Joint United Nations Programme on HIV/AIDS (UN AIDS)
1. Since the adoption of the 2030 Agenda and the SDGs, has the governing body of your organization taken (or will it take) any decisions or new strategies to guide the implementation of the 2030 Agenda and the SDGs? If any, please provide a brief summary below, including the overarching vision of your organization.
The UNAIDS 2016-2021 Strategy, endorsed by UNAIDS governing body, (http://www.unaids.org/sites/default/files/media_asset/20151027_UNAIDS_PCB37_15_18_EN_rev1.pdf) was the first strategy adopted by the UN System following the Agenda 2030 Summit (adopted October 2015). The Strategy is a bold call to action to Fast-Track the AIDS response and reach people being left behind. It is explicitly anchored in Agenda 2030 and organized SDGs where shared progress will be critical to ending AIDS as a public health threat.
Coherent and integrated support, as called for in the 2030 Agenda, is a pillar of the UNAIDS Strategy which outlines how UNAIDS will lead and coordinate the AIDS response, address social, economic and political drivers of the AIDS epidemic, leverage the AIDS response to tackle broader global health challenges, and ensure no one is left behind.
The Political Declaration on HIV and AIDS, adopted in 2016: http://www.unaids.org/en/resources/documents/2016/2016-political-declaration-HIV-AIDS was the first UNGA Declaration to include regional targets after the adoption of the SDGs. Member States used most of the targets from the UNAIDS 2016-2021 Strategy, adopted by the UNAIDS Programme Coordinating Board 7 months earlier to articulate the targets in the Political Declaration.
2.1 SDG-specific strategies, plans or work programmes
Within UNAIDS Strategy, the following pages provide elaboration on how UNAIDS engages in coherent and integrated support as called for in the 2030 Agenda:
- P4 'foreword'
- P15 - 19
- P25 - 28 (including specific section on 'The AIDS response in the 2030 Agenda for Sustainable Development: joint work, shared gains'
- P51 - 73: ('Result areas to Fast-Track the response and accelerate progress on the SDGs')
- P75 - 83 ('How UNAIDS will deliver on this Strategy', including focus on core aspects: information, investment, inclusion, integration, innovation)
2.2 Aligning the structure of the organization with the transformative features of the 2030 Agenda, including any challenges and lessons learned in doing so
The Unified Budget, Results and Accountability Framework (UBRAF) is UNAIDS instrument to operationalise the UNAIDS Strategy. The 2016-2021 UBRAF is structured based on the SDGs: the five SDGs that are most relevant to the AIDS response (SDG 3, SDG 10, SDG 5, SDG 16, SDG 17) (ref. Page 8 of the 2016-2021 revised UBRAF document: http://www.unaids.org/sites/default/files/media_asset/20160623_UNAIDS_PCB38_16-10_Revised_UBRAF_EN.pdf). Bringing together efforts of 12 organizations into one framework, the UBRAF reflects calls under the SDGs for issue-based coalitions, joint programming, joint teams and attribution to collective results.
The UBRAF outlines the role of the Joint Programme in the AIDS response in the context of other stakeholders and efforts. It guides UNAIDS' operational planning at global, regional and country levels by identifying the expected results of the Joint Programme, providing the framework against which budgetary allocations are made as well as the basis for performance monitoring, reporting and accountability of the Joint Programme.
The UBRAF is designed to maximize the coherence, effectiveness and impact of the HIV-related resources of the United Nations - delivering as one. Through the UNAIDS' Division of Labour between and among the Cosponsors and the Secretariat, the UBRAF focuses Cosponsor and Secretariat support, taking into account the comparative advantages and mandates of each organization, in-country presence, and existing national capacities and resources, as well as added value of joint initiatives and effective collaboration.
The 2016-2021 UBRAF comprises a broad range of monitoring and evaluation tools to measure the performance of the Joint Programme. Quantitative data, using indicators, are combined with narrative descriptions and analyses of progress, external assessments, reviews and independent evaluations to triangulate results and provide a more complete picture of what has been achieved. Comparing to the previous UBRAF framework, the number of indicators has been reduced to facilitate joint analyses of country level progress and evidence-based programming. A web-based tool, the JPMS, facilitates collecting, collating and analysing performance information. Data entry starts at the country level and is performed by Joint United Nations Teams on AIDS or similar structures.
2.3 Readjusting or updating results-based budgeting and management, including performance indicators:
In its first year, the 2016-2021 UBRAF proved to be an effective framework for guiding the work of the Joint Programme at all levels. This was due particularly to a clearer and simpler structure; fewer outputs (20 compared to 64 previously); improved reflection of regional differences and priorities; and a theory of change linking UBRAF outputs to higher-level results and the SDGs, explaining how the Joint Programme contributes to outcomes and impact. The review of the 2016-2021 UBRAF as a resource planning and accountability framework showed stronger linkages than in the past between the UBRAF framework and operational plans of the Joint Programme at country and regional levels. The simplified framework facilitated communication, improved coherence and clarified expectations about Joint Programme support. Joint work has become the rule rather than the exception. Examples of the Joint Programme working effectively include the Global Plan towards the elimination of new HIV infections among children and keeping their mothers alive (Global Plan), the Global Commission on HIV and the Law and its follow-up, and the All-In initiative.
2.4 Action to enhance support to the principle of "leaving no one behind" and to integrated policy approaches:
At the country level, the UNDAF is always used as the primary in-country reference document which is then, in many countries, complemented by the Joint UN Programme of Support on AIDS (another multi entity plan) which is implemented by Joint UN Teams on AIDS. Guidance for Joint UN Programmes and Teams on AIDS that was released in 2014, guided by key requirements and principles of the QCPR, include a focus on results-based planning and budgeting, strengthened joint work, and improved effectiveness and transparency to achieve results and "deliver as one" remain relevant.
3.1 Mainstreaming the SDGs in development plans and policies or through national sustainable development plans/strategies:
Through its multi-sectoral, multi-stakeholder approach, the UNAIDS Strategy aims to advance country-level progress towards ending AIDS while contributing to broader health, development, gender and rights outcomes. The entire Strategy promotes the advancement of a rights-based, inclusive approach that ensures a people-centred response built on participation of civil society, women, young people, people living with HIV and key populations - leaving no one behind.
3.2 Mainstreaming the SDGs in sectoral strategies, including specific SDG/target strategies:
Through implementation of the Strategy, UNAIDS supports countries in implementing the 2030 Agenda and achieving the SDGs, with a focus on the intersection of the SDG on health with other SDGs. This includes providing technical assistance on mainstreaming the SDGs in development plans and policies, both within and beyond the health sector; data and statistical capacity building, including through innovative data visualisation tools ("situation rooms"); and the advancement of multi-stakeholder, multi-sectoral partnerships.
4.1 Supporting the intergovernmental body of your organization in contributing to the thematic review of the HLPF:
UNAIDS has engaged closely in the HLPF work, supporting country engagement and reporting for the VNR process and facilitating partners engagement in the process. At the 2017 HLPF, UNAIDS also organized a high-level side event focused on leaving no one behind. The panel discussion focused on how to create and consolidate partnerships that foster community empowerment and inclusive societies in the SDG era.
4.2 Contributing to policy/background briefs for the HLPF:
Yes
4.3 Helping organize SDG-specific events in the preparatory process:
Yes
4.4 Organizing side evens or speaking at the HLPF:
Yes
4.5 Supporting VNR process:
Yes
5. How has your organization cooperated with other UN system organizations to achieve coherence and synergies in the implementation of the 2030 Agenda and the SDGs? In this regard, has your organization launched or intend to launch any joint programmes or projects in collaboration with other UN entities? Are there any results or lessons you would like to highlight that might help improve the design and impact of such efforts? Has your organization participated in any of the following coordination systemwide mechanisms or any other relevant platform - CEB, UNDG, EC-ESA Plus, RCMs, UN-Energy, UN-Water, UN-Ocean, IAEG, IATT? Please specify which and indicate any suggestions you may have about improving collaborations within and across these mechanisms/platforms:
Intra-agency work is an important component at the very heart of the work of UNAIDS as a joint and cosponsored programme with everyday contacts with the 11 Cosponsors of UNAIDS. Examples of rationalisation of business operations include a standardised a common planning and reporting system at country, regional and global levels which is used by the UNAIDS Secretariat and the 11 Cosponsors. This is known as the Joint Programme Monitoring System (JPMS). At the country level UNAIDS works through Joint UN Teams on AIDS which are composed of all Cosponsors present in-country (established by the SG as a part of the RC system in 2003) and Joint UN Programmes of Support on HIV which serve as the joint planning framework for all UN work relating to HIV and AIDS in-country.
All UNAIDS major publications are developed jointly with Cosponsors and are reviewed by the UN system agencies. All major data and information systems and tools, including AIDSinfo, key populations atlas, etc. are open source and available free. These platforms have supported and informed numerous UN organisations. JPMS is a joint UN tool that shares knowledge of activities, programmes and progress. Country level Joint UN Teams on AIDS use the JPMS platform for knowledge sharing.
UNAIDS website regularly publishes web-stories highlighting joint UN work and achievements, in addition to providing links to Cosponsor sites on thematic areas.
UNAIDS actively engages in the CEB, UNDG, HLCM and HLCP.
6. How has your organization engaged with stakeholder groups, both in supporting implementation at the country, regional and global levels, and within your own organization? If yes, please provide main highlights, including any lessons learned:
Through its multi-sectoral, multi-stakeholder approach, the UNAIDS Strategy aims to advance country-level progress towards ending AIDS while contributing to broader health, development, gender and rights outcomes.
The Strategy promotes the advancement of a rights-based, inclusive approach that ensures a people-centred response built on participation of civil society, women, young people, people living with HIV and key populations - leaving no one behind. Some examples:
P3 (foreword): "Ending the AIDS epidemic will involve progress across the entire spectrum of rights: civil, cultural, economic, political, social, sexual and reproductive. Defending the rights of all people-including children, women, young people, men who have sex with men, people who use drugs, sex workers and clients, transgender people and migrants-is critical to ensuring access to life-saving services. Through the realization of their rights, people being left behind will move ahead, to the very forefront of the journey to end AIDS- informed and empowered, mobilized and engaged."
P7: Entire section on 'Putting people at the centre of the three zeros'. Excerpt: "Ending the AIDS epidemic and leaving no one behind in the response will profoundly affect the entire lifespan of millions of people around the world, for generations to come. The post-AIDS world will be very different from the one we know today-and it is one we can create." The Strategy focuses on achieving concrete results for populations most affected by the HIV epidemic, women and girls in high prevalence countries as well as men who have sex with men, sex workers, people who use drugs, transgender people, prisoners and migrants depending on epidemiological context. (See the summary of the results areas on pages 10 and 11 of the Strategy: (http://www.unaids.org/sites/default/files/media_asset/20151027_UNAIDS_PCB37_15_18_EN_rev1.pdf).
Efforts to close access gaps among populations currently being left behind prioritize integration of HIV care with related services, which enhances the impact of the HIV response, reduces commodity costs and capitalizes on alternative service delivery models, and removing punitive laws and policies, as well as stigma and discrimination that negatively impact on the access to HIV prevention, treatment, care and support.
7. Has your organization organized any conferences, forums or events designed to facilitate exchange of experience, peer and mutual learning? If yes, please provide a brief summary below and include lessons learned and gaps identified based on the outcomes of these events. Please also include any events you plan to organize in the coming years.
The UNAIDS Secretariat facilitates regular knowledge exchanges:
first, in the context of the Programme Coordinating Board (PCB) of the UNAIDS Joint Programme where two types of events are organized: a thematic segment of the PCB and a field visit.
second, in activities at country level in the Joint UN Teams on AIDS.
And third, in the context of other UN and multilateral meetings, such as the Social Forum of the Human Rights Council, where at its 2017 session, the promotion and protection of human rights in the context of the HIV epidemic and other communicable diseases and epidemics was presented.
Furthermore, the UNAIDS joint Programme leverages International AIDS conferences (Durban in 2015), Francophone AIDS conferences and regional conferences such as ICASA in Africa (Côte d'Ivoire in 2016) and APAC in Asia-pacific to promote knowledge exchanges.
Lessons learned: the mix of international, regional and local events constitute an important strategy to share knowledge, but it is also an important opportunity to promote a global supportive movement which is essential for the realization of the 2030 Agenda.
8. Is there any other information you would like to share, including annual reports of your organization and any impact assessment or evaluation reports? If yes, please use the space below and attach the document(s). Please also use this space to provide any other information, comments or remarks you deem necessary:
2018-2019 UBRAF Budget Document: http://www.unaids.org/en/resources/documents/2017/PCB40_17.9
2016 Performance Monitoring Report: http://www.unaids.org/en/resources/documents/2017/PCB40_17.5
9. In your view, what should a strategic plan for the UN system in support of the 2030 Agenda and SDGs look like? What key elements should it include and major challenges address in such a road map?
A strategic plan should seek to:
- Act on low-hanging fruit: Need to demonstrate that the UN can take swift action - choose one or two areas where it can quickly reposition, and feature this as an example of substantive change and progress (for example, in the way the SG led the development of the System-Wide Strategy on Gender Parity)
- Focus on results and value added of the UN: governance and mandates should not get in the way of prioritisation and a focus on quality, excellence, results and value added of the UN, particularly related laws, norms, human rights, common positions and regional public goods. The importance of drawing on the comparative advantages of the UN and the need to ensure consistency, coherence and coordination at the regional level were highlighted and the role of the UN in providing thought leadership and ensuring policy coherence was stressed throughout the day.
- Be forward-looking: Need to use data, science and evidence as basis for policy and joint and predictive analyses - not just identifying solutions to today's problems, but also where problems might be in the future. Key for the UN to position itself as a leader today and in the future.
10. Please indicate one or two endeavor or initiatives you suggest that the UN system organizations could undertake together to support the implementation of the SDGs between now and 2030:
Work planning and reporting - Stronger message on UN responding to cross-cutting needs of countries not UN entity mandates. Concrete recommendation: UN should deliver one consolidated report per country on strategic high-level results, not every entity reporting separately.
On data, the UN should be more ambitious. It should not only be about disaggregating data but pooling data. Concrete recommendation: UN should provide a one-stop-shop for data for the SDGs - where members of the public can see real-time data - would drive democratization of data, accountability and citizen engagement e.g. situation room for AIDS - why not health? UNICEF Magic Box for SDGs?