41st PCB Meeting
Agenda 4 Report on progress of the implementation of the UNAIDS Joint Programme Action Plan
To be delivered by Alessandra Nilo, NGO Latin America
It has been proven throughout history that humans can do more when it is a matter of survival. When it is needed, we invent new ways of doing things, new tools and methodologies. It is clear that in the past year, the UNAIDS Joint Program understood that its situation was really a matter of survival, and so it improved its coordination and moved quickly, including putting in place a new Joint Programme Action Plan and a new Fundraising Operating Model that not only aims to improve its traditional way of mobilizing resources, but is also open to innovative processes for raising funds.
In this regard, I commend our Board for pushing and supporting UNAIDS and would like to recognize the role of the PCB NGO delegation for insisting on the need for a new fundraising plan, supported by a new communication strategy, at the Global Review Panel.
The agility and timely work we saw here is rather uncommon within systems like UN. Yes, it gives us hope. However, only a fully funded Joint Programme can continue investing in innovative processes and establish the consistency that usually drives success. So, it is imperative that the sense of urgency continues and that, instead of doing business as usual, we move from a highly concentrated funding model towards the long-term financing of solutions.Let’s remember that although playing a strategic role in responding to AIDS, traditional donors have not responded sufficiently to UNAIDS yet there are many ways of doing so.
For years, we have pushed UNAIDS to use innovative financing mechanisms. The amount of financial resources in the markets is enormous, compared to concrete economics of products and services: there is now $100 trillion in the global savings pool, just to give you one example. This condition of excessive financial liquidity is an out-of-proportion revenue source that is not tapped into, mainly because of lack of polical will. And we don’t need to be afraid: contrary to orthodox liberal economics mantra, financial transaction taxes, for instance, have not distorted the capital markets where they exist: In 2016, the UK raised 2.8 billion Pounds on Stamp Duties on Shares and Securities; Brazil raised an average of 10 billion Reals on a broad FTT legal framework. So we will be happy to work with the Joint Program to discuss about FTTs and many other mechanisms of consistent revenue collection that could bring on board a critical mass of new donors, while showing to the world the relevance of UNAIDS in the global AIDS architecture, properly communicating its values, results, and its comparative advantage for contributions – a narrative still to be developed.
Finally, the new fundraising model also needs to contribute towards a fully funded civil society, in alignment with the financial targets agreed in the 2016 Political Declaration and with proper disbursement of funds for strategic areas – including human rights, gender equality and funds for advocacy work. It is still concerning that the current proposal does not go far enough in detailing how civil society and communities will be involved or benefited. So, we need to improve the transparency and accountability of the fundraising and budget allocation processes because to be successful, participation should be meaningful.
In this regard, clear standards and principles must also be set for the institutionalized engagement of civil society and other partners in the new fundraising model. At this stage, it has been proven throughout AIDS history that improved and sustained HIV responses require acknowledgement of the intersectionality of the different areas and expertise, as well as enhanced and consistent engagement of communities.
Our delegation’s messaging has been repetitive. But we are not tired. Business as usual will take us nowhere and certainly not to Ending AIDS. Ten donors are responsible for 86% of funds, with the US as the major donor.