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Panel Discussion on Advancing Country Ownership

Panel Discussion on Advancing Country Ownership. Daniel Motsatsing, Executive Director Botswana Network of AIDS Service Organisations 18 th International AIDS Conference Vienna , Austria, 18 July 2010. Presentation Lay-Out. Definition of Country Ownership (CO ) Why Country Ownership?

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Panel Discussion on Advancing Country Ownership

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  1. Panel Discussion on AdvancingCountry Ownership Daniel Motsatsing, Executive Director Botswana Network of AIDS Service Organisations 18th International AIDS Conference Vienna, Austria, 18 July 2010

  2. Presentation Lay-Out • Definition of Country Ownership (CO) • Why Country Ownership? • Who is Civil Society & rationale for CSO participation in the national response • Sector Perspective: CSO participation and what is country owned about it? • Gaps and Challenges for CSOs in line wt CO • Way Forward: Some suggestions & thoughts

  3. Definition of Country Ownership • Various definitions suffice, but the Accra Agenda for Action (2008) puts focus on country leadership. • Need to embrace effective partnerships and promote meaningful & broad citizen participation and engagement • The National AIDS Authorities need to set the agenda for designing, implementing and assessing programmes • NACs need to put into practice coordination and leadership capacity and systems

  4. Definition of Country Ownership cont... • This approach also means that Govts must have oversight of all resources committed to the AIDS strategy. • Supervise implementation in the country and coordinate all information relating to the monitoring and evaluation of the same • Govts articulate national agenda, set authoritative policies & strategies & donors align programs to Govt policies & systems & not create parallel processes (OECD 2006)

  5. Why Country Ownership? • Country Ownership (CO) is essential for enhanced efficiency & achievement of better results especially in competing global agendas & financial crises: NASAs need to reflect more local funding sources • In fragile environments, characterized by weak systems & poor coordination, opportunities emerge for devt partners to (claim a share of operating space) & adopt own rules of engagement (UNAIDS Briefing Note 4)

  6. Definition of Civil Society UNAIDS defines Civil Society broadly as: • AIDS service Organizations, groups of PLWHAs, youth, women & business orgs, trade unions, professional and scientific orgs, sports & faith-based orgs and INGOs: global and at country level • Distinct in institutional form from state, family and market although in practice boundaries are blurred, complex and often contested and/or negotiated • Broad definition includes charities, NGOs, CBOs, professional associations, social movements, coalitions, media, academia and advocacy groups

  7. Sector Perspective: What is Country Owned about it? • In Botswana, CSOs are recognised by both Govt and Devt partners & participate in the development of and influence policies/ laws • Partner with Int’l institutions & Govt to work with & amongst communities while accessing technical & financial support from local & outside sources. • Less bureaucratic and contribute to addressing a common national agenda/ goal • Education, prevention, stigma reduction, counseling and testing services, care & support

  8. Gaps and Challenges for CSOs in the Context of Country Ownership • Constrained human resource capital (numerical and skill base) & majority are dependent on local & internat’ldonor funding to sustain personnel & progrm • Lack of own diversified resource mobilisation initiatives (accessing funding from same institution that coordinates the response), blurs independence • Some have weak governance and leadership structures as little or no steps taken to effectively capacitate (raising credibility) & leaving field open • Limited capacity to influence policy makers and instigate change (not taken seriously, GFATM PR)

  9. Way Forward • Country needs a clear (shared and agreed) national strategy to support CSO institutional growth. • Focus on coordination of partners input and set a true broad participation in the national response • Assessment(s) for a +ve outcome, i.e change of mindset by CSOs to work differently & by partners to see value in supporting CSOs to deliver on mandate &meet expectations ofpartners and beneficiaries) • Initiate joint planning & harmonised reporting to partners & CSOs to push for rightoperational terrain.

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