanced Management Program – Health Care, Manchester University Business School, UK
1999.
Postgraduate Diploma in Primary Emergency Care (Dip.PEC), The Colleges of Medicine of
South Africa (CMSA) 1999.
Bachelor of Medicine & Bachelor of Surgery, Makerere University Medical School, Uganda
1992.
PROFESSIONAL EXPERIENCE
Management Sciences for Health December 2009–December 2014
Deputy Chief of Party (Project Director II), STAR-E Project, Mbale, Uganda.
 Managed the district operations directorate, responsible for direct implementation of project
interventions in HIV/TB care across 12 districts in Eastern Uganda. Established formal
MOUs with each district with agreed annual costed work plans. Funds disbursement initially
to 12 districts on a quarterly basis and subsequently made directly to 154 health facilities.
Coordinated STAR-E's contribution to the single District Operational Plan (DOP) for all
USG IPs in each district. Pioneered the use of proxy indicators for measuring DOP progress
on a quarterly basis with Mbale district. Invited by USAID to sit on the DOP TWG.
 Technical lead for the implementation of Performance based grants (PBGs) to CBOs for
implementation of community interventions in HIV/TB (formally trained by the MSH PBF
unit in May 2011). Delivered a 3 day PBF workshop for all USAID Health IPs on behalf of
the SDS project in June 2011 – which enabled the commencement of their Grant A funding
mechanism in the country.
 Technical lead for the scale up of voluntary medical male circumcision (VMMC) in the
supported districts. Augmented public sector outputs with the recruitment of 5 dedicated
VMMC teams. The project was able to provide 173,897 male circumcisions (96% of LOP
target). Represented the project on the National VMMC TWG & Quality Improvement
TWG.
 Responsible for internal program coordination across all departments through the
development of quarterly activity planners and weekly tracking of progress at senior
management team level. Project was able to roll out massive trainings and implementation of
PICT, Option B+ and the new ART guidelines due to cohesive planning (elements of which
were borrowed by MOH for adoption in other regions of the country). Was lead facilitator for
the annual work plan development process for STAR-E for five years (PY2 – PY7).
 Managed a team of 15 staffs (eight of whom were field based and co-located within the
supported districts) – ensuring that monthly work plans were developed and implemented.
Led the development of the Clinical mentoring strategy for STAR-E. Project was able to
train and develop 60 district owned mentors. Working through these mentors and district
health facilities, the project has cumulatively been able to reach 1,539,867 clients with HTC
(98% of LOP target); provide 20,516 HIV+ pregnant women with ARVs for PMTCT (58%
of LOP target); enroll 16,071 clients on ART (85% of LOP target); and reach 10,655 MARPs
with HIV prevention services (93% of LOP target).

3. CV – Peter Emmanuel Mayanja Ddungu
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 Lead facilitator for the development of the 3 year country strategic road map for MSH
Uganda (2013-2016) in lieu of hiring an external consultant. Assisted the Country leadership
team to coordinate the Year 1 implementation of the plan through 5 technical working groups
(achieved 70% of targets). Also coordinated the Year 2 implementation plan development
and led the Technical programs TWG.
 Led STAR-E collaboration initiatives with the Lifeline Fund to successfully sink 6 boreholes
in Pallisa district at water poor health facilities. Also have collaborated with Rotary clubs to
provide integrated outreaches during annual Family health weeks in Mbale. Have similarly
led implementation collaborations with Maries Stopes Uganda (joint outreaches using the 4-
tent model); PACE program (training of health workers and VHTs and provision of basic
care kits at ART sites); and Hospice Africa (provision of palliative care training and
commodities).
Nakasero Hospital Limited, March - August 2009
Chief Executive Officer, Kampala, Uganda.
 Brought in by the Board of Directors as founding CEO to set up an operational hospital in
newly constructed premises at this 90 bed private hospital. Commenced with outpatient
services in March 2009 and Inpatient services in July 2009. Provided leadership to a
management team of 5 people and a staff complement of 50 full time staff. Had to set up
systems and SOPs for all departments. NHLs investment in land/buildings and equipment
was valued at US$ 5.5 million & US$ 1.6 million respectively at the time.
 Successfully went through a due diligence exercise by the International Finance Corporation
(branch of the World Bank that lends to the Private sector) resulting in their buying equity in
NHL to enable expansion of the Radiology services at NHL.
 Prepared minutes and financial reports for NHL board meetings.
Dr. George Mukhari Academic Hospital (former Ga-Rankuwa), February 2007-
February 2009
Director – Clinical Services, Pretoria, South Africa.
 Managed the clinical services directorate of this 1,550 bed Teaching/Referral hospital for the
Medical University of South Africa (MEDUNSA); with 23 clinical departments and a staff
complement of 3,025 workers and an annual operating budget of R 740 million ($ 74 million)
in FY 2009. Had to individually contract with 23 Heads of department (rank of Professors &
Associate Professors), agreeing on key performance indicators and conducting their annual
performance evaluations.
 Established quality improvement teams within middle management and designed an
improvement plan that enabled the hospital to obtain Accreditation as a tertiary hospital in
September 2007 (for three consecutive years prior to my appointment, the hospital had not
been able to obtain a passing mark).
 Established a structured process (guidelines and tools) for the reporting of serious adverse
clinical events (SACEs - including the confidential enquiry into maternal deaths). The timely
reporting of SACEs went up by 50% within two years. The management of SACEs was a
key component of Quality improvement in the hospital.

4. CV – Peter Emmanuel Mayanja Ddungu
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 Worked together with the Elizabeth Glaser Paediatric Aids Foundation (EGPAF) to scale up
HIV/AIDS services at DGMAH (piloted the stepping down of stable clients to lower level
clinics with outreach visits to build capacity - this decongested the hospital and enable
greater enrollment of new clients).
 Established a regular forum comprised of the 10 TB sub-district coordinators and clinicians
in the hospital to jointly track notification and follow up of clients discharged to continue
treatment at community clinics (a first time initiative in this tertiary hospital with buy in from
the Head of department - Internal Medicine). This initiative directly addressed the emerging
threat of MDR TB.
 As Director-Clinical Services, sat on the MEDUNSA University Council and reported on
progress made within the Clinical services against set performance indicators - on a monthly
basis. Was also a member of the interview panel for all Clinical Heads of department
(comprised of academic peer leaders, Deputy Vice Chancellors and Provincial government
representatives).
Chris Hani Baragwanath Academic Hospital, 2003-2007
Senior Clinical Executive, Johannesburg, South Africa.
 Responsible for administrative oversight of the Surgical Division (700 beds with 16
Operating rooms) and the Medico-legal division of the hospital. Duties included monitoring
of clinical audit and quality assurance processes; tracking hospital performance indicators;
vetting of requisitions and expenditure control versus the budget; participating in recruitment
of staff and ensuring optimal utilization of staff. Also included support for the undergraduate
& post graduate clinical students placed by the University of the Witwatersrand Medical
School.
 Led the review and updating of protocols governing medico-legal processes in the hospital
and coordinating these with the South African Police and Judicial services. Initiated bi-
monthly meetings to ease problem solving between the agencies (CHBAH handles a huge
trauma caseload that involves mandatory documentation and legal processes).
 Asked to lead a Transformation project within CHBH, which involved establishing the
Surgical Division as a more integrated unit; developing an operational plan and budget for
the project; establishing each clinical department as a cost-centre; drafting a new
organizational structure and formulating new roles and job descriptions; and successfully
sourced funding from the US Embassy Health Attaché to the tune of R 200,000 (US$ 20,000)
in support of the project.

5. CV – Peter Emmanuel Mayanja Ddungu
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Donald Fraser Hospital, 1995-2003
Medical Superintendent, Limpopo province, South Africa (1999-2003)
Principal Medical Officer (1998-99)
Senior Medical Officer (1996-97)
Medical Officer (1995)
 Served as Head of Institution and Accounting Officer and managed a 438 bed Level 1
District hospital, supporting 1 Community health centre and 22 community clinics. Had an
operating budget of R 54 million (US$ 6 million). Was responsible for a staff complement of
1,052 employees under this district health system. The hospital ran an ambulance fleet and
dispatch service for the community clinics as well as a robust outreach program to all its
clinics.
 Carried a full medical and surgical work load, including the mentoring of newly placed
Community service Medical Officers and Year 5 Medical students doing their Family
Medicine rotation from the Medical University of South Africa (MEDUNSA). Prepared duty
rosters as well as coordinated the CME/CPD schedules.
 Requested by the Vhembe district leadership to mentor and lead the management team of
another district hospital (Messina hospital) which was experiencing severe conflict – in
November 2001. For a period of one month, I led two management teams and split my time
between two hospitals 70 km apart.
 Oversaw the successful expansion of the hospital with the construction of additional facilities
(4 inpatient wards, a new Maternity unit, a new mortuary and an upgraded incinerator). For a
period of 3 years I chaired a fortnightly site meeting that involved a multidisciplinary team of
architects, engineers and quantity surveyors to track progress and deal with emerging
challenges until the construction was completed.
 Through innovative use of my delegated financial authority and with the support of staff
labor union representatives; we were able to involve several youth groups in the community
in the landscaping of the previously overgrown hospital environment for a modest payment.
This led to a marked improvement and for two consecutive years (2001 and 2002); DFH won
the Limpopo Provincial award for the “Cleanest Hospital Environment”. It also raised the
sense of ownership and pride the community had in the hospital.
Kagando Integrated Rural Development Centre, 1992-1994
Medical Officer, Kagando Hospital, Kasese, Uganda.
 Performed mainly clinical work and on occasion deputizing for the Medical Superintendent
in his absence. We ran a very strong HIV/AIDS program both within the hospital and as an
Outreach in the community particularly in the Lake Katwe fishing community. The team also
started a targeted pre-marital HIV counseling and testing service for young couples.
Mulago National Referral Hospital, 1991-1992
Intern Doctor (Junior House Officer), Kampala, Uganda.
 Completed internship with 6 month rotations each in Paediatrics and Surgery.
 Also served as the National Chairperson of the Intern’s council for the year 1991 and played
a liaison role with the Hospital management team and the National Ministry of Health.

6. CV – Peter Emmanuel Mayanja Ddungu
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Consultancies
September 2010: Over the period 7-9/09/2010, I was released to assist a partner organization
(the Joint Clinical Research Centre) as the Facilitator for their Strategic planning workshop.
JCRC had concluded a 5 year USAID funded project involving the scaling up of ART provision
in Uganda (the TREAT project) and had just been awarded another 5 year USAID funded project
involving the strengthening of laboratory capacity (the THALAS project). The objectives were to
review past performance and to develop a framework for the new project plus a detailed Year 1
work plan – and these were achieved in the stipulated time.
September 2009: Over the period 23-25/09/2009, FARST Africa (a Ugandan public health and
development consortium), utilized me as one of two facilitators for a strategic review process of
a Kenyan Faith Based Organization called Life Skills Promoters (LISP); which operates in
three provinces of Kenya and whose main business is Behavioral Change Communication
targeted at the youth with a view to empowering them to make informed choices in the context
of the HIV/AIDS epidemic. My direct contribution was leading the process for two of the three
days as well as being the lead writer responsible for synthesis and producing the final report.
August 2009: FARST Africa, utilized me as one of four facilitators and as the lead writer for a
strategic planning review and strategic frame work development workshop for the Makerere
University – Johns Hopkins Research Collaboration (MU-JHU). MU-JHU is a leading
research organization that is best known for the HIVNET 012 study that established Nevirapine
as an effective intervention in the Prevention of Mother-to-Child transmission of HIV/AIDS. We
were able to achieve all the agreed deliverables on time and to the satisfaction of MU-JHU. My
direct contribution was facilitating the process of reviewing Institutional capacity and
Organizational development as well as being the lead writer of the workshop report.
LANGUAGES
English – Fluent; Luganda – Native; Runyakitara – Functional.
REFERENCES
Name and Title Company Email Telephone
Dr. Edward Ssemafumu
Former Chief of Party
STAR-E Project
MSH esemafumu@yahoo.co.uk +256 754 200 779
Dr. Erik Schouten
Principal Technical Advisor
Centre for Health Services
MSH eschouten@msh.org +265 992 951468
+265 1 756 081
Dr. Nathan Nshakira
Managing Consultant
FARST Africa nathan.nshakira@farstafrica.com
nnshakira@yahoo.co.uk
+256 312 284 090
+256 782 402 517