UNAIDS: The First 10 Years

UNAIDS The First 10 Years186situation in Africa. Donors usedseparate reporting standards, differentcoordination committees, advisorygroups and so on. This is not just aquestion of bureaucracy gone awry;such chaos impedes attempts to savelives, to plan prevention programmesand reach more people with antiretroviraltreatment”.The relationship between various stakeholdersin Tanzania.CIDAGTZRNENoradSidaUSAIDCFPEPFARGFATMReports came back to GenevaNACPdescribing the high costs of poor coordination,and the need to eliminateisolated project funding, so commonin the majority of affected countries, inorder to scale up the national responseLOCALGVTCIVIL SOCIETYto AIDS and to reduce the heavy administrative burden on countries. In many countries,too, advisers found that different government departments, as well as donors, had differingpolicies and programmes for the epidemic: ‘… they engage in parallel financing, planning,programming and monitoring. “The right hand does not know what the left is doing” wouldapply, except there are many hands involved’ 7 .Bernadette Olowo-Freers, UNAIDS Country Coordinator in Tanzania, said: “This is the partnershipmapping. It is precisely because of such a colourful picture [see above] that theDevelopment Partners decided to support the Paris Declaration vigorously and the GeneralBudget Support”.CCMHSSPNCTPUNAIDSWHO3/5UNICEFWBT-MAPMOFUNTGDAC GFCCPPRSPTACAIDSSWApMoHMOECINT NGOAction AidOxfamAMREF.....CTUPMOPRIVATE SECTORGraphic fromThe “Three Ones” inAction: Where We Are andWhere We Go from Here,illustrating the complexrelationships betweenstakeholders in one country-Tanzania (UNAIDS)Michel Sidibe, now Deputy Executive Director, Programme, UNAIDS, explained: “When wesaw this graph, we realised that it would be better if the countries had a more consolidatedframework within which to work. In fact, three major challenges led us to that conclusion.First, we realised that the priority setting was fragmented. Two, we realised that the proceduresfor using the resources were not aligned with national priorities. Three, the monitoringof progress was not consistent and was generally based just on satisfying the requests ofdonor-countries. All of this was slowing implementation down”.The consultations on the need for better coordination were facilitated by Sigrun Mogedal,who had been Chief Technical Adviser for Social Sector Development at the NorwegianAgency for Development Cooperation in the late 1990s, then State Secretary for InternationalDevelopment in the Royal Norwegian Ministry of Foreign Affairs. She became a Senior PolicyAdviser to UNAIDS in 2003. One of her (many) strengths was that she had worked in develop-7UNAIDS (2005). The “Three Ones” in Action: Where We Are and Where We Go from Here. Geneva, UNAIDS.