Transcript AIDS LEADERSHIP PROGRAM WORLD BANK INSTITUTE Elizabeth Ashbourne

WORLD BANK INSTITUTE
AIDS LEADERSHIP PROGRAM
Arlette Campbell White
Elizabeth Ashbourne
THE WORLD BANK
Part of the UN Family
 Alleviate Poverty through
Sustainable Development
 Four Agencies: IBRD, IDA, IFC, MIGA
 Lend only to developing country
governments
 IDA: non-interest loans to poorest
of the poor
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THE WORLD BANK INSTITUTE
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Supports the World Bank’s learning
and knowledge agenda:
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Environment, economic policy, poverty
reduction, governance, regulation,
finance and human development
Active in 149 countries
 Delivers 500 learning programs
 Reaches 30,000 clients externally
(face-to-face and distance learning)
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HIV/AIDS AND THE WORLD BANK
Largest financer of AIDS activities
worldwide
 Lending for AIDS prevention and
mitigation since 1986
 113 current lending projects =$494
million
 Approximately $150 million in the
pipeline
 Active in 60 countries
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WORLD BANK RESPONSE TO THE
EPIDEMIC
Advocacy – position AIDS as central
development issue
 Expand knowledge base to help
countries examine options, prioritize
and develop cost-effective strategies
to fight AIDS
 Support implementation of strategies
through increased financial resources
and technical support
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THE MULTI-COUNTRY HIV/AIDS
PROGRAM (MAP) FOR AFRICA
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US$500 million in IDA credits to scale up
effective HIV/AIDS prevention, care, and
treatment interventions, emphasizing the role
of the private sector and civil society
Committed to projects in:
 Burkina Faso, Cameroon, Eritrea,
Ethiopia, Gambia, Ghana, Kenya, Nigeria,
Uganda and Zambia
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THE MULTI-COUNTRY HIV/AIDS
PROGRAM (MAP) FOR AFRICA
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Additional US$500 million to scale up national
HIV/AIDS programs in
 Benin, Burundi, the Central African
Republic, Cote d'Ivoire, Guinea, GuineaBissau, Madagascar, Malawi, Mauritania,
Mozambique, Niger, Rwanda, Senegal,
Tanzania, Togo, and Zimbabwe
Also includes grant resources for crosscountry aspects i.e. transportation corridors
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CONDITIONALITIES FOR MAP
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The national AIDS program must:
Be overseen by a high level multi-sector
authoritative body
Have a multi-sector national strategy that is
decentralized, participatory in manner, contains
main interventions, etc.
Work closely with NGOs in implementing the
strategy
Have developed a financial system that meets
the Bank’s financial accounting and fiduciary
standards
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TOGETHER WE CAN
LEADERSHIP IN A
WORLD OF AIDS
LEADERSHIP PROGRAM ON AIDS
MISSION STATEMENT:
Contribute to decreasing HIV transmission and
to mitigating the adverse consequences of
HIVAIDS
Through partnerships, equip leaders with the
knowledge, skills and tools needed to design,
implement and monitor an urgent effective
response…
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LEADERSHIP PROGRAM ON AIDS
Components
Importance
Activities
Understanding the
impact on
development
Fostering an early
--Assessing impact on
response and action to
households, sectors,
slow the epidemic
firms, macro level
--Teaching analytical
skills
Design of more
effective strategies
--Identify & share best
practices
Changing behavior
Major intervention to
slow the epidemic
--Designing
communication
strategies
--Creating social
cohesion
Building human &
institutional capacity
Choosing the best
options and scalingup successful
interventions requires
increased capacity
--Undertaking human
capacity assessments
--Building skills
--Institutional reform
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--Mobilize resources
UNDERSTANDING & ASSESSING IMPACT
Cost Per Infection
For Example: Skilled Artisan in Company A
Cost per infection (US $)
Average annual salary (for comparison)
10,938
Indirect costs
Sick leave
7,705
Other leave
425
Productivity loss due to illness
4,253
Total indirect costs
12,383
Direct costs
Pension
Clinic use
Service gratuity and death benefit
Recruitment
Training
Total direct costs
Total cost per new infection
Total cost as multiple of average salary
30,194
43
2,777
3,410
5,079
41,503
53,886
4.93
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Boston University, June 2000
CHANGING BEHAVIOR
Acquiring knowledge about AIDS through
personal networks: an important element
of the Ugandan “success”
20%
10%
0%
Uganda
Zambia
Kenya
50
30
Ta
nz
an
ia
Zi
m
ba
bw
e
30%
70
bi
a
40%
Za
m
50%
90
Ke
ny
a
Mass
al
aw
i
Institutional
M
Personal
Ug
an
da
60%
% knowing a friend/relative with AIDS
% reporting knowing someone with AIDS (women)
Channel for acquiring AIDS knowledge
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Source: Low-Beer et al
SCALING UP THE CAPACITY
2001 Action Plan for PUA HIV/AIDS
Specialists Working Group
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Common benchmarking standards by
2002:
 PUA HIV/AIDS specialists working
group’s common HIV/AIDS checklist
(minimum standards for benchmarking
and best practice among the PUA
companies)
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Source: Sabine Durier, IFC, May 2001
2001 ACTION PLAN FOR PUA HIV/AIDS
SPECIALISTS WORKING GROUP
Action Checklist
Step 1: Electing an
HIV/AIDS
committee
Step 2: Performing a
needs analysis
Step 3: Drafting the
policy
Step 4: Discussing and
revising the draft
policy
Step 5: Adopting a policy
Step 6: Developing a program
Step 7: Implementing and
popularizing the
program
Step 8: Monitoring and
evaluating the
program
Step 9: Reviewing the policy
Step 10: Others, e.g.
facilitation at events,
research community
projects, etc.
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Source: Sabine Durier, IFC, May 2001
INITIAL PARTNERS
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UN family and WBG
Bilateral agencies
International Business Leaders Forum
Global Business Council
World Economic Forum
Regional AIDS Training Network in Africa
University of Natal, Durban
Boston University
Global Corporations
Others
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