By World Bank
The realm financial institution s dedication to HIV/AIDS in Africa: Our schedule for motion 2007-2011 updates and refocuses the financial institution s reaction to aid international locations to accomplish the 6th Millennium improvement objective, to assist halt and start to opposite the unfold of HIV/AIDS. This time table for motion is a street map for reaffirming the financial institution s dedication to fighting AIDS in Africa, relocating from its preliminary emergency reaction to the way it will give a contribution to a long term, sustainable, multi-partner reaction. This publication goals to help nations to enhance sustainable responses which are good built-in in nationwide improvement agendas; speed up implementation and shut the implementation hole among on hand investment and the ability to take advantage of it successfully; boost nationwide and health and wellbeing structures, and enhance donor coordination and studying. This schedule for motion is the results of an in depth analytical and consultative method that integrated over 30 African companion international locations and a variety of exterior companions from U.N. enterprises, multilateral and bilateral donors, neighborhood, faith-based and civil society companies, study institutes, universities, the personal area, hard work unions and early life, neighborhood and nationwide governments, and other people dwelling with HIV/AIDS.
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Extra info for The World Bank's Commitment to HIV AIDS in Africa: Our Agenda for Action, 2007-2011
Furthermore, capital investments and recurrent expenditures, such as wages and training for health workers, result in long-term expenditure commitments for governments. Significant uncertainty surrounds the future costs of treatment because the risks of drug resistance increase as treatment is scaled up. Accordingly, the size of the future fiscal burden on the public sector associated with increased access to treatment in the medium to long term is far from resolved. Challenge. At the moment, there is a clear mismatch between the erratic character of aid flows and the long-term nature of expenditures on HIV/AIDS treatment and prevention.
Improved HIV/AIDS systems. 2 million people with workplace education programs. The outputs from the MAP have been impressive. Two independent evaluations have commended the overall effort, but suggested that the effectiveness, efficiency, and impact of the program on the disease itself have been difficult to measure. The interim review of the MAP in 2004 endorsed the basic objectives, approach, and design of the program (World Bank 2004). Nevertheless, this review suggested the MAP needed to become more strategic, collaborative, and evidence based.
Realization of the Three Ones—the UNAIDS-inspired term for the policy of harmonized response among development partners for a single national strategy, a single governance structure, and a single monitoring and evaluation (M&E) system—has proven difficult at the country and institutional levels. Work pressures and internal incentives conspire to keep most managers and staff from focusing on the labor- and time-intensive effort needed to foster genuine collaboration, and information systems at the national level are not geared to adequately track partner efforts.