[Date Prev][Date Next][Thread Prev][Thread Next][Date Index][Thread Index]

[afro-nets] Public-Private Partnerships for Community-Based Sustainable HIV/AIDS Advocacy (3)

  • From: "Dr. Uzodinma A. Adireije" <afrepton@yahoo.com>
  • Date: Wed, 30 Aug 2006 00:06:26 -0700 (PDT)

Public-Private Partnerships for Community-Based Sustainable HIV/AIDS Advocacy (3)

Dr. Uzodinma A. Adirieje, Nigeria


The sustainability of each community-based PPP?s advocacy projects and activities for HIV/AIDS depends largely on the partnership?s existing facts-backed knowledge-base of the current status of the pandemic and the efforts towards its control within the community. Typically, projects and the activities tailored towards their implementation will benefit immensely from baseline studies and or a detailed literature reviews of ?what has/have been done? previously, including the existence of any ongoing projects. In selecting the PPP?s projects and activities, it is necessary to increase the numerical strength of the PPP?s membership and ?power bases?, in order to avoid unnecessary duplication, minimize wastages and ensure that any project subsequently initiated, is owned by a vast segment of stakeholders within the community.

Depending on the findings from the baseline survey and or detailed review of existing projects and activities, the PPP may choose to:
i. Provide technical assistance and mentoring to member-organizations of persons living with HIV/AIDS, youth groups and young leaders seeking greater engagement in HIV/AIDS advocacy
ii. Provide training and capacity-enhancement to build sustainable advocacy skills for partners and other local groups
iii. Implement strategic media engagements for locally relevant, winnable and community-based prevention policy campaign
iv. Organize town meetings and other stakeholder consultations to create the opportunity for government, businesses and development partners to engage in face-to-face interactions with PABAs, PLWAs, orphans, widows and the very poor within the community; with focus on initiating State policies and programmes for effective control of the Aids and other HIV diseases
v. Improve the organizing ability of community leaders for HIV and Aids activities, especially in the area of power relations, identification and enlistment of potential partners, choice of appropriate issues for advocacy; strategies development, coalition building and media ?tangos?
vi. Develop tools for increasing the power and ability of local leaders to collaborating with governments, development partners and other service organizations
vii. Increase the knowledge-base of stakeholders within the wider context of social and political struggles related to HIV and Aids, and current challenges of solidarity and health/human rights activism within the community, local government/municipality/county, State, country and beyond
viii. Deepen collaboration between its members, other AIDS activists and similar PPPs in identifying areas of common concern in HIV prevention and Aids treatment, care and support within a holistic health system; in order to bridge existing gaps and prevent the re-emergence of previous problems


Although by no means complusive, the following comprise a quick success-checklist for a PPP engaging in community-based HIV/AIDS advocacy and aiming at sustainability:
a) Factors that will help maximize chances of success
i. Existence of a clearly defined mission with a well
articulated goal
ii. Availability of adequate financing for the initial phases of project activities and projection of total financing required to meet the end goal
iii. Access of the partnership?s top management team to the best information and science available for the project and activities, and a track-record in delivering on assigned responsibilities despite current/ongoing tight professional and social engagements
iv. Availability of a work plan providing for the steps to be taken, by whom and when, in order to achieve the mission
v. Existing assurances of real collaboration from members and other stakeholders with the required expertise and proven record of keeping their promises
vi. Active presence of and experienced and independent board to take charge of regular oversight functions on the management?s daily activities
b) Factors that indicate measures/degrees/extent of success achieved by the PPP in its advocacy drive:
i. Success with direct fund-raising
ii. Success with timely roll-out of activities in the work plan
iii. Emergence of hitherto neglected or unidentified areas of critical concerns
iv. ?Discovery? and enlistment of new members into the partnership while the project is ongoing
v. Increase in the number of interests expressed in the projects, and or enquiries received on it, such as enrolment of ?more-than-anticipated? anticipated number of candidates in VCT or vaccine trials
vi. PPP members and personnel display a new desire, willingness and or ability to apply private-sector models to the challenges of HIV prevention and Aids treatment, care and support within and beyond the community


As stated in the first part of this piece, the PPP is ?system? for funding and operating government services and or private ventures for the maximum social benefit of PABAs, PLWAs, widows, OVCs i.e. orphans and vulnerable children, etc. Its motive is essentially non-profit, and participation of members might be in a nominal sense to enable them pay due attention to their main activities and businesses. In order to derive maximum benefit from minimum inputs therefore, this writer recommends that:
i. PPPs should emphasise cooperation with each other and avoid competitions that bring duplication of products and services or monopoly of same
ii. They should create and emphasis a sense of their common purpose and direction is needed for appropriate cross-linkages and synergies
iii. Activities must be in line with identified community/environmental HIV control and Aids
treatment, care and support needs
iv. Appropriate internal mechanisms should be developed for research and development, continued provision and utilization of products and services, and provision/optimum utilization of evidence for policy
v. All areas of conflict and potential conflict must be identified and turned into collaborative zones
vi. Strong local ?on-the-ground? stake-holding should be developed through the integration of capacity building and utilization in all projects and in as many activities as possible

Finally, as Dr. Paula J. Dobriansky, former United States Undersecretary of State for Global Affairs ? and now the Undersecretary of State for Public Diplomacy and Public Affairs - said at the Council on Foreign Relations/The Brookings Institution on Thursday, May 23, 2002, ?Our vision? is twofold. First, we believe sustainable development for every nation begins at home with the support of effective domestic policies. This is an unmistakable lesson of past development efforts. Second, we believe that the best way to capitalize upon these effective domestic policies is through building and nurturing local, national, and international public-private partnerships.? Through this approach, sustainable community-based HIV/AIDS advocacy development can be achieved in a way that benefits everyone [?..concluded]


See first article

Dr. Uzodinma A. Adirieje