Event Title
UNAIDS and The Global AIDS Campaign: International Cooperation at bay?
Faculty Mentor
Roger Coate
Keywords
Roger Coate
Abstract
When HIV/AIDS broke onto the international agenda in the early 1980s, the initial international response was slow to emerge, disorganized, and lacked an appropriate and effective system of international cooperation. Within the United Nations system, the first decade of the global response was based on a lead-agency model with the World Health Organization (WHO) and its Global Progamme on AIDS (GPA) as lead agency. In 1994, that model was abandoned and a collaborative joint-program model was adopted. UNAIDS was established as a collaboration of ten partnering UN agencies. Once created, UNAIDS has endeavored to establish an effective division of labor incorporating all areas of response and cooperation. However, preliminary investigation brings into question the extent to which a well-working and effective division of labor has evolved in practice. The question remains, to what extent, how, and why has the UNAIDS collaborative joint program model enhanced international cooperation in response to AIDS? To the extent that major strides have been made globally in dealing with the pandemic, to what extent has the UNAIDS approach been responsible or are other factors that have been at play—such as the creation, funding, and work of PEPFAR, the Global Fund, and/or the William and Melinda Gates Foundation or changes in the way the AIDS issue has been framed on the global agenda—more powerful explanations? This paper explores these questions by employing case-study process tracing in order to make causal inferences about the unfolding of relationship between and amongst the actors involved over time.
Session Name:
Community and Global Health
Start Date
4-4-2014 9:00 AM
End Date
4-4-2014 10:00 AM
Location
HSB 121
UNAIDS and The Global AIDS Campaign: International Cooperation at bay?
HSB 121
When HIV/AIDS broke onto the international agenda in the early 1980s, the initial international response was slow to emerge, disorganized, and lacked an appropriate and effective system of international cooperation. Within the United Nations system, the first decade of the global response was based on a lead-agency model with the World Health Organization (WHO) and its Global Progamme on AIDS (GPA) as lead agency. In 1994, that model was abandoned and a collaborative joint-program model was adopted. UNAIDS was established as a collaboration of ten partnering UN agencies. Once created, UNAIDS has endeavored to establish an effective division of labor incorporating all areas of response and cooperation. However, preliminary investigation brings into question the extent to which a well-working and effective division of labor has evolved in practice. The question remains, to what extent, how, and why has the UNAIDS collaborative joint program model enhanced international cooperation in response to AIDS? To the extent that major strides have been made globally in dealing with the pandemic, to what extent has the UNAIDS approach been responsible or are other factors that have been at play—such as the creation, funding, and work of PEPFAR, the Global Fund, and/or the William and Melinda Gates Foundation or changes in the way the AIDS issue has been framed on the global agenda—more powerful explanations? This paper explores these questions by employing case-study process tracing in order to make causal inferences about the unfolding of relationship between and amongst the actors involved over time.