STRATEGIC PLAN 2008-2010

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					      STRATEGIC PLAN
         2008–2010


APPROVED BY THE GLOBAL AIDS ALLIANCE
        BOARD OF DIRECTORS
         JANUARY 29, 2008




           Global AIDS Alliance
             Washington, DC
         www.globalaidsalliance.org
Table of Contents

       Document Purpose and Audience ............................................................................................. i
       Acknowledgements ................................................................................................................... ii
       Glossary and Acronyms ........................................................................................................... iii
       Executive Summary ................................................................................................................. iv

I.     External Environment: The HIV/AIDS Advocacy Movement and GAA’s Role ......................1
       Evolution of the Response to the AIDS Epidemic ....................................................................1
       A Critical Moment for AIDS Advocacy .....................................................................................1
       GAA’s Unique Capabilities to Address the Next Phase of AIDS Advocacy............................. 2
       Imperatives for GAA Based on Emerging HIV/AIDS Advocacy Needs ................................. 2

II.    GAA’s Mission, Principles, and Theory of Change .................................................................. 4
       GAA’s Mission........................................................................................................................... 4
       GAA’s Principles ....................................................................................................................... 4
       GAA’s Theory of Change ........................................................................................................... 4

III.   Refining and Redefining GAA’s Advocacy Approach to Achieve Consistent Impact ............. 7
       GAA’s Criteria for Prioritization .............................................................................................. 7
       GAA’s Advocacy Approach ....................................................................................................... 8
       GAA’s Key Roles in Pursuing Advocacy Priorities................................................................. 10

IV.    GAA’s Advocacy Priorities and Impact Plans ........................................................................ 12
       Advocacy Priorities Overview ................................................................................................ 12
       Advocacy Impact Plan and Implementation Overview ......................................................... 12
       Strategic Objective #1: Achieve Universal Access by 2010 ....................................................13
       Strategic Objective #2: Advance Children’s Well-Being by 2010 ..........................................15
       Strategic Objective #3: Advance Women’s Equality by 2010 ................................................ 17
       Strategic Objective #4: Full Funding for Results Now! ........................................................ 19

V.     Organizational Requirements ................................................................................................ 21
       Capabilities Requirements ..................................................................................................... 21
       New Organizational Structure................................................................................................ 22
       Board of Directors and Advisory Council .............................................................................. 24
       GAA’s Separate 501(c)4: Global AIDS Alliance Fund ........................................................... 24

VI.    Financial Requirements and Donor Strategy ........................................................................ 25
       Budget Structure and Growth ................................................................................................ 25
       Funding Strategy .................................................................................................................... 26

Annex I: Lessons Learned from Other Organizations and Implications for GAA......................... 28

Annex II: Draft Frameworks for GAA’s Strategic Objectives ......................................................... 29
Document Purpose and Audience

This document is the culmination of an intensive strategic planning process undertaken by the
Global AIDS Alliance from July through November 2007. The process has resulted in a plan that is
ambitious and action-oriented. While pursuing this plan will demand much of GAA and its partners,
we believe it is critical that we strengthen and expand our efforts to create real and sustained impact
on the HIV/AIDS epidemic.

The purpose of this document is to provide GAA’s key stakeholders—staff and volunteers, donors,
and partners—with a clear understanding of the Global AIDS Alliance’s priorities over the next three
years. The executive summary provides an abbreviated version of the overall plan, while the full
version delivers an in-depth explanation of each component of the strategy.

Specifically, this document seeks to explain and clarify the following elements of GAA’s strategy:

   1) Changing HIV/AIDS Landscape and Implications for GAA’s Advocacy.
      Provides the context for its strategy over the next three years.

   2) GAA’s Mission, Principles, and Theory of Change. Clarifies GAA’s purpose as an
      organization and the outcomes it seeks to achieve.

   3) GAA’s Advocacy Approach and Processes. Describes the roles that GAA will play and
      the criteria for prioritizing initiatives.

   4) Strategic Objectives and Advocacy Impact Plans. As described in the Theory of
      Change, GAA will have four time-bound strategic objectives or streams of work: Achieve
      Universal Access to HIV/AIDS Prevention, Treatment, and Care by 2010; Advance Children’s
      Well-Being by 2010; Advance Women’s Equality by 2010; and Achieve Full Funding for
      Results Now! Each objective has a plan for achieving impact that includes explicit goals,
      indicators for measuring progress, and specific outputs that GAA will measure to determine
      its impact.

   5) New Organizational and Resource Requirements. Lays out the capabilities and
      resources required to enable GAA to effectively achieve its objectives.




                                                 i
Acknowledgements

The Global AIDS Alliance would not have been able to produce this plan of action without the
concerted efforts of many individuals—all of whom are committed to GAA’s success as part of a
larger commitment to halting the global AIDS pandemic. Many thought leaders, donors, and
advocacy partners graciously agreed to be interviewed as part of the external analysis that shaped
this strategic plan. Their perspectives laid an important foundation and enhanced the rigor of the
final document.

Thank you to all of the individuals who provided their insights on the AIDS
advocacy landscape as part of GAA’s strategic planning process:

           External Perspectives:
           • Guido Bakker                                                Internal Perspectives:
                                        • Prof. Michel Kazatchkine          • David Bryden
           • Terri Bartlett
           • Smita Baruah               • Dr. Jim Yong Kim                  • Margaret Conway
                                        • Ambassador Stephen Lewis          • Caroline Curtis
           • Desmond Bermingham
                                        • Nancy Mahon                       • Christian Doucette
           • Joanne Carter
                                        • Peter McDermott                   • Lilia Garcia-Leyva
           • Jamie Cooper-Hahn
                                        • Dr. Gorik Ooms                    • David Gartner
           • Phyllis Costanza
           • Jennifer Delaney           • Jacqui Patterson                  • Susan Hunter
                                        • Dr. Peter Piot                    • Alia Khan
           • Ambassador Mark Dybul
           • Mike Edington              • Asia Russell                      • Cathy Lemp
                                        • Kate Skartvedt                    • Mary Peterson
           • Janet Fleishman
           • Dr. Helene Gayle           • Marcel van Soest                  • Lisa Schechtman
                                        • Sam Worthington                   • Rev. Mpho Tutu
           • Nicole Gray
           • Dr. Vineeta Gupta                                              • Beatrice Were
           • Irungu Houghton                                                • Dr. Paul Zeitz




Thank you, most of all, to the GAA staff, all of whom were actively engaged in the planning process in
addition to all of their day-to-day commitments. Their input and dedication to this plan has been
integral at every step. Additionally, several members of GAA’s Board of Directors—Rev. Mpho Tutu,
Callie Curtis, and Margaret Conway—drove this process and provided critical insights at key
milestones. Thank you, as well, to Beatrice Were, who traveled from Uganda to participate in the
strategic planning retreat and provided an essential perspective on engaging our African partners.

Finally, we would like to thank the Dalberg Global Development Advisors team of Daniella Ballou-
Aares, Andrew Stern, and Jessica Harrison for their guidance and support.

We look forward to working with all of you to translate this plan into action.

In Solidarity for Bold Action Now!




                                                 ii
Glossary and Acronyms


3x5 or 3-by-5   Global target launched by UNAIDS and the World Health Organization in
                2003 to provide three million people living with HIV/AIDS in low- and
                middle-income countries with antiretroviral treatment by the end of 2005
2x7x10          PEPFAR goal to treat 2 million HIV-infected people, prevent 7 million new
                infections, and care for 10 million HIV-infected individuals and AIDS orphans
CSO             Civil-society organization
EFA-FTI         Education for All–Fast Track Initiative
GAA             Global AIDS Alliance
GAC             Global Action for Children
Global Fund     Global Fund to Fight AIDS, Tuberculosis and Malaria
HIV/AIDS        Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome
IHP             International Health Partnership
MDG             Millennium Development Goal
OVC             Orphans and vulnerable children
PEPFAR          President’s Emergency Plan for AIDS Relief, a five-year, $15-billion plan
                launched by the US government in January 2005 to address global AIDS
PMTCT+          Prevention of mother-to-child transmission of HIV/AIDS, including
                integration of ongoing treatment for HIV-infected mothers
SRHR            Sexual and reproductive health and rights
UNAIDS          Joint United Nations Programme on Global HIV/AIDS
UNGASS          United Nations General Assembly Special Session
USG             United States government
VAC             Violence against children
VAW             Violence against women




                                             iii
GLOBAL AIDS ALLIANCE 2008–2010 STRATEGIC PLAN
Executive Summary
Context
The AIDS advocacy movement is at a defining moment that offers the opportunity to build
on recent successes to achieve real, sustained results against the HIV/AIDS crisis in affected
countries. Alternatively, advocacy efforts could suffer from a premature sense of victory, and the
movement could falter as a result of “AIDS fatigue” or pressure to address other global priorities,
including other health priorities. The importance of this juncture in AIDS advocacy cannot be
overstated: 33 million people are infected with HIV/AIDS globally and thousands still die each day.

Between 2001 and 2007, international resources to address HIV/AIDS grew at an unprecedented
rate, from $1.6 to $10 billion. The number of people on antiretroviral (ARV) treatment in low- and
middle-income countries increased five-fold from 2003 to 2006. The institutional landscape also
evolved dramatically, with the creation of the Global Fund to Fight, AIDS, TB and Malaria (Global
Fund) and the President’s Emergency Plan for AIDS Relief (PEPFAR) marking groundbreaking
innovations in governance of donor financing and delivery of resources. At the country level, the
development of national AIDS plans has also advanced the commitment to halting the epidemic.

Despite these successes, there are significant risks looming for the HIV/AIDS advocacy movement
and agenda. Perhaps most disturbing is that none of the major international HIV/AIDS
commitments are on track to be met. Major impending deadlines may be missed or even worse,
their significance may be ignored altogether. These deadlines include the UNAIDS goal of achieving
universal access to AIDS prevention, treatment, and care by 2010; the Millennium Development
Goals to reduce extreme poverty and disease by 2015; and PEPFAR’s 2x7x10 target of treating 2
million people with HIV/AIDS, preventing 7 million new HIV infections, and caring for 10 million
HIV-infected individuals and AIDS orphans by 2010. Downward revisions of UNAIDS estimates,
released in November 2007, could also prompt donors to reconsider their commitments. Lastly,
the diffuse, uncoordinated efforts of AIDS advocates may pose a threat to sustained attention.

A unique opportunity is also on the horizon to set the agenda for new political leaders, such as
Nicolas Sarkozy, Angela Merkel, Gordon Brown, Yasuo Fukuda, and the next U.S. President, who
have the power to influence a substantial share of the resources devoted to fighting HIV/AIDS.
Catalyzing new leaders in Africa will also be essential to achieving sustainable success on the ground.
Finally, the reauthorization of PEPFAR in 2008 represents an important opportunity to influence the
nature of the U.S. resource commitment to fighting the pandemic.

GAA’s Role in HIV/AIDS Advocacy
Since its founding in 2001, the Global AIDS Alliance has become an integral part of the
global AIDS advocacy movement, providing an uncompromising voice dedicated to halting the
epidemic and securing the necessary commitments from decision-makers. GAA’s mission is to
mobilize the political will and financial resources needed to slow, and ultimately stop, the global AIDS
crisis and reduce its impact on poor countries hardest hit by the pandemic. Public health experts and
other advocacy organizations credit GAA with being instrumental in creating and improving the
policies of PEPFAR and the Global Fund, in collaboration with partners, and for its role in achieving
the 10% earmark for orphans and vulnerable children in U.S. AIDS funding. Likewise, GAA’s
commitment to universal access by 2010 has been key to persuading UNAIDS to provide resource
estimates that reflect the full costs of achieving that goal. More recently, GAA has assisted in
galvanizing the 2008 presidential candidates to expand U.S. support to address global AIDS and
poverty. While recent successes are notable, much work remains to be done to halt HIV/AIDS and
mitigate its devastating impact.



                                                iv
GAA’s success to date reflects its unique advocacy approach. Specifically, GAA’s approach has been
to work with partners, to develop an integrated policy agenda for an issue, e.g., the framework for
universal access to prevention, treatment, and care, along with the associated costing estimates, and
then to pressure decision-makers to commit themselves to that agenda and to providing the financial
resources needed to achieve it. This approach has contributed to an unparalleled scale-up in financial
resources and time-bound political commitments to address the epidemic in a short period of time.

Action Plan
GAA’s 2008-2010 strategic plan provides a bold path forward for the organization to
achieve lasting impact on the HIV/AIDS epidemic. Based on the shifting dynamics of the
HIV/AIDS crisis and on urgent unmet advocacy needs, GAA has identified three imperatives that
will guide its plan over the next three years:

♦   Intensify efforts to ensure that resources translate into results on the ground. To enable a
    results-driven environment, GAA is committed to reforming the global aid architecture by
    focusing on government accountability, reshaping U.S. foreign aid through the creation of a new
    poverty agency, and advancing innovative financing mechanisms. Additionally, this plan builds
    on the experience of other advocacy organizations that have strengthened their global networks
    and partnerships to facilitate an increased focus on translating international commitments into
    results on the ground.

♦   Work to strengthen transnational advocacy movements, particularly those working on
    women’s and children’s issues, which play an essential role in the fight against AIDS. GAA
    seeks to support transnational movements by working in solidarity with local partners to support
    at-risk populations and help them shape the agenda and advocate for their own needs. In
    particular, GAA will focus on supporting advocacy movements in sub-Saharan Africa in response
    to the historical lack of investment in building civil-society infrastructure and the devastating
    impact of AIDS in that region. Additionally, transnational advocacy focused on women and
    children in Africa will be strengthened in order to support historically neglected populations that
    are disproportionately affected by the epidemic.

♦   Demonstrate GAA’s own accountability for achieving results through an “Advocacy Impact
    Plan” and clear prioritization criteria to guide its selection of specific advocacy objectives.
    GAA’s advocacy plan is designed to measure impact, to facilitate continuous learning, and to
    improve the organization’s approach to pursuing the outcomes it prioritizes.

In line with these imperatives, GAA has defined four strategic objectives that will comprise GAA’s
work over the next three years. These strategic objectives are accompanied by specific metrics that
will be tracked to determine (1) overall progress in meeting long-term goals (non-attributed to GAA)
over the next three years; (2) shorter-term outcomes (e.g., funding commitments from donors)
measured every year; and (3) GAA-attributed outputs to measure the organization’s contribution and
impact. The metrics and advocacy impact plans for each strategic objective are provided in the body
of this document. GAA’s four strategic objectives are:

♦   Strategic Objective #1: Achieve Universal Access to HIV/AIDS Prevention,
    Treatment, and Care by 2010. GAA will build on the success of its core work on universal
    access with a focus on policy priorities associated with expanding access to ARVs; promoting
    science-based prevention, especially with regards to PEPFAR reauthorization; strengthening
    health systems, with a focus on human resources capacity; and activating a watchdog that will
    monitor drug procurement systems to ensure transparent, effective delivery of treatment.




                                                 v
♦   Strategic Objective #2: Advance Children’s Well-Being by 2010. GAA feels strongly
    that addressing the impact of HIV/AIDS on children requires a holistic approach that enables
    children to become healthy, productive adults. As a result, GAA will work with partners to
    further develop both a comprehensive framework for advancing children’s well-being and
    concrete estimates of the resources required to implement priority interventions. GAA’s policy
    priorities will focus on scaling up access to pediatric ARV treatment and prevention of mother-
    to-child HIV transmission (PMTCT+) services; ensuring universal access to free basic education;
    and supporting orphans and vulnerable children (OVC.

♦   Strategic Objective #3: Advance Women’s Equality by 2010. The increasing feminization
    of HIV/AIDS requires a response from advocates, particularly because it remains a major gap in
    the current advocacy landscape. GAA will work with other women’s advocacy groups to develop
    and advance a women’s equality framework that will include identifying the priority interventions
    and costing the necessary response. GAA’s policy priorities are largely a continuation of its
    previous work on women and AIDS, namely, the integration of HIV and sexual and reproductive
    health and rights (SRHR) and halting violence against women and girls. GAA will build on its
    successful work in promoting Global Fund investments in integrated SRHR/HIV programs, and
    expand to working with local CSOs to support in-country policies to address SRHR/HIV
    integration and violence, initially through a new grant from Population Action International.

♦   Strategic Objective #4: Achieve Full Funding for Results Now! GAA has always focused
    on mobilizing resources for results and has done important work with partners to promote
    essential reforms within the Global Fund and PEPFAR. However, impending deadlines to
    achieve results on the ground necessitate accelerated action. GAA will work to advance results-
    based funding, support innovative financing mechanisms, and press for greater accountability
    and transparency in funding. A new focus for GAA will be working in solidarity with African
    partners to identify implementation bottlenecks, advocate for change, and activate stronger
    accountability mechanisms at the national level.

Financial and Organizational Requirements
GAA will build its capabilities to respond to this critical moment and pursue the
objectives laid out in this strategic plan. In particular, to identify and drive results-based
policies, GAA needs to build stronger accountability and partnerships capabilities, especially with
African partners. To conduct in-depth policy analysis on each of its strategic objectives, GAA needs
to bolster its policy team. To shape the U.S. election, GAA needs to work with local partners and
mobilize local teams through an enhanced communications and grassroots team. Likewise, with
two-thirds of global health funding coming from Europe, GAA must play a role in influencing those
resources to support a final push toward meeting deadlines for achieving agreed-upon goals.

Achieving this strategic plan will require GAA to expand its staff, partnerships, and
geographic presence. From 2008 to 2010, GAA will seek to expand its policy, communications,
partnership, accountability, and development/management teams. GAA will also build a presence in
Europe and Africa. In order to achieve the advocacy outcomes laid out in this plan, GAA’s annual
budget will need to grow from roughly $2 million to approximately $4-$5 million by 2010.

To fully implement this plan—and respond to the imperatives of ensuring on-the-ground results,
strengthening transnational advocacy movements, and demonstrating GAA’s accountability—will
demand much of the organization, its leadership, staff, partners, and funders. The Global AIDS
Alliance asks its partners in the fight against HIV/AIDS to support this ambitious, yet achievable,
plan and enable us to accelerate progress toward halting the pandemic that continues to claim
millions of lives each year.




                                                vi
I.      External Environment: The HIV/AIDS Advocacy
        Movement and GAA’s Role
Evolution of the Response to the AIDS Epidemic
Since GAA’s founding in 2001, significant, albeit insufficient, progress has been made to mitigate the
AIDS crisis. Advocates mobilized the global community to initiate the Global Fund to Fight AIDS,
Tuberculosis and Malaria in 2002, followed by the President’s Emergency Plan for AIDS Relief in 2003
and, in recent months, the International Health Partnership. These agencies or structures have
succeeded in unprecedented resource mobilization, increasing the resources for AIDS six-fold since
2001. At the same time, new multi-stakeholder initiatives like the Global Fund and the Education for
All–Fast Track Initiative are innovative, demand-driven financing mechanisms that seek address the
needs that affected populations have identified as their priorities.

Additionally, advocates’ calls to action have resulted in bold new goals that, for the first time, create a
framework for holding donors accountable for their promises. In 2000, the United Nations adopted
the Millennium Development resolution that called on donors to commit to specific targets for
achieving poverty reduction, equality, and a disease-free world by 2015, including universal access to
HIV/AIDS treatment. Subsequently, the 3-by-5 and PEPFAR’s 2x7x10 goals were announced to
accelerate progress in slowing the epidemic and reducing its impact. Progress will be tested as
deadlines for 2x7x10, universal access, and the Millennium Development Goals arise. The blueprints
for action were drawn, but evidence to date indicates that decision-makers have not lived up to their
commitments.

A Critical Moment for AIDS Advocacy
The AIDS advocacy movement is at a critical juncture: Will the global community fulfill its commitments
to achieving goals such as universal access? Will resources actually translate commitments into results
on the ground? Or will past success be overshadowed by future inaction and “AIDS fatigue,” as other
advocacy needs divert, rather than expand, the resource base devoted to pressing global issues?

Resources have increased exponentially with the creation of new financing vehicles like the Global
Fund, but a substantial gap remains between resource needs and availability. According to UNAIDS,
the funding gap to achieve universal access to HIV/AIDS services was $6.8 billion in 2006 and $8.1
billion in 2007. Furthermore, to achieve universal access by 2010, the global community must commit
at least $42 billion in 2010; however, current scale-up reveals that donors are on track to commit only
$16 billion. As a result, only 8 million people are projected to receive HIV/AIDS treatment by 2010,
far short of the 22 million who will receive treatment if the universal access goals were reached.

It has also become clear that challenges in translating resources into results are a major threat to
mitigating global HIV/AIDS. Sub-Saharan Africa has achieved minimal progress toward the
Millennium Development Goals. And Southern Asia is only poised to meet part of MDG #1 on
poverty reduction. Virtually none of the developing regions are on track to reduce maternal mortality
by three quarters, as stipulated in MDG #5, and most have made no progress toward that goal.

While advocates have made great strides in mobilizing donor resource commitments, less focus has
been centered on ensuring that resources translate into results. Efforts to reform the Global Fund and
PEPFAR were important steps, and continue to yield progress, but an overall accountability gap
remains. There are several reasons for this gap, including (1) in-country advocates have not had the
necessary training or support to monitor and communicate what is happening on the ground; (2) many
Western/Northern advocates have not had sufficient links to in-country advocates; and (3) many
advocates have been reluctant to divert focus from resource mobilization to results. In many cases,
accountability for results has been left up to the donors or implementers themselves.

                                                     1
AIDS advocacy is also at a critical moment in terms of opportunities on the horizon. The 2008 U.S.
presidential election offers an opportunity to reclaim the resources and policy agenda, particularly with
regard to the reauthorization and redesign of the second phase of PEPFAR and creating a new Cabinet-
level poverty agency. The International Health Partnership, launched in summer 2007, represents a
new opportunity to mobilize donors’ commitment. New political leaders, including Angela Merkel and
Nicolas Sarkozy, have not yet taken leaderships roles in advancing a development agenda. And Yasuo
Fukada has yet to commit to an ambitious HIV/AIDS agenda, which is particularly important because
Japan will host the 2008 G8 summit. Perhaps most important, African leaders need support and
pressure to ensure effective outcomes on the ground from mobilization at the donor level. While some
countries, such as Ethiopia and Malawi, have achieved significant progress, others, like South Africa
and Uganda, have plateaued as a result of governmental indifference or destructive policies.

GAA’s Unique Capabilities to Address the Next Phase of AIDS Advocacy
As the AIDS advocacy community redefines its agenda to reflect the changing environment, specific
capabilities highlighted by GAA’s staff, colleagues, and external thought leaders can be leveraged to
play a catalytic role. In particular, GAA’s justice-driven, uncompromising voice—in solidarity with
the voices of like-minded partners—will be critical in calling for accelerated action as resource and
access deadlines draw near. Going forward, GAA can leverage its unique and widely respected voice
to play a larger role in driving accountability for all actors. The organization’s relationships with and
access to decision-makers, particularly in the U.S. government, will prove critical to the redesign of
PEPFAR and to ensuring that AIDS will be at the forefront of the next U.S. President’s agenda.

GAA’s nimble, flexible approach will enable it to respond quickly to the evolving political
environment in the U.S. and globally. In addition to traditional AIDS prevention and treatment
advocacy, GAA is known for identifying critical causes and outcomes of AIDS—particularly related to
women and children—that require advocacy interventions to counter “AIDS fatigue” and help define
the next frontier of the AIDS movement. GAA’s effective collaboration with groups such as Health
GAP and the Student Global AIDS Campaign and its eagerness to work in strategic alliances with
new partners will be important to enhancing the collective effort calling for action.

Imperatives for GAA Based on Emerging HIV/AIDS Advocacy Needs
To seize emerging opportunities and address threats to progress, GAA has identified three
imperatives that reflect the most critical gaps in the advocacy landscape:

1.   Intensifying efforts to ensure resources translate into results on the ground.

     GAA is committed to building a more effective global aid architecture by holding all actors—
     donors, financiers, in-country governments, advocates and implementers—responsible for
     ensuring that resources and policies effect positive change on the ground. While advocacy has
     achieved real progress in terms of mobilizing resources and spurring new financing mechanisms,
     it is not clear that these successes have translated into equivalent on-the-ground impact. Public
     health experts and thought leaders suggest a need for major improvements in monitoring,
     tracking, and accountability for results among all global stakeholders.

     Some important steps have been taken toward this goal in recent years, including increasing
     civil-society representation on the Global Fund’s Board of Directors. However, many advocacy
     organizations remain focused on identifying issues, producing policy briefs, and advocating for
     policies and resources, without doing essential follow-up accountability work. Going forward,
     GAA will leverage its capabilities and work in solidarity with partners to hold all stakeholders
     accountable, reshape U.S. foreign aid through a new poverty agency, and advance innovative
     financing mechanisms that allocate resources where they will have the most impact.




                                                    2
2. Strengthening transnational advocacy movements, particularly for women and children,
   which play an essential role in the fight against AIDS.

    This commitment can be realized through more robust partnerships, particularly with advocates
    in sub-Saharan Africa. As a result of the lack of robust African advocacy movements, the
    historical lack of investment in building civil-society infrastructure, and the devastating impact
    of AIDS in the region, GAA will focus primarily on building African advocacy movements and
    tracking impact in African countries. Progress in the AIDS advocacy movement cannot be
    achieved without indigenous populations shaping the agenda and advocating for their own
    needs. However, environmental scanning of the AIDS advocacy landscape revealed that, with
    the notable exception of the Treatment Action Campaign in South Africa, a clear gap exists in
    robust country-level advocacy in Africa. In particular, there is a scarcity of indigenous advocacy
    movements focused on the needs of women and children, who are often disproportionately
    affected by HIV/AIDS.

    Many Western/Northern advocacy organizations are advocating on behalf of people affected by
    HIV/AIDS and other vulnerable populations across Africa. But too often these organizations have
    not adequately engaged with these populations—and the civil-society organizations that represent
    them—in order to effectively advocate with a demand-driven perspective. Interviews with public
    health experts echoed the need for more robust partnerships, and for African advocates to take the
    lead in shaping an agenda that best serves their communities.

    In response to this need, GAA will roll out a global partnerships strategy that is centered on
    supporting African advocacy movements and learning from African partners how advocacy by
    GAA and other Northern partners can advance their priorities at the global level.

3. Demonstrating GAA’s own accountability for achieving results through an “Advocacy Impact
   Plan” and clear prioritization criteria to guide its selection of advocacy objectives

    GAA cannot hold stakeholders accountable for their decisions without holding itself accountable
    for measuring its own impact. Many similar organizations refrain from developing impact
    measurement plans, because it is both challenging and a relatively new concept for advocacy
    groups. In keeping with its commitment to bold, innovative action, however, GAA will utilize an
    Advocacy Impact Plan under which the organization and its donors and partners can track
    progress toward specific goals over the next three years. GAA will work with an external
    partner to make sure that it is being held accountable from an unbiased perspective. GAA will
    also empower its Board of Directors to monitor the organization’s progress according to the
    Advocacy Impact Plan.

As shown in subsequent sections of this strategic plan, the Global AIDS Alliance has clearly defined
specific goals and policy priorities within each of its four strategic objectives. It has also defined a
new approach for undertaking advocacy planning in the future.




                                                    3
II.    GAA’s Mission, Principles, and Theory of Change
GAA’s Mission
Since its founding in 2001, GAA’s mission has been to halt the global AIDS crisis and mitigate its
impacts. All of GAA’s activities and initiatives are designed and implemented to catalyze concrete
progress toward ending the global AIDS epidemic. For the next three years, GAA’s mission
statement will remain as follows:

       GAA’s mission is to mobilize the political will and financial resources needed to
       slow, and ultimately stop, the global AIDS crisis, and reduce its impacts on poor
       countries hardest hit by the pandemic.

GAA’s Principles
GAA believes that AIDS can be stopped; the wealth, expertise, and technology exist to halt the
epidemic. Political will is the critical impediment to success, and GAA has chosen advocacy as the
means to overcome that obstacle. GAA’s operating principles are to:

   ♦   Protect the dignity and human rights of all people living with HIV/AIDS, at risk of HIV
       infection, and affected by the epidemic’s impact;

   ♦   Respect the rights of HIV/AIDS-impacted countries and communities to chart their own
       path, while promoting non-discrimination, internationally recognized human rights,
       accountability, local ownership, and transparency;

   ♦   Address the socio-cultural and economic drivers of HIV/AIDS as a primary strategy for
       combating the epidemic;

   ♦   Ensure that GAA’s work is based on current science-based evidence and best practices
       and is grounded in sensitivity to ethnic, religious, gender, and cultural diversity;

   ♦   Preserve GAA’s independent, unbiased, and bold voice for people affected by the
       HIV/AIDS pandemic by carefully considering all potential funding sources and accepting
       funding only from those who are in line with these principles;

   ♦   Commit to self-improvement and consistent learning from GAA’s own and its partners’
       experiences in order to achieve the organization’s goals.

GAA’s Theory of Change
GAA’s Theory of Change links its program activities to its ultimate goal of halting and mitigating the
global AIDS crisis. It also identifies the outcomes that GAA will pursue in order to accelerate
progress toward halting the epidemic. As a result of defining its Theory of Change, GAA can now
monitor the progress of the AIDS advocacy movement in combating the epidemic, and also track its
own attributed success in achieving specific steps (or outputs) toward its desired outcomes and
ultimate goal. Finally, the Theory of Change enables GAA to communicate more clearly to donors
and partners what it is trying to achieve and how it will accomplish its mission.




                                                   4
 GAA’s Theory of Change: What we are trying to accomplish?
   Goal                                                       Halt and mitigate AIDS

  Strategic         Achieve Universal              Advance Children’s            Advance Women’s               Achieve Full Funding
  Objective         Access to HIV/AIDS             Well-Being by 2010             Equality by 2010               for Results Now!
                   Prevention, Treatment
                     and Care by 2010

                    For each strategic objective/long-term outcome, intermediate outcomes include:
                    • Sustained and significant financial resources mobilized for most pressing needs
 Intermediate       • Evidence-based and paradigm-busting policies
 Outcomes           • Effective financing/implementation mechanisms that are participatory, results-driven, and provide for local
                      ownership

                             Formation                                Advocacy                               Accountability
               • Critical issues and policy solutions   • Strategic media coverage achieved  • Operational country-level advocacy
                 identified                             • Decision-maker champions mobilized   partnerships
  Outputs      • Agenda/policy frame set for action     • Strategic partnerships formed on   • Target monitoring system in place
                                                          specific initiatives
                                                        • Knowledgeable grassroots teams
                                                          mobilized for targeted campaigning


                             Formation                                Advocacy                               Accountability
  Activities   • Conduct policy analysis                • Hold media calls and produce press • Track targets
               • Develop policy frames and costing        releases                           • Disseminate on-the-ground results
                 estimates                              • Lobby and meet with decision-makers from global activities (e.g., policies,
                                                        • Build strategic partnerships         resource allocation)
                                                        • Conduct targeted grassroots
                                                          mobilization



Overview of Theory of Change Components and Assumptions

Goal:
Since its inception, GAA’s ultimate goal has been to halt and mitigate the global AIDS crisis. GAA is
uniquely positioned to achieve this goal as a result of its capabilities, experience, and attributed
success in addressing the global HIV/AIDS epidemic.

Strategic Objectives:
To actually halt AIDS and mitigate its impact, GAA believes that it must advance an advocacy agenda
that addresses the critical needs of vulnerable populations of women and children, in addition to
traditional AIDS advocacy. One of GAA’s fundamental assumptions is that the AIDS crisis will not
be halted or mitigated by interventions exclusively associated with enabling access to treatment and
prevention. The strategic objectives that GAA works to achieve are to (1) Achieve Universal Access to
HIV/AIDS Prevention, Treatment, and Care by 2010; (2) Advance Children’s Well-Being by 2010;
(3) Advance Women’s Equality by 2010; and (4) Achieve Full Funding for Results Now! These
strategic objectives also define GAA’s specific streams of work. The organization will re-evaluate
these strategic objectives after three years.

Intermediate Outcomes:
To achieve progress toward any of GAA’s strategic objectives, three critical ingredients are needed.
First, science-based policies must be advanced. Second, resources must be mobilized. And third,
effective mechanisms that provide for local ownership—such as the Global Fund—must be developed
and supported. Intermediate policy, resource, and mechanism outcomes are the best vehicles that
GAA can pursue to achieve long-term success, and they provide benchmarks for measuring the
efficacy of the AIDS advocacy community.


                                                                5
Within each strategic objective (S.O.), GAA prioritizes specific intermediate outcomes, e.g., policies,
resources, mechanisms. For example, GAA’s S.O. on children’s well-being was advanced when the
intermediate policy outcome of the OVC earmark allocating 10% of U.S global AIDS spending to OVC
programs was achieved. If new, science-based, prevention policies and G8 resources are mobilized
for AIDS interventions (intermediate outcomes), that will constitute progress toward universal
access (strategic objective). In other words, specific policies and resources estimates need to be
drawn up that drive toward GAA’s strategic objectives. If no progress is being made to advance
science-based policies, mobilize resources, and enable effective mechanisms, progress will be stalled.

Intermediate outcomes will be tracked annually and will be used as indicators of GAA’s success
during the three-year period covered in this strategic plan. Intermediate outcomes may be refined
on an annual basis as a result of changing dynamics in the advocacy environment.

Outputs and Activities:
Unlike outcomes, GAA’s outputs are directly attributable and measurable on a short-term basis, e.g.,
each trimester or annually. Outcomes measure community progress toward goals, and GAA must
work toward outcomes in the medium-term. But on a short-term basis, GAA can best measure and
track its own work through outputs. For example, Global Fund replenishment may be an intermediate
policy outcome that GAA is pursuing in collaboration with other advocates, but it can measure its own
outputs through the degree to which GAA press releases on the need for replenishment translate into
strategic press coverage in targeted media outlets. Outputs will be defined and refined as frequently as
every trimester, or on an annual basis, depending on the outcome sought. GAA will determine specific
outputs linked to this three-year plan as part of its annual planning cycle. For example, in 2008, GAA
will hold itself accountable for pressuring decision-makers to ensure that the second phase of PEPFAR
establishes science-based policies.

The advocacy impact plan for each of GAA’s strategic objectives provides the long-term and
intermediate outcomes that the organization is working toward, as well as priority outputs it will
pursue in the coming year.




                                                   6
III. Refining and Redefining GAA’s Advocacy Approach
     to Achieve Consistent Impact
Three ingredients make-up GAA’s refined approach to advocacy:

♦      Criteria for prioritizing the issues and activities GAA undertakes to pursue its strategic objectives.
♦      A clear advocacy pathway to achieve impact based on GAA’s past experience and gaps in the
       AIDS advocacy landscape.
♦      A set of roles that define the types of activities GAA will pursue to achieve its strategic objectives

As described below, each of these will play a critical role in planning and operationalizing GAA’s
strategic path forward, and will provide the building blocks for a stronger, more effective organization.

GAA’s Criteria for Prioritization
While the Theory of Change enables GAA to clarify its mission and prioritize its desired outcomes
and activities, the organization needs to retain a strategically opportunistic approach to address
needs in the advocacy environment as they arise. GAA must prioritize such efforts and ensure that
the issues it selects allow the organization to deploy its resources to achieve maximum impact. GAA
will use the following criteria to weigh and prioritize individual advocacy opportunities, recognizing
that it cannot successfully pursue all of the many opportunities that present themselves. In practice,
these criteria facilitate prioritization on an ongoing, day-to-day basis, as well as within the annual
and trimester planning process, while ensuring that GAA’s short- and long-term decision-making
remain aligned with the organization’s priorities and mission.



Criteria for Prioritization: Activities/initiatives that meet the following criteria
should be prioritized

    Key Metrics

    1. Mission metric: Fit with GAA
                                           • Does this activity fit with what GAA is explicitly driving toward within its objectives
       mission/theory of change              and ultimate goal of halting and mitigating the HIV/AIDS crisis?
                                           • Is this activity consistent with GAA’s beliefs and human rights principles?


    2. Impact metric: Impact
       assessment / real world             • Will the impact of this activity make a big difference in the world?
       change


    3. Capabilities metric: GAA            • Does GAA have the expertise to engage in this activity effectively, or would other
       capabilities/expertise/value-         organizations make the same or a stronger contribution?
                                           • Is GAA’s staff excited/enthusiastic about the organization’s participation?
       added/capacity
                                           • Does GAA have the capacity to take this on and effectively continue its other
                                             current program activities?


    4. Dare to struggle/                   • Is the opportunity (e.g., political environment, etc.) such that GAA is likely to
       opportunity metric                    achieve success?
                                           • Is the opportunity such a long shot that no one else is willing to engage and so
                                             GAA must ‘dare to struggle’ and get involved?

    5. Solidarity metric
                                           • Does this activity move forward the collective effort to achieve AIDS objectives?
                                           • Will GAA’s involvement make a marked difference in the outcome for its partners?
                                             Will the outcome with partners support other activities GAA is involved with?




                                                          7
GAA’s Advocacy Approach
GAA’s approach to AIDS advocacy is unique, and it is essential that a clear approach to pursuing its
priorities is understood by GAA’s staff and partners, and builds upon the past experience of the
organization. GAA’s refined approach, illustrated below, builds on GAA’s existing efforts and calls
for a greater focus on holding donors and in-country decision-makers and implementers accountable
for achieving measurable results.


 GAA’s Advocacy Approach
                              1
                               Define the policy
        Step 1
                               frame and long-term
                               outcomes sought

                                      2

        Step 2                            Estimate resource
                                          needs


                                                      3

        Step 3                                        Identify priority policy
                                                      issues


                                                                    4
        Step 4                                                       Hold donors and
                                                                     implementers
                                                                     accountable for
                                                                     results

How GAA engages in each of these steps is described below:

   1.    Defining and advocating for an international policy agenda (or “frame”) that is
         measurable and time-bound. GAA has achieved significant impact on political leaders
         and global institutions by advocating for an internationally agreed frame for HIV/AIDS
         issues, which defines policy goals and targets for the global community. Specifically, GAA
         played a lead role in developing the goal of achieving universal access to AIDS prevention,
         treatment, and care by 2010. This universal access agenda has been endorsed by numerous
         governments and international institutions, and has substantially impacted global HIV/AIDS
         efforts—effectively driving and accelerating political change.

   2. Advocating for the development of credible estimates of the financial resources
      required to achieve internationally adopted goals and targets. Advocating for
      reliable resource estimates—and the funding commitments required from donor and national
      governments—has been a cornerstone of AIDS advocacy, and has galvanized advocates and
      mobilized governments to contribute unprecedented resources. For example, GAA has
      continually engaged with UNAIDS to ensure the development of accurate forecasts, and
      UNAIDS resource estimates are now an accepted benchmark for global stakeholders.

                                                  8
     3. Taking on a limited number of specific policy issues to address key bottlenecks
        or attacks on science-based policies. GAA’s advocacy goes beyond developing a policy
        frame and cost estimates to focus on a limited number of “paradigm-busting” policies that
        are most critical to success of its comprehensive agenda. Such policies, which are driven by a
        science-based approach and reflect local needs and priorities, are essential to accelerating
        progress against HIV/AIDS. For example, GAA’s focus on priority policy issues has led to a
        U.S. government earmark for OVC programs, and helped prevent further advancement of
        abstinence-only prevention policies.

     4. Going beyond resource commitments and targets to hold decision-makers and
        implementers accountable for on-the-ground results. Monitoring and accountability
        for results remains a critical gap in development aid. GAA has always focused on the use of
        targets—particularly for resource commitments—to hold decision-makers accountable.
        However, there remains a persistent dearth of mechanisms to hold donors and implementers
        accountable for results. GAA is committed to prioritizing and pursuing efforts to fill this gap
        with increased vigor and sophistication in the future.

GAA successfully utilized the advocacy approach described above to advocate for the universal access
framework and costing estimates. Over the next three years, it will apply this same approach across
its other three strategic objectives as it continues to pursue accountability for universal access.


Advocacy approach example: Universal access costing

    2000                     2002           2004                  2006        Today     2008                 2010
Milestones • May 2001: GAA       • GAA lobbies      • 2005 UNAIDS          • 2007 UNAIDS
             releases “Estimating for estimates       estimates for          estimates for
             costs of expanded     to include OVC     2006-08 include        2009-10 include                   Universal
             and comprehensive     and health         OVC programs           violence against                  access
             HIV/ AIDS response    systems            and health             women and                         targets
             in sub-Saharan                           systems                expanded health                   (2010)
             Africa”                                • GAA lobbies for        systems. UNAIDS
                                                      estimates to           includes a 2010
             • June 2001: UN                                                 universal access
                                                      include violence
               Special Session on                                            scenario in cost
                                                      against women
               HIV/AIDS regarding                                            estimates
                                                      and expanded
               costing estimates;
                                                      health systems        • GAA lobbies for women’s
               Science magazine
               produces article on                  • GAA lobbies for         equality and children’s
               need for $9B annually                  UNAIDS to               well-being estimates
Key:                                                  continue costing a
Italics = GAA activities                              universal access
Regular font = UNAIDS activities                      2010 scenario

Costing
methodology • 2001: Costing by                  • 2005: Costing by                        • 2007: Costing using
              global modeling                     some in-country                           actual data from 63 high-
                                                  validation                                burden countries; costed
                                                                                            within national plans




                                                       9
GAA’s Key Roles in Pursuing Advocacy Priorities
In order to effectively advance its advocacy priorities, GAA has defined three interdependent advocacy
roles: formation, advocacy, and accountability. For a need in the advocacy landscape to be effectively
addressed, the advocacy community needs to play all of these roles—from identifying the issue and
crafting the right agenda (formation), to advocating for a policy and generating awareness (advocacy),
to ensuring that policymakers are held accountable and that results are achieved (accountability).

   ♦    Formation: Formation entails developing an advocacy roadmap on a particular issue or
        intervention. This includes 1) identifying an issue that must be addressed; 2) conducting
        policy analysis to determine the specific reforms and resource allocations required, e.g.,
        policy asks; and 3) setting an agenda that may include crafting a frame for the community to
        address the issue or intervention.

   ♦    Advocacy: Once the roadmap is defined, advocates work to 1) generate media coverage about
        a necessary intervention or target; 2) mobilize the public to take action, often through
        grassroots work; 3) form advocacy partnerships to champion a policy or need; and 4) pressure
        decision-makers directly.

   ♦    Accountability: Accountability roles entail 1) holding targets accountable for promises
        they made; 2) holding the advocacy community accountable for keeping the pressure on
        targets to fulfill their commitments; and 3) ensuring that advocacy at the donor level
        translates into results on the ground.


 Defining GAA’s new advocacy approach

                                                           Agenda
                                                           setting




                                                      Formation


                    Target
                 accountability




              Accountability                                                                   Advocacy




       Note: GAA’s advocacy approach was developed utilizing the Annie E. Casey Foundation’s “Guide to Measuring Advocacy and
       Policy,” conversations with interviewees, and analysis by Dalberg Global Development Advisors and Dr. Paul Zeitz.




                                                              10
GAA, or any one advocate, does not need to play all of these advocacy roles. Indeed, benchmarks
from other organizations indicate that the most successful advocates often have a primary focus on
one wheel or one aspect of advocacy that reflects their capabilities. GAA’s strongest capabilities lie in
various sections of each of the three advocacy wheels. Specifically, its most effective roles have been
in identifying issues and shaping the agenda (formation), pressuring decision-makers with its
uncompromising, principled voice (advocacy), and holding targets accountable (accountability).
GAA will seek to sustain and build upon its strength in these areas as it expands the issues it tackles
within its new strategic objectives.

Environmental scanning of other advocacy organizations indicates that a significant gap exists in the
accountability wheel, particularly in terms of accountability for results. As mentioned earlier, this
gap is a key driver for GAA’s strategic imperative to expand its focus on working with African
partners to ensure that global policies and resource mobilization achieve on-the-ground results.

GAA’s advocacy impact plans demonstrate how each of these roles are deployed to advance GAA’s
four strategic objectives.




                                                   11
IV. GAA’s Advocacy Priorities and Impact Plans
Advocacy Priorities Overview

GAA’s Strategic Objectives
As discussed previously, GAA will work to achieve four strategic objectives over the next three years:

(1)   Achieve universal access to HIV/AIDS prevention, treatment, and care by 2010;
(2)   Advance children’s well-being by 2010;
(3)   Advance women’s equality by 2010; and
(4)   Achieve full funding for results now!

Each of these objectives was selected based on GAA’s Theory of Change as the most effective pathway
for halting the HIV/AIDS crisis and mitigating its impacts.

Advocacy Impact Plan and Implementation Overview

Advocacy Impact Plans
The advocacy impact plan is a method for GAA to map out how it will achieve its goals. It enables
GAA to prioritize its activities and measure its progress at key intervals. Ultimately, it links specific
programmatic activities to three-year outcomes. Each step of the advocacy impact plan (e.g., strategic
objectives and indicators, outputs, etc.) is integral to achieving the desired outcome. Over the next
three years, GAA’s work will be organized and driven by specific strategic objectives (e.g., universal
access by 2010) that are measured by internationally recognized indicators (e.g., UNGASS indicators).
The bulk of the organization’s day-to-day work will be driven by specific intermediate outcomes that
have been identified as critical steps to achieving the longer-term goals. GAA will also measure its
own attributed impact by tracking its outputs (e.g., media coverage). Although these outputs provide
important guidance, GAA will be primarily concerned with achieving intermediate outcomes and
generating outputs that lead to change at that level, as opposed to measuring outputs that are more
short-sighted and attributable exclusively to GAA. (See the chart on the following page.)

This three-year strategic planning process designed intermediate and strategic objectives to be
achieved and measured over the course of three years. GAA will determine 2008 program activities
and outputs within each of its strategic objectives through an ongoing trimester planning process,
beginning in January 2008. For the purposes of presenting a complete advocacy impact plan,
several priority outputs have been defined, although these may be subject to change during GAA’s
annual and trimester planning process.




                                                  12
 Advocacy Impact Plan Explanation

    Long-term    Strategic          Strategic          Intermediate         Intermediate outcome         Priority          Output
    outcome      objective          objective          outcomes             indicators measured by:      output            indicators
                                    indicators

    Explanation GAA has four        • Universally      • Annual             • Selected by GAA as         • Priority        • Measures
                 time-bound           recognized         campaigns are        critical targets towards     outputs are       GAA’s
                 strategic            indicators of      directed towards     achieving intermediate       what GAA          attributed
                 objectives it will   progress (e.g.     achieving            outcomes                     works             impact
                 work toward          by UNGASS)         “intemediate       • Indicators measured at       towards as
                 over the next      • Indicators         outcomes”            least every year             an individual
                 three years          measure at       • Segmented into                                    organization
                                      least every 3      resource, policy
                                      years              and mechanism
                                                         outcomes



    Example      Advance            Net                Resources:           • $10B per year for          • Media           • # of press
                 children’s well-   enrollment           • Education          education (1/3               coverage to       releases and
                 being by 2010      ratio in               receives full      from U.S.)                   support EFA-      media calls on
                                    primary                funding                                         FTI               EFA-FTI
                                    education                                                                              • Qualitiative
                                    (one of            Policies:            • # of countries                                 assessment on
                                    several             • School fee          abolishing school                              profile raised of
                                    indicators            elimination         fees                                           EFA-FTI as a
                                    for CWB)              achieved                                                           result of GAA’s
                                                                                                                             advocacy
                                                       Mechanisms           • Share of
                                                        • EFA-FTI fully       education funding
                                                          supported           coordinated by
                                                                              EFA-FTI



Strategic Objective #1: Achieve Universal Access by 2010
Advocating for access to HIV/AIDS prevention, treatment, and care has been the core of GAA’s work
since its founding. Without these basic AIDS services, it will be impossible to halt the disease and
mitigate its consequences. Furthermore, GAA is committed to holding targets accountable for meeting
the universal access target, which would ensure treatment for 14 million people by 2010. (At current
rates of scale-up, UNAIDS estimates that only 5 million people will access treatment by 2010.)

The long-term outcomes that GAA will monitor over the course of the next three years are associated
with HIV infection rates (UNGASS), access to antiretroviral treatment (UNGASS), prevention
knowledge and access to condoms (MDGs), and health workers per population (WHO). If these
indicators improve, progress is being achieved toward achieving universal access.

GAA's annual planning process will revolve around specific intermediate outcomes related to
mobilizing resources, catalyzing policies, and enabling effective mechanisms to address the AIDS
crisis. All of these outcomes have specific advocacy impact plan measurements that will enable the
organization to track progress and prioritize activities.

♦    Resources: GAA’s activities will focus on (1) generating the necessary resources for universal
     access, particularly from G8 and U.S. donors; and (2) pressing for robust costing estimates.

♦    Policies: GAA’s policy activities will prioritize (1) making the universal access frame more
     effective; ( 2) lobbying for science-based prevention, with a focus on PEPFAR reauthorization;
     (3) catalyzing a health workforce initiative with specific targets; and (4) ensuring that policies are
     in place to deliver quality, affordable treatments to all medically eligible people with HIV/AIDS.

♦    Mechanisms: GAA’s efforts to catalyze effective mechanisms will focus on (1) driving demand
     for universal access at the country level through national AIDS plans; (2) supporting civil society
     to play a more active role in government plans and Global Fund grants; and (3) supporting the
     new International Health Partnership to become an effective, well-financed mechanism.

                                                                   13
Strategic Objective #1: Universal Access Advocacy Impact Plan
Long-       Long-term                       Intermediate outcomes                     Intermediate                       Priority output (e.g.)            Output
term        indicator                                                                 outcome indicators                                                   indicators
outcome                                                                               measured by:                                                         (e.g.)

Achieve     HIV Prevalence:                 Sustained and signific ant financial      • $210B from donors ’09-’15        • Annual campaign to              • Annual
            % of young men and              resourc es mobilized for the most           and m easured by $50B from         mobilize USG funds                appropriations
Universal   women who are HIV               pressing needs:                             U.S. ’09-’13                                                         trends
                                                                                                                         • Annual campaign to
Access by   infected                          • Overall funding for universal                                              mobilize G8 com mitment
                                                                                      • UNAIDS cost estimates are
2010                                            acc ess from all sourc es meets         needs-bound and time-bound       • Civil -s ociety letter (s) to
            Treatment Access:                   needs                                                                      UNAIDS on improving
                                                                                        (annual cost es timates)
            % of people with advanced         • Costing es timates are                                                     resourc e needs estim ates
            HIV infection receiving             increas ingly robus t and linked to
            antiretrov iral combination         internationally agreed targets
            therapy, disaggregated by
            gender and age                  Evidence-based and paradigm-              • Adoption of revised frame        • Policymaker converted           • # of interac tions
                                            busting policies:                           (by when and whom)                 into champion for science-        with a spec ific
                                              • Extend universal acc ess frame        • PEPFAR II prevention               based prevention                  policymakers ’
            Prevention Access:                   to include other priority polic y      s tandards es poused             • Promote m edia coverage           s taff team
            Condom us e rate of the              issues                               • U.S. financing c om mitment        of scienc e-based               • # media reports
            contraceptive prevalence          • Catalyze sc ience-based                 and # of national-level health     prevention                        on scienc e-based
            rate, and population aged            prevention methods                     forc e plans                                                         prev ention
            15-24 years with                  • Catalyze health workforce             • Share of generics funded by
            comprehensiv e correct               initiative                             PEPFAR and G lobal Fund
            knowledge of HIV / AIDS
                                              • Ac cess to highes t quality ,
                                                affordable medic ines
                                                maintained

            Strengthened Health             Effec tive mechanisms in the form of      • # of c ountry-lev el national    • Target/m echanism               • Approach for
            Systems :                       targets/systems that are                    AIDS plans with specific           bottlenec ks identified in        identifying
            # of physicians per 10,000      participatory, results-driven and           provisions for ensuring            collaboration with CSOs           bottleneck s
            population; total # of health   provide for local ownership                 equitable access                                                     developed,
            workers per 10,000                 • Dem and c reation for universal                                                                             information
                                                                                      • % of indigenous CSO sub-
            population, disaggregated            ac ces s                                                                                                    c om piled and
                                                                                        grants from Global Fund and
            by sex, age and location           • Civil soc iety have meaningful                                                                              report iss ued
                                                                                        PEPFAR
            (urban, rural) 2                     role in governm ent plans to
                                                 ac hieve universal access            • Civ il society represented on
                                                                                        IHP Board
                                              • International Health Partners hip
                                                ac tivated and effective
Strategic Objective #2: Advance Children’s Well-Being by 2010
GAA’s goal in advancing children’s well-being is to support a population that is both at risk of
contracting AIDS and significantly burdened by the AIDS crisis. GAA believes that providing
treatment and prevention to children is necessary but insufficient to addressing the AIDS pandemic.
Ensuring that the next generation is educated and empowered to lead healthy, productive lives will
be essential to slowing the spread of HIV. The crisis of orphans and vulnerable children—one of the
most tragic consequences of the AIDS pandemic—has been a GAA priority for several years, but
remains a gap in the larger AIDS advocacy landscape.

GAA is well-positioned to address the needs and advocacy gap in advancing children’s well-being.
GAA’s experience working on children’s issues, particularly on education and OVC, will be helpful to
developing children-focused components of PEPFAR reauthorization and future rounds of the
Global Fund. Some health experts and advocacy partners attribute the landmark U.S. OVC
legislation to GAA’s work, and it can leverage this success to develop similar legislation in other G8
countries. Furthermore, GAA’s relationships with children’s advocacy partners such as Global
Action for Children will be instrumental in advancing a new children’s well-being advocacy frame
with comprehensive, costed interventions.

GAA’s strategic objective for advancing children’s well-being encompasses four priorities:

(1) Developing a frame that promotes children’s well-being, and securing cost estimates of agreed-
    upon interventions and partner support;
(2) Promoting free access to quality education for all children, with special focus on girls’ education;
(3) Scaling up access to quality, affordable prevention of mother-to-child transmission services and
    pediatric diagnosis and treatment; and
(4) Supporting violence-free schools and elimination of violence against children.

Through its advocacy impact plan, GAA will monitor long-term outcomes associated with the
Millennium Development Goal on universal access to basic education, UNGASS indicators on the
availability of prevention education and access to PMTCT+ services, and UNICEF’s indicator on
access to pediatric treatment.

Success after three years will be measured in terms of a comprehensive children’s well-being frame
that is recognized and costed, and specific targets that have been met (or indicators vastly improved)
on education, health, and violence for children. The bulk of GAA’s children’s well-being activities
will revolve around the following intermediate outcomes:

♦   Resources: GAA’s activities will focus on (1) pressing for costing estimates for a children’s well-
    being frame, once fully developed; (2) maintaining the OVC earmark that ensures 10% of U.S.
    global AIDS funding supports OVC programs; and (3) advocating that education spending across
    high-burden countries reach $10B per year to enable fee-free schools.

♦   Policies: GAA will focus on (1) pressing for school fee abolition; (2) advocating for national
    action plans that include OVC care and support; (3) scaling up pediatric AIDS treatment; and
    (4) increasing the global commitment to scaling up comprehensive prevention of mother-to-child
    transmission programs in order to achieve fully funded national plans that include PMTCT+.

♦   Mechanisms: GAA’s activities will focus on (1) supporting civil-society organizations driving the
    agenda and advocating for children’s well-being at the national level; (2) increasing the Global Fund
    and PEPFAR’s focus on children, including scale-up of pediatric treatment; (3) ensuring that the
    Education for All–Fast Track Initiative (FTI) is fully funded and operational; and (4) catalyzing FTI
    to mandate that national education plans incorporate efforts to address school-related violence.


                                                  15
Strategic Objective #2: Children’s Well-Being Advocacy Impact Plan
Long-term          Long-term                      Intermediate                           Intermediate                         Priority             Output
outcome            indicator                      outcomes                               outcome indicators                   output               indicators
                                                                                         measured by:                         (e.g.)               (e.g.)
Advance            Net enrollment ratio in        Sustained and s ignificant             •   UNAIDS and UNICEF c os ting      • Donors ’           • Tracking of
                   prim ary educ ation            financial resources mobiliz ed for         estim ates                         resourc e            donors ’
Children’s Well-                                  most pres sing needs:                                                         allocations          contributions
                                                                                         •   Continuance of US OVC
Being by 2010      Ratio of girls to boys in         • Resourc e for children’s well-        earm ark and potentially # of      tracked and
                   prim ary, secondary and             being costed, including foc us        new OVC funding from G8            publicized to
                   tertiary education                  on OVC                                                                   children’s well-
                                                     • Maintain OVC earm ark             •   $10B per y ear for education       being
                                                     • Educ ation receives full              (1/3 from US)
                   % of schools that provided
                   life-skills based HIV               funding
                   education within the last
                   academic year                  Evidenc e-bas ed and paradigm          •   # of fully funded national       • Policymaker        • # of
                                                  bus ting polic ies                         plans , that inc lude PMTCT+       converted into       interactions
                                                    • School fee elim ination                guidelines and strategies ,        champion for         with a specific
                   % of infants born to HIV-           achiev ed                             from 30 high-burden c ountries     OVC earmark          policymakers’
                   infec ted m others who are       • In-c ountry national action                                               in G8                staff team
                                                                                         •   # of countries abolishing
                   HIV infec ted                      plans for OVC                          s chool fees                       countries          • Qualitative
                                                    • Scale up AIDS interventions                                               outs ide U.S.        ass essm ent of
                                                      for children                       •   # of fully funded national
                   % c hildren with access to                                                action plans with OVC                                   change in
                   pediatric treatm ent             • Increase international                                                                         policymaker
                                                                                             c om ponent in RAAAP
                                                      c om mitment to PMT CT+                                                                        stanc es after
                                                                                             c ountries
                   # of African countries                                                                                                            GAA
                                                                                         •   % of children with ac cess to                           interactions
                   prohibiting all VAC by law                                                pediatric ARVs
                   and initiating a proces s to
                   develop reliable c ollection
                   data
                                                  Effectiv e mechanis ms in the form     •   CSO involvement and              • Media              • # of pres s
                   % of OVC under 18 years        of targets/systems that are                advocac y in national plans        cov erage to         releases and
                   whose households               participatory , res ults-driv en and   •   Inc rease in total funding for     support EFA-         media c alls on
                   receive, free of user          provide for local ownership                c hildren and share of total       FTI                  EFA-FTI
                   charges , basic external         • Government plans to                    funding for pediatric AIDS       • Annual
                   support in caring for the           achiev e c hildren’s well-            interventions                      Advocacy
                   child                               being:                                                                   update on
                                                                                         •   Share of education funding
                                                    • Increase Global Fund and                                                  school-related
                                                                                             c oordinated by EFA-FTI
                                                       PEPFAR support for                                                       violence
                                                       c hildren. EFA-FTI fully          •   # countries in EF A-FTI
                                                       s upported.                           m andating sc hool violence
                                                    • EFA-FTI to address                     c om ponent
                                                       v iolenc e.
Strategic Objective #3: Advance Women’s Equality by 2010
Women are the fastest growing population of people living with HIV/AIDS in sub-Saharan Africa.
In addition to their physiological vulnerability, women are at increased risk of HIV infection due to
poverty and widespread inequalities, including lack of access to sexual and reproductive health and
rights (SRHR) and lack of access to education. Pervasive violence against women and girls often
limits their ability to control their sexual interactions and perpetuates economic dependence.
Women and girls often bear the heaviest burden associated with providing care for people with
HIV/AIDS, and sometimes put themselves at increased risk of HIV by engaging in sex work to replace
lost income when relatives become ill or die of AIDS. Interventions that address the needs of women
and adolescent girls are essential to reducing HIV infection and mitigating the epidemic’s impacts.

While women’s and gender advocates are actively addressing equality issues and have begun to
examine HIV/AIDS advocacy, a large gap remains in advancing women’s equality through the
HIV/AIDS lens. GAA can support and advance the collective effort by leveraging its experience
promoting universal access and integration of SRHR and HIV services. In addition, GAA’s work
advocating for UNAIDS to include programs to address violence against women in its resource
estimates can be leveraged to advocate for a comprehensive, costed frame for women’s equality.

GAA’s strategic objective for advancing women’s equality includes three major streams of work:

(1) Developing a frame that promotes women’s equality, identifying critical interventions with
    partners, and advocating for comprehensive costing estimates;
(2) Supporting the integration of sexual and reproductive health and rights and HIV programs; and
(3) Eliminating violence against women as a critical driver and consequence of the AIDS crisis.

Outcomes to monitor progress toward women’s equality are not as robust or internationally
recognized as indicators related to universal access or children’s well-being. Thus, GAA will advocate
for better long-term outcome indicators as part of its intermediate term efforts to advance a women’s
equality frame. GAA will also monitor WHO indicators on violence against women and recently
released MDG indicators on SRHR/HIV integration that include adolescent birth rates, unmet needs
for family planning, and antenatal care coverage. 1 Success after three years will be assessed in terms
of a women’s equality frame that is internationally recognized and costed, and measurable progress
in expanding integration of SRHR and HIV programs and addressing violence against women. The
bulk of GAA’s work on women’s equality will revolve around these intermediate outcomes:

♦     Resources: GAA will focus on (1) securing costing estimates for an agreed-upon women’s
      equality frame; (2) advocating for $2 billion in global funding to reduce violence against women,
      and developing and securing support for stronger estimates of resource needs; and (3) monitoring
      U.S. and G8 funding commitments for SRHR, including funding for contraceptives.

♦     Policies: GAA’s policy work will emphasize (1) achieving an internationally recognized frame
      on women’s equality in collaboration with partners; (2) advancing donor, multilateral, and
      national-level policies to promote SRHR/HIV integration; and (3) securing better implementing
      country policies to reduce and address violence against women.

♦     Mechanisms: GAA’s efforts to catalyze effective mechanisms will focus on (1) supporting civil-
      society organizations to advocate for women’s equality interventions; (2) ensuring that the
      Global Fund prioritizes funding proposals that include SRHR/HIV integration; and (3) ensuring
      that both PEPFAR and the Global Fund address violence against women.



1   http://mdgs.un.org/unsd/mdg/Resources/Static/Products/SGReports/62_1/a-62-1_e.pdf.

                                                      17
Strategic Objective #3: Women’s Equality Advocacy Impact Plan
Long-term     Long-term                  Intermediate outcomes                          Intermediate outcome                        Priority            Output
outcome       indicator                                                                 indicators measured by:                     output              indicators
                                                                                                                                    (e.g.)              (e.g.)

Advance       % of respondents           Sustained and s ignificant financial           •   Costed frame achieved                   • GAA               • Report
              who believe that if        resources mobilized for most pressing          •   $2B for VAW /C Zero Tolerance             catalyzes or        released
Women’s       husband has ST I,          needs:                                             Campaign annually                         releases          • Response to
Equality by   wife can refuse s ex         • Resources for wom en’s equality frame      •   Measured by increas e in res ources       initial costing     report from
                                             costed by UN or other credible                                                           of wom en’s         thought
2010          or propose condoms                                                            for funding contrac eptives and SRH
                                                                                                                                      equality
                                             ins titution                                   overall                                                       leaders and
                                           • Violence agains t wom en rec eives full                                                  analysis            partners
              Proportion of births
              attended by skilled            funding
              health personnel             • Increased c om mitment from G8, US
                                             bilateral (specifically), and GF to SRH
                                             through funding contraceptives

              Univers al access to       Evidenc e-bas ed and paradigm-busting          •   Measured by national policies on        • Annual            • Report
              reproductive health        polic ies:                                         prevention and c om plianc e with         report on           released
              as measured by               • Internationally recognized frame on            Maputo Dec laration.                      progress in
              unmet need for                  women’s equality                          •   Measured by new, effective in-            Africa to
              fam ily planning and         • Increase national polic ies and                country policies to protect wom en        combat
              contraceptiv e                  s pending on SRH/HIV integration                                                        violence
              prevalence                   • Increase national polic ies to protec t                                                  agains t
                                                                                                                                      wom en
                                              women against violence
              # of countries with
              legis lation prohibiting
              violence agains t          Effectiv e mechanis ms in the form of          •   Measure on civ il-soc iety engagement   • Analysis          • Qualitative
                                         targets/s ystems that are participatory,           in national government planning           conducted           ass essm ent:
              women
                                         results -driven and prov ide for local         •   Measured by (1) # of program s            on SRH/HIV          rigor of
                                         ownership:                                         funded with SRH inclus ion                integration         analy sis
              % of HIV program s
                                            • Civil s oc iety have meaningful role in       components; (2) # of applications         proposals in        c onduc ted
              that include SRH                                                                                                        Global Fund         on effective
                                              governm ent plans to achieve women’s          from CSOs at country level applying
              components and vice                                                                                                     Rounds 8-10         m ehcnais ms
                                              equality                                      with SRH components; and (3) share
              versa                                                                                                                                       to support
                                            • SRH integration into G lobal Fund             of c ontraceptive funding from Global   • Position
                                                                                            Fund and PEPFAR                           paper on            women’s
                                            • Increase national policies to protect                                                                       equality
                                                                                        •   Measured by (1) # of program s            need for
                                              wom en against violence                                                                 global            • Response to
                                                                                            funded with violence components ;
                                                                                            and (2) applications from CSOs with       effec tive          analy sis
                                                                                            violence components within Global         mec hanism          from thought
                                                                                            Fund and PEPFAR                           to combat           leaders
                                                                                                                                      violence
                                                                                                                                      agains t
                                                                                                                                      wom en
Strategic Objective #4: Full Funding for Results Now!
GAA works to advance innovative, effective financing mechanisms and maximize the overall volume
of resources available to halt HIV/AIDS and mitigate its impacts. Without significant scale-up of
resources and effective, transparent mechanisms that meet the most pressing needs, none of GAA’s
other strategic objectives can be achieved. While GAA has always advocated for needs-based
resource commitments and aid effectiveness, the organization will significantly increase its efforts
over the next three years in order to ensure that successful advocacy for increased funding translates
into concrete on-the-ground results.

GAA’s experience working with other advocates such as Health GAP and ActionAid to persuade
policymakers to maximize resource allocations will be critical to make the final push needed to
accelerate progress and meet impending deadlines, e.g., universal access and the MDGs. Additionally,
GAA’s partnerships with other organizations will be essential to ensuring a collective advocacy effort
that resists diffusion and produces a unified call for accountability and aid effectiveness.

GAA’s strategic objective for advancing full funding for results includes two major streams of work:

(1) Advocating for full funding or maximizing the volume of funding based on actual need; and
(2) Ensuring accountability for results by channeling the majority of resources through the most
    effective financing and implementation mechanisms, and developing and supporting innovative
    financing mechanisms.

GAA’s long-term outcomes are centered on monitoring the volume of global resources to support
development, with special focus on the U.S. government, and also tracking national funding to
advance children’s well-being, women’s equality, and health care. Additionally, long-term outcomes
will monitor harmonization of global and national policies on aid and measuring the on-the-ground
impact of foreign assistance.

After three years, success will be assessed based on securing the maximum resource commitments
from donors, securing policies that facilitate effective distribution of aid dollars, and full funding and
policy support for effective financing and implementation mechanisms. The bulk of GAA’s work on
resource mobilization and aid effectiveness will seek to achieve these intermediate outcomes:

♦   Resources: GAA’s activities will focus on (1) advocating for the maximum volume of resources,
    with a goal of securing $210 billion between 2009 and 2015; (2) ensuring that the Global Fund
    receives full funding at the level of $18 billion by 2010; (3) pressing African governments to
    commit 15% of their annual national budgets to public health; and (4) advocating for the U.S. to
    allocate an additional 1% of the federal budget to development aid.

♦   Policies: GAA will prioritize (1) activating a U.S. Cabinet-level poverty agency; (2) overturning
    International Monetary Fund and World Bank wage ceilings; and (3) activating the Debt2Health
    innovative financing mechanism and working toward debt cancellation under the Jubilee Act.

♦   Mechanisms: GAA’s efforts will focus on (1) ensuring that the Global Fund and Fast Track
    Initiative receive the highest possible share of global health and education funding, respectively;
    (2) building and supporting transnational justice movements with partners working on priority
    issues (e.g., education, women’s equality); (3) holding donors accountable for transparency
    standards as outlined in the Paris Declaration; and (4) reforming the Global Fund’s
    comprehensive funding policy to maximize speed and efficiency of aid delivery.




                                                    19
Strategic Objective #4: Full Funding for Results Now Advocacy Impact Plan
Long-term      Long-term                 Intermediate outcomes                            Intermediate                        Priority             Indicators
outcome        indicator                                                                  outcome indicators.                 output (e.g.)        (e.g.)
                                                                                          Measured by:

Achieve Full   % of global GDP           Sustained and significant financial              •   $210B toward AIDS               • Cam paigns to      • Global Fund
               toward development        resources mobilized for most press ing               interventions over ’09-’15;       support GF           replenishment
Funding for                              needs:                                               $50B from US over ’09-’13         replenishment        communique
Results Now!   African governm ents      • Full funding for AIDS                          •   $18B for Global Fund (1/3       • Annual             • G8
               meet c om mitment to      • Global F und receives full funding                 from US) over 2008-2010           cam paign to         communique
               devote sufficient         • African governments meet com mitment           •   15% of African national           influenc e US
               funding to health,           to dev ote suffic ient funding to health          budgets devoted to health         budget and
               educ ation, and s ocial                                                    •   US c om mitment of                appropriations
                                         • Adequate res ources to dev elopm ent.
               protection                • Additional 1% from US for                          additional 1% of G DP to        • Annual
                                                                                              development                       cam paigns to
                                            dev elopm ent aid
               Strengthened                                                                                                     influenc e G8
               trans national advocacy                                                                                          com munique
               movem ents based on
               qualitative and           Evidence-based and paradigm-busting              •   Appointment of Cabinet-         • Agenda s et to     • Agenda set
               quantitative              policies:                                            level pos ition                   advocate for         after rigorous
                                         • US Cabinet-level poverty agency                •   Countries that maintain           poverty              analysis
               as sess ment
                                             activated.                                       wage ceilings and change          agency               (qualitative
                                         • Harmful World Bank /IMF wage ceiling               policies                        • Debt2Health          assessment)
                                             policies overturned                          •   # of 67 im poveris hed            advocacy           • # of strategic
                                         • Debt2Health ac tivated and acc elerate             countries ac hieving 100%         network              alliances in
                                             Jubilee debt c ancellation                       debt relief                       created              support of
                                                                                          •   # c ountries implementing                              Cabinet-level
                                                                                              Debt2Health initiative                                 agenda



                                         Effec tive mechanisms in the form of             •   (1) Share of ov erall funding   • Global Fund        • # countries in
                                         targets/systems that are partic ipatory ,            pool (GF out of health,           and PEPFAR           sub-Saharan
                                         results-driven and provide for loc al                EFA-FTI out of education) :       impact track ed      Africa with
                                         owners hip:                                          and (2) % of US AIDS              at loc al lev el     reliable
                                         • Global F und, EFA-FTI and other                    funding to Global Fund            by indigenous        sy stem in
                                             effective m ultilaterals fully s upported.   •   Qualitative assessm ent of        advocacy             plac e to trac k
                                                                                              CSO activity levels and #         organizations        impact
                                         • Build national advoc ac y movem ents in
                                             women’s equality, c hildren’s rights, and        of CSOs m obilized                                   • # of local
                                             health.                                      •   Trac k and measure                                     partners
                                                                                              donors’ compliance with                                supported to
                                         • Donors accountable for transparency
                                                                                              Paris Declaration (or other,                           track im pact
                                             standards.
                                                                                              better framework )
                                         • Reform com prehensive funding policy
V.      Organizational Requirements
Capabilities Requirements
To achieve progress toward its strategic objectives, the Global AIDS Alliance needs to invest in
strengthening the organization. An assessment of GAA’s existing capabilities, and those of leading
advocacy organizations, identified several priorities for bolstering GAA’s core advocacy roles:

•    Formation: To conduct the policy analysis that supports each of its strategic objectives,
     GAA needs to bolster its policy team. In addition to hiring a new policy director, GAA needs
     individual policy officers or deputy directors focused on each priority area, i.e., universal
     access, children’s well-being, women’s equality, and resource mobilization and aid
     effectiveness. While these long-term objectives are cross-cutting in many respects, a focal
     point on staff will be essential to developing a strong agenda on each issue.

♦    Advocacy: With critical opportunities on the horizon, including the upcoming U.S. presidential
     election, PEPFAR reauthorization, and deadlines for resource commitments, GAA needs to
     bolster its communications function within the next year. In preparation for the 2008 election,
     GAA must hire grassroots coordinators to mobilize local activists and ensure that AIDS remains
     on the agenda of both the public and policymakers. A media officer who focuses on developing
     press releases and flooding mass media will help round out the communications team. Lastly,
     a U.S. partnerships advisor will be an important addition to coordinate GAA’s efforts around
     PEPFAR reauthorization and the 2008 election (and subsequent political transition) with other
     advocacy organizations. While the scale up in communications is particularly timely now, the
     team must be fortified beyond 2008 to support a critical function of the organization as a whole.
     GAA’s communications team will also support African partners to articulate their needs and
     priorities and build strong communications and grassroots mobilization at the local level.

♦    Accountability: One of GAA’s strategic imperatives is to bolster its efforts to ensure
     accountability. Thus, the organization will establish new global partnerships and accountability
     functions that will hold targets accountable for their commitments to address HIV/AIDS, and hold
     GAA and its civil-society partners accountable for accelerating progress to halt and mitigate the
     epidemic. Specifically, an advocacy impact officer will focus on tracking GAA’s attributed impact
     (outputs) and push the organization to enhance its efforts (outcomes). The global partnerships
     team will work in close contact with GAA staff in Africa, with a focus on supporting in-country
     civil-society organizations to hold their governments accountable. The global partnerships team
     will also work with policy staff to bolster strategic alliances on specific policy issues.

In addition, GAA needs to bolster its capacity to support advocacy partners outside the U.S.:

♦    African presence: To drive results-based policies and foster transnational justice movements
     in accordance with its strategic imperatives, GAA needs to establish a local presence in Africa.
     In 2008, GAA will focus on supporting African partners to achieve agreed-upon policy goals in
     three to five countries. Subsequently, GAA may undertake pan-African initiatives on key issues
     consistent with local priorities. GAA’s African team will maintain active communication with the
     D.C.-based policy and global partnerships teams to ensure that they are operating in a demand-
     driven way and advancing advocacy consistent with the needs and priorities of the populations
     GAA seeks to serve. The African team will consist of a Director of African Partnerships, with
     additional policy, communications, and administrative support starting in 2008.




                                                   21
♦    European presence: With two-thirds of global funding coming from Europe and European
     advocacy lacking potency, a GAA presence there will help galvanize progress to meet impending
     deadlines for commitments that are presently off-track. While the European presence would be
     small initially, it would be instrumental in catalyzing G8 governments to deliver on their
     commitments. Moreover, a European presence would help shape and advance effective advocacy
     targeting the Global Fund, UNAIDS, and International Health Partnership—all of which are
     based in Europe. A very small European presence would begin in the fourth quarter of 2008.
     Policy, communications, and administrative support would be added during 2009.

Over the next three years, GAA’s advocacy priorities will remain focused on Europe and sub-Saharan
Africa. In Asia, GAA will continue to support the Stop HIV/AIDS in India initiative to become fully
self-sustaining, so that it no longer requires GAA’s fiscal sponsorship. GAA will also consider ways to
support advocacy partners in Japan in preparation for the 2008 G8 meeting, although this will not
require any local presence.

New Organizational Structure
In order to achieve its strategic objectives over the next three years, GAA will need to expand its staff
from nine to approximately 25 people. The coming year (2008) will be a period of rapid organizational
growth, with particular focus on bolstering the policy, communications, accountability, management,
and African teams. Most of the European team will be added in 2009 and 2010.

The following diagram illustrates GAA’s key functions and organizational structure:


 GAA in 2010
 Bolster policy, accountability, management, communications team and Africa
 and European partnerships
                                                       Executive Director
                                            • Executive Support
                                            • Strategic Initiatives

                                                                                    • Accountability
                                                                                         Officer




    Management       Communications       Policy                Global                Europe              Africa
    and               • Grassroots         • Director           Partnerships           • Director          • Director
    Development       • US                 • Focal point for     • Director            • Administrative    • Administrative
     • Director         partnerships          each of four       • Community             support           • Policy
     • Web-support    • Media                 priority area        accountability      • Policy            • Communications
     • Grants /       • Outreach              (e.g. Universal      support             • Communications
       funding          “directors” for       Access)
       support          constituencies     • Policy
     • Admin /
       finance




While GAA will grow significantly over the next two years, maintaining the organization’s nimble,
flexible approach will be critical to achieving impact. One of GAA’s greatest strengths is its ability to
respond to emerging advocacy opportunities—and unexpected obstacles—very quickly. To preserve
this ability, the organization must refrain from becoming too hierarchical and bureaucratic as it
grows. Going forward, GAA’s policy team will include point people for specific advocacy priorities,
but staff will continue to work in teams on all advocacy activities across long-term outcome areas.
In theory, the organization is siloed into functions, but in practice it is more of a matrix organization,
as illustrated below.

                                                                22
     While there are point people for each function (directors) and priority
     advocacy area (point people on policy team), staff will work across all
     functions and strategic objectives

                          Universal      Women’s          Children’s      Full
                          Access         Equality         Well-Being      Funding
       Policy                                                                              Staff work
                                                                                           across
       Communications                                                                      strategic
                                                                                           objectives
                                                                                           within
       Accountability
                                                                                           functions
       and Partnerships



                                   Strategic objectives will not be successful
                              without the commitment of staff across all functions



The global partnerships team will work closely with the Director of African Partnerships, the Director
of European Partnerships, and the U.S. partnerships officer to ensure a coordinated approach to
partners globally. Both the communications and partnerships/accountability teams will work across
policy issues and advocacy priority areas.

GAA needs to maintain a nimble, flexible approach to addressing issues as they arise, and provide
clearly communicated roles and responsibilities to its staff. Going forward, three new constructs will
be introduced to ensure that GAA effectively supports its staff and addresses external issues:

1.   Staffing and knowledge maps: GAA will develop clear staffing maps that identify each
     individual’s expertise and previous initiatives, so all staff are aware of who they can approach for
     support or guidance. This will be a critical mechanism for knowledge sharing that will be
     increasingly important as GAA grows its staff and expands to multiple geographic locations.

2. Communications approach: GAA will schedule regular conference calls across its offices
   with point people from each team and/or initiative tasked with providing an update, so that all
   staff are kept aware of progress and notable successes and challenges for each project. This
   communications approach is intended to enable people to weigh in on projects that are not a
   focus of their day-to-day work in an efficient way.

3. Teams with clear charters: GAA will adopt a team-approach in which staff are allocated to
   teams focused on specific initiatives in a more systematic way than has been the case previously.
   Each team will develop a charter at the start of a specific initiative that identifies individual and
   team roles and responsibilities, accountability, and clear goals. (See below for more details.)

To ensure clear accountability, ownership, and communication for each initiative, GAA will adopt a
team-based model, similar to a consultancy model, which brings relevant staff expertise to each
initiative. Teams will be built at the onset of a new initiative and will develop a team charter that
specifies clear goals and roles and responsibilities for each component of the initiative. At the end of
every initiative, the teams will collect information about what worked and what could have been
improved in order to ensure continuous learning about how to optimize both team structures and
organizational outputs. Staff can be on multiple teams at once, working across projects and initiatives.
However, it will be important to establish clear time allocation guidelines, so that each team member
understands how much time s/he should be spending on each team or initiative. Overall, the approach

                                                    23
that GAA is taking to grow the organization is consistent with strategies that lead advocacy organizations
such as Oxfam and Human Rights Watch have adopted, providing significant autonomy and flexibility
for their advocacy staff to define and drive key issues within the organization’s overall policy agenda.
Recognizing that strong advocacy requires independent thinking, these organizations have provided a
strong platform for their advocacy staff—one that minimizes bureaucracy and hierarchy. GAA’s planned
expansion geographically, and its new cross-cutting strategic objectives, provide a compelling platform
and a unique opportunity to add talented individuals to the GAA team—now and in the future.

Team Organizational Structure: GAA will utilize a team-based model with
different teams coming together to provide expertise needed for each initiative

                       Regional expertise (Africa, Europe, Washington, DC)




 Strategic objective                       Team for any                          Functional expertise
 expertise (e.g.,                         given initiative                       (e.g., Policy,
 children’s well-                                                                Communications)
 being, universal
 access)




                        Outreach constituents expertise (e.g., faith-based)

Board of Directors and Advisory Council
Several members of GAA’s Board of Directors have taken an active role in developing and refining this
strategic plan. Going forward, the Board will be asked to play an active role in ensuring the success of
GAA’s new 2008-2010 plan and providing strategic guidance on key decisions impacting the growth of
the organization. GAA will also consider growing and diversifying its Board over the next few years,
particularly to reflect the organization’s expanded presence in Africa and Europe. GAA will work with
the Board to implement this plan, and will rely on its oversight to hold the organization accountable for
progress toward its strategic objectives. The Advisory Council was formed in recent years to provide
GAA with additional in-country perspectives and greater public health expertise. In the future, GAA
will reach out to Advisory Council members to share findings from this strategic planning process and
to help GAA communicate its priorities to a broader audience.

GAA’s Separate 501(c)4: Global AIDS Alliance Fund
In June 2007, the Global AIDS Alliance Fund, a 501(c)(4) organization, was launched for the charitable
and educational purposes of accelerating action to end global HIV/AIDS and global poverty. The GAA
Fund can conduct lobbying activities that are not permitted by 501(c)(3) organizations such as the
Global AIDS Alliance. To date, it has focused on lobbying and advocacy related to the 2008 Presidential
elections. GAA and the GAA Fund share infrastructure and staff; however, all expenses and donations
are tracked separately, and the GAA Fund reimburses GAA for shared resources. While their activities
complement each other, the Global AIDS Alliance and the Global AIDS Alliance Fund are separate
organizations with distinct resources and activities.

                                                  24
VI. Financial Requirements and Donor Strategy
Budget Structure and Growth
Since its founding in 2001, GAA has experienced an impressive average annual growth rate of 68%.
A critical component of that growth has been due to GAA’s role in initiating, incubating, and then
spinning off new program initiatives. This occurred most recently with Global Action for Children
and Keep A Child Alive. As of 2007, GAA is no longer supporting the implementation of either of
these organizations, nor managing their funds.

To achieve the outputs and outcomes identified in this plan, GAA will require continued expansion of
its financial resources. As illustrated below, GAA expects that the organization will need to increase
its operating budget to $4.5 million over the next two years in order to effectively pursue the goals
laid out in this strategic plan.

GAA’s historical growth in income and future growth projections in line with
2008-2010 strategic plan



      5                                                                                                          4.8M
                                                                                                    4.5M
      4.5

      4
                                                                                        3.6M
      3.5

      3
 $M   2.5                                                              2.1M
                                                                               1.7M
      2
                                                         1.45M
      1.5                                      1.4M

      1                           .66M
      .5               .23M
            .08M

            2001       2002        2003        2004        2005        2006    2007      2008       2009         2010


             = Additional GAA revenues from incubating or spinning off other
               campaigns/organizations, e.g., Global Action for Children              = Future GAA projections

             = Global AIDS Alliance revenues




GAA will take a phased approach to scaling up the organization. In 2008, GAA will grow its policy,
communications, and accountability/partnerships functions. In particular, an expanded policy team is
needed to support in-depth analysis within GAA’s four strategic objectives. Administrative support
within the management team will be essential for supporting GAA’s growth and enabling the staff to
focus on program-related activities. In addition, GAA will build a new team to focus on building
strategic partnerships. The creation of an African office will help build African partnerships, support
African transnational advocacy movements, and ensure better on-the-ground accountability and
advocacy priorities grounded in local needs and priorities. Bolstering the communications function
will be integral to building stronger grassroots and media presence to raise awareness of impending
milestones (e.g., 2008 elections) and deadlines (e.g., the Millennium Development Goals).

                                                               25
During 2009, further expansion of the African team and opening a small European office will be
prioritized. The European team will be critical to make a final push on policy and resource issues
targeting G8 donors before the universal access and MDG deadlines arise. Additionally, European
advocacy will be integral to assisting aid effectiveness at the Global Fund and working with Geneva-
based institutions. A bolstered communications team will help take advantage of the unique
advocacy opportunities presented by the pending reauthorization of PEPFAR, and ensuring that the
next US President’s agenda includes a roadmap to address the HIV/AIDS crisis. In tandem with the
new African office, further expansion of GAA’s partnerships team will strengthen GAA’s capacity to
advocate for results.

GAA three-year projected budget (rounded estimates)


                                             2008              2009               2010
      Policy                               $920K              $960K           $1,000K
      Accountability and
      partnerships                         $480K              $650K             $660K

      Communications                       $580K              $630K             $650K
      Africa                               $870K            $1,000K           $1,050K
      Europe                                 $35K             $350K             $430K
      Management,
      fundraising, and
      overhead                             $750K              $920K           $1,100K
      TOTAL                                 $3.6M             $4.5M              $4.8M


Funding Strategy
GAA recognizes that it can only succeed in implementing this plan if its strategy compels donors to
increase the scale of their support. Equally important will be securing funding commitments that are
sustained over a multi-year period, subject to the achievement of key milestones. Such sustained
funding will enable the organization to approach its growth with confidence, and make commitments
to the new staff it brings on board. To support this, GAA will bolster its development team to include
a full time development officer to write grant proposals and provide the fundraising and
administrative support needed to help the organization diversify and grow its funding base.

GAA’s current funding base includes three primary categories of donors: foundations, individuals,
and on a limited, project-specific basis, public donors such as the Global Fund. GAA will seek to
continue to generate the majority of its funding from grant-making foundations. As it moves
forward, it will consider expanding the funds it raises from individuals, especially in the form of
major gifts, but will do so cautiously, recognizing the substantial potential investment of time and
resources that may be required to attract these resources. GAA will always aim to ensure that its
leadership devotes itself first and foremost to achieving the organization’s advocacy goals, and does
not become consumed by fundraising responsibilities as happens with many nonprofit organizations.



                                                 26
GAA’s funding strategy will be to pursue a small number of lead foundation donors who are willing
to make a substantial financial investment in GAA’s expansion. At the same time, GAA will pursue a
group of like-minded smaller donors who can help diversity both the organization’s funding base,
and the perspectives its funders represent. GAA’s first priority will be to fund the core operating
requirements described in this plan. Strategic donor outreach will focus primarily on attracting private
and family foundations. In the future, the development team will explore outreach to corporate
foundations and large individual donors through its existing network of supporters, as well as
increased small-scale individual donations through GAA’s enhanced website.

Finally, GAA will consider partnering with donors who prioritize specific issues and could potentially
build out the organization’s capacity on those issues beyond the work described in this plan. For
example, a donor could support an expanded investment in one of GAA’s strategic objectives that
would enable the organization to accelerate achievement of overall outcomes, or to scale up efforts to
advance a particular policy outcome. Any incremental investment to advance a specific strategic
objective would be contingent on having sufficient resources available to support GAA’s core
organizational costs.

For example, a donor who wished to support universal basic education within GAA’s strategic
objective to advance children’s well-being could provide supplementary staff to provide added
capacity to accelerate progress on specific intermediate outcomes related to education. GAA will
remain mindful of the importance of maintaining a multi-faceted approach to fighting the epidemic,
and will not pursue dramatic expansion of a single issue area at the expense of the other core issues
identified in this strategic plan.

GAA will actively engage with its existing base of donors over the coming months in order to seek
support for this plan, and reach beyond its current funding base to other potential donors that have
an interest in the priority issues included within GAA’s new strategic objectives.

Conclusion
To respond to its strategic imperatives and implement this strategic plan successfully will demand
much of the Global AIDS Alliance, its leadership, staff, partners, and funders. The GAA asks its
partners in the fight against HIV/AIDS to support this ambitious yet achievable plan, and enable us
to accelerate progress toward halting the crisis that continues to steal millions of lives each year.

Join us in accelerating bold action now!




                                                  27
Annex I: Lessons Learned from Other Organizations and
Implications for the Global AIDS Alliance


Case Study Findings and Implications for GAA
  Methodology: Oxfam, Rainforest Alliance, and Global Witness case studies were developed to determine lessons
  for the Global AIDS Alliance

                                                               • From 2008 through 2010, GAA will be increasing its collaboration
 Working through partnerships:                                   with partners in Europe, the US, and Africa in particular
 One of Oxfam’s best practices has been to partner with
                                                               • GAA will role out a new partnerships and accountability function in its
 MSF on specific campaigns to widen coverage and share
                                                                 organization structure to ensure that strategic partnerships are
 knowledge                                                       identified and supported
                                                               • One of GAA’s criteria for evaluating whether to engage in an issue is
                                                                 the ‘solidarity’ principle that supports the collective effort of advocates

 Credibility and growth through the field:                     • GAA will open an office in Africa in 2008 that will be centered on
 All organizations benchmarked experienced greater               supporting African partners.
 impact and enhanced credibility when they began to            • The African office will prioritize gathering information from the field to
 widen their coverage and work either in their own field         identify the most important issues, from the perspective of Africans, to
 offices or with local partners                                  advocate for those issues with the US and G8 governments


 Impact in accountability:                                     • GAA will increase its focus on target accountability through building
 As small organizations originally, Witness and Rainforest       an internal accountability function that will monitor results on the
 Alliance developed a powerful voice and much greater            ground in addition to high-level advocacy
 impact by focusing on accountability roles, particularly in   • The African office will also serve as a key vehicle for monitoring
 certification processes (e.g., Kimberly Process and             accountability
 corporate certification)

 Credibility in research:                                      • GAA will hire a policy and subject expert for each strategic objective
 Keeping research or those with profound subject                 to keep up to date on key developments within that issue area
 knowledge focused on gathering information and being          • Due to its size and increasing focus on accountability, GAA will not
 experts, as Oxfam does, with its policy branch is a best        build more in-house research capacity, but will look to partners (e.g.,
                                                                 think tanks, foundations, other advocates) to play this role
 practice




                                                               28
Annex II: Draft Frameworks for Each Strategic Objective

Strategic Objective #1
Universal Access: Frame and priority interventions for policies (*)
                                                                  Universal Access
  Prevention, treatment, and care                         Health Systems Strengthening                                     Equitable Access
Preventing sexual transmission through                 Human resource development and                         Targeted outreach to vulnerable, most at-
evidence- and rights-based strategies                  management                                             risk populations

Preventing mother-to-child transmission                Prevention and management of                           Rights and access of people living with
(PMTCT)                                                opportunistic infections and co-morbidities,           HIV/AIDS
                                                       including tuberculosis

Equitable access to affordable ARVs for all,           Procurement and supply management                      Affordability of services including related
including pediatric formulations and second-                                                                  support services
line drugs

Voluntary counseling and testing                       Comprehensive, integrated services (HIV,               AIDS-related stigma
                                                       STI, SRH, TB, primary care, community-
                                                       based care)

Preventing blood-borne transmission                    Laboratory services and infrastructure                 Gender-based violence
•IDU syringe and replacement programs                                                                         (included S.O. #3)
•Blood supply safety
•Prevention in health care settings

Research and new technologies for HIV                                                                         Violence and exploitation of children
prevention                                                                                                    (included in S.O. #2)

(*) S OURCE: “Toward Universal Access: Scalin g Up Pri ority HIV/AIDS Interventions i n the Heal th Sector: P rogress Rep ort,” April 2007, WHO, UNAIDS, UNICEF.
NOTE: Contents added to orig inal 200 5 frame.

       = GAA’s potential priority interventions for policies; confirmation/alteration done in January 2008


Strategic Objective #1: Universal Access
Specific donor and in-country policy goals
                   Donor-specific policies                                              In-country specific policies (work with partners)

 Frame             • G8: advocate for agreed upon updated to frame                      • Work with partners to determine needs for frame

 Prevention        • US: proactively set new prevention agenda for PEPFAR II            • Work with partners to identify needs and most effective,
                   • US: advocate for $50B ’09-’13                                        science-based method of preventative education and
                   • US and G8: Allocate maximum resources to Global Fund                 subsequently publish and take findings to donors
                     to achieve universal access                                        • Work with partners to support their advocating for/rolling
                                                                                          out national prevention campaigns (e.g., could be
                                                                                          media/communications trainings)

 Treatment         • US and G8: Advocate for rapid scale-up of pediatric drugs,         • Work with partners to identify bottlenecks to treatments
                     PMTCT+ and diagnostics                                               reaching most affected populations and covering all who
                   • US: Proactively set new science-based prevention agenda              need it, and generate information about situations where
                   • Pharmaceuticals: Advocate for access to and maximum                  that is not happening to pressure decision-makers and
                     coverage of affordable drugs and diagnostics                         procurement agencies
                   • Procurement agencies: Ensure accountability of                     • Identify treatment needs and disseminate findings to
                     procurement agencies through procurement watchdog                    donors and through media


 Health            • W HO: Advocate for universal access to reproductive                • Work with partners to advocate for 15% accountability
 Systems             health                                                               and implementation
                   • U.S. and G8: Advocate for increased resources for health           • Work with partners to identify needs in health worker
                     workers and especially pediatricians, counselors and                 capacity and resources
                     OB/GYNs
                                                                                        • Work with partners to advocate for better health systems
                   • US and G8: Advocate for spending along a diagonal
                                                                                          infrastructure
                     approach
                   • G8: Work to advocate for appropriate policies and                  • Work with partners to understand impact of IHP and how
                     resources with the International Health Partnerships                 to optimize it
                                                                                        • Identify additional health systems needs through partners
                                                                                          and disseminate information to donors and through media


                                                                                29
Strategic Objective #2: Children’s Well-Being
Frame and priority interventions for policies (*)
              UNICEF’s: Supporting Realization of Children’s Rights and Legislative Reform
   Child survival and                       Basic education and                              HIV/AIDS and                            Social protection
     development                             gender inequality                                 children
 Essential health                       Improving child readiness to start            Expanded diagnosis and                    Effective juvenile justice system
                                        school on time                                treatment pediatric AIDS

 Nutrition                              Increasing access to quality basic            Expanded access to PMTCT+                 Eradication of harmful traditional
                                        education                                     and treatment for women                   practices


 Early childhood development            Improving educational quality and             Expanded youth prevention                 Violence and exploitation
                                        increasing school retention,                  services
                                        completion and achievement                                                              Child labor
                                        rates

 Maternal care                          Violence-free schools                         Care and services for OVC                 Children affected by armed
                                                                                                                                conflict

(*) SOURCE: UNICEF p aper on “S upporting Reali zation o f Chi ldren’s Rights and Legislative Refor m.”
NO TE : Ea rly ch ildhood developmen t was spli t out from young chil d and maternity care line item and ma de into two separate line i tems.

             = GAA’s potential priority interventions for policies; confirmation/alteration done in January 2008




Strategic Objective #2: Children’s Well-Being
Donor and implementing country policy goals
                       US Policies                                                           In-Country Policies

   Frame               • G8 buy-in on overall frame, interventions for                       • Work with partners to determine needed interventions
                         frame, and costing                                                    for frame

   OVC                 • US: Maintain earmark and raise profile of OVC                       • Partner with local CSOs to advocate for better support
                         advisor                                                               structures for OVC
                       • GF: Partner w/ GF to drive demand                                   • Identify critical OVC needs through local partners
                       • UNICEF: Partner w/ UNICEF to drive demand                           • Help to build in-country policies for social protection
                       • G8: Build $ for social protection

   Education           • UNICEF: Eliminate school fees                                       • Work with local advocates to create in-country school
                       • FTI: $ and reform of FTI                                              violence policies

                       • US, in particular, and rest of G8: proactively                      • Work with partners to identify and advocate for national
                         reclaim space against abstinence-only                                 education policies
                         education                                                           • Work on local prevention education at secondary level
                       • G8: $ for school-related violence

   Health              • GF: drive demand for PMTCT+ and pediatric                           • Link children’s work to 15% Now campaign
                         treatments                                                          • Work with partners on local PMTCT+ coverage issues
                       • US: effective implementation of PMTCT+                              • Identify health needs for children through local partners
                       • Pharma: advocate for diagnostics and
                         treatment access and coverage for children
                       • G8 and Global Fund: Push HSS agenda to
                         include focus on pediatricians and link nutrition
                         with treatment




                                                                                30
  Strategic Objective #3: Women’s Equality
  Frame from Beijing Declaration and Platform for Action (*)
                                            Women’s Equality: Critical Areas of Concern
        Empowerment                              Poverty                    Education                   Health and                       Violence and
          inequities                                                                                 related services                     protection
  Inequality in economic                  Persistent and                 Inequalities and           Inequalities and                Violence against women
  structures and policies                 increasing burden of           inadequacies in            inadequacies to health
                                          poverty on women               access to education        care and related                Effects of armed and
                                                                                                    services                        other kinds of conflict on
                                                                                                                                    women, including those
  Inequality between men and              Inequality in all forms        Inequalities and                                           living under foreign
  women in the sharing of                 of productive activities       inadequacies to                                            occupation
  power and decision-making at            and in access to               training and literacy
  all levels                              resources                                                                                 Lack of respect for and
                                                                                                                                    inadequate promotion and
  Insufficient mechanisms at all          Gender inequalities in                                                                    protection of the human
  levels to promote the                   the management of                                                                         rights of women
  advancement of women                    natural resources and
                                          in the safeguarding of                                                                    Persistent discrimination
                                          the environment                                                                           against and violation of
  Stereotyping of women and                                                                                                         the rights of the girl child
  inequality of women’s access            Rigidly ascribed gender
  to and participation in all             roles
  communication systems,
  especially in the media

  *S ource: B eijing Declara tio n and Platform for Acti on, Four th World Conference on Wome n, September 19 95, http://www1.umn.ed u/hu manrts/instree/e5dplw.htm

           = GAA’s potential priority interventions for policies; confirmation/alteration done in January 2008



Strategic Objective #3: Women’s Equality
Specific donor and in-country policy goals
                               Donor-specific policies                                       In-country specific policies (working
                                                                                             with partners)
   Frame                       • G8 buy-in on overall frame, interventions for               • Work with partners to determine needed interventions
                                 frame and costing                                             for frame and to advocate for full costing estimates


   Violence                    • US to develop and fully fund specific policies              • Work with in-country partners to support national
                                 on mitigating and responding to global violence               agendas and corresponding policies on violence
   against                       against women and to link VAW and AIDS                      • Work with local partners to advance national policies
   women                         programs                                                      and curriculum on anti-violence reforms in schools
                               • Global Fund to fund proposals that tie in anti-             • Work with national partners to identify needs and set
                                 violence components into typical disease                      agenda to address needs of abused women in health
                                 mitigation efforts                                            setting
                               • EFA-FTI to encourage and support efforts to
                                 address school-related violence



   Sexual and                  • SRH integration into Global Fund AIDS                       • Work with partners to identify needs in advancing SRH
                                 proposals                                                   • Work with local CSOs to help them engage with in-
   reproductive
                               • G8 (including US) to provide sufficient funds for             country and global-level Global Fund structures,
   health                        scaled-up quality PMTCT+ for pregnant                         including developing CCM applications that include SRH
                                 women                                                         components
                               • USG and G8 to prioritize maternal health within
                                 specific policies, to coincide with scale-up of
                                 AIDS funds
                               • Play supporting role with think tanks and
                                 partners to assess health worker
                                 resource/capacity needs and advocate for
                                 findings with global decision-makers


                                                                                   31
Strategic Objective #4: Full Funding for Results Now!
Draft frame
     Costing Estimates                  Mobilizing the Money                 Financing Mechanisms                Accountability for Results
 UNAIDS resource needs             US bilateral and multilateral          US global stewardship                  Monitoring and addressing
 estimates                         contributions                          • Independent cabinet-level            bottlenecks
 • Bottom up modeling to           •$50b (’09-’13) for global AIDS          poverty agency                       • GIST/CSAT strategy
   determine global resource       •Fair share contribution to Global     • Interpretation of US policy
   needs                            Fund/support for multilateral
 • Ambitious targets                efforts
                                   •1% of budget for foreign
                                    assistance

 Costing for women’s equality      European Community                     Aid effectiveness (donor side)         Civil society participation in
                                   donors/OECD Development                • Harmonization and coordination       national planning
                                   Assistance Community                   • Alignment with national plans        • Participation
                                                                            and strategies                       • Representation
                                                                          • “Phantom” aid (e.g., tied aid)

 Costing for children’s well-      Innovative financing                   Resource flows                         Monitoring grant performance
 being                             • Debt2Health                          • Diagonalization                      and outcomes
                                   • International Financing Facility     • General budget support &             •PEPFAR
                                     (e.g., UNITAID)                        basket financing                     •Global Fund
                                   • Other proposals (e.g., currency      • Funding for indigenous CSOs          •Fast Track Initiative
                                     tax)                                                                        •International Health Partnership

 Tools/resources for national-     Country-level demand creation          Multilateral institutions              Procurement and supply
 level costing                     • Universal access                     • Global Fund reform                   management (watchdog
 High-quality methodologies        • SRHR                                 • EFA-FTI reform                       function)
                                   • Women’s equality
                                   • Children’s well-being

                                   National budget allocations and        International financial institutions   National (governmental)
                                   funding commitments                    • IMF ceilings                         leadership and ownership
                                   •15% Now campaign



Strategic Objective #4: Full Funding for Results Now!
Specific donor and in-country policy goals

                          Donor-specific policies                                   In-country specific policies

     Frame                • Paris Declaration (2005)                                • Abuja Declaration (2001)
                          • Monterrey Consensus (2007)                              • African Union Health Strategy (2007)
                          • UNAIDS global resource es timates (2007)                • New Partners hip for African Development (NEPAD)

     Full                 • US: Federal budget and appropriations include $50b      National governments:
                            over five years for global AIDS response, including     • Fulfill Abuja Declaration to commit 15% of national budgets
     funding                fair share contribution to Global Fund; and increased     to public health
                            international affairs budget (150 account)
                                                                                    • Provide leadership in demand creation for Global Fund
                          • G8: Financial commitments are upheld and                  grants
                            reaffirmed ($18b for univ ersal access by 2010, and
                                                                                    • Budgetary alloc ations for OVC, SRHR, universal access,
                            .7% GDP for overall development assistance)
                                                                                      and education
                          • UN agencies : Maintain responsibility for developing
                                                                                    CCMs
                            and monitoring accurate and c redible cost estimates
                                                                                    • Demand creation
                          • IMF/WB: Overturn counterproductive policies
                          • Creditor governments: Cancel and/or swap debt and
                            negotiate Debt2Health agreements

                          • US: Establish independent, Cabinet-level anti-poverty   • CSOs: Have resources and support to participate in
     Results
                            agency, and adopt rights- and evidence-based              national policymaking and acc ountability efforts
                            development policies in spirit of good global           • National governments: Provide leadership on development
                            stewardship and cooperation                               and ensure broad-bas ed country ownership; implement
                          • GPs for development: Global Fund and EFA-FTI are          “Three Ones”
                            transparent, eff icient, and results-oriented           • CCMs: Held accountable for authentic partic ipation and
                          • DAC: Donor policies and practices are harmonized          results; overcoming bottlenecks
                            and aligned with national plans and strategies




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