Abstract Book Vol. 2 [International Conference on AIDS (14th: 2002: Barcelona, Spain)]

XIV International AIDS Conference

Abstracts WeOrG1332-WeOrG1336 301

WeOrG1332 Organization of People living with HIV/AIDS -
cornerstone of effective response to the epidemic
in Ukraine. Early successes of the All-Ukrainian
Network of PLWHAs
N. Leonchukl, K. Lexhentsev2, V. Zhovtyak3. 'All-Ukrainian Network of
PLWHAs, Ukraine, Odessa, V Arnautska, 123, 3-d floor, Ukraine; 2MSF-Holland,
Odessa, Ukraine; 3All-Ukrainian Network of PLWHAs, Poltava, Ukraine
Issues: In Ukraine HIV has affected an estimated 1% of the population and the
country has one of the fastest growing infection rates world-wide. With the beginning of the epidemic in 1995, a significant number of PLWHA may progress
towards AIDS soon. Therefore, a strong voice to call for access to treatment options for PLWHA was necessary.
Description: the All-Ukrainian Network of PLWHAs was founded in 2000 and
united HIV-positive people from all regions of Ukraine. The main objectives of
the new organization are advocating for access to treatment as a human right
issue, changing stereotypes of the society towards HIV/AIDS and organizing selfsupport groups in all regions of Ukraine. The organization became a significant
and unique movement in Ukraine by building a national coalition as well as destigmatising HIV by creating a new image of PLWHA as activists and key players
in influencing policies regarding HIV/AIDS. At present funding, capacity building
and integration into the international community of PLWHAs remain the major
problem (e.g. due to the language barrier).
Lessons learned: the strategy of unification that was initially chosen in Ukraine
was the right one; linking with other national and international NGOs is crucial
for mutual support and effective advocacy; it is possible to influence policies and
advocate for positive change in Ukraine by targeted action.
Recommendation: International coalitions of PLWHAs and donor organisations
should develop assistance to national networks in developing countries, including
newly independent states (NIS). Specific attention should be given to the development of the professional skills. The All-Ukrainian Network can, in turn, act as a
catalyst for upcoming movements in NIS and share lessons learned.
Presenting author: Nathalia Leonchuk, Ukraine, Odessa, V. Arnautska, 123, 3-d
floor, Ukraine, Tel.: [phone], Fax: [phone], E-mail: natasha
@msf.odessa.ua
WeOrG1 333 1 Effecting changes in the system makes a whole lot
of structural differences
R.P.E. Escquerra, I.F.F. Fonacier-Fellizar. Non-Governmental Organization,
Center for the Promotion, Advocacy and Protection of the Rights of the Child,
San Juan, Metro Manila, Philippines
Issues: In 1998, the Philippines enacted an HIV/AIDS Law i.e. R.A. 8504. The
National AIDS Council (PNAC) was reconstituted. Composed of Government and
Non-governmental stakeholders, PNAC is responsible for formulating and recommending policies along HIV/AIDS Prevention and Control; and stirring and monitoring the implementation of the LAW all over the country. However, for the Law
to make a difference in the State of the Art of HIV/AIDS Prevention and Control,
each Sector will have to implement other relevant Laws of the land as well.
Description: This paper will illustrate the advocacy efforts of an NGO with the
Law Enforcement in order for this Sector to demonstrate their mandate i.e. to
enforce R.A. 8504 and abide by it alongside other pertinent National Laws and
instruments. These include facilitating the Sector?s partnership with HIV/AIDS
NGOs along capacity building; fund management to cut red-tape;collaboration
with other Pillars of Justice relevant to handling and management of cases; development of a Manual for Police Officers, Training and integration of HIV/AIDS
Law enforcement into pertinent other legal instruments among others.
This paper is based on the experience of a PNAC NGO-member as part of its
alternative advocacy strategy.
Lessons learned: For a successful implementation of RA 8504, the Law Enforcers must be able to realize its relevance in their work alongside other Laws
they are mandated to enforce.
Recommendations: To effect changes in the systems of a structure i.e. Police,
other Sectoral support and alternative advocacy strategies will have to be explored and sustained.
Presenting author: Romano P. Esguerra, Center for the Promotion, Advocacy
and Protection of the Rights of the Child, c/o 618 Jose Abad Santos Drive, Littile
Baguio, San Juan, Metro Manila, 1500, Philippines, Tel.: + 632 9133464, Fax: +
632 9117867, E-mail: [email protected]
WeOrG1334 Strategic planning for the Brazilian national
response to the AIDS pandemic: Principal results
M.F Azenha', M.F.B. Taglietta', M.A.L. Tironi', J.S.D. Nunes',
R.L.B. Campos2, L.J. Kropsch2, A. Kaufman2. 1Ministry of health, Brasilia,
Brazil; 2Management Sciences for Health, Rio de Janeiro, Brazil

Issues: The Brazilian STD/AIDS Programme is one of the most effective programmes in the world, due to parallel development of prevention and care activities, the importance given to human rights and high priority to ensuring retroviral
therapy to all patients free of charge. Meanwhile, the AIDS pandemic remains
a substantial public health problem. In order to align the Brazilian response to
the pressing reality of this pandemic, they implemented a nationwide strategic
planning process in partnership with Management Sciences for Health (MSH).

Description: The Brazilian STD/AIDS Programme chose to use the UNAIDS
strategic planning methodology (described in its "Guide to Strategic Planning")
for use due to its emphasis on participation and its flexibility. MSH and the Brazilian AIDS Programme adapted the methodology to suit the specific conditions of
Brazil. This paper focuses in the results of four of these states - Bahia, Ceara,
Rio de Janeiro and Sao Paulo. In Bahia, emphasis was placed upon participation
of non-governmental organisations and their partnership with the public sector.
In Ceara, importance was given to involving different public sector stakeholders.
In Rio de Janeiro, priority was given to establishing a partnership with strategic
municipal programmes, whereas in Sao Paulo, the main effort was to strengthen
- throughout the strategic planning process - the management staff working on
the state programme.
Lessons learned: a) Increased technical, political and financial sustainability; b)
Enhanced and strengthened partnerships between public, private and NGO sectors; c) Strengthening of programme staff; d) Introduction of a proactive rather
than a reactive approach to the challenges presented by the AIDS pandemic.
Recommendations: a) Establish a central technical team to move the strategic planning process forward; b) Involve all key sectors and stakeholders at the
beginning of the process; c) implement a monitoring process of the plans.
Presenting author: Marta Azenha, AV W3 Norte, SEPN 511, Bloco, 70750 -543, Brasilia, DF, Brazil, Tel.: [phone], Fax: [phone], E-mail:
[email protected]
WeOrG 1335 Moving from a line ministry to a multisectoral
National AIDS Control Council: lessons learned
from Kenya
M. Gachara', D.B. Elkins2. 'National AIDS Control Council, Nairobi, Kenya;
2Futures Group Europe, PO. Box 75367, City Square, Nairobi, Kenya
Issue: Kenya has moved from an MOH model to a multi-sectoral National AIDS
Control Council (NACC). In the introduction of the NACC, many hurdles have
been faced in its legal status, capacities, responsibilities, functions and sector
roles.
Description: In November 1999 a National Strategic Plan was ratified and a multisectoral NACC introduced. Currently, NACC has over 40 staff in its national and
provincial offices and is currently rolling out the Strategic Plan to respond to the
epidemic, including support for the private sector to introduce HIV/AIDS activities
in the workplace.
Lessons learned: Although the NACC was recognised by presidential decree
and established within the Office of the President, it did not provide any legal authority over other ministries. NACC have recruited well-qualified staff, however,
merging private and public sector employees into a capable management team
has taken time and the institutional memory of coordination that was based in
MOH has had to be re-created. The public expectation of NACC to act as an implementing agency, rather than strengthening mobilisation, monitoring and overall
national management has resulted in some confusion and dissatisfaction. Sectors within GoK have been slow in incorporating HIV/AIDS activities into their
core functions and financing. Since the NACC has no direct authority over other
ministries the emphasis has been on persuading, rather than directing activities.
Recommendations: In the development of the NACC, greater support from the
private and public sector would have ensured a more rapid uptake of its roles
and responsibilities. During this development, the roles and responsibilities of the
MOH should not have been sidelined. Instead, increased support should be provided to the MOH to focus on the development of standards and guidelines for
AIDS-related issues. Re-positioning NACC legally would also strengthen its position to fulfill its mandate.
Presenting author: David Elkins, RO. Box 75367, City Square, Nairobi, Kenya,
Tel.: [phone], Fax: [phone], E-mail: [email protected]
WeOrG1 336 African First Ladies Alliance Against AIDS:
Leadership in action
J. Kagame', S. Thurman2. 'First Lady, Kigali, Rwanda; 2International AIDS
Trust, International AIDS Trust, 1627 K Street NW Suite 800, Washington, DC
20006, United States
Issue: Leadership at all levels is fundamental to effective action against AIDS.
Given the disproportionate impact of AIDS on women and girls in Africa - the
voices of women are essential. The African First Ladies Alliance Against AIDS
was formed to focus attention on the special challenges facing women, children,
and families affected and infected; to promote concrete strategies for action; and
to give voice to those who otherwise would not be heard.
Description: In May 2001, the First Ladies of Africa held a continent-wide Summit on AIDS in Kigali, Rwanda, with representatives from 18 countries. The final
declaration called for an ambitious action agenda including the creation of a First
Ladies Alliance Against AIDS. This Alliance now provides a framework for fostering solidarity, sharing information, and supporting model programs, with an

emphasis on HIV prevention among youth and care and support for HIV positive
families.
Lessons learned: The First Ladies are able to increase support for HIV prevention programs among women, youth, and children, and care and support of
families living with AIDS in their own countries. In addition, they can reach out
to other women's organizations, such as SWAA and women with AIDS, and enhance their visibility and influence. The Alliance, as an entity, is able to provide a