Coordinating With Communities

Coordinating with Communities
Part A: Background to Involving Communities

Part B: Taking action to involve communities

Part C: Action Cards

Workshop Facilitation Notes
Supporting the use of the Guidelines on the involvement of the community sector in the coordination of national AIDS responses
Background to Involving Communities

Part A: Background to Involving Communities
Guidelines on the Involvement of the Community Sector in the Coordination of National AIDS Responses
Acknowledgements
These Guidelines were produced by the International Council of AIDS Service Organizations (ICASO), the African Council of AIDS Service Organizations (AfriCASO) and the International HIV/AIDS Alliance (the Alliance), with funding and support from the Joint United Nations Programme on HIV/AIDS (UNAIDS). We would like to express our sincere gratitude to the many individuals and organisations that made vital and significant contributions to the development of these guidelines. In particular, these include:
The active members of the International Advisory Committee: Anandi Yuvaraj, Renate Koch, Phillipa Lawson, Tilly Sellers, and Ini Huijts The Global Network of People Living with HIV/AIDS (GNP+) and POLICY Project UNAIDS staff Ini Huijts, Steven L.B. Jensen, and Sally Smith Mary Ann Torres (ICASO), Innocent Liaison (AfriCASO), and David Garmaise Organisers and participants of the pilot workshop countries in Nigeria (JAAIDS), Ukraine (Alliance Ukraine), and Venezuela (ACCSI)
Project Manager/Editor: Main Writer: Lead Partner Managers:
Kieran Daly, Director of Policy & Communications, ICASO Sarah Middleton-Lee, AIDS & Community Development Consultant (www.middletonlee.com) Cheick Tidiane Tall, Executive Director, AfriCASO Paul McCarrick, Head of Team, Alliance
Copyright 2007 by the International Council of AIDS Service Organizations, the African Council of AIDS Service Organizations, and the International HIV/AIDS Alliance. Information contained within this publication may be freely reproduced, published or otherwise used for non-profit purposes. The above named organisations should be cited as the source of the information. We are grateful for the financial support provided by UNAIDS. The views expressed within this publication do not necessarily represent the views of UNAIDS.
Copies of this document are available in English, French, Spanish and Russian. Photos: Gideon Mendel for the International HIV/AIDS Alliance, 2004.
Outline of Contents
Section 1: Introduction to guidelines
2 2 2 3 4 5 6 9 9 11 12 13 15 16 18 21
1.1 What are the aims of these guidelines? 1.2 Who are these guidelines for? 1.3 How are these guidelines linked to the broader response to HIV and AIDS? 1.4 How were these guidelines developed? 1.5 What do these guidelines contain and how can they be used?
Section 2: Introduction to the Three Ones Section 3: Introduction to the community sector and the Three Ones
3.1 How is the community sector linked to the Three Ones principles? 3.2 Why should the community sector be involved? 3.3 What is meant by the active and meaningful involvement of the community sector? 3.4 What can all stakeholders do to support active and meaningful involvement of the community sector?
Annex 1: Timeline of key events in the development of the Three Ones Annex 2: Key international commitments of relevance to the Three Ones Annex 3: References and resources Annex 4: Contacts
1 Pa r t A Coordinating with Communities
Abbreviations
Alliance AfriCASO CCM DFID IDU ICASO M&E MSM NGO PCB PLHIV STI UNAIDS UNGASS USAID International HIV/AIDS Alliance African Council of AIDS Service Organizations Country Coordinating Mechanism (of the Global Fund to Fight AIDS, Tuberculosis and Malaria) Department for International Development, UK Injecting drug user International Council of AIDS Service Organizations Monitoring and evaluation Men who have sex with men Non-governmental organisation UNAIDS Programme Coordinating Board People living with HIV Sexually transmitted infection Joint United Nations Programme on AIDS United Nations General Assembly United States Agency for International Development
Section 1: Introduction to guidelines

1.1 What are the aims of these guidelines?
These guidelines aim to increase and improve the active and meaningful involvement of the community sector in the development, implementation and monitoring of coordinated national AIDS responses. This includes involvement in the Three Ones principles1: One agreed HIV/AIDS Action Framework, One National AIDS Coordinating Authority, and One agreed country-level Monitoring and Evaluation System. These guidelines aim to provide practical options including standards, structures, processes and methods from which stakeholders can select those options that are most appropriate and useful to their own contexts. They promote a set of universal principles, such as human rights and gender equality, that are relevant to all countries and contexts. In particular, these guidelines are underpinned by the recognition that the Greater Involvement of People Living with or Affected by HIV/AIDS (GIPA) will provide for more effective national responses to HIV/AIDS. They also aim to support the idea that a greater degree of shared ownership of the response (among the community, private, and public sectors) is necessary to attain universal access to prevention, treatment, care and support.
1.2 Who are these guidelines for? BOX 1: Stakeholders

2 Pa r t A Coordinating with Communities These guidelines are focused on the community sector: non-governmental individuals or groups working with community members who are living with or highly affected by HIV and AIDS. They will be particularly useful for supporting the community sector itself, especially its networks and coordinating groups. However, they are also designed to be used by all stakeholders with a role to play in increasing the community sectors involvement in coordinated national responses to HIV and AIDS. [See Box 1]
Stakeholders are people, groups and institutions with a role to play in national responses to HIV/AIDS, such as:

In addition, these guidelines will be useful for other non-governmental sectors or broader civil society, such as labour, business, and academia. While not explicitly written for them, many of the steps and principles would be applicable in supporting their involvement. Diversity of the Community Sector. The term community sector covers a wide range and diversity of people, groups and institutions. The sector is not a single entity. Rather, it is a collection of different interests, opinions, capacities, resources and priorities involved in a variety of activities ranging from advocacy to service provision.
Community sector Government Multilateral and bilateral donors United Nations agencies Unions Media Corporate sector Private foundations Academic institutions
See Section 2.1 for more details on the Three Ones.
In each country, this sector needs to be defined according to the characteristics related to the epidemic and the conditions that make certain communities more affected by HIV and AIDS2.
In these guidelines, the community sector refers in particular to:
BOX 2: Key populations

Here, key populations refers to groups of people who are key to the dynamics of, and response to, HIV/AIDS. These populations include:

People living with HIV, their groups and networks Community networks and communitybased organisations, including those that involve or support key populations [See Box 2] Local, national and international non-governmental organisations AIDS service organisations Faith-based organisations NGO networks NGO support organisations
People living with HIV/AIDS Orphans and vulnerable children Women and girls Youth Sex workers Injecting drug users Men who have sex with men Transgenders Migrants Refugees Prisoners
1.3 How are these guidelines linked to the broader response to HIV and AIDS?
3 Pa r t A Coordinating with Communities The Three Ones principles were developed in the context of a growing recognition of two particular issues: HIV and AIDS is a world-wide emergency, and responses need to be better coordinated to be more effective. In many parts of the world, HIV epidemics are increasing dramatically, with an estimated 2.9 million AIDS deaths, 4.3 million new HIV infections and 39.5 million people living with HIV/AIDS in 2006 (UNAIDS, December 2006). Consequently, the commitments in the Declaration of Commitment on HIV/AIDS, made by governments in 2001, have been extended in 2006 by new commitments to scale up responses to achieve universal access to prevention, treatment, care and support by 20103. Meanwhile, the global response to the epidemic has benefited from greatly improved, if still insufficient, access to financial resources, owing to new or expanded funding from the Global Fund to Fight AIDS, Tuberculosis and Malaria, the World Bank, bilateral donors, and private-sector foundations. However, experience has shown that action on HIV/AIDS needs more than increased money and commitment. It also requires greater coordination among partners to ensure that resources are not wasted and actions are not duplicated. Such recognition draws on broader initiatives to achieve greater harmonisation in international development.
2 3
See Action Card See Annex 2
These initiatives include commitments by bilateral and multilateral agencies in 2003 and 2005, through the OECD/DAC Rome Declaration and the Paris Declaration, respectively, to follow principles of aid effectiveness with promises to simplify, harmonize and align their support to country-driven development strategies. For HIV/AIDS in particular, a set of recommendations was developed in 2005 by the Global Task Team on Improving AIDS Coordination Among Multilateral Institutions and International Donors, all within the framework of the Three Ones. These Coordinating with Communities guidelines seek to support efforts to ensure that such harmonisation and alignment processes and principles, and the Three Ones principles in particular, are implemented with the active and meaningful involvement of the community sector.
...the effective implementation of the Three Ones principles can be achieved only if the community sector is fully involved.

Participants at a community mobilization workshop, South Sudan. 2006 IHAA
1.4 How were these guidelines developed?

These guidelines were developed in response to requests from groups of people living with HIV/AIDS, community organisations, and groups and individuals from other sectors. These stakeholders recognised that the effective implementation of the Three Ones principles can be achieved only if the community sector is fully involved. This realisation prompted the need to offer guidance on how to go about fully involving the community sector. Partners. These guidelines were developed by the International Council of AIDS Service Organizations (ICASO), the African Council of AIDS Service Organizations (AfriCASO) and the International HIV/AIDS Alliance (the Alliance), with funding and support from the Joint United Nations Programme on AIDS (UNAIDS). They are based on the practical experiences of, and lessons learned by, these organisations, their partners, and many other members of the community sector throughout the world. Sources. These guidelines have been informed by a number of national, regional and international meetings and consultations held with the community sector on the Three Ones4.
See Annex 1 for a timeline of these events.
Community sector organisations and individuals have attempted for decades to achieve meaningful involvement. Therefore these guidelines rely on their documented experiences and good practice. They are also based on an extensive literature review, which included reports, tools and frameworks for community sector involvement in national, multisectoral initiatives. As such, they build on, and make reference to, a number of key resources. In particular, these include Guidelines for Improving CCMs Through Greater PLHIV Involvement and Challenging, Changing and Mobilising: A Guide to PLHIV Involvement in Country Coordinating Mechanisms invaluable materials developed by the Global Network of People Living with HIV/AIDS (GNP+) and the POLICY Project to support work in relation to the Global Fund to Fight AIDS, Tuberculosis and Malaria5. Review Process. Drafts of these guidelines were reviewed and enhanced by an international advisory committee, including representatives of people living with HIV, nongovernmental organisations and UNAIDS6. The guidelines also underwent a countrylevel field-testing process. This involved national community organisations facilitating workshops in Nigeria (JAAIDS), Ukraine (Alliance Ukraine), and Venezuela (ACCSI) to create action plans on effective community involvement in national frameworks, bodies, and M&E. They also reviewed the guidelines for appropriateness and applicability to country situations.
1.5 What do these guidelines contain and how can they be used?
The contents of these guidelines are outlined at the beginning of this document. Exactly how they are used will depend on the country in question. For example, their use will be affected by factors such as the current capacity of the community sectors organisations and networks, and the relationship between community groups and other stakeholders. However, in any country, these guidelines can be used as: 5
A tool to assess the current strengths and weaknesses of community sector involvement in all national AIDS coordinating bodies and processes. A tool to develop a multi-sectoral action plan to increase and improve community sector involvement in all national AIDS coordinating bodies and processes. A tool for advocating to improve and fund both community sector involvement in national AIDS coordinating bodies and processes and also commu nity sector networking and coordination. A basis for developing local or district-level guidelines on community sector involvement in AIDS coordinating bodies and processes.
The guidelines can be used by any stakeholder wishing to gain a deeper personal understanding of the issues. They can also be used as reference material to support meetings or workshops designed to review community involvement. Specific sections can be used to guide facilitators or organisations developing action plans. The various sections and cards can be used separately to help identify the steps and actions that might need to be taken to improve community sector involvement.
5 6
See Annex 3 for a full list of resources. See Acknowledgements.
Part A Coordinating with Communities
Section 2: Introduction to the Three Ones

[The] increase in resources and a corresponding increase in the number of actors at country level often overwhelm national efforts to coordinate an inclusive and multisectoral response based on national priorities. The result is vertical and piecemeal actions against AIDS that are often duplicative and rarely sustainable.7
Beneficiaries of Projet Orange, Burkina Faso
Following consultations in 2003 with African governments, multilateral and bilateral agencies, and a number of other stakeholders, a set of three key principles the Three Ones were developed. These principles apply to all stakeholders with the aim of strengthening coordination of national responses to HIV/AIDS. They encourage each country to have:
1. One agreed HIV/AIDS Action Framework that provides the basis
for coordinating the work of all partners.

2. One National AIDS Coordinating Authority, with a broad-based
multi-sectoral mandate.
3. One agreed country-level Monitoring and Evaluation System.
In April 2004, at the High-Level Meeting Consultation on Harmonisation of International AIDS Funding in Washington DC, USA, bilateral and multilateral agencies, meeting with national leaders, agreed to apply the Three Ones principles at the country level and tasked UNAIDS to act as coordinator and watchdog. Approaches for implementing the Three Ones principles have subsequently been developed through a series of national, regional and international consultations. These have included multi-sectoral consultations and information-gathering exercises coordinated by UNAIDS8.
7 8
UNAIDS, The Three Ones Key Principles, 2004. See Annex 1 for a timeline of key events.
The myriad of epidemiological, political, economic and social situations in countries rules out the production of a standardized blueprint or prescription for adherence to the Three Ones. Nonetheless, each of these three pillars is built by a set of principles for national authorities and their partners to follow. These principles are offered to countries as a basis for optimizing roles and relationships in the fight against HIV/AIDS.
The Three Ones key principles include:

I. One agreed AIDS action framework that forms the basis for coordinating the work of all partners An agreed, common AIDS action framework is a basic element for coordination across partnerships and funding mechanisms, and for the effective functioning of a national AIDS coordinating authority. Such a framework requires:
Clear priorities for resource allocation and accountability, making it possible to link priorities, resource flows and outcomes/results. Milestones and targets for reaching universal access to prevention, treatment, care and support. Regular joint reviews and consultations on progress that include all partners. Encouragement to the community sector, the private sector and other civil society partners to take on larger roles in service delivery. Commitment by external support agencies to coordinate within the AIDS action framework in a way that is consistent with their own mandates. Part A Coordinating with Communities Links with poverty-reduction and development frameworks, as well as associated partnership arrangements. 7
Villagers welcome a mobile testing team, Zambia
II.
One national AIDS coordinating authority with a broad-based multi-sector mandate Convening all partners around one common action framework requires a national coordinating authority. The legitimacy and effectiveness of such an authority is dependent on the following principles:
Legal status and a formal mandate that reflects national ownership, broad and inclusive membership and clear lines of authority and accountability. A clearly defined role to coordinate the development, implementation, monitoring and evaluation of the national AIDS action framework in an accountable and transparent manner. This includes coordinating requests for financing according to agreed national priorities to achieve universal access, while leaving financial management and implementation to other entities. Democratic oversight by legislative authorities, including regular information sharing and reporting. Commitment to an inclusive national AIDS response that welcomes the full participation of the community sector, especially people living with HIV, the private sector and other civil society organisations, and recognises the man dates and contributions of partnership and funding mechanisms. Acceptance and respect by all stakeholders for the national AIDS action framework and the leadership role of the national AIDS coordinating authority as the basis for cooperation that will enhance rather than constrain their efforts. Establishment of a broad-based national partnership forum that bridges the policy and umbrella functions of the national AIDS coordinating authority and the actual implementation of the AIDS action framework.
III. One agreed monitoring and evaluation system The absence of an operational common monitoring and evaluation system in most countries has hampered efforts to maximise existing capacity for quality assurance, national oversight and informed policy adaptation. As a result, countries and their supporters may misjudge national priorities and not be able to properly review performance and achievements in moving towards universal access. Principles to forge stronger national monitoring and evaluation frame works include:
Global-level alignment of monitoring and evaluation needs around the indicators linked to the United Nations Declaration of Commitment on HIV/AIDS and additional core elements that emphasise performance and accountability. Agreement among stakeholders for a core national monitoring and evaluation system that provides high-quality data for analysing country performance on the national AIDS action framework. National and external investment in building essential human capacity and infrastructure to meet national monitoring and evaluation needs9.
UNAIDS, The Three Ones Key Principles, 2004.
Section 3: Introduction to the community sector and the Three Ones
The Theni District Positive Network meets for discussion, sharing, and support, India
3.1. How is the community sector linked to the Three Ones principles?
Part A Coordinating with Communities Community sector involvement in the initial development of the Three Ones, including the design of the principles, was limited. Over time, however, the community sector has gradually become more engaged, although experiences of the implementation of the Three Ones have been mixed. In some contexts, the principles have encouraged action to ensure that the sector is increasingly involved and respected as a full partner. However, in many other contexts, the sector remains an outsider or has been co-opted as an extension of government and excluded from decision making. In some countries this has resulted in an increased centralisation of funds and power within government, undermining the Three Ones principles, which are designed to achieve greater coordination and partnership. For many in the community sector, the Three Ones principles have the potential to offer many opportunities to support decades of work on strengthening involvement, if implemented correctly. These include the chance to have greater influence on national action on HIV and AIDS and to strengthen systems that ensure more effective community sector representation. For others, however, the principles are surrounded by much confusion. What do they mean exactly? How can they be put into practice? How can they improve the response to HIV and AIDS and the support to communities? Many in the sector have also experienced problems resulting from coordination approaches that are not in line with the key principles. [See Box 3] 9
BOX 3: Opportunities and threats arising from the Three Ones for the community sector
Opportunities if implemented in line with the principles
Highlighting the unique strengths of the
Threats if not implemented in line with the principles

Limiting the independence of the community
community sector and its vital contribution to responses to HIV/AIDS.

Providing an advocacy tool for the full
sector and its watchdog role.

Using the community sectors diversity as
a means or excuse to limit its involvement.

Contributing to national HIV/AIDS responses
involvement of the community sector in managing national action on HIV/AIDS, and for more resources for the sector, particularly its coordination activities.
Promoting Action Frameworks that are
being solely owned or dominated by the public sector.

Creating a monster, with one Coordinating
based on real needs, particularly those of marginalised groups.

Encouraging governments to meet the
Authority being too large to function and leaving the community sector voiceless and the government the main channel for funding.
Encouraging a work pace that denies
targets of international agreements that are supported by the community sector.

Enabling the community sector to more
the community sector time to consult its constituents.

Leading to token involvement, with
quickly scale up its efforts (by influencing national plans and accessing global lessons and resources).
Giving the community sector added
community representatives only used for show.

Highlighting challenges about community
incentive to develop stronger and more democratic systems of representation.

Providing a forum to address blockages
sector representation, such as selection processes where donors and governments choose representatives.
Limiting monitoring and evaluation to offi-
to effective community sector action on HIV/AIDS, such as funding bottlenecks.

Ensuring that capacity building for the
community sector meets their needs and is provided more systematically.

Addressing the disconnect in Monitoring
cial quantitative data and neglecting communities quantitative and qualitative results. Also, leading to community groups having to report on both standardised indicators and those of individual donors systems.
and Evaluation (with different national and community systems), increasing the acceptance of quantitative and qualitative community data and improving the consistency of communities monitoring.
(Source: Adapted from Discussion Paper: Civil Society and the Three Ones, International Council of AIDS Service Organizations and the International HIV/AIDS Alliance.)
These guidelines aim to enable the community sector to manage the threats posed by implementation of coordination approaches that are not in line with the Three Ones principles. They also aim to enable the community sector to make the most of the benefits that effective and proper implementation can bring, both to its own members and to a countrys overall response to HIV and AIDS.
3.2 Why should the community sector be involved?

The community sector is closest to the action in responding to HIV and AIDS. All too often, its people and groups are the glue that hold responses to local epidemics together providing the day-to-day support that prevents HIV infections, cares for those living with AIDS, and mobilises individual responses. As such, the community sectors involvement in the implementation of the Three Ones principles is vital. Its contribution can help ensure that one agreed HIV/AIDS Action Framework, one National AIDS Coordinating Authority and one agreed country-level Monitoring and Evaluation System are developed and implemented more effectively and efficiently. [See Box 4]
Box 4: Benefits of community sector involvement for national responses to HIV/AIDS

Community sector involvement can help ensure that national responses are:
Based on real needs and strategically focused: The community sector understands the
needs of people most affected. Its hands-on work and technical knowledge are instrumental in identifying the services and support that will make a difference. In particular, the sector has strong links with, and includes, marginalised groups that are key to the dynamics of HIV and AIDS and that other sectors are often unable or unwilling to reach effectively.
Far-reaching, flexible and responsive to crises: The community sector can often reach
Creative and effective: The community sector has developed ground-breaking and risk-
taking responses to HIV/AIDS, often in difficult environments and with few resources. Many of these have been carefully monitored and improved over the years and are now recognised as global good practice.
Non-stigmatising or discriminatory: The community sector is best placed to mobilise
action against stigmatising attitudes and behaviours by tackling the root causes within communities. It is also often willing to identify and challenge discriminatory practices and policies.
Rights-based: The community sector has been at the forefront of promoting rights-
based approaches to HIV/AIDS that, in particular, respect and protect people living with HIV/AIDS and other marginalised groups.
and engage a broad range of individuals, groups and communities, including those in remote areas and those that are not usually involved in HIV/AIDS work. As such, it can recognise and respond rapidly to changes in local environments and epidemics and can adapt its approaches and priorities accordingly. It is also often able to maintain action within extreme situations, such as war, where official government activities may not be possible.
11
Box 4 continued... Participatory: The community sector has pioneered empowering approaches to
HIV/AIDS that encourage the participation of a broad range of individuals, groups and institutions in all stages and levels of responses.
Accountable and transparent: The community sector has increasing experience of using
systems to ensure the ethics and accountability of its work and also of playing a watchdog role, holding other sectors to account for their actions.
Cost-efficient: The community sector is accustomed to making the most of limited fund-
ing and developing cost-effective approaches that maximise and complement existing local resources.
Image 1: sex worker, India. 2006 Shailaja Jathi, Image 2: HIV/AIDS educator demonstrates condom usage, Mozambique Image 3: The ACER project engaging communities in roll-out of services, Zambia. 2006 IHAA
3.3 What is meant by the active and meaningful involvement of the community sector?
The active and meaningful involvement of the community sector in national coordinating bodies and processes is characterized by a set of specific features. (More details are provided in Part B of these guidelines.) In summary, all sectors are required to:

View participation as a right, which also entails responsibilities. Be able to participate safely and legally. Have enough representatives and influence at all levels and in all relevant bodies and processes. Have balanced, broad-based representation. Have effective and resourced coordination within their own sectors. Be able to access adequate information and technical support. Work professionally, fostering a culture of equity and transparency. Maintain their independence and perform a watchdog role over other sectors. Work according to their sectors good practice. Work at an efficient, but realistic pace. Work towards international commitments on HIV/AIDS and development. Take shared ownership, responsibility and commitment.
3.4 What can all stakeholders do to support the active and meaningful involvement of the community sector?
All stakeholders can play a role in supporting the active and meaningful involvement of the community sector. [See Box 5]
Box 5: Examples of support for community sector involvement in the Three Ones
Government
Being committed to
Donors/UN
Providing funding for
Comminity Sector
Being open to genuine,
genuine, multi-sectoral collaboration that is based on sharing power and resources.

Building understanding
community sector nvolvement that includes: - Building representatives capacity. - Strengthening networks. - Carrying out consultation and communication activities.
Providing support to
multi-sectoral collaboration, even if it involves compromises.

Being prepared to take a
among officials about the community sectors role, principles, diversity and ways of working.
Analysing and maximising
leadership role in national groups, rather than acting only as a participant.

Being honest about
the contributions that all stakeholders, including the community sector, can make to national, multi-sectoral groups.
Appreciating the unique,
build consensus within the community sector, instead of engaging in fund and divide practices.
Implementing activities
capacity gaps and being committed to mobilising resources to address those gaps.
Getting its own house in
hands-on work of communities, such as qualitative monitoring and service delivery to marginalised groups.
Allowing the community
Being prepared to work
Being open to changing
sector to develop its networks legally and freely and to play the role of independent watchdog.
Supporting capacity
their own practices (e.g., by respecting the agreed M&E system and not asking groups to report on additional indicators).
Influencing the government
transparently (e.g., by contributing monitoring information to a national database).

Being committed to con-
sensus building, both within the community sector and with other sectors.
Balancing the complex
building of the community sector by channelling funding and expertise.
to address blockages for the community sector, such as bottlenecks in funding mechanisms.
dynamics of being part of national coordination processes and of playing an external watchdog role.
accessible to the entire community sector by offering them in local languages and using participatory tools.
order, such as strengthening democratic systems to select representatives.
13
A drama group performs an HIV education play at a marketplace, Zambia
To make involvement a reality, each sector can take specific actions within national coordination processes and in relation to each of the Three Ones principles. These actions are outlined in Part B of these guidelines. The community sector and others can also take specific actions to create an enabling environment and build the capacity for involvement. It should be stressed that the degree to which these actions are possible and useful will vary from country to country. A number of critical actions are outlined in the Action Cards, included with these guidelines: Action Card Action Card Action Card Action Card Action Card Action Card Action Card Action Card Action Card Action Card Action Card Initiating action, defining the community sector, and building consensus Identifying roles, responsibilities and selection criteria for community sector representatives Selecting community sector representatives Assessing and building capacity to support community sector involvement Being effective community sector representatives and providing support for their role Raising funds for community sector involvement Advocating for community sector involvement Enhancing communication within the community sector Improving consultation within the community sector Working in partnership and building mutual understanding Scrutinising progress and being an independent watchdog
Annex 1: Timeline of key events in the development of the Three Ones

2003 Partners Meeting, International Conference on AIDS and STIs in Africa, Kenya, mobilised by UNAIDS and the UK Department for International Development. Involves officials from African nations, multilateral and bilateral agencies, NGOs and private sector. Consensus on three key principles to apply to all stakeholders in national responses to HIV/AIDS. UNAIDS proceeds by engaging with major donors to build greater awareness and commitment to the Three Ones. 2004 Consultation on Harmonisation of International AIDS Funding, Washington DC, co-hosted by UNAIDS, the UK Department for International Development and the United States. High-level meeting agrees on the basis of the Three Ones. Commitment paper lays out steps for bilateral and multilateral agencies to apply the principles at the country level and tasks UNAIDS as coordinator and watchdog. UNAIDS Programme Coordinating Board, Geneva, endorses the Three Ones. UNAIDS takes the initiative forward by mapping the status of harmonisation at the national level and identifying successful models; strengthening country ownership of the harmonisation agenda; providing support to coordinating mechanisms; and strengthening monitoring and reporting mechanisms. 2005 Making the Money Work meeting, London, co-hosted by UNAIDS and the governments of France, the United Kingdom and the United States. High-level meeting sets targets for the Three Ones and establishes Global Task Team to improve coordination among multilateral agencies and donors. Electronic consultation within the global community sector on the Three Ones, facilitated by the International Council of AIDS Service Organizations and the International HIV/AIDS Alliance. Discussion paper produced, highlighting opportunities, threats and actions related to the community sector. E-forum for the global community sector on the Three Ones, facilitated by UNAIDS. Involves input from 300 community sector stakeholders. Summary report produced, highlighting concerns for the community sector. Community sector focus group on the Three Ones, Geneva, facilitated by UNAIDS. Involves selection of international community stakeholders. Discusses how to put the principles into practice and ensure community involvement. Regional capacity building workshop on the Three Ones, Bamako, facilitated by the African Council of AIDS Service Organizations. Involves the community sector, national HIV/AIDS coordinating bodies and UNAIDS. Highlights policy and technical areas needing investment. Makes recommendations to UNAIDS. Community/public sector meeting on the Three Ones, Brazil, facilitated by UNAIDS and the International Centre for Technical Cooperation on HIV/AIDS. Involves joint government and community sector delegations, with participants from 14 countries in Africa, Asia and Latin America and the Caribbean. Identifies next steps for implementing the Three Ones at the national level. 2006 Regional workshop on the role of people living with HIV/AIDS and affected communities in the Three Ones, Moldova, facilitated by UNAIDS and the All-Ukrainian Network of People Living with HIV/AIDS. Involves people living with HIV/AIDS and coordinating bodies from 14 Eastern European and Central Asian countries. Identifies action steps to put the Three Ones into practice. Pilot country workshops, facilitated by national community organisations in Nigeria (JAAIDS), Ukraine (Alliance Ukraine), and Venezuela (ACCSI). National community organisations, with the participation of the UN and government representatives, come together and use the draft of the guidelines as a reference to create action plans on effective community involvement in national frameworks, bodies, and M&E. They also review the guidelines for appropriateness and applicability to country situations.
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Annex 2: Key international commitments of relevance to the Three Ones

Greater Involvement of People Living with or Affected by HIV/AIDS (GIPA) Principle The Paris Declaration, also known as the Declaration on the Greater Involvement of People Living with or Affected by HIV/AIDS (GIPA), was signed in Paris, France, on December 1, 1994. It involved 42 countries declaring that people living with HIV/AIDS are central to ethical and effective responses to the epidemic. It also involved commitments to strengthening the capacity and coordination of community organisations and networks of people living with HIV/AIDS and ensuring their full involvement in action at national, regional and global levels in order to stimulate the creation of supportive political, legal and social environments, among other actions. Full text available from: The European Coalition of Positive People E-mail: office@ecpp.co.uk Website: www.ecpp.co.uk Declaration of Commitment from the United Nations General Assembly Special Session on AIDS The Declaration of Commitment was developed by heads of state and government representatives at the June 2001 United Nations General Assembly Special Session dedicated to HIV/AIDS. It recognises that the AIDS epidemic is a global crisis and provides a powerful tool to help guide and secure action, commitment, support and resources for the response. It contains 103 commitments in relation to leadership; prevention; care, support and treatment; HIV/AIDS and human rights; reducing vulnerability; children orphaned and made vulnerable by HIV/AIDS; alleviating social and economic impacts; research and development; HIV/AIDS in conflict regions and disaster-affected regions; resources; and follow-up. Latest report available from: UNAIDS E-mail: unaids@unaids.org Website: www.unaids.org

Rome Declaration on Harmonization The Rome Declaration on Harmonization resulted from a meeting of heads of multilateral and bilateral development and financial institutions, and partner countries who gathered in Rome, Italy, in February 2003. This represented an international effort to harmonize the operational policies, procedures, and practices of these institutions with those of partner country systems to improve the effectiveness of development assistance, and thereby contribute to meeting the Millennium Development Goals (MDGs). Final report available from: OECD Website: www.oecd.org Paris Declaration on Aid Effectiveness The Paris Declaration on Aid Effectiveness resulted from a meeting of Ministers of developed and developing countries responsible for promoting development and heads of multilateral and bilateral development institutions, in Paris in March 2005. They agreed to take far-reaching and monitorable actions to reform the way they deliver and manage aid. This included committing to and setting out indicators of progress towards 2010 targets on national ownership, donor harmonisation, managing resources, and mutual accountability. Final report available from: OECD Website: www.oecd.org
Global Task Team on Improving AIDS Coordination Among Multilateral Institutions and International Donors (GTT) The GTT was facilitated by UNAIDS and aimed to improve coordination among multilateral agencies and international donors responding to HIV/AIDS. It involved two rounds of meetings during MayJune 2005, culminating in a set of recommendations designed to support the stream- lining, simplification and further harmonisation of procedures and practices to improve the effectiveness of country-led responses. The recommendations outline the accountable institutions and timelines and cover four main areas: 1. Empowering inclusive national leadership and ownership. 2. Alignment and harmonisation. 3. Reform for a more effective multilateral response. 4. Accountability and oversight. Final report available from: UNAIDS E-mail: unaids@unaids.org Website: www.unaids.org UN General Assembly Political Declaration on HIV/AIDS The Political Declaration on HIV/AIDS was adopted at the 87th Plenary Meeting of the General Assembly in June 2006. It was the outcome of a review of the progress in implementing the targets set out in the Declaration of Commitment on HIV/AIDS, and of a High-Level Meeting. Member governments made a series of commitments to respond to HIV/AIDS more effectively, and to scale up to achieve universal access to comprehensive prevention programmes, treatment, care and support by 2010. Full text available from: UNAIDS E-mail: unaids@unaids.org Website: www.unaids.org The Universal Declaration of Human Rights The Declaration was adopted and proclaimed by the General Assembly of the United Nations on December 10, 1948. It focuses on 30 Articles committed to promoting and protecting the full range of human rights that belong equally to every person, such as the right to freedom from discrimination; life and liberty; equality before the law; freedom of opinion and information; and participation in cultural life and community. Full text available from: Office of the United Nations High Commissioner for Human Rights E-mail: publications@ohchr.org Website: www.ohchr.org

Millennium Development Goals (MDGs) The Goals were agreed on by world leaders in September 2000 at the United Nations Millennium Summit and offer time-bound and measurable agreements, from halving extreme poverty to halting the spread of HIV/AIDS and providing universal primary education, all by the target date of 2015. The eight Goals form a blueprint for action by countries and leading development institutions: 1. Eradicate extreme hunger and poverty. 2. Achieve universal primary education. 3. Promote gender equality and empower women. 4. Reduce child mortality. 5. Improve maternal health. 6. Combat HIV/AIDS, malaria and other diseases. 7. Ensure environmental sustainability. 8. Develop a global partnership for development. Latest report available from: United Nations Website: www.un.org Code of Good Practice for NGOs Responding to HIV/AIDS The Code was published in 2004 as a joint initiative by ActionAid International; CARE USA; Global Health Council; Global Network of People Living with HIV; Grupo Pela Vidda; Hong Kong AIDS Foundation; International Council of AIDS Service Organisations; International Federation of Red Cross and Red Crescent Societies; International Harm Reduction Association; International HIV/AIDS Alliance; and the World Council of Churches. The Code provides guidelines for organisational planning; programme development, implementation, and evaluation; advocacy efforts; and resource allocation. It focuses on key principles and practices that underscore high quality, cohesive and accountable NGO responses to HIV/AIDS and renews the voice of NGOs by encouraging commitment to a shared vision of good practice. Full text available from: Oxfam Publishing Website: http://www.ifrc.org
Annex 3: References and resources

The following key references informed the development of these guidelines: Three Ones Key Principles, UNAIDS, April 2004 Description: Summary report of what is meant by the Three Ones and some of the key characteristics of each principle. Languages: English, French, Russian, Spanish E-mail: unaids@unaids.org Website: www.unaids.org Discussion Paper: Civil Society and the Three Ones, International HIV/AIDS Alliance and International Council of AIDS Service Organizations, May 2005 Description: Discussion paper on issues and questions arising about the Three Ones, based on practical experiences and strategic discussion within the community sector. Languages: English, French, Spanish, Russian E-mail: icaso@icaso.org Website: www.icaso.org The Three Ones: Can they Work for HIV Positive Women?, International Community of Women Living with HIV, 2005 Description: Paper on the advantages and challenges of the Three Ones for women living with HIV/AIDS Language: English E-mail: info@icw.org Website: http://www.icw.org Challenging, Changing and Mobilising: A Guide to PLHIV Involvement in Country Coordinating Mechanisms and Guidelines for Improving CCMs Through Greater PLHIV Involvement, Global Network of People Living with HIV/AIDS and POLICY Project, 2005 Description: Handbook to increase the involvement of people living with HIV/AIDS in Country Coordinating Mechanisms of the Global Fund to Fight AIDS, Tuberculosis and Malaria, including policies and processes for all stakeholders. Also guidelines on involvement, highlighting issues raised in the handbook and for use in advocacy work with HIV/AIDS bodies, donors and partners. Language: English E-mail: infognp@gnpplus.net Website: www.gnpplus.net Renewing Our Voice: Code of Good Practice for NGOs Responding to HIV/AIDS, The NGO HIV/AIDS Code of Good Practice Project, Oxfam Publishing, December 2004 Description: Code resulting from a joint initiative of 11 national and international NGOs, focusing on key principles and practices that underscore high-quality, cohesive and accountable NGO responses to HIV/AIDS and renewing the voice of NGOs by encouraging commitment to a shared vision of good practice. Language: English E-mail: publish@oxfam.org.uk Website: www.publications.oxfam.org Summary of E-Forum on Civil Society and the Three Ones, UNAIDS, May 2005 Description: Summary of the findings of an e-forum facilitated by UNAIDS about the community sector and the Three Ones. Language: English E-mail: unaids@unaids.org Website: www.unaids.org
The Three Ones in Action: Where We Are and Where We Go from Here, UNAIDS, May 2005 Description: Report on progress in applying the Three Ones principles, identifying the challenges ahead and the opportunities for overcoming them. Languages: English, Spanish, French E-mail: unaids@unaids.org Website: www.unaids.org HIV/AIDS NGO Support Toolkit: Version 3, International HIV/AIDS Alliance Description: Electronic toolkit on NGO support, divided into seven sections: NGO support programmes; strategic planning; partner and project selection; technical support; institutional change; monitoring and evaluation; and NGO support programme management. Includes: Advocacy in Action, 2002 Raising Funds and Mobilising Resources for HIV/AIDS Work: A Toolkit to Support NGOs/CBOs. 2003 Language: English E-mail: info@aidsalliance.org Website: www.ngosupport.net
The following reference materials were also reviewed during the development of these guidelines: Three Ones Civil Society and the Three Ones: Supporting Implementation, notes of the civil society focus group meeting (June 2005). Vietnam Three Ones Country Mission, Executive Summary, UNAIDS. Putting the Three Ones to Work: National AIDS Commissions, The Futures Group, February 2005. Coordination of National Response to HIV/AIDS: Guiding Principles for National Authorities and their Partners, process notes, UNAIDS, April 2004. Exceptional Action, National Ownership and Accountability, process notes, UNAIDS, April 2004. Consultation on Harmonisation of International AIDS Funding: End of Meeting Agreement, UNAIDS, April 2004. Making the Money Work: Communiqu from the High-Level Meeting, March 2005 Clearing the Common Ground for the Three Ones: Report of a Consultation Process, UNAIDS, April 2004. Progress on the Three Ones, Agenda item 5.2 of the 16th Programme Coordinating Board, UNAIDS, Jamaica, December 2004. Speech to the 16th Meeting of the UNAIDS Programme Coordinating Board, Peter Piot, UNAIDS, December 2004. Summary of ICASOs Interventions at the Three Ones Meeting, Washington DC, International Council of AIDS Service Organisations, April 2004. The Three Ones: Driving Concerted Action on AIDS at Country Level, UNAIDS, 2004. Declaration of Commitment/Universal Access Monitoring the Declaration of Commitment on HIV/AIDS: Guidelines on Construction of Core Indicators, UNAIDS, July 2005. Progress Made in the Implementation of the Declaration of Commitment on HIV/AIDS: Report of the Secretary General, United Nations General Assembly, April 2005. In-Country Monitoring of the Implementation of the Declaration of Commitment Adopted at the UN General Assembly Special Session on HIV/AIDS: A Four Country Pilot Study, International Council of AIDS Service Organisations, June 2004.
One-Pager Update for PCB NGO Delegates and Alternates on UNGASS Indicators, UNAIDS, 2004. Bottom Line Issues and Recommendations on Draft UNAIDS Paper on Universal Access, civil society delegation to the Global Steering Committee on universal access, March 2006. Global Fund for AIDS , TB and Malaria Global Fund Proposal Development: A Philippines Experience, International HIV/AIDS Alliance, March 2004. Civil Society Participation in Global Fund Governance: Recommendations and Actionable Items, working paper, International Centre for Research on Women, April 2005. Revised Guidelines on the Purpose, Structure and Composition of Country Coordinating Mechanisms and Requirements for Grant Eligibility, Global Fund to Fight AIDS, Tuberculosis and Malaria. Report on Workshop for Strengthening CCMs as Public-Private Partnerships, Zambia, Global Fund to Fight AIDS, Tuberculosis and Malaria, March 2005. Report on Workshop for Strengthening CCMs as Public-Private Partnerships, India, Global Fund to Fight AIDS, Tuberculosis and Malaria, March 2005. NGO Participation in the Global Fund: A Review Paper, International HIV/AIDS Alliance, October 2002. NGO Perspectives on the Global Fund, International Council of AIDS Service Organisations, June 2004. Towards a Comprehensive Approach to Technical Assistance for the Global Fund, International HIV/AIDS Alliance, June 2004. NGO Support Strengthening Civil Society Organisations Use of and Access to International AIDS Funding, background paper for the International HIV/AIDS Alliance, February 2005. CBO/NGO Support: The Role and Added Value of NGO-Based CBO/NGO Support Providers in the Response to HIV and AIDS in Southern and Eastern Africa, Southern African AIDS Trust and International HIV/AIDS Alliance, September 2004. (Draft) Global Support Programme: Making International HIV/AIDS Funding to Civil Society Organisations Work More Effectively, International HIV/AIDS Alliance, January 2005. Meeting the Challenges of Providing Financial and Technical Support to NGOs and CBOs in the Context of Increased Funding, presentation to XV International AIDS Conference, International HIV/AIDS Alliance, July 2004. Summary: Study of Factors Influencing Support Systems for NGOs/CBOs Responding to HIV/AIDS in Brazil, International HIV/AIDS Alliance, 2003. Summary: Study of Factors Influencing Support Systems for NGOs/CBOs Responding to HIV/AIDS in Zambia, International HIV/AIDS Alliance, 2003.
Annex 4: Contacts
The following organisations can provide information and support in relation to community sector involvement and/or the Three Ones:
International Council of AIDS Service Organizations (ICASO) Address: 65 Wellesley St E, Suite 403, Toronto, Ontario,
M4Y 1G7, Canada Telephone: + (1-416) 921 0018 Website: www.icaso.org E-mail: icaso@icaso.org
African Council of AIDS Service Organizations (AfriCASO) Address: 9513, Sacr-Coeur 3, Dakar, Senegal Telephone: + (221) 867 35 33 Website: www.africao.net E-mail: africaso@africaso.net
International HIV/AIDS Alliance (the Alliance) Address: Queensberry House, 104-106 Queens Road, Brighton
BN1 3XF, UK
Telephone: + 44 (0)1273 718 900 Website: www.aidsalliance.org E-mail: info@aidsalliance.org
Global Network of People Living with HIV/AIDS (GNP+)
Address: PO Box 11726, 1001 GS Amsterdam, The Netherlands Telephone: + 31 20 423 4224 Website: www.gnpplus.net E-mail: infognp@gnpplus.net
International Community of Women Living with HIV/AIDS (ICW) Address: Unit 6, Building 1, Canonbury Yard, 190a New North Road, London N1 7BJ, UK Telephone: + 44 20 7704 0606 Website: www.icw.org E-mail: info@icw.org
United Nations Joint Programme on AIDS (UNAIDS) Address: 20 Avenue Appia, CH-1211 Geneva 27, Switzerland Telephone: +41.22.791.3666 Website: www.unaids.org E-mail: unaids@unaids.org
ICASO International Council of AIDS Service Organizations

International Secretariat 65 Wellesley Street E., Suite 403 Toronto, Ontario, Canada M4Y 1G7 t: +1 416 921 0018 f: +1 416 921 9979 icaso@icaso.org www.icaso.org
P R I N T W O R K S
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Taking action to Involve Communities

Part B: Taking action to involve communities
Part B outlines what is meant by the active and meaningful involvement of the community sector in national coordinating bodies and processes, including the one agreed HIV/AIDS Action Framework, the AIDS Coordinating Authority, and Monitoring and Evaluation System. It also provides information and offers choices about steps to put active and meaningful involvement into practice, in line with the Three Ones principles, It covers each of these steps one by one. However, the information can be used flexibly, depending on the situation and resources that are available in each country. The Action Cards that accompany these guidelines are referenced throughout and should be used to assist in developing more specific action plans on certain key steps.
Outline of Contents
Taking action to support the active and meaningful involvement of the community sector
1 1 3 5 6 7 8 8 10 10 12
1.1 How can the active and meaningful involvement of the community sector be depicted? 1.2 What steps can we take to support the community sectors active and meaningful involvement? 1.2.1. Developing terms of reference 1.2.2. Selecting representatives 1.2.3. Providing induction for members 1.2.4. Raising awareness 1.2.5. Building effective relationships 1.2.6. Engaging in joint decision making 1.2.7. Supporting decisions and actions 1.2.8. Monitoring and reviewing
Copyright 2007 by the International Council of AIDS Service Organizations, the African Council of AIDS Service Organizations, and the International HIV/AIDS Alliance. Photos: Gideon Mendel for the International HIV/AIDS Alliance, 2004.
Taking action to support the active and meaningful involvement of the community sector
1.1. How can the active and meaningful involvement of the community sector be depicted?
The community sectors involvement in national coordination of HIV/AIDS is threefold:
1. Within coordination structures and systems (influencing stakeholders,
making decisions, etc.).

2. Linked to coordination structures (receiving resources, implementing
projects, etc.).
3. External to coordination structures and systems (acting as an independent
watchdog, advocating for change, etc.). The community sector can and must try to play all of these roles, requiring support to build its own capacity, leadership and coordination. The ideal active and meaningful involvement of the community sector has a number of common characteristics within national coordination bodies and processes, such as AIDS Authorities, Action Frameworks and M&E Systems.
Characteristics of the ideal involvement of the community sector

To support community sector involvement, all stakeholders including government and donors, and the community sector itself need to:
View active involvement as a right, which also entails responsibilities. Be able to participate safely and legally. For example, the community should be able to work with marginalised groups (such as people living with HIV, injecting drug users, and sex workers) and be able to do so without the fear of stigma, persecution or breaches of confidentiality. For example, selection should be based on open and democratic criteria and processes agreed within the community sector.
1 Part B Coordinating with Communities
Be able to select their own representatives.
Have enough representatives and influence in all relevant levels, groups and processes.
For example, the community sector should be able to provide a team of people with the resources, time, skills and enthusiasm to ensure attendance at all key meetings. Moreover, the sector should be able to hold lead positions (such as chairs of committees) and be involved in all steps (from needs assessment to evaluation). For example, community representatives should reflect the diverse range of people and groups in the sector, including those that are marginalised. The community sector should also put in place democratic processes that facilitate a diversity of representation (e.g., rotational systems). For example, the community sector should have strong, effective and funded networks that enable it to coordinate its work. For example, community sector representatives should be offered training (e.g., in strategic planning) and support for succession planning (e.g., skills building for future leaders and their participation in activities). For example, community representatives should follow the rules of formal meetings, and governments should consider data from NGOs with the same value as they do to their own. Governments should also be honest about when communities can or cannot have genuine influence, and donors should be open to criticism about how they work. For example, government should commit to ensuring that community sector inputs are recorded and considered on an equal level as those of other stakeholders in the decisionmaking process. For example, the community sector should be prepared to be held accountable for the results of collaborative processes they agree to and to promote those results among their constituents. For example, members of the community sector should be able to meet together separately so that they can evaluate the performance of the government and others. This would include having access to relevant information (e.g., national AIDS budgets and records).
Have balanced, broad-based representation based on constituencies, not individuals.
Have effective and resourced coordination within their own sector.
Be able to access adequate information and financial and technical support.
Work professionally, fostering a culture of equity and transparency.
Involvement results in influence over decisions.
Take shared ownership, responsibility and commitment.
Maintain their independence and perform a watchdog role over other sectors.
Work according to their sectors good practice.
For example, the community sector could follow the Code of Good Practice for NGOs Responding to HIV/AIDS, and multilaterals and donors should follow the recommendations of the Global Task Team1. For example, governments should facilitate processes that allow the community sector to be involved in forward planning, and its representatives should regularly consult with their broader constituencies. These commitments include the Greater Involvement of People Living with HIV/AIDS, the UNGASS Declaration of Commitment on AIDS, Universal Access, and the Millennium Development Goals2.
Work at an efficient, but realistic pace.
Work towards international commitments on HIV/AIDS and development.
1.2. What steps can we take to support the community sectors active and meaningful involvement?
These guidelines focus on how to use these ideals as a goal, while it is recognised that the degree to which these ideals can be achieved will vary greatly from country to country. Achieving these ideals will be influenced by numerous factors, including the degree to which:
In any context, increasing and improving the involvement of the community sector in all national AIDS coordinating bodies and processes (e.g., joint reviews of the AIDS response or development of national core indicators) can involve a number of key steps. These include:
1.2.1 1.2.2 1.2.3 1.2.4 Developing terms of reference Selecting representatives Providing induction for members Raising awareness 1.2.5 1.2.6 1.2.7 1.2.8 Building effective relationships Engaging in joint decision making Supporting decisions and actions Monitoring and reviewing
1 2
See Annex 2 See Annex 2
Part B Coordinating with Communities
governments and donors are prepared to accept that the community sector has an equal place at the table; the community sector has an effective network and leadership; organisations working with marginalised groups can operate freely; the community sector is prepared to be involved in multi-sectoral work.
Case study: Supportive environment for diverse community sector input in Brazil
Brazils response to HIV/AIDS has benefited from consistent action from the community sector and the highest levels of government. This has translated into a strong National AIDS Programme with the authority, mandate and resources to coordinate and manage the entire national response. Supporting the Programme are several mechanisms that ensure the involvement of all relevant stakeholders:
The National AIDS Commission: a forum of government ministries, universities, churches,
researchers, enterprises, non-governmental organisations and grassroots groups.

The Articulating Commission for Social Movements: a forum for the community sector
that includes groups representing people living with HIV/AIDS, ethnic groups, women, men who have sex with men, transgenders, drug users, and young people.
Forum for state and local government authorities. Expert advisory committees to provide guidance on prevention, support for people living
with HIV/AIDS, vaccine research and media relations.

UN Expanded Theme Group on HIV/AIDS, with representation from government,
UN agencies, bilateral and multilateral donors and the community sector.

The National Business Council on AIDS.
(Source: Adapted from The Three Ones in Action: Where We Are and Where We Go From Here, UNAIDS, May 2005).
HIV/AIDS educator demonstrates condom usage, Mozambique
1.2.1. Developing terms of reference
All stakeholders, including the community sector, should be involved in defining and agreeing on the terms of reference for each coordinating body or process, including any working groups.
[See Box 6]
Box 6: Terms of reference

Subject
The coordinating body, process or group
Examples of issues to be covered

Scope: aims; objectives; remit (focus on coordinating, not controlling,
the response to HIV/AIDS; monitoring ministry budgets); key responsibilities; monitoring indicators; relationship to other key bodies or processes (e.g. the Ministry of Health, the CCM for the Global Fund to Fight AIDS, Tuberculosis and Malaria, and the monitoring framework of broader development programmes).
Governance and legal framework: who will govern the body or
process; how the chairs and vice-chairs will be selected; how the body or process will be reflected in legal texts.
Working practices: important principles (gender equality, GIPA);
The members and participants of the coordinating body or process
Representation: which sectors will be involved; how many represen-
tatives will be allowed for each sector; when and how the selection process will take place (how it will be openly publicised), who will select these representatives; how long they will serve or be involved; how representation will be reflected in legal texts.
Roles and responsibilities: what representatives will be expected
to do both generally (ensuring that the body or process works efficiently and transparently) and in relation to their own sectors (consulting with constituents on key decisions). The secretariat of the coordinating body or process
Roles and responsibilities: the secretariats role; what the secretariat
may or may not take decisions on; how the secretariat relates to the committee chairs; how the secretariat will work and share information with all members and participants, including the representatives of the community sector.
Administrative practices: what logistical processes will be followed
(giving adequate advance notice for meetings and taking minutes); how key staff (e.g., community sector liaison officer) will be recruited; how the secretariat will communicate with all stakeholders, including the community sector.
democratic processes (transparent voting procedures); practical issues (how meetings or consultations will be run, what tools will be used for collaborative decision making, how information will be communicated between members); management of conflicts of interest; and ways of holding members to account if they do not follow agreed procedures.
Donors commit to providing a package of financial support to ensure that all aspects of the terms of reference, including those related to the community sector, can be put into practice. The secretariat documents the terms of reference and makes them available to all key stakeholders, who then distribute them within their sectors.
They should ensure that the secretariat has sufficient resources to produce materials in local languages, or to undertake joint and open reviews.
For example, the community sector could share them via its networks and information channels (newsletters, websites) to build awareness and foster transparency3.
1.2.2. Selecting representatives
The coordinating body and members promote good practice procedures to select representatives for all aspects and levels of its work.
This key step includes promoting diversity among its multi-sectoral members (e.g., ensuring that some are from the local/district level). It aims to ensure that the members, as a whole, can provide a comprehensive range of high-quality input and expertise. This step might take the form of a public announcement about the renewal of the National Coordinating Authoritys membership, or of consultations for the development of a national action framework. The invitation is issued in a timely manner and through a transparent process (e.g., to all relevant community sector networks, rather than to a selected few). This includes outlining the personal attributes, professional experience and technical skills that are needed. [See Box 7] It also identifies the democratic and open processes that it will use to carry out its selection4. After having confirmed its choice with the selected representatives, the sector provides the secretariat with information about who they are, who they represent and how they were selected5. This can involve public announcements of the representatives.
The secretariat disseminates a formal invitation to the community and other sectors asking them to self-select the agreed number of representatives.
The community sector identifies and agrees on the selection criteria and process for its representatives.
The community sector selects the agreed number of representatives.
The government, community sector, donors and other stakeholders acknowledge each groups selected representatives and treat them with respect and equality.
3 4
See Action Card See Action Card
See Action Card
and
Box 7: Selecting representatives of people living with HIV/AIDS in the Ukraine

In the Ukraine, the three community sector representatives on the countrys HIV/AIDS Coordinating Authority (one non-governmental organisation and two people living with HIV/AIDS) were selected through a meeting of the sector funded by the United States Agency for International Development (USAID). All network members could propose a candidate, with selection carried out via a majority vote. The voting could be carried out either in person or by mail (with some 100 letters received from groups unable to attend). The All-Ukrainian Network of People Living with HIV/AIDS identified that being HIVpositive was not the only criterion for its representatives. They should also:
Have at least five years experience of working in the area of HIV/AIDS and with people
living with HIV/AIDS.

Be aware of the national HIV/AIDS situation, including the programmes and policies of
donors and international organisations.

Be strong advocates and have good communication skills, including the ability to write
reports and deliver presentations.

(Source: Adapted from a presentation at the Regional Workshop on the Role of People Living with HIV/AIDS and Affected Communities in the Three Ones, Moldova, February 2006).
1.2.3. Providing induction for members
The members of the coordinating body or process review the terms of reference during their first meeting to ensure a common understanding of the aims and operating procedures.
This step includes asking all members, including those from the community sector, to sign or verbally agree (document) to the terms of reference in order to demonstrate their commitment.
The secretariat gives a copy of the Terms of Reference to the selected representatives, including those from the community sector, to ensure that they are aware of what is expected of them.
The Terms of Reference should be made publicly available so that constituents are also aware of the roles of representatives or the expected outcomes of processes. When new processes are developed (e.g., for a joint review of the M&E system), these should also be shared.
The members are offered induction and capacity building to ensure that they can fulfil the terms of reference.
Community sector representatives (and their networks and constituents) might need technical support in areas such as advocacy, public speaking, negotiation skills, and M&E. Meanwhile, government representatives might need support in relation to collaborative planning and to understand how the community sector work6. For example, to support transport costs for the collection of community data from across the country and from the community networks.
Donors offer financial support to address the capacity-building needs of representatives, including those from the community sector 7.
1.2.4. Raising awareness
The members/representatives consult and mobilise their own constituencies about the coordinating body or process and seek buy in about its aims, processes, etc.
For example, within the community sector, a review of the national action framework may be put on the agenda of network meetings and information could be disseminated via NGO newsletters8.
Image 1: sex worker, India. 2006 Shailaja Jathi, Image 2: HIV/AIDS educator demonstrates condom usage, Mozambique Image 3: The ACER project engaging communities in roll-out of services, Zambia. 2006 IHAA
1.2.5. Building effective relationships
The members of the coordinating body or process and its secretariat agree on ways to work together effectively, to build sup portive relationships and to clarify roles.
Members and the secretariat should be clear about their different roles in relation to communicating with and engaging the broader community sector. [See Box 8]
6 7 8
See Action Card See Action Card See Action Card
and and
Box 8: Building relations between a secretariat and the community sector

A secretariat can support the community sector representatives by:
Being non-discriminatory and welcoming
Community sector representatives can support a secretariat by:

Being understanding about the many
the involvement of all members of the community sector.

Giving plenty of advance notice of meetings
pressures and responsibilities faced by the secretariat.

Providing appropriate and timely information
and processes.
Providing administrative support (e.g., taking
(e.g., about the process for selecting the community sectors representatives).
Providing community resource people (e.g.,
and distributing minutes of meetings).

Making general information about the
experts to participate in working groups).

Communicating information to the broader
coordination body or process freely and easily accessible.

Providing information about opportunities
community sector via focal points, such as networks.
for the community sector to give input.

Providing a contact point for the community
sector (e.g., a partnerships officer).
The process and meetings work at a mutually agreed and appropriate pace.
Members build consensus among themselves by finding common ground and identifying joint priorities and ways of working10.
For example, members should review data from all sources, including the community sector, and apply mutually agreed criteria to determine priorities for the National Action Framework. For example, meetings can be organised with networks of sex workers so that they can provide input into the evaluation of the National Action Framework.
The community sector reaches out to marginalised groups, including people living with HIV/AIDS, to help them organise their contribution to the coordination body or process. Donors offer financial support to enable the community sector to consult and communicate with its members.
For example, donors can fund networks to increase the community sectors capacity to collect and review baseline data to input into the Monitoring and Evaluation System. For example, members can collaborate and link to district AIDS committees and the Country Coordinating Mechanism and Proposal of the Global Fund to Fight AIDS, TB and Malaria.
The members facilitate strong connections with local HIV/AIDS coordination efforts, as well as other national bodies, action frame works and monitoring systems.
9 10
and
Enough time should be allowed for community sector representatives to consult with their constituencies, e.g. through meetings and e-mail exchanges9.
1.2.6. Engaging in joint decision making
All members of the coordinating body or process are provided with all relevant information that will inform the decisionmaking process.
Documents should be provided to the community sector representatives in advance of meetings, and Action Frameworks and data from M&E systems should be made publicly available. This process should be reflected in the Terms of Reference, with procedures in place for community members to be included in the decision making.
All members opinions, including those from the community sector, are considered and members are provided with sufficient opportunities to discuss them. Consensus is sought at all times. The community sector input is reflected in the decisions and actions, ensuring that coordination processes and frameworks reflect their needs and capacity. The secretariat produces all draft and final decisions, documents and resources in a language and format that is accessible to all.
For example, an agreed M&E System should be accessible and practical for the community sector, including groups with limited experience of monitoring. [See Box 9] Outcomes of the meetings and processes need to be available for review by community sector representatives to ensure their input has been recorded. This can include documentation reflecting the transparency of the decision-making process, such as minutes of meetings.
All representatives, including those from the community sector, see and formally agree on all of the key decisions before they are made public.
1.2.7. Supporting decisions and actions
If the agreed processes and procedures, have been followed, all members and representatives, including those from the community sector, publicly commit to supporting the decisions. All members, including those from the community sector, take a role in publicising and promoting the work and decisions of the coordinating body or process.
This requires that the community sector |has been fully included in the process and that the representatives issues were taken into account.
This involves shared ownership and giving credit for the contributions of all sectors.
The community sector representatives work with the broader community sector to identify how they can coordinate actions with those agreed in the coordinating body or process.
This requires that community sector input, programmes, and data have been taken into account in any agreements.
Box 9: Standardised indicators and reporting formats that are relevant and accessible to the community sector
Standardised indicators need to be:
Relevant and useful for the community sector. (Will they inform it on how to improve its
HIV/AIDS efforts?)
Flexible. (Can they be adapted to the changing reality of HIV/AIDS in communities?) As simple as possible. (Do they use straightforward language that suits community
groups with little experience of monitoring?)

Manageable. (Is the number of indicators small enough for community groups to
cope with?)
Respectful of peoples rights and confidentiality. (Do they promote the Greater
Involvement of People Living with HIV/AIDS and protect peoples confidentiality?)

Practical and feasible. (Will people have to be trained to use them and will busy NGOs
and community groups have the time to gather the data?)

Possible within the community sectors resources. (Will they require additional funding,
such as for staff or computers?)

Both qualitative and quantitative.
Standardised reporting formats need to be:

Useful. (Can community groups see how they relate to the standardised indicators and
how they will help them learn about their work?)

As simple as possible. (Do they use straightforward language and could staff with little
expertise in monitoring complete them?)

Manageable. (Are their timeframes feasible within existing heavy workloads?) Practical and feasible. (Will people have to be trained before they can use them?) Possible within the community sectors resources. (Will they require extra resources,
such as a computerised database?)
1.2.8. Monitoring and reviewing
All stakeholders, including the community sector, take responsibility for continuous monitoring and review of the national co-ordinating bodies, processes and frameworks.
This includes regular assessments of various issues: (a) the impact and relevance of priorities and strategies developed in the Action Framework; (b) the functioning of the Coordinating Authority (e.g., determining if the decision-making processes are democratic or if representation reflects the epidemic); and (c) the extent to which the M&E System is improving understanding and capacity for monitoring and evaluation (especially within the community sector). This includes developing indicators on meaningful involvement of the community sector.
The monitoring and review process is based on agreed and standardised indicators and an ongoing process of information gathering and analysis. The monitoring and review process provides an opportunity for cross-sectoral review and learning.
The community sector should be involved in assessing the governments performance and results in relation to the National AIDS Authority and to the implementation of the Action Framework. It should also assess whether or not national indicators and data collection are relevant to the community sector. These could be changes to the membership of the National AIDS Authority, the priorities of the Action Framework or the standardised indicators for the M&E System. This includes providing an independent critique of the functioning and implementation of national coordinating bodies, processes and frameworks, such as AIDS budget monitoring, verifying monitoring data, and providing alternative sources, perspectives and solutions.
The monitoring and review process leads to consensus building on major findings and, where necessary, actual changes.
To complement official monitoring and review, the community sector has an ongoing, external watchdog role11.
11
See Action Card

P R I N T W O R K S
Action Cards

Part C: Action Cards
The following Action Cards include descriptions of key steps aimed to support active and meaningful community sector involvement in national coordination of the HIV/AIDS responses in line with the Three Ones principles. Facilitation. Most of the steps within the Action Cards require facilitators. Depending on the national context, this could be done by recognised and respected community leaders or organisations. However, where agreed leaders or lead organisations do not exist, or, where it is preferable, a group of community sector stakeholders could convene a joint coordination/working group to initiate action. Donor support. In addition, many of the steps within the action cards require donors to offer financial support and, if appropriate, support for capacity building to the community sector.
Outline of Contents
Action Card Initiating action, defining the community sector, and building consensus Identifying roles, responsibilities and selection criteria for community sector representatives Selecting community sector representatives Assessing and building capacity to support community sector involvement Being effective community sector representatives and providing support for their role Raising funds for community sector involvement Advocating for community sector involvement Enhancing communication within the community sector Improving consultation within the community sector Working in partnership and building mutual understanding Scrutinising progress and being an independent watchdog
Action Cards
Action Card Action Card Action Card Action Card Action Card Action Card Action Card Action Card Action Card Action Card
Cover Photo: The Theni District Positive Network meets for discussion, sharing, and support, India
Action Card
Initiating Action, Defining the Community Sector, and Building Consensus
The community sector needs to initiate action to convene and consult, to identify who belongs to the sector, and to work out how they will build consensus within the sector.
Key Steps A:
Initiating action and defining the community sector
1.
The process is facilitated by recognised and respected leaders, organisations or a coordination group within the community sector. Often one agreed leader or lead organisation does not exist. In such cases, a group of community sector stakeholders could convene a coordination/working group to initiate action. Within this group, various individuals or organisations could then take on different tasks in order to share the workload and to ensure broader ownership, participation, and leadership. Donors offer financial support and, if appropriate, support for capacity building to the community sector to assist the process of initiating action. Through a facilitated process (e.g., a meeting), community sector stakeholders define who makes up the sector. In each country this sector needs to be defined according to the characteristics related to the epidemic and the conditions that make certain communities more affected by HIV and AIDS. [See Box 10] Action Card 1 Coordinating with Communities
2.
3.
BOX 10: Defining the community sector

There is no clear or agreed operational definition of the community sector. In developing a definition, stakeholders should base it on the specific characteristics of each country or region. An example is provided below. Individuals, groups, or associations which are separate from the government and the private sector, and who undertake actions and present views in support of community members living with or highly affected by HIV and AIDS. ICASO, 2006. The community sector includes:
People living with HIV/AIDS, their groups Local, national and international
and networks
Community networks and community
non-governmental organisations
AIDS service organisations Faith-based organisations NGO networks NGO support organisations
based organisations, including those that involve or support key populations
[See Box 2]
4.
According to the definition of the community sector, the community stakeholders, leaders, and/or the coordination group invite representatives to be involved in future activities to build adequate and meaningful involvement of the community sector. The invitation process involves assessing the range of different communities and/or groups that they should represent, such as:

People living with HIV Marginalised and vulnerable groups (e.g.. sex workers, injecting drug users) Geography (e.g., groups that are based in the capital, district or rural areas) Size of organisations (e.g., one-person, large-scale) Level of organisations (e.g., community, district, national, international) Focus of organisations (e.g., AIDS, human rights, womens development) Type of organisations (e.g., self-help, service provision, network) Culture of organisations (e.g., politics, religion)
Key Steps B:
Building consensus within the community sector
In bringing together diverse groups, the community sector can take a number of practical steps to support and improve its consensus building. [See Box 11] These include: Action Card 1 Coordinating with Communities
1.
BOX 11: Consensus building

Consensus building within the community sector involves:
Supporting the sector to work together
Agreeing to the procedures governing how the convened group will function, its roles and responsibilities. Ensuring that consensus is based on evidence and not only on personal opinions by engaging in communityconsultation activities or participatory research, for example. Reaching consensus through an agreed and transparent process. Reaching consensus through a participatory process that brings people together rather than highlight their areas of difference.
to understand similar and different opinions, positions and priorities.

Balancing opinions with evidence
2.
(e.g., case studies, monitoring data).

Being prepared to compromise. Reaching agreement, for example
3.
about priority gaps or needs.

Having a cohesive voice once
4.
agreement has been reached.
5.
Supporting the consensus by also having alternative positions, based on the degree to which the community sector is prepared to compromise on an issue.
6.
Ensuring that community sector representatives are directly involved in or facilitate the process of building consensus so that they have a thorough understanding of the background to the final position and understand the degree to which their constituents agreed or disagreed on it1.
Note: In situations of extreme conflict or very little capacity in the community sector, it may not be possible to follow a process similar to the one outlined here and a temporary option may be necessary. Such options should be seen as short-term steps and should be implemented only with the input and agreement of at least some of the stakeholders in the community sector. Examples of such options are:
Individuals or groups external to the local community sector such as an international NGO or consultants from an academic institution play a facilitator role, bringing community stakeholders together and moving agendas forward. Donors or United Nations organisations provide resources and play a convenor role, such as hosting a meeting of community sector stakeholders and providing them with a forum and tools with which to reach consensus. Donors, United Nations organisations and government provide resources for an intensive capacity-building programme for the community sector, including training potential leaders and building at least a minimal level of networking infrastructure.
Participants at a community mobilization workshop, South Sudan. 2006 IHAA
See Action Card
Action Card 1 Coordinating with Communities
Action Card
Identifying Roles, Responsibilities and Selection Criteria for Community Sector Representatives
The community sector needs to identify, agree on and communicate the roles, responsibilities and selection criteria for its representatives.
Key Steps:
1. The community sector facilitators support a process for the community sector to identify the appropriate type and number of community sector representatives in national coordination bodies, such as the one National AIDS Coordinating Authority. The type and number of representatives should reflect the diversity of communities and groups to be represented, such as:

People living with HIV Marginalised and vulnerable groups (e.g., sex workers, injecting drug users) Geography (e.g., groups that are based in the capital, district or rural areas) Size of organisations (e.g., one-person, large-scale) Level of organisations (e.g., community, district, national, international) Focus of organisations (e.g., AIDS-specific, human rights, womens development) Culture of organisations (e.g., politics, religion) Action Card 2 Coordinating with Communities Type of organisations (e.g., self-help, service provision, network)
2.
After this process, the community sector, through a coordinating group, works together to develop the terms of reference for the representatives. This document should outline their key roles and responsibilities, both within the national coordination body and with the community sector 2. It should also include expectations required from the representatives own organisation, such as telecommunications, administration, and a formal institutional agreement of support. In accordance with the terms of reference, the community sector works together to identify the balance of personal experience, qualities and skills required of their representatives. [See Box 12] The community sector documents the terms of reference, organisations and personal profile in the form of a written job description, including selection criteria, for its representatives. This might include criteria that they must meet and criteria that it would be preferable for them to meet. It should aim to support the selection of a broad range of different types of community sector representatives. [See Box 13] The community sector makes the job description and selection criteria openly available, both within the sector and to other stakeholders3.
3.
4.
5.
2 3
Box 12: Knowledge, skills and attitudes for community sector representatives
Knowledge
For example:
Practical experience and
Skills
For example:
Policy analysis and
Attitudes
For example:
Positive, enthusiastic,
understanding of HIV/AIDS
Understanding of the
advocacy
Communication and
and persuasive
Willing to give enough time
community sectors response to HIV/AIDS

Issues affecting people
information sharing
Ability to listen and
(preparing for, attending and following up meetings)

Honest and pragmatic Credible within their
empathise
Leadership, negotiation
living with HIV/AIDS and marginalised groups

The community sector
and consensus building

Programme management
constituency
Diplomatic and able to
(what it is, how it works)

HIV/AIDS priorities and pro-
grammes of other sectors

Legal systems and protocols
(strategic planning, priority setting, proposal writing, budgeting, monitoring and evaluation)
Ability to understand
take criticism
Committed to equality,
complex ideas, documents and data

Ability to work in a team
especially with respect to people living with HIV/AIDS, gender, and marginalised communities
Open to working with
and to be flexible
Language (for local, national
other sectors (government, business)
and international forums)

Information-technology
skills (Internet, e-mail)
Image 1: HIV/AIDS educator demonstrates condom usage, Mozambique, Image 2: The ACER project engaging communities in roll-out of services, Zambia. 2006 IHAA, Image 3: sex worker, India. 2006 Shailaja Jathi
Box 13: Selection criteria proposed by the Global Network of People Living with HIV/AIDS and the POLICY Project
The following criteria are suggested by the Global Network of People Living with HIV/AIDS and the POLICY Project for representatives of people living with HIV (PLHIV) on Country Coordinating Mechanisms (CCMs) for the Global Fund to Fight AIDS, Tuberculosis and Malaria. They can be adapted to other parts of the community sector and to any national coordinating bodies or processes:
1. Organizational affiliation
Our representatives should be active members of one or more of the following groups:
An association of PLHIV. A non-governmental organization of PLHIV. A network of PLHIV.
2. Personal qualities
PLHIV who are members of CCMs should be:

Living with HIV and open about their status. Ready to work in the interest of the PLHIV constituencies and related constituencies
such as young people, women, MSM, IDU, sex workers, migrants, and refugees.
Perceived as credible and honest, and have the trust and confidence of their community. Willing to confront their own prejudices and able to demonstrate a lack of bias toward
women, MSM, IDUs, sex workers, foreigners, and other vulnerable groups.
Motivated to defend the rights of all PLHIV, irrespective of who they are (e.g., economic
status, education, religion, and culture).

Open to working with other groups and sectors (e.g., government, academia, the
private sector).
Capable of standing up for other PLHIV beliefs and priorities in the face of fierce
criticism and opposition from others.

Able to work within a team and be flexible, tolerant, and accepting of criticism. Willing to listen to others and to empathise and see things from other peoples
perspectives, however different or challenging they may seem.

Ready to be a leader and not a victim. Willing and able to fully support the principle of gender equality.
3. Time commitment
PLHIV representatives should be:

Able to devote the necessary time to effectively represent PLHIV on the CCM (an
absolute minimum of four days: one day to review papers in advance of each CCM meeting, one day to consult with the PLHIV constituency before the meeting, one day for the CCM meeting, and one day after each CCM meeting to provide feedback to the constituency).
Able to devote adequate time to familiarise themselves with existing donors, funders,
and services in the country, so that the Country Coordinated Proposal can adequately address the gaps in services and not duplicate existing efforts.
Willing to devote time to learning new skills and information.
4. Education and experience
To be effective on the CCM, it is recommended that PLHIV representatives have:

A minimum of two years relevant work experience in the HIV/AIDS field. In-depth understanding of a broad range of HIV and related social issues. Confidence to speak up in meetings. Experience in negotiation. Ability to think creatively. Sufficient education to be able to take an effective part in planning, monitoring,
and evaluating programs, with minimal training if required.

Ability to report back to PLHIV constituencies in an effective manner, both verbally
and through concise, well-written reports.

Ability to read and understand the CCM documentation with ease.
5. Technical skills
The following important technical skills needed by PLHIV CCM members may require capacity building or reinforcement of existing capacity:
Language (for both national and international forums). Competency in information technologies (computers, Internet, e-mail). Understanding of monitoring and evaluation of projects and programs. Management skills. Proposal and report writing. Priority setting and strategic planning. Understanding of current scientific data and evidence.
(Source: Adapted from Challenging, Changing and Mobilising: A Guide to PLHIV Involvement in Country Coordinating Mechanisms, Global Network of People Living with HIV/AIDS and POLICY Project, 2005).
Action Card
Selecting Community Sector Representatives
The community sectors representatives need to be selected by the community sector itself and in an efficient, fair and transparent way.
Key Steps:
1.
Through a facilitated process (e.g., a meeting), the community sector develops and agrees to a simple and practical process for selecting its representatives. [See Box 14]
BOX 14: Principles for selecting community sector representatives

The selection process should be:
Independent of other sectors and the national coordinating body on which the representatives
will serve.
Focused on selecting representatives who can fulfil the: Terms of reference for the members of the coordinating body Roles and responsibilities and selection criteria agreed by the community sector
for its representatives

Focused on ensuring a diversity of representatives (e.g., by using a rotational system). Fair, democratic and based on building consensus. Safe (e.g., people living with HIV must be able to maintain their confidentiality if they wish to). Transparent (the processes and results must be accessible to all). Thorough (e.g., includes a plan in the event that two candidates receive an equal All-inclusive, involving as many community sector constituents as possible.
number of votes).
Aware of power dynamics (e.g., ensuring that the largest NGO is not automatically selected just
because it has the highest profile).

Focused on a model of representation that suits the culture and democratic norms of the country. Focused on a model that ensures that representatives are never on their own and that involves
selecting alternates or a team of representatives, rather than just individuals. [See Box 15]
Characteristics of selection approaches:
Organisational rather than individual representatives. This means that if the director of a selected group of PLHIV is unable to attend a meeting, another member of the group will go instead. A rotational system. This can help ensure a diversity of representatives, instead of the permanent involvement of the same people or organisations. For example, if the community sector is represented by an NGO from the north of the country for two years, it may be represented by an NGO from the south of the country for the following two years.
An alternate for each representative. If a selected representative is unable to attend a meeting, a named alternate from the community sector may be sent instead. [See Box 15] A support team for representatives. If the selected representatives need additional support and guidance, they can turn to a small group of community sector members. This can help support institutional memory as representatives change. [See Box 16]
BOX 15: The roles of alternate representatives

Alternate representatives should:
Be elected through the same democratic Work as a team with the first representative
and transparent system as for the first representative.

If permitted, be an observer at all of the
to ensure that they can take over duties as quickly and easily as possible, if necessary.
Be equally able to participate as the first
meetings of the national coordinating body, as well as any pre-meeting or post-meeting consultations with the community sector.
representative (e.g., in terms of having skills in public speaking).

Undergo the same induction and capacity
building as the first representative.
Box 16: The roles of support teams for representatives

Support teams for representatives can:
Provide representatives with support in Monitor the performance of the
between meetings of the wider community sector.

Provide representatives with backup (technical
guidance, contacts for useful people).

Provide representatives with mentoring
representatives (giving constructive feedback, identifying their training needs). Maintain institutional memory (passing on information and support to new representatives).
(moral support, stress relief).
2.
A facilitator issues a call for candidates. The call is communicated as widely as possible throughout the community sector through newsletters and websites4. The call: Includes the job description (outlining the roles and responsibilities) and the selection criteria and process (including how results will be announced) for the community sector representatives5. Asks candidates to propose themselves or, if appropriate, propose other people. Invites candidates to submit evidence of why they are suitable candidates. This might involve submitting: a. Their curriculum vitae (CV) or a short summary of their relevant experience, knowledge, skills and attitudes. b. References or letters of support from people who know the candidates and their work well.
3.
A facilitator collects the information about potential candidates and disseminates it widely within the community sector. The facilitator also reminds people how and when the selection process will take place. A facilitator coordinates the selection process within the community sector, according to good practice principles6.
4.
4 5 6
For example, the process: Takes place at an appropriate time and location to maximise inclusion and transparency. (It may occur during the Annual Meeting of an NGO network when most community sector groups are present.) Is carried out in an equitable way. (It may be appropriate to allocate one vote to each organisation, rather than one vote to each person. Alternatively, it may be more appropriate to have the selection made by a panel of respected community sector leaders.) Is carried out in a respectful, ethical and confidential way. (Votes are put into a box and then counted by an independent person.) Offers a variety of ways of participating. (It gives people the choice of attending a meeting or voting by mail or e-mail.) 5. A facilitator announces the results of the selection process immediately and communicates them publicly within the community sector and to other stakeholders7.
6.
Other stakeholders, including the government, acknowledge and welcome the representatives selected by the community sector 8.
Case study: Selecting regional representatives of people living with HIV/AIDS, Ukraine
Originally, there was only one seat for the community sector on the Country Coordinating Mechanism (CCM) of the Global Fund in the Ukraine. However, the number was increased to three (one NGO and two PLHIV) following campaigning by people living with HIV/AIDS. All three representatives were activists who had worked in organisations of people living with HIV/AIDS for over three years. They all offered knowledge and experience in relation to scaling up access to treatment, care and support. They also had skills in proposal development, project management, and monitoring and evaluation. They all lived and worked in Kiev, the capital city. When the CCM adopted a process of annual rotation for its members, it became necessary to re-elect one of the representatives of people living with HIV/AIDS. The criteria for the new person stated that they should be an activist, have at least two years experience working in an organisation of people living with HIV/AIDS, understand the needs of people living with HIV/AIDS and be able to advocate for them on the CCM. A general meeting of the All-Ukrainian Network of People Living with HIV/AIDS was held, with funding from USAID, and was attended by 200 people living with HIV/AIDS from different regions of the country. All members of the community sector were invited to propose a candidate. The selection process took place via a majority vote. Votes could be given either in person or by mail (with some 100 letters received from NGOs unable to attend). As a result, the representative of the networks regional office in Odessa was elected, allowing the voices of people living from HIV/AIDS from outside of the capital city to be more effectively heard on the CCM. The Network now has a group of leaders who work interchangeably, allowing them to support each other and to sustain the organisations input. It has also carried out a training project to prepare the next generation of leaders from throughout the country. This was funded by the European Coalition of Positive People and focused on building the capacity of potential leaders in areas such as management and advocacy.
(Source: Adapted from Challenging, Changing and Mobilising: A Guide to PLHIV Involvement in Country Coordinating Mechanisms, Global Network of People Living with HIV/AIDS and POLICY Project, 2005, and from a presentation given at the Regional Workshop on the Role of People Living with HIV/AIDS and Affected Communities in the Three Ones, Moldova, February 2006).
7 8
Action Card
Assessing and Building Capacity to Support Community Sector Involvement
It is important to identify and address the capacity needs of representatives of both the community sector and other sectors, including the government and donors.
Key Steps:
1.
All sectors, including the community sector, review the Terms of Reference for members of the national coordinating body or process (e.g., National AIDS Authority). They assess the degree to which their selected representatives and their organisations can achieve them and identify their capacity-building needs. [See Box 17 and 18] This review can be carried out through a self-assessment process or by using the expertise of a capacity-building organisation.
BOX 17: Capacity-building needs of all sectors

Key principles (e.g., Greater Involvement of People Living with HIV/AIDS, rights-based
approaches, gender equality).

Key international standards and commitments (e.g., Declaration of Commitment on HIV/AIDS,
Convention on the Rights of the Child).

Networking, advocacy and communication (e.g., understanding policy dialogue, public
speaking, negotiation).
Programme management (e.g., participatory needs assessment, priority setting, strategic
planning, proposal writing).

Budgeting and financial management. Monitoring and evaluation (e.g., how to adapt nationally and internationally agreed indicators,
how to collect qualitative and quantitative information, how to use data to improve HIV/AIDS programmes).
Running multi-sectoral groups (e.g., chairing meetings, building consensus). Representation and accountability (consultation, conflict resolution). Ways in which national and international political systems function.
2.
Each sector identifies appropriate and high-quality technical support providers who might meet the needs for capacity building. This can involve looking at whether the provider: Understands the community sector and how it works? Understands the context (HIV/AIDS, financial, etc.) in which the community sector works? Has a good track record? Offers solid knowledge and experience in the subject? Uses participatory and practical approaches?
Regularly updates their work, based on national and international good practice? Evaluates their work?
3.
Each sector develops a capacity-building plan for its representatives and, where possible, incorporates it into the core work plan and budget of the national coordinating body. The national coordinating body or individual sectors identify donors and resources to support the capacity-building plan. For example, they develop a database of HIV/AIDS experts and a set of key tools for collaborative decision making.
4.
Box 18: Capacity-building needs of specific sectors

The community sector
Broader and deeper knowledge about
Other sectors (governments, donors, private sector)

How the community sector functions (e.g.
the diversity of community-sector needs, experiences and requirements.

How other sectors (donors, the government)
how it delivers services to communities, how it builds consensus, why and how it performs a watchdog role).
The needs and contributions of people living
function (what processes they use, who holds power).

How political systems work. How to translate community sector experi-
ences to national forums (how to contribute community-level indicators to discussions about one agreed country-level M&E system).
with HIV/AIDS and other marginalised and vulnerable communities (e.g. unique, real-life perspectives about what prevention and care strategies do/do not work).
Case study: Building representatives capacity, Moldova

In Moldova, the capacity-building priorities for representatives on the National AIDS Coordinating Authority were identified during a national workshop by means of a questionnaire given to community sector participants. Strategic management and project management were identified by the representatives as the priority areas and two courses (for 2 days and 3 days) were organised. The sessions were funded by UNAIDS and facilitated by an independent local consultancy company. Alongside NGOs and people living with HIV/AIDS, they included some of the Authoritys representatives from United Nations agencies and the government. The sessions provided an important opportunity to network and build mutual understanding and skills.
Workshop on the Role of People Living with HIV/AIDS and Affected Communities in the Three Ones, Moldova, February 2006). (Source: Adapted from a presentation given at the Regional Workshop on the Role of People Living with HIV/AIDS and Affected Communities in the Three Ones, Moldova, February 2006).
Action Card
Being Effective Community Sector Representatives and Providing Support for their Role
It is important that community sector representatives operate in an effective, professional and ethical way. It is also vital that they receive appropriate support (technical, moral, etc.) from other individuals and groups within the sector.
Key Steps A:
Being an effective community sector representative
Once selected, community sector representatives can take several steps to help ensure that they perform their role as efficiently and effectively as possible. These include:
1. 2.
Building skills and knowledge: by participating in skills-building workshops and training in areas such as public speaking and national policy making9. Making time to fulfil their responsibilities: by reducing commitments to other initiatives in order to free up time to be an active representative. Acting professionally and responsibly. [See Box 19] Consulting and learning about the community sector, and representing the constituency, not their own interests: by regularly attending community sector meetings, being in direct communication with a wide variety of groups, being aware of existing communitylevel programmes and re-sources, and being able to identify and promote the sectors overall priorities10. Keeping a balanced view and seeking out and articulating different opinions: not being too closely linked to one particular organisation and being able to identify and explain differences of opinion within the sector. Being transparent and accountable: by declaring any conflicts of interest in advance and consulting constituents before taking a public position on an issue.
BOX 19: Acting professionally and responsibly

A community sector representative needs to:
Be prepared for meetings and read
3. 4.
agendas in advance.
Attend all required meetings, or send
apologies in advance and ensure that an alternate representative can attend.

Be on time for meetings. Behave and dress appropriately. Use appropriate language. Treat others with respect, regardless of
their status or level of knowledge.

Be prepared to speak up and advocate
5.
for the community sector from the start of debates, not just wait for votes to be taken.
Be prepared to face and cope with
ignorance or extreme views.

Follow appropriate protocols and rules
6.
of etiquette.
Complete tasks on time and do as thor-
ough and high-quality a job as possible.

Be honest and transparent, including
about any issues relating to money.

Use power responsibly and for the
positive benefit of the community sector.
9 10
7.
Taking action to consult with marginalised and vulnerable groups: by taking proactive steps to meet with and learn about groups of people living with HIV/AIDS, women or sex workers, especially those unable to engage in national consultation processes11. Consulting and reporting systematically and regularly: by proactively asking community sector groups about issues that are coming up on agendas (e.g., National AIDS Authority meetings) and providing brief, accurate verbal and written reports to constituents after meetings12. Communicating effectively: for example, by refining and promoting the community sectors key messages and informing groups about exactly how and when they can be involved in processes13. about the sector and raising awareness about its concerns and needs.
8.
9.
10. Facilitating a better understanding of community sector issues: by educating others 11. Being an active and influential advocate for the community sector: by being pre-
pared to speak up in national forums and to ask probing questions about controversial issues that affect the community sector (e.g., prejudices that prevent support for marginalised communities, and bottlenecks in funding systems for NGOs)14.
11 12
13 14
Key Steps B:
Supporting the role of an effective community sector representative
Once representatives have been selected, other members of the community sector can take several steps to help them perform their role as efficiently and effectively as possible. These include:
1.
Participating in and endorsing the selection process for representatives: for example, by mailing in their votes to an election meeting and by talking positively about those who have been democratically selected. Ensuring effective induction of representatives: by inviting representatives to visit a project supporting marginalised and vulnerable communities and by giving them a briefing on the challenges involved in the work. Taking an interest in and keeping up to date about the National AIDS Authority, AIDS Action Framework an M&E System: by attending NGO network meetings and by being aware of when the Action framework is being developed. Providing input into consultations and documents: by making a contribution (in person at a meeting, via e-mail, etc.) to the development of standardised national indicators for the one agreed country-level M&E System15. Providing evidence of the community sectors resources and needs: by providing case studies and data from NGO projects to feed into representatives contributions to the development of the national AIDS Action Framework. Facilitating the input of other community sector groups: by organising a consultation on monitoring indicators among local community groups unable to attend national meetings16. Being committed to consensus building: by accepting collaborative decisionmaking processes and being open to the possibility of making compromises17. Holding representatives to account: by providing honest, constructive feedback if a representative is working in an inappropriate or ineffective way. Giving moral support and positive feedback: by offering informal support if a representative is facing hostility from other members of a National AIDS Coordinating Authority. celebrating their achievements. Action Card 5 Coordinating with Communities
2.
3.
4.
5.
6.
7. 8. 9.
10. Recognizing successes: by congratulating representatives on their hard work and
15 16 17
Action Card
Raising Funds for Community Sector Involvement
The community sector requires a range of resources, including adequate and appropriate funding, to cover consultations among constituents and representatives attendance at meetings.
Key Steps:
1.
The community sector facilitator or coordination group identifies members of the sector who will be in charge of fundraising. These members might form a small task team with appropriate time, skills and contacts. The task team identifies:
2.
The areas of the community sectors work linked to national coordination that need financial support. [See Box 20] How much funding is required for each area, in the form of a detailed budget.
BOX 20: Resources needed for community sector involvement

To support its involvement, the community sector might need financial support for areas such as:
Developing job descriptions and selection criteria for its representatives. Carrying out processes for selecting its representatives. Covering representatives expenses (e.g., to attend meetings). Building representatives skills. Building communication systems within the sector (newsletters, e forums). Carrying out consultations within the sector. Building constituencies within the sector (by strengthening advocacy by groups working
with marginalised communities).

Strengthening network systems and processes.
3.
The task team reviews each of its areas of financial need and analyses its potential sources of national and international funding. This involves mapping out key information about donors (which ones operate in the country and what levels of funding they offer). [See Box 21] According to its analysis, the task team develops a fundraising plan for each area of need or combination of needs. The plan should outline:
4.
Which donors will be approached, for which areas of work, for how much money and for what timeframe. Who will develop the proposals. When the proposals will be developed. Any background information that has to be gathered to support the proposals.
BOX 21: Tool for analyzing potential funding sources

Area of need Name of donor Type of donor* Types of groups that they fund Type of work that they fund Amount of funding they offer Timeframe of their funding Other information**
* Type of Doner - bilateral, government, foundation ** Other Information - funding restrictions; past examples of work they have funded
The plan should bear in mind any potential problems with the funding source that would prevent representatives from working with or advocating for certain marginalised groups (e.g., sex workers). This would include any restrictions attached to funding from the government or specific donors.
5.
The task team makes contact with the respective donors to:

Build relations and get to know them better.
Ask key stakeholders to provide letters of support or make introductions to prospective donors. Confirm their interest in funding the needs identified by the community sector. Identify the processes involved (e.g., when proposals have to be submitted and what format has to be used). 6. The task team develops one or more fundraising proposals. These outline the:

Rationale (why the money is needed). Aims and objectives (what the money will achieve). Activity breakdown (how the money will be used).
Budget. Work plan (what activities will take place, where, when, by whom). 7. The task team is transparent with the rest of the community sector regarding the amount of money being raised, the donor(s) and the recipients. To minimise the risk of conflict that can occur in decisions about the recipients of the resources, the task team and/or a coordinating group can: Set out clear criteria for selecting who will receive the funding. Use open and documented selection processes (by issuing a call for proposals). Include monitoring and evaluation and reporting (to the coordinating group) requirements for recipients.
Action Card
Advocating for Community Sector Involvement
The community sector sometimes needs to carry out advocacy for its involvement. This is a process that involves bringing about change in the attitudes, practices, policies and laws of influential individuals, groups or institutions.
Key Steps:
1.
A facilitator convenes the community sector or a task/working group is set up (through a consultation meeting of members of NGO networks) to identify major barriers to its adequate and meaningful involvement in each national coordinating body or process18. Examples of such barriers are:
The community sector does not have a seat on the National AIDS Coordinating Authority. People living with HIV/AIDS are not being consulted about the national HIV/AIDS Action Framework. Community sector issues and activities are not acknowledged in the national Monitoring and Evaluation System. The National AIDS Coordinating Authority is excluding non-registered NGOs. The government is refusing to work with representatives of communities whose behaviours or activities might be illegal, such as sex workers, injecting drug users and men who have sex with men. The community sector lacks the resources to effectively consult and represent. Action Card 7 Coordinating with Communities
2.
The community sector (through a coordinating group) selects one or more of the major barriers and develops a detailed advocacy plan. The plan outlines the key steps to be followed. [See Box 22]
BOX 22: Planning cycle for advocacy

Step 1: Select the barrier to community involvement that you want to address. Step 2: Analyse and research the problem. Step 3: Develop specific objectives for your advocacy work. Step 4: Identify your targets. Step 5: Identify your resources. Step 6: Identify your allies and other stakeholders. Step 7: Create an action plan. Step 8: Implement, monitor and evaluate the action plan.
(Source: Adapted from Advocacy in Action, International HIV/AIDS Alliance, 2002).
18
See Action Card
3.

The planning process bears in mind that: The advocacy issue needs to be as clear and specific as possible and centred on an aspect of community sector involvement that is achievable. The analysis and research might include gathering: Facts and figures.

Case studies (how the issue limits effective HIV/AIDS responses).
Opinions (about how strongly the community sector and others feel about the issue). The objectives and the activities that they involve need to be as SMART as possible. This means: Specific

Measurable Appropriate Realistic
Time-bound The targets and allies can be diverse, including: Direct targets/allies (those that can make changes themselves, such as government). Indirect targets/allies (those that can influence others to make changes, such as the media). Groups of stakeholders (e.g., the members of the sub-committee of the National AIDS Authority that is developing the one agreed Monitoring and Evaluation System). Influential individuals (e.g., the Prime Minister, celebrities). The resources for advocacy might include: Political support.
Technical support (e.g., skills in working with the media). Financial support. In-kind support (e.g., free use of an office for meetings). Materials (e.g., leaflets, position papers). [See Box 23] The action plan should be detailed, including identifying what contributions different people and organisations will bring, when they will be involved and what range of creative strategies will be used. [See Box 24] The action plan should be fully costed and include a detailed budget.
BOX 23: Resources for advocacy work
Advocacy resources, such as briefing papers, should:

Be brief and concise. Look smart and professional. Be focused on key messages (what
the problem is, why it matters and what others can do about it).
Be based on facts and figures and
include references.
Include some human interest (a case
study about what the problem means to a real person).

Be in an appropriate language for the
target audience.
Include action points about what readers
can do.
Box 24: Strategies for advocacy work

Advocacy strategies can include:
Constituency building (building grassroots Disseminating advocacy materials
(leaflets, briefings).
Letter writing or e-mail campaigns. Working through champions (influential
support among community members and community groups).

One-to-one briefings with key decision
people who support the issue).

Holding rallies and protests. Direct action (attending a meeting of the
makers (e.g., the Chair of the National AIDS Authority).

Media work (press releases, press
conferences).
National AIDS Authority and demanding a place at the table).
4. 5.
The community sector or individual organisations identify key messages for the advocacy plan. [See Box 25] The community sector or individual organisations identify any capacity-building needs that should be addressed before implementing the advocacy plan19. This might include building skills in areas such as:

Developing key messages Speaking in public Lobbying decision makers Working with the media
6.
The community sector coordinating group or working group keeps other community constituents informed about the advocacy activities, by providing updates through its website, newsletter or meetings20. Action Card 7 Coordinating with Communities The community sector organisations monitor and evaluate the advocacy plan and continuously consult with the broader community sector. When necessary, they make changes, such as identifying additional targets or changing the key messages.
7.
BOX 25: Key messages

Advocacy messages should be:
Short and simple Positive and action-oriented Accurate and consistent Suitable for their target audience Agreed and used by all those involved in the
advocacy work
Used throughout all advocacy activities (in
leaflets, in presentations to decision makers)
(Source: Adapted from Pathways to Partnerships, International HIV/AIDS Alliance)
Examples of key messages about the importance of community sector involvement:

If communities are actively involved in the planning processes, HIV/AIDS action frameworks
are more likely to reflect and address the needs of the key populations most at risk. This will result in more effective responses to HIV.
Involving the community sector in the design and implementation of the monitoring and evalua-
tion system will provide a fuller picture of the actual AIDS response. It will also provide a better understanding of what interventions are actually meeting the needs of communities most at risk or in need of support.
19 20
Case study: Advocating for the involvement of people living with HIV/AIDS, Bolivia
While preparing proposals for Rounds 1 and 2 of the Global Fund to Fight AIDS, Tuberculosis and Malaria, the Bolivian government decided who could join the Country Coordinating Mechanism. It did not include people living with HIV/AIDS. Proposals were written in almost total secrecy and were rejected both times. Before Round 3 was launched, groups of people living with HIV/AIDS decided to challenge the situation. They did this in several ways, including:
Developing their capacity and learning skills, with the assistance of the International Council of
AIDS Service Organizations and the Latin American regional network for people living with HIV/AIDS (REDLA).
Sending letters denouncing the exclusion of people living with HIV/AIDS to national and
international networks and to the Global Fund itself.

Having their leaders communicate their demands through the media. Lobbying international organisations, such as UNAIDS.
The advocacy work was successful. In 2006, four of the thirty or so members of the Country Coordinating Mechanism are people living with HIV/AIDS. They are elected by their network and they also participate in the Mechanisms Executive Committee and sub-committees. Bolivias application for Round 3 of the Global Fund was accepted.
(Source: Adapted from Challenging, Changing and Mobilising: A Guide to PLHIV Involvement in Country Coordinating Mechanisms, Global Network of People Living with HIV/AIDS and POLICY Project, 2005).
Action Card
Enhancing Communication within the Community Sector
The community sector needs to communicate effectively both with its own constituents and with other stakeholders.
Key Steps:
Increasing and improving communication by and for the community sector requires action by a range of individuals and organisations. These include:
Community sector representatives. For example, a representative on the National AIDS Coordinating Authority needs to keep other members of the community sector up to date about decisions being made about the alloca tion of resources. The organisation of the community sector representatives. For example, they formally commit to allowing a percentage of time for their staff members to undertake communication tasks and they allocate resources for communication roles. Community sector leaders and coordinators. For example, an NGO network needs to produce regular newsletters, e-bulletins, etc., to inform members about when they can provide input into the HIV/AIDS Action Framework. Community sector constituents. For example, groups of people living with HIV/AIDS need to communicate their concerns about the development of national monitoring indicators to community sector representatives. Secretariats of national coordination bodies or processes. For example, the administrative staff of the National AIDS Authoritys Secretariat need to clearly communicate with community sector representatives about the dates and agendas of meetings. Members of national coordination bodies or processes and wider stakeholder groups (such as Expanded UN Theme Groups). For example, members of the National AIDS Authority need to communicate to the community sector about opportunities and challenges that are coming up for community groups.
The community sector coordination group or a communications working group, and the representatives on the national coordination bodies or processes, can take a number of practical steps to improve communication, which include:
1.
Ensuring open, transparent and professional communication: This involves (a) being open to sharing information freely and widely; (b) building collaboration rather than competition; (c) maintaining confidentiality, and (d) treating people with respect. Ensuring active, multi-directional communication: Members of the community sector communicate proactively with their representatives, instead of simply expecting to receive information.
2.
3.
Reaching out across the breadth of the community sector: This means communicating not only with NGO leaders and activists, but with a wide range of community sector individuals and groups, including those that are geographically or socially isolated21. Agreeing on communication roles and responsibilities: This involves (a) identifying which individuals or organisations are responsible for specific communication tasks (e.g. distributing the meeting agendas of National AIDS Coordinating Authority among the community sector); and (b) holding each other to account if responsibilities are not met (e.g., if newsletters are distributed late). Using appropriate, simple, accurate and respectful language:
4.
5.
Using the most widely spoken local language or producing resources in several languages. Not using terms that are incorrect or offensive. Avoiding jargon, and translating terms and ideas into information that is easily accessible to community groups. [See Box 26]
BOX 26: Translating jargon or using appropriate language

Term AIDS victims Translation People living with and affected by AIDS Sex workers A way of collecting, storing, and sharing information on what is being done in responding to HIV in the country.
Prostitutes Country Response and Information System (CRIS)
6.
Identifying appropriate and effective means of communication:
Communicating to different types of audiences through a combination of creative and practical formats, such as newsletters, websites, briefing papers and e-bulletins; not disseminating all information via e-mail if most community sector groups do not have computers.
Using databases to facilitate knowledge management and ensuring that information can be disseminated rapidly and efficiently.
7.
Using agreed formats for reporting and communication, keeping records for monitoring and evaluation and capacity building. For example, community sector representatives on the National AIDS Coordinating Authority could use a template (basic format) to produce reports on each meeting that they attend. [See Box 27] This report can be used to engage in consultations with the community sector and to help identify capacity-building needs of the representatives of the community sector and other sectors. Keeping communication regular and ongoing. An NGO network could commit to updating its members about the national coordinating body or processes at least four times a year, and a community sector representative could commit to giving feedback after each meeting of the National AIDS Coordinating Authority.
8.
21
See Action Card
BOX 27: Template for a meeting report by a community sector representative

A meeting report from a community sector representative (for example on the National AIDS Coordinating Authority) to the constituency might include:
Date, time and location of the meeting. Who attended the meeting. Background information (e.g. on any discussion held among the community sector in advance
of the meeting and any positions that were agreed).

Summary for each agenda item, including: How the discussion went. The positions that different representatives took. How the community sector representative voted. Decisions that were taken. Any agreed action points, including for the community sector representative. List of any other important issues that arose during the meeting and whether there should be
any follow-up, including by the broader community sector.

List, in order of importance or urgency, of the key items that the community sector needs
to discuss.
The date, time and location of the next meeting.
(Source: Adapted from Challenging, Changing and Mobilising: A Guide to PLHIV Involvement in Country Coordinating Mechanisms, Global Network of People Living with HIV/AIDS and POLICY Project, 2005)
The Theni District Positive Network meets for discussion, sharing, and support, India
Action Card
Improving Consultation within the Community Sector
The community sector needs to be able to facilitate efficient, effective and democratic consultation among its members and reach consensus on its positions, priority needs, and strategies.
Key Steps:
The community sector can take a number of practical steps to ensure and improve its consultation work. [See Box 28] These include:
1.
Strengthening community sector leadership and networking, especially of those that typically have the weakest represent-a-tion. For example, ensuring that a community sector network is strong and skilled enough to facilitate consultation processes and to have their leadership role respected by their constituents. Holding consultations when and where they are most convenient to the community sector, and providing opportunities for participation from all parts of the country (e.g., beyond the capitals). This can include sub-regional consultations, followed by selected representatives attending national consultations.
2.
BOX 28: Consultation

Seeking out the opinions, experiences and lessons of individuals and organisations. Giving people a clear subject matter and facilitating (but not directing) discussions. Listening to what people have to say. Giving people the chance to share their views honestly and openly. Allowing and acknowledging disagreements. Focusing on: A specific section of the community sector, such as NGOs that support orphans and
vulnerable children; or
A broad cross-section of community sector stakeholders. Identifying key themes, plus areas of agreement and disagreement. Documenting and sharing the outcomes of the consultation.
Consultation among the community sector involves:
3.
Holding both one-off and more regular opportunities for consultation, for example:
One-off consultations to review draft standardised indicators for the countrylevel monitoring and evaluation system. Ongoing, regular consultations with NGO networks organising consultation meetings two weeks before each session of the National AIDS Coordinating Authority - to discuss the issues to be placed on the agenda and existing agenda items, and to prepare the community sector representatives.
4.
Being transparent by widely announcing opportunities to participate in consultations. Formally agreeing on and communicating which consultation methods will be used, so that constituents are clear about exactly how they can or cannot be involved22. A variety of different consultation methods can be used, such as:

Meetings Focus group discussions E-forums Questionnaires
5.
Arranging for facilitators to hold the consultations so that they remain focused and allow a wide variety of participants to express their views. The facilitators should preferably be from within the community sector itself, be well briefed and have solid skills in participatory processes. Supporting marginalised and vulnerable groups, especially those with little organisational capacity, to meet, share their perspectives and articulate their views. This could involve providing people living with HIV or injecting drug users with support to have an additional separate, safe space in which to identify their priorities for the HIV/AIDS Action Framework. Supporting consultations by making the most of existing community sector resources, such as participatory community assessments, evaluation reports, case studies, good practice guides and monitoring data. Ensuring that the community sector representatives on the national coordinating bodies or processes are directly involved in or facilitate consultations with the community sector so that they have a detailed knowledge of their constituents views23. Ensuring that the process starts with defining the issues of major importance for the community sector and focus the consensus-building processes on these issues first. Be practical and focus also on what will be easier to reach consensus on first. Report the outcomes of the consultations to the participants and community sector more broadly.
6.
7.
8.
9.
22 23
Action Card
Working in Partnership and Building Mutual Understanding
It is important that all sectors, and the diverse groups within the community sector, work together in a collaborative and supportive way. This involves building mutual understanding (about different ways of working, priorities, terminology, etc.) and developing practical tools and processes to reach consensus and take difficult decisions (about shared objectives, the allocation of resources, etc.).
Key Steps:
The community sector and other stakeholders involved in each of the national coordinating bodies and processes can take a number of practical steps to improve the way in which they work together. These include:
1. Clarifying what each means by partnership. [See Box 29]
BOX 29: Partnership between sectors

Partnership is about working with others to achieve what we cannot achieve on our own. For national coordination of AIDS responses, it involves different actions:
Developing mutual understanding and appreciation of each others strengths, weaknesses,
experiences, lessons, etc.

Working for a common purpose. Working for mutual benefit. Having specific, complementary roles and responsibilities. Sharing complementary resources (e.g., skills, good practice, access to funding). Respecting the agreed working principles of the partnership.
(Source: Adapted from Pathways to Partnerships, International HIV/AIDS Alliance)
2. Building mutual understanding. This can involve:
Learning about what each group actually does and how each functions. For example, by reading each others annual reports and best practice guides, and analysing each others evaluation reports. Appreciating each others opportunities and challenges. For example, by asking about each others resources, limitations, pressures and diversity. Seeing each other in action. For example, by sex workers inviting government and private sector members of the National AIDS Coordinating Authority to visit their projects, or by a UN Theme Group inviting representatives of people living with HIV to observe one of its meetings.
3.
Developing and using participatory tools to build mutual understanding, plan together and reach consensus. [See Box 30] These tools need to:
Be explained to all those involved, ensuring that they understand and agree to them. Foster collaboration. Allow for differences of opinion and provide a way of channelling them. Be practical, enabling people to develop and share their thoughts by doing something together, rather than just talking. Have their results documented, so that people remember exactly what decisions were reached and how.
4.
Developing and agreeing on working principles: This can be done as an informal agreement or more formally through a mechanism such as a memorandum of understanding or another legally binding agreement. This document could cover areas such as:
How different sectors will treat each other (emphasising the importance of being non-judgemental and non-discriminatory). What language will be used (avoiding jargon whenever possible and identifying an appropriate working language that will not exclude people). Confidentiality (ensuring that people living with HIV can participate without fear of their status being disclosed publicly). Transparency (reaching a commitment to discuss issues openly and honestly). Intellectual property (clarifying who owns key documents, such as the one agreed HIV/AIDS Action Framework, and who can use them and how). Key principles that will be promoted, such as gender equality and the Greater Involvement of People Living with HIV and AIDS (GIPA). Working practices, such as responding to each others e-mails within one week or always giving apologies if someone cannot attend a meeting. What the expected outcomes and outputs will be, including, where appropriate, work plans and budgets.
5.
Developing and using participatory tools to cope with differences of opinion and crises. These tools need to:
Be explained to all those involved, ensuring that they understand and agree to them. Allow people to communicate their differences, but be focused on finding common ground or identifying compromises. Be practical, enabling people to build mutual understanding and respect by doing something together. Be goal-oriented, for example ensuring that they eventually lead to a decision, no matter how serious and complex the differences are. Have their results documented, so that people cannot dispute what decisions were reached and how.
6.
Developing and agreeing on mechanisms to monitor, evaluate, and review the partnership. This can include developing indicators to assess the effectiveness of the partnership and whether the agreements are being fulfilled.
BOX 30: Tool for building mutual understanding

The following tool can be used by a sector to understand more about its existing relationship with another sector and to identify areas that need improvement. For example, it could be used by the community sector (e.g., during a meeting of an NGO network) to assess the diversity of organisations within the sector and its relationship with the government, donors or private sector. Instructions:
1. 2.
Select a sector that your sector wants to improve its relations with. Discuss what your sector thinks about the other sector. For example, what do you think about: Their role? Their strengths/weaknesses? How their ways of working resemble or differ from yours? The best/worst things about working with them? Write the key points in the left-hand column of the chart below. Repeat the process, but from the point of view of what the other sector thinks about your sector. Write the key points in the right-hand column of the chart. How we see them
xx xx xx xx
How they see us

xx xx xx xx
3. 4. 5.
Discuss how your sector differs from the other sector. Write the key points in the right-hand column of the chart. On the basis of your discussions, identify two or three points considered priorities for improving your relationship with the other sector. Write the priorities in the bottom section of the chart. Things that we have in common with the sector
xx xx xx xx
Differences between us and the sector

xx xx xx xx
Priorities for improving our relations

xx xx
6.
Discuss practical ways in which you might address the priorities that you have identified. Identify your first step, that is, what you will do, when, where and how.
(Source: Adapted from Pathways to Partnership, International HIV/AIDS Alliance)
Discuss the points that your sector has in common with the other sector. Write the key points in the left-hand column of the chart below.
Action Card
Scrutinising Progress and being an Independent Watchdog
It is vital that, along with the official participation of its representatives, the community sector be able to play a watchdog role, independently assessing and critiquing the contributions and results of a variety of sectors and initiatives. This is particularly important in support of marginalised groups that are often excluded or have limited influence within formal processes.
Key Steps:
1.
A facilitator convenes the community sector - such as through consultation meetings with members of an NGO network - to identify what sort of watchdog role it wants to play and what type of group or processes this role might require. [See Box 31]
BOX 31: Partnership between sectors

The community sector needs to ask itself:
What type of issues and groups does the community sector want to monitor as part of its
watchdog role?
How aggressive does the community sector want to be in its watchdog role? What mechanism will best help the community sector to play a watchdog role? For example,
What are the advantages and disadvantages of playing a watchdog role? For example, how
might it affect funding opportunities for those involved?

How can the community sector balance a watchdog role with its official participation in
coordination stuctures
Does the community sector need to build its capacity to play an effective watchdog role?
For example, does it need to increase knowledge and skills about areas such as economics and budgeting?
2.
The community sector develops terms of reference for its watchdog role, whether it involves a new or existing group. This document outlines the groups:
Aims and objectives. (What is its focus? What does it want to achieve? Is it a mechanism for community complaints or an additional arena for community sector discussion and decision making?) Membership. (Is it just for community stakeholders or open to others, such as academic institutions? Is it for particular groups within the community sector?)
should it develop a new watchdog group or build on the functions of an existing group (such as an NGO network)?
Principles. (How will it ensure the greater involvement of of people living with HIV and other marginalised groups and that their issues are addressed?) Working practices. [See Box 32]
BOX 32: Working practices for a community sector watchdog group

Developing working practices for a watchdog group involves agreeing on issues such as:
How the group will be coordinated and administrated. How often the group will meet, where and for how long. How the group will gather its information. How the group will make decisions and deal with any differences of opinion. How the group will document and share its decisions. How the group will relate to other groups and institutions.
3.
The community sector uses the information and decisions from its watchdog role for a variety of purposes. These include:
Informing the community sectors official participation in national coordination bodies and processes (by giving representatives evidence of how issues are affecting communities). Informing the community sectors advocacy work (by providing evidence of how an issue is affecting communities throughout the country)24.
4.
Other stakeholders, including the government and donors, respect the watchdog role of the community sector and acknowledge it as a vital part of democratic systems connected to the principles of the Three Ones and the national response to HIV/AIDS25.
Case studies: Scrutinising progress and being an independent watchdog

In 2005, largely in response to the Global Fund to Fight AIDS, Tuberculosis and Malaria, five NGOs Africa Consultants International, Alliance National Contre le SIDA, ENDA Sant, SIDA Service, and Synergie pour LEnfance co-founded the Observatoire. The initiative provides an open space for a range of actors, including the community sector and government. It aims to:
Act as a national watchdog by critically examining the multi-sectoral response to HIV/AIDS. Be a forum for formulating constructive proposals and recommendations likely to improve
the response.
Feed into reflection on the response to date and the implementation of the countrys
strategic plan. The Observatoire is open to all organisations and encourages the involvement of people living with HIV/AIDS. It has no formal structure, with communication taking place via e-mail and meetings called as the need arises. Decisions are made by consensus and are documented.
24 25

Supporting the use of the Guidelines on the involvement of the community sector in the coordination of national AIDS responses
These Workshop Facilitation Notes were developed by the International Council of AIDS Service Organizations (ICASO), the African Council of AIDS Service Organizations (AfriCASO) and the International HIV/AIDS Alliance (the Alliance), with funding and support from the Joint United Nations Programme on HIV/AIDS (UNAIDS).
Project Manager/Editor: Writer: Lead Partner Managers:
Kieran Daly, Director of Policy & Communications, ICASO Matthew Greenall, Consultant Cheick Tidiane Tall, Executive Director, AfriCASO Paul McCarrick, Head of Team, Alliance
Copyright 2007 by the International Council of AIDS Service Organizations, the African Council of AIDS Service Organizations, and the International HIV/AIDS Alliance. Information contained within this publication may be freely reproduced, published or otherwise used for non-profit purposes. The above-named organisations should be cited as the source of the information. Copies of this document are available in English, French, Spanish and Russian Photos: Gideon Mendel for the International HIV/AIDS Alliance, 2004.
Table of contents
About these notes A. Planning the Workshops 1. Participants 2. Facilitation team 3. Preparation by facilitators 4. Preparation by participants 5. Venue and equipment required 6. Donor support for action 7. Terminology 8. After the workshops B. Workshop facilitation notes 1. Opening the workshop 2. Understanding national policy, coordination and decision making for HIV/AIDS 3. Understanding the community sector and its current engagement in national AIDS coordinating bodies and processes 4. Developing action plans for improving community sector involvement in specific national AIDS coordinating bodies and processes 5. Developing action plans for strengthening the community sector 6. Presenting the action plans to other stakeholders 7. Sample workshop programs
1 2 2 4 5 6 6 6 7 7 8 9 10 15 22 28 33 35
About these notes

As national efforts to combat HIV/AIDS become increasingly shaped by the Three Ones principles one agreed HIV/AIDS Action Framework, one National AIDS Coordinating Authority, and one agreed country-level Monitoring and Evaluation System for HIV/AIDS the community sector faces new opportunities and challenges. In response to this, a set of guidelines Coordinating with Communities have been developed by the International Council of AIDS Service Organizations (ICASO), the African Council of AIDS Service Organizations (AfriCASO), and the International HIV/AIDS Alliance (the Alliance). These Guidelines are aimed at increasing and improving the active and meaningful involvement of the community sector in the coordination of national AIDS responses. The Guidelines provide practical options including standards, structures, processes and methods from which stakeholders can select those that are most appropriate and useful in their own context. This set of workshop facilitation notes have been developed to support the use of the Guidelines to take workshop participants through an action-planning process to develop specific country plans on the involvement of the community sector in national AIDS coordinating bodies and processes. These notes provide a range of tools and advice intended to help facilitation teams design workshops that are appropriate to the different contexts. The notes are divided into two sections: 1. The Planning the Workshops section provides the context and overall guidance on planning the workshops. 2. The Workshop Facilitation Notes section provides detailed suggestions for designing and facilitating the workshops. These notes are meant for experienced facilitators. They are therefore designed to be flexible and adaptable to the needs of each workshop. Some tips on using and adapting the notes are provided. 1 Workshop Facilitation Notes
A. Planning the Workshops

This section contains some basic points that facilitators should consider before organising the workshops.
1. Participants
a) Deciding on the sectors to involve and the participants to invite The context of each country will influence the decision either to limit the workshop to community sector participants or to involve other stakeholders, such as donors, international organisations and government officials. It is important for the workshops to provide a safe environment allowing community sector participants to feel that they can speak freely. In countries where the community sector is not yet used to working together on HIV/AIDS issues at the national level, or where it has previously had difficulty having its role accepted, it may be reasonable to reserve at least part of the workshop strictly for community sector representatives. However, it is also important that the community sector not be perceived as working alone and that the workshops not provoke tensions with other sectors. It is likely that there are representatives from other sectors who understand the importance of community sector involvement, who wish to help improve the environment for community sector involvement, and who are able to advise community sector representatives on ideal courses of action, by explaining why certain obstacles exist. They will also be important allies in helping to improve community sector involvement after the workshops. 2 Workshop Facilitation Notes One way of dealing with the question of whether or not to involve other sectors is to set aside some sessions specifically for a broader group. This could include involving authorities in an official capacity, for example by inviting them to a formal workshop opening. It could also include reserving the final part of the workshop to present action plans to the other sectors. Workshop organisers should consider these issues and discuss them with HIV/AIDS community sector leaders before taking a final decision. The community sector should aim to show itself as an open and willing partner, and care should be taken to avoid confrontation. Ultimately, what is most important is for the workshops to achieve their objective of generating plans for strengthening community sector involvement in national AIDS coordinating bodies and processes. Therefore, facilitators should select a group of participants who are most likely to ensure that outcome, including a commitment to undertake follow-up activities to ensure implementation of the plans. A number of points should be considered in selecting workshop participants representing the community sector:
Participants should be as representative of the community sector as possible. This means that they should represent different parts of the country, different ethnic or religious groups, different types of organisations, and groups that are the most vulnerable to HIV in the country, particularly the most marginalised groups. The Guidelines1 indicate the different types of organisations and key populations that may be part of the community sector:
See Action Card
Organisations
Key populations Key populations refer to groups of people that are key to the dynamics of, and response to, HIV/AIDS. Examples are:

People living with HIV/AIDS, their groups and networks Community networks and communitybased organisations, including those that involve or support key populations Local, national and international non-governmental organisations AIDS service organisations
People living with HIV/AIDS Orphans and vulnerable children Women and girls Youth Sex workers Injecting drug users Men who have sex with men Transgenders Migrants Refugees Prisoners
Faith-based organisations
NGO networks
NGO support organisations

At least some of the participants should already be involved in representing the community sector in national or regional policy or governance bodies. Representatives should come from a range of different community sector constituencies. [See table above.] Workshop Facilitation Notes Participants should ideally have a range of skills and experiences that are relevant to strengthening community sector involvement in national coordinating bodies and processes.2 The level of skills and experiences that will vary in different countries include:

Understanding of the national coordinating bodies and processes Understanding of the Three Ones principles Experience with organising and networking within the community sector, in particular with regard to HIV/AIDS Experience working within the national HIV/AIDS policy and governance environment Representational and communication skills
As many of the participants as possible should be in a position to be able to continue working on community sector involvement in national coordination bodies and processes after the workshop, particularly in terms of putting into action any plans that emerge from the workshop.
Participants from other sectors should be people who are in a position to influence, improve and provide resources to support community sector involvement in national HIV/AIDS coordination efforts such as one agreed HIV/AIDS Action Framework, one National AIDS Coordinating Authority, and one agreed country-level Monitoring and Evaluation System for HIV/AIDS.
See Action Cards
and
b) Planning workshop dates Given that the workshop will involve a process of analysis and action planning, it is important that all of the participants be available from beginning to end. If possible, the facilitators should contact the participants in advance (especially those already heavily involved in national HIV/AIDS policy and decision making) to choose the most convenient dates. Facilitators should also contact the authorities to check that the workshop dates do not conflict with proposed dates for other important meetings (e.g., those of the National AIDS Commission and Country Coordinating Mechanism). Facilitators should inform participants of workshop dates well in advance, particularly if the participants must travel a long distance to the workshop. c) Ensuring equal involvement of all participants The participants skills and experience with working on issues to do with national coordination may be mixed. Facilitators should take care to work at a pace and level that enables all participants to contribute. This may mean spending more time on initial sessions to build understanding of the issues, even though some of the more experienced participants may already know the content. In such cases, asking the more experienced participants to share their experiences can be a way of ensuring that everyones participation is valued. If participants do not share a common language, care should be taken to ensure that they are able to contribute fully, for example, through the help of translators. d) Deciding on the number of participants The total number of participants will depend on resources, peoples availability, and the need to include representatives from as many community sector constituencies as possible. However, given that the workshops need to be action-oriented and require concrete follow-up, the overall number of participants must also be manageable. The Facilitation Notes assume that there will be between 15 and 25 participants, although the Notes can still be used in workshops with fewer or more participants.
4 Workshop Facilitation Notes
2. Facilitation team
Because the primary objective of the workshops is to ensure that participants end up with concrete plans for strengthening community sector involvement in national AIDS coordinating bodies and processes, it is vital that the facilitation team be made up of individuals who are known and trusted by the community sector and who do not have biases towards any particular community sector organisation or priority. The team should also include people with skills and experience in the following areas:

Understanding of the Three Ones principles Experience with working in a multi-sectoral context, particularly in terms of strengthening collaboration between the government and the community sector Excellent knowledge of the national HIV/AIDS environment and its history, including the main systems and structures, the main actors, the current status of the national AIDS coordination (including community sector involvement) Facilitation of action planning, especially action planning for the community sector as a whole rather than for one organisation
Although not every member of the facilitation team needs to be experienced and skilled in all of these areas, efforts should be made to ensure that the team collectively covers them all. Finally, at least one member of the facilitation team preferably more than one should be available to take the lead or support the coordination of the action plan implementation in collaboration with workshop participants and the sector as a whole. This person should of course be acceptable to the community sector, for example, someone who is already active and well-known in community sector networks. Action-planning activities during the workshop will most likely require focussed facilitation. The facilitation team should therefore have at least one facilitator for every five or six participants. This will help ensure that small-group activities receive full support from the facilitators. If possible, a team member who is not directly involved in workshop facilitation should deal with administrative and logistical questions.
3. Preparation by facilitators
Facilitators should collect as much information as possible about the current level of community involvement in HIV/AIDS policy and decision making in the country, including:

Existing national strategic frameworks, joint AIDS review documents, etc. Current community sector involvement in implementing one agreed HIV/AIDS Action Framework, one National AIDS Coordinating Authority, and one agreed country-level Monitoring and Evaluation System for HIV/AIDS (including lists of members and terms of reference) Levels of community involvement in other HIV/AIDS policy-making or decision-making bodies (this may provide lessons and precedents) Networking or coordination initiatives that exist in the community sector Plans developed by donor agencies, government authorities and other stakeholders to implement the Three Ones principles and to strengthen community sector involvement in particular Dates of future meetings of coordinating bodies or processes (opportunities for input, e.g., if a national HIV/AIDS Action Framework is being developed) 5 Workshop Facilitation Notes
Considering that this information may influence decisions on the selection of workshop participants and the context, this research should ideally be carried out beforehand. Once decisions have been made on the overall context and the participants, facilitators should set aside some time to familiarise themselves with the Guidelines and these Workshop Facilitation Notes. The entire facilitation team should carry out the detailed planning of the workshops, including session planning and allocation of facilitation roles, to ensure that all team members share a common understanding of the objectives and the process. This might include simulating complicated sessions. Ideally, facilitators should set aside two days to prepare the technical aspects of the workshop. They should also reserve time to prepare the materials or presentations and to ensure that logistics go smoothly (including accommodation and travel arrangements for participants).
4. Preparation by participants
The need for preparation by participants will depend on the choices that facilitators make regarding the workshop programme. Section 2 of these Notes indicates which sessions would benefit from participant preparation. This is most important if the facilitators decide to ask some participants to present relevant experiences to date. If participants are asked to prepare presentations, the facilitators should also explain which format they should use (transparencies, PowerPoint, flip chart or poster, whiteboard). The facilitation team should offer any necessary support in preparing these presentations. Apart from these specific preparations, it may also be useful to provide participants with materials that they can read in advance of the workshop if they have time. Suggested materials include:
Coordinating with Communities: Guidelines on the involvement of the community sector in the coordination of national AIDS responses. International Council of AIDS Service Organizations, African Council of AIDS Service Organizations, and the International HIV/AIDS Alliance, 2007. Three Ones Key Principles, UNAIDS, April 2004. The Three Ones in Action: Where We Are and Where We Go from Here, UNAIDS, May 2005. Discussion Paper: Civil Society and the Three Ones, International Council of AIDS Service Organizations and the International HIV/AIDS Alliance, May 2005.
If any materials or reports exist on the current status of community sector involvement in the country or on the community sectors networking efforts, they should also be sent to participants in advance. 6 Workshop Facilitation Notes
5. Venue and equipment required

Venue and equipment requirements will depend on the final workshop programme developed by the facilitators. On the whole, plenty of flip-chart paper, tape, marker pens, Post-it notes and A4 paper should be provided, as these will help working groups report back after each exercise. Projectors, laptops, sound-amplification devices, and so forth, should be provided according to the facilitation teams preferences. The venue should be large enough to seat all the participants, including any additional guests who might be invited at the start or end of the workshop. There should be adequate space and furniture for small-group discussions throughout the workshop. Organizing residential workshops and providing lunch on-site often make it easier to start sessions on time and to build a friendly working environment. These decisions will naturally depend on what is customary in the context and on the resources available.
6. Donor support for action

Given that the aim of these workshops is to develop action plans that will support community sector involvement, facilitators should previously identify and engage donors potentially interested in funding actions identified by the workshop participants. Often a key barrier to taking action is the lack of resources to implement the action plans. Such donors include those who have publicly committed to, or shown an interest in, supporting community sector involvement and the implementation of the Three Ones principles.
7. Terminology
Although the term the Three Ones principles is in common usage, it is important during the workshop to remind participants that these refer not to a single activity or project but to three distinct principles for coordinating national AIDS responses. In addition, facilitators should try to use the names of the specific national AIDS coordinating bodies or processes, for example, National AIDS Plan and National AIDS Council.
8. After the workshops

Members of the facilitation teams should be available to carry out or support follow-up activities after the workshops.
a) Documenting and communicating the results Facilitation teams should ensure that the results of the workshops, and specifically any future action plans, are documented and communicated as quickly as possible to participants and any other stakeholders after the workshops. b) Monitoring the implementation of the plans emerging from the workshops Additional information (e.g., regarding national plans or resources) may be required before the action plans can be finalised. Facilitators should monitor and where necessary provide support for this process. Once the plans are finalised and resources have been committed, facilitators should help ensure continuity in monitoring the implementation of the plans if possible. c) Providing feedback on the Guidelines The main feedback needed relates to the usefulness of the Guidelines. For example: How useful is the content for supporting involvement and developing action plans? What guidance is missing or unclear? If possible, facilitators should share any workshop documentation and action plans with ICASO, AfriCASO and the Alliance, as these may provide useful input for future versions of the Guidelines. This would also allow these partners to monitor progress on community involvement in national AIDS coordinating bodies and processes. Contact icaso@icaso.org. ICASO and its partners would also appreciate feedback on any facilitators or participants who could potentially become champions for strengthening community involvement in the Three Ones principles. These champions include participants who demonstrate an excellent vision of the role the community sector can play, who understand the complexities of this area of work, and who have strong consensus-building and facilitation skills. It is hoped that these champions will become involved in facilitating action-planning activities in other countries in their region. 7 Workshop Facilitation Notes
B. Workshop facilitation notes

How to use these notes
The specific focus of the workshops While the main objective of these workshops is to enhance the community sectors active and meaningful involvement in national AIDS coordinating bodies and processes, a number of key factors will influence each workshops specific focus and the choice of sessions. These factors include:
The community sectors level of understanding of national coordination bodies and processes The community sectors capacity to engage in national AIDS coordination The enabling environment and the willingness of governments and other stakeholders to involve the community sector Forthcoming opportunities for involvement in national coordinating bodies or processes (e.g., renewal of the national strategic AIDS plan)
The facilitator or a group of community sector stakeholders should previously consult with their constituencies and other stakeholders (e.g., government and the UN) to identify priorities and to analyse forthcoming opportunities, which will help identify the specific focus of the workshop. These Workshop Facilitation Notes have been developed in conjunction with the Guidelines to lead workshop participants through an action-planning process designed to develop specific country plans to improve community sector involvement in national AIDS coordinating bodies and processes. Each workshop, however, is not expected to address in detail all coordinating bodies and processes, given that the choice of focus will depend on priorities, capacities, resources and forthcoming opportunities. Approaches to designing and facilitating the workshops Part B of this document offers a range of sessions that can be held during these workshops. Each session contains an objective, advice on how to achieve this objective, facilitation questions and suggested time allocations. Some sessions have long and short versions. We have offered suggestions for both, allowing facilitators to decide on the most appropriate way to hold the activity. Most of the suggested activities are participatory to encourage participants to engage with and take ownership of the workshops.
Important note It will not be possible or desirable for a single workshop to offer every session provided in these notes. Facilitators should choose those most relevant to their context. We have nevertheless indicated the sessions that are recommended for each workshop. In addition, other sessions form a sequence (especially in the action-planning section) and should therefore be kept together. The final pages of Part B contain sample plans, which provide examples of how different sessions can be combined into a workshop, depending on the countrys context.
In several cases it is suggested that participants be put into working groups. Facilitators should work out beforehand how they are going to form these groups. Although the easiest method is to randomly divide the participants into the number of groups required, it can be useful to ensure that groups have representatives from different regions, organisations and sectors (if sectors outside the community sector are involved). Working groups should ideally have from five to eight people. Groups with more than eight are difficult to manage. Groups with fewer than five people may not have enough experiences to share. Also, having a large number of groups reporting back to the plenary will take up time. When the aim of the working group is to develop an action plan, each group should include at least one person who will be directly involved in coordinating the plan and putting it into action. For some of the working group sessions, however, a facilitator should sit in with each group and take the lead on running the session to ensure that it stays focussed on the objective. The tips section included in each of the session plans indicates where it is strongly advised to have a member of the facilitation team run the group sessions.
1. Opening the workshop

Most facilitators have a preferred way of opening a workshop, introducing the participants and presenting the workshop programme, so we have not provided detailed instructions here. However, some important points should be considered in preparing this opening session.
1.1 Opening, introductions, expectations

Objective: To introduce the participants to one another and to adopt the workshop objectives and programme. Equipment / materials required: Overhead projector, PowerPoint or flip chart Handouts of the workshop objectives and programme Name badges Time required: 90 minutes maximum
Description: The opening sets the tone for the whole workshop. If you wish to create a relaxed working environment, aim to keep the introductions informal. Suggestion: Ask participants to mingle for ten minutes and introduce themselves to two or three people they dont know; then ask them to introduce themselves one by one to the whole group. To help make the opening session even more relaxed, ask participants to share something about themselves, for example, something they have learned since becoming involved in the response to HIV/AIDS. Present two or three clear objectives to be achieved during the workshop. Provide an indication of the workshop programme and propose some start and end times. Instead of using the term Three Ones principles in the
objectives, describe them in full (one agreed HIV/AIDS Action Framework, one National AIDS Coordinating Authority, and one agreed country-level Monitoring and Evaluation System for HIV/AIDS). Encourage active participation from the start, given that the participants will be asked to develop work plans. Suggestion: Present the objectives and programme. Then invite the participants to discuss them with their neighbours and to comment on whether they meet their expectations or not. Note down the comments and find an opportunity to discuss whether the workshop programme should be changed as a result. If participants come from very different social backgrounds (a likely situation if marginalised groups are involved), the social hierarchies may influence peoples confidence and ability to participate. Although this needs to be managed throughout the workshop, one way of helping to even things out is to ask participants to introduce themselves by their first names or nicknames, rather than by using official titles such as Dr or Professor. Although an official opening ceremony is by no means required to achieve the objectives of the workshop, in some countries it is important to start this way, especially if officials are present. Facilitators should contact official guests in advance to make clear plans for the start time, to brief them thoroughly about the workshop, and to give them an indication of what they would like them to say. In addition, if officials do speak at the opening, at least one community sector representative should be asked to make some opening remarks. In your opening remarks, make sure to explain what is meant by the community sector (see Guidelines, Part A, Section 1.2) and how the participants were selected.
Tips: * The introductory session is of course essential for all workshops. If all the participants know each other well and are used to working together, personal introductions are not required.
2. Understanding national policy, coordination and decision making for HIV/AIDS

This section provides sessions aimed at ensuring that all participants understand the key issues surrounding national policy and decision making for HIV/AIDS. Alternative sessions are proposed according to the participants level of knowledge, which means that it is not necessary to offer each of these sessions. Facilitators should nevertheless try to build a short sequence to ensure that the main issues are covered. The overall aim of these sessions is to build understanding of each of the national AIDS coordinating bodies and processes.
2.1 How is the response to HIV/AIDS organised in our country?

Objective: To establish, with participants, what are the main national structures that exist for coordinating HIV/AIDS responses.
2.1 Option (a): Participatory version

Equipment / materials required: Boards or flip charts and markers for noting down participants ideas Time required: 15-30 minutes
Comment: * Use option (a) if you feel that the participants are generally knowledgeable about which national structures exist; otherwise, use option (b).
2.1 Option (b): Presentation version

Equipment / materials required: Overhead projector, PowerPoint or flip chart to display the presentation Handouts of the presentation Time required: 15-30 minutes
Description: Presentation: Present or ask a guest to present the key structures that exist for planning, coordinating and monitoring the national response to HIV/AIDS. Invite the presenter to point out if there are currently any parallel or overlapping
Description: Short brainstorming session Ask participants which structures exist for governing and coordinating the national response to HIV/AIDS. Find out who the main stakeholders are: Which organisations or bodies are involved in and responsible for coordinating the national response to HIV/AIDS? (If you need prompts, refer to the list of stakeholders in the Guidelines, Part A, Section 1.2.) Note down on the board ideas from five or six participants. If all the ideas are national structures, clarify what they mean. For example, if large national projects are mentioned, explain that these are projects rather than governing structures. Ask participants to identify the role of each of the structures listed on the board (e.g., coordination, monitoring, fundraising, management). Note down these ideas on a separate sheet. If any important roles are not mentioned, add them to the list and explain them. Ask participants if everything is clear. Provide any necessary clarification.
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structures, if there are any clearly perceived gaps in these structures, and/or if there are current plans to revise the structures. Ask participants if everything is clear. Provide any necessary clarification.
Tips: * Use this option instead of option (a) if you feel that some of the participants do not have a clear understanding of the national structures in place or if you consider that the complexity of the different overlapping structures or bodies requires a presentation. * A guest from the government can be invited to give this presentation.
2.2 Introducing the Three Ones principles

Objective: To provide an overview of the Three Ones principles and to discuss their application in the country. Equipment / materials required: Overhead projector, PowerPoint or flip chart to display the presentation Handout copies of the key components of the Three Ones principles Time required: 15-30 minutes

Description: Presentation Present each of the Three Ones principles in turn. Explain the relevance of each. Note that this presentation should last no more than 10 minutes, leaving time for questions and discussion. Tips: Refer to the Guidelines, Part A, Section 2. If you wish, invite a guest from the government or an agency such as UNAIDS to give this presentation. This is particularly desirable if this person is responsible for implementing any or all of the Three Ones principles in the country. Use the local names for the different coordinating bodies and processes (e.g., National Strategic Plan instead of HIV/AIDS Action Framework or National AIDS Commission instead of National AIDS Coordinating Authority). If all participants already have a good understanding of the main national HIV/AIDS mechanisms in place, you may prefer not to include this presentation. If you opt to do Session 2.3, the presentation given here should be fairly generic and should not make reference to what is currently in place in the country. Also, less time will be required for discussion as Session 2.3 will provide an opportunity for this. However, if you prefer not to use Session 2.3, this presentation should also explain current efforts to implement the Three Ones principles, and the status of these efforts.
* *
* *
2.3 How are the Three Ones principles being applied in our country?
Objective: To discuss how effectively the Three Ones principles are being applied.
2.3 Option (a): If you have used sessions 2.1 and 2.2
Equipment / materials required: Board or flip chart, markers for noting participants ideas Time required: 15 minutes
Description: Plenary discussion Draw attention to the results from sessions 2.1 and 2.2 listed on the flip chart or board. Ask participants the following questions: How effectively are the Three Ones principles being applied in this country? Are there are any inconsistencies between the principles and the way in which they are applied in this country? If so, why? Note down the main conclusions from this discussion and post them on the wall for future reference.
2.3 Option (b): If this is the first session after the introductions
Equipment / materials required: Flip-chart paper and markers for working groups Time required: 60 minutes
Description: Working groups and plenary discussion Divide participants into groups of four or five each. Then ask them to discuss the following questions: How effectively are the Three Ones principles being applied in this country? Are there any inconsistencies between the principles and how they are applied in this country? If so, why? Give groups 1520 minutes to discuss these questions. Circulate among the groups to ensure that everyone understands the questions. Have each group present its work to the plenary, and then discuss the results. Note down the main conclusions from this discussion and post them on the wall for future reference.
Tips: * Use this option to enable participants to draw conclusions from sessions 2.1 and 2.2, if the workshop includes those two sessions.
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Tips: * Use this option if you have decided that sessions 2.1 and 2.2 are not necessary because all the participants already have a good understanding of the issues discussed in those sessions. In such case, you can use this option as the first session after the workshop opening. * Alternatively, conduct this session by dividing participants into three groups, asking each group to focus on a different Three Ones principle: HIV/AIDS Action Framework, National AIDS Coordinating Authority, and/or agreed country-level Monitoring and Evaluation System for HIV/AIDS.
2.4 What are the strengths and weaknesses of the national AIDS coordinating bodies or processes in the country (HIV/AIDS Action Framework, the National AIDS Coordinating Authority, and/or the national Monitoring and Evaluation System for HIV/AIDS)?
Objective: To discuss the strengths and weaknesses of the national AIDS coordinating bodies or processes already in place in the country Equipment / materials required: Flip-chart paper and markers for working groups Time required: 60 minutes
Description: Working groups Divide the participants into three groups. Ensure that each has a mix of experiences. Ask each group to discuss one of the following questions: What are the strengths and weaknesses of the current national HIV/AIDS action framework (or strategic plan)? What are the strengths and weaknesses of the national AIDS coordinating authority (e.g., national AIDS commission)? What are the strengths and weaknesses of the national monitoring and evaluation system for HIV/AIDS? Allow 20 minutes for this discussion, then have groups make a brief report. Ask if any of the groups can explain why these strengths and weaknesses exist. Ask if any of these strengths and weaknesses are clearly linked to community sector involvement or lack of involvement. Note down and underline these points.
Tips: * Use this option instead of sessions 2.2 and 2.3 only if all participants are experienced in these areas. * If the workshop is focussing on only one or two national coordinating bodies or processes, prepare to discuss only these and arrange the working groups accordingly (e.g., four groups, with two groups working on each question).
3. Understanding the community sector and its current engagement in national AIDS coordinating bodies and processes
This section provides short sessions designed to ensure that all participants understand: (a) what is meant by community sector, (b) how the different parts of the community sector currently work together, and (c) where the community sector is in terms of being involved in national coordination and decision making on HIV/AIDS. These sessions will therefore help identify priorities to focus on in the rest of the workshop. Alternatives are proposed according to the participants level of knowledge, therefore not all of these sessions should be used. However, facilitators should try to build a short sequence to ensure that the main issues are covered. One way to save time is to run some of the sessions in parallel with different working groups focussing on different issues. The advantage is that this method will cover ground more quickly, but the disadvantage is that there will be fewer perspectives on each issue. An example is provided in the workshop plans section at the end of these Notes.
3.1 What is the community sector?

Objective: To discuss what constitutes the community sector in the country.

Equipment / materials required: Boards and markers for noting participants ideas Time required: 30 minutes 15 Workshop Facilitation Notes
Description: Short brainstorming session Ask the following questions: What do you understand by community sector? (Collect five or six ideas.) Which types of organisations or people make up the community sector? (Try to obtain as many ideas as possible.) Which types of HIV/AIDS activity is the community sector involved in? Note down participants ideas legibly and visibly. Ask participants to comment on whether they agree or not. Use the third question to recognise the diversity of activities that the community sector is involved in, and to point out whether or not, in this context, the community sector is currently engaged in national coordination, policy and decision making. Conclude this session by asking the participants to say which are the most important points mentioned. Underline these points and leave them posted on the wall for future reference. If necessary, add your views about the key points.
Tips: * Use the definitions in the Guidelines, Part A, Section 1.2, and Action Card 1, to frame your remarks. * To encourage participants to think about these questions and to frame their answers, ask them to spend five minutes discussing the questions informally with their neighbour before opening the brainstorming session.

Equipment / materials required: Overhead projector, PowerPoint or flip chart to display the presentation Time required: 1530 minutes
Description: Presentation and plenary discussion Present the definition of community sector outlined in the Guidelines, Part A, Section 1.2. This should require just one or two slides. Invite participants to comment. Ask for clarification of the definition. Note down any additional points. Ask the question: Which types of HIV/AIDS activity is the community sector involved in? Note down participants answers and lead a discussion. If involvement in national policy or decision making is not mentioned, give the necessary prompts and provide examples, if any.
Tips: * Because participants are given the option of adding to the definition, it is preferable to do the presentation on flip-chart paper, so that ideas can be added by hand. * Option (a) is more participatory and therefore preferable. Option (b) should be used only if there are significant time constraints or if there are clear advantages to being directive in providing the definition of community sector presented in the Guidelines.
3.2 How is the community sector organised?

Objective: To discuss how the community sector organises itself with respect to national HIV/AIDS responses and to share information on existing initiatives.
3.2 Option (a): Plenary discussion version

Equipment / materials required: Overhead projector, PowerPoint or flip chart Time required: 15 minutes
Description: Plenary discussion Draw attention to the results from Session 3.1 (What is the community sector?) and ask: Does the community sector organise itself at the national or regional level to discuss and act on things together? What are these initiatives? Are they formal? Networks? Does the sector have leaders or representatives at the national level? Do these initiatives facilitate community sector involvement in national AIDS coordination bodies and processes, in particular the national HIV/AIDS Action Framework, the national AIDS Coordinating Authority, or the national Monitoring and Evaluation System for HIV/AIDS? Note down the answers to these questions and display them visibly on the board or flip chart. Ask participants if everything is clear. Allow some time for discussion and clarification if necessary. 17 Workshop Facilitation Notes
Tips: * Use this option if a significant number of the participants are likely to be aware of efforts to organise the sector.

Equipment / materials required: Boards and markers for noting down participants ideas Time required: 15-30 minutes
Description: Presentation Present these initiatives briefly yourself or have them presented by one or more participants who are currently involved in organising/leading community sector involvement or networking on HIV/AIDS. Presentations should answer the following questions: When did the initiative start? How did it come about? Which parts of the community sector are involved? Can any part of the community sector be involved or is it just for a specific group (e.g., network of faith-based organisations)?
What is the aim or objective of the initiative? Does the initiative facilitate community sector involvement in national AIDS coordination bodies and processes, in particular the national HIV/AIDS Action Framework, the national AIDS Coordinating Authority, or the national Monitoring and Evaluation System for HIV/AIDS? What has it achieved so far? Note down the answers to these questions and display them visibly on the board or flip chart. Ask participants if everything is clear. Allow some time for discussion and clarification if necessary.

Tips: * Use this option only if few of the participants are aware of efforts to organise the sector, as it is designed to allow those who are aware to share information with the rest of the participants.
3.3 Why is it important for the community sector to be involved in national AIDS coordinating bodies and processes?
Objective: To discuss the importance of community sector involvement in national AIDS coordinating bodies and processes. 18 Workshop Facilitation Notes

Equipment / materials required: Flip-chart paper and markers for working groups Copies of Action Cards 111 from the Guidelines.
Time required: 90-120 minutes
Description: Stage 1: Working groups Divide the participants into three groups. Have each group discuss one of the following questions: Why is it important for the community sector to be involved in developing a national action framework for HIV/AIDS? Why is it important for the community sector to be involved in a national HIV/AIDS coordinating authority? Why is it important for the community sector to be involved in developing a country-level monitoring and evaluation system for HIV/AIDS? Encourage the working groups to think about how community involvement can improve the overall response to HIV/AIDS. Give them 2530 minutes to discuss their question. Ask them to present their results in point form. Allow time for discussion of each groups results. Ask participants to point out the answers that are the same for each question. Underline the points that are specific to each question.
Stage 2: Plenary discussion Ask participants to outline the main points that need to be taken into account to strengthen community sector involvement in national AIDS coordinating bodies and processes. Suggestion: Use the following prompts based on the Action Cards in the Guidelines: Representation: Those involved should be selected by the community sector and should adequately represent all parts of the community sector. (Note: If you did Session 3.1, remind participants of the results related to who and what makes up the community sector.) [Action Cards 1, 2 and 3] Skills/capacity: Those involved require the skills necessary to work with other sectors and to participate in an effective way. [Action Cards 4 and 5] Acceptance by other sectors: The community sector is accepted by other sectors as an important contributor to these processes. [Action Cards 7 and 10 ] Communication and consultation: Mechanisms are required to share information and consult with the community sector as a whole on important issues. [Action Cards 8 and 9] Resources: Time and resources are required for the community sector to participate in an effective way. [Action Card 6] Independence: The community sector should be able to participate yet also maintain its independence, raising difficult or sensitive issues if necessary. [Action Card 11] Try to organise the participants suggestions into these categories if possible. Tips: Refer to the Guidelines, Part A, Section 3.2 (Box 4: Benefits of community sector involvement for national responses to HIV/AIDS). Use either Session 3.3 or Session 3.5, not both. Session 3.3 is appropriate when most participants are not yet very involved in national policy-making and decision-making efforts. If other sectors are involved in this session, it might be helpful to have them each work on their own and then come together to discuss differences/similarities regarding the issues identified. This session provides an indication of the priorities that should be selected in Section 6 of these facilitation notes. 19 Workshop Facilitation Notes
* *
3.4 What are the main characteristics of meaningful community sector involvement in national AIDS coordinating bodies and processes, and what needs to be in place to achieve this outcome?
Objective: To discuss the overall characteristics that need to be in place both within and outside the community sector to ensure that community sector involvement is meaningful. Equipment / materials required: Small pieces of paper (Post-it notes or quarter sheets), markers and a board Time required: 45 minutes
Description: Plenary exercise Ask participants to discuss with their neighbour what all of the stakeholders need to do to ensure meaningful involvement of the community sector in national AIDS coordinating body and processes. (Note: Refer to the stakeholders listed in Session 2.1 in these Notes or in the Guidelines, Part A, Section 1.2.) Keep the discussion to no more than ten minutes. Then ask participants to note down one or two ideas on small pieces of paper, one idea per piece of paper. Ask participants to volunteer one by one to explain their idea. Post it to the board or the wall. Each time a new idea comes up, ask if any other participants have a similar idea. If they do, gather these ideas and post them together. Use the list of characteristics included in the Guidelines, Part B, Section 1.1, to prompt or add new ideas. Note: The ideas from the Guidelines should not merely be listed but each one should be discussed, and the participants should be given an opportunity to say whether it is relevant to their context.
Tips: * Many of the points raised in this session will have already been covered in previous exercises, and a number of them will come up in later sessions with respect to each of the national coordinating bodies and processes. This session should therefore be considered optional, and used only if there is a specific additional message the facilitators wish to get across. * A shorter version of this session would involve simply presenting and explaining the characteristics provided in the Guidelines, Part B, Section 1.1. These should then be posted on the wall for reference. This version of the session may be more appropriate for participants who do not have much experience in this area of work. Ample time should be given for questions and explanations. * If you use this session as well as Session 3.3, you should consider whether to include Stage 2 of Session 3.3. Some of the points from the list provided in Stage 2 are likely to come up in Session 3.4; if they do not, you can introduce them.
3.5 What are the strengths and weaknesses of current community sector involvement in national AIDS coordinating bodies and processes?
Objective: To assess current community sector involvement in national AIDS coordinating bodies and processes. Equipment / materials required: Flip-chart paper and markers for working groups Copies of Action Cards 111 of the Guidelines Time required: 60-90 minutes
Description: Working groups Divide the participants into three or four groups, ensuring that each group has a mix of experiences. Each group discusses the strengths and weaknesses of community sector involvement in national AIDS coordinating bodies and processes, for each of the following points: Representation: Were the representatives involved selected by the community sector? Do they adequately represent all parts of the community sector? (Note: If you did Session 3.1, remind participants of the results in terms of who and what makes up the community sector). [Action Cards 1, 2 and 3] Skills/capacity: Do those involved have the skills necessary to work with other sectors and to participate in an effective way? [Action Cards 4 and 5] Acceptance by other sectors: Is the community sector accepted by other sectors as an important contributor to these processes? [Action Cards 7 and 10] Communication and consultation: Are there mechanisms to share information and consult with the community sector on key issues? [Action Cards 8 and 9] Resources: Is there sufficient time and resources for the community sector to participate in an effective way, including for consultations within the sector? [Action Card 6] Independence: Is the community sector able to participate yet also maintain its independence, raising difficult or sensitive issues if necessary? [Action Card 11] Invite groups to report their results to the plenary. Allow 30 minutes per group. Ask participants to say if they disagree with any points. Ask them to identify the main patterns of strengths and weaknesses emerging from all of the group discussions. Underline these and leave them on display for future reference.
Tips: * Suggest that groups draw a two-column table (strengths and weaknesses) with one row corresponding to each point raised. It may be useful for a
facilitator to sit in with each working group in order to ensure that discussions stay on topic. * Instead of asking each group to address all the listed points, assign one or two of the points per group; otherwise, each point is unlikely to be addressed in equal measure. This will also give each group more time to focus on each point, although the disadvantage is that there will be less feedback to compare at the end. * It is proposed that either Session 3.3 or Session 3.4 be used, not both. Session 3.4 is appropriate when the majority of participants are already strongly engaged as community sector representatives on these issues. If participants are at this level, facilitators should also consider omitting Session 3.2. * This session provides an indication of the activities that should be selected in Section 6 in these Facilitation Notes.
4. Developing action plans for improving community sector involvement in specific national AIDS coordinating bodies and processes
This section describes how to facilitate the process of setting priorities and developing clear action plans for improving community sector involvement in specific national AIDS coordinating bodies or processes. It may not be possible or desirable to develop action plans for all bodies or processes. (See the first section of Part B of these Facilitation Notes for the factors to consider in identifying the specific focus.) 22 Workshop Facilitation Notes The activities in this section are generally more appropriate for a community sector that has some established mechanisms for sector-wide organisation and representation. If these mechanisms are weak or absent, it may be more useful to focus on action plans for strengthening the community sector itself, as suggested in Section 5 of these Facilitation Notes. Facilitators should obtain in advance all documentation concerning progress to date (e.g., copies of national strategic plans or terms of reference), as these documents are necessary for this session. Remember to make use of the local names for the different coordinating bodies and processes (e.g., National Strategic Plan instead of HIV/AIDS Action Framework or National AIDS Commission instead of National AIDS Coordinating Authority). Sessions 4.2 and 4.3 are designed to be used together in a seamless fashion. However, if facilitators are facing time constraints, feel that less time is required for analysis and planning, or decide to use the workshop to obtain an indication of future plans without finalising the plans, they should use one session or the other. Facilitators should make it clear that participants are not expected to resolve the issues during this workshop: They are merely going to develop plans that will help the community sector resolve the issues in the short to medium term. Distribute copies of the Guidelines to participants, if you have not yet done so, as they contain important information for the following sessions.
4.1 Assessing the current status of a specific national AIDS coordinating body or process
Objective: To decide which of the key steps outlined in the Guidelines should be addressed as a matter of priority by the community sector.
4.1 Option (a): Participatory priority-setting version

Equipment / materials required: Overhead projector, PowerPoint or flip chart to display the key steps Copies of the relevant pages from the Guidelines, Part B, Section 1.2 and of the relevant Action Cards for reference (one set per working group) Flip-chart paper and markers for working groups Time required: 90-120 minutes
Description: Presentation and working groups Present the key steps outlined in the Guidelines, Part B, Section 1.2: 1. 2. 3. 4. 5. 6. 7. 8. Developing terms of reference Selecting representatives Providing induction for members Raising awareness Building effective relationships Engaging in joint decision making Supporting decisions and actions Monitoring and reviewing
During the presentation, explain the different steps outlined in the Guidelines, Part B, Section 1.2. At the end of the presentation, invite participants to ask for clarification. Remind participants of the key characteristics of meaningful involvement (Session 3.4 or text from the Guidelines, Part B, Section 1.1). These are what we are hoping to achieve through our plans. Once the steps are clear, divide the participants into working groups. Allow the groups 4560 minutes to discuss the steps, whether these have been achieved, and which ones need more work if community sector involvement is to be improved. By the end of the discussion, each group should have chosen three steps that need to be addressed as matters of priority. They can choose steps that have not been addressed at all, steps that are about to be taken or that are in progress (and that therefore provide a good opportunity for improved community involvement), or steps that have been addressed but not in a way that promotes meaningful community sector involvement.
Ask the groups to present their work to the plenary. After all the presentations, ask the participants if the priorities are the same. If there is consensus on the priorities, move on to the next session. If there are major differences of opinion, encourage the different groups to discuss them, and help them come to an agreement. Aim to have no more than three or four steps as a final priority list, and reassure participants that the other steps can also be addressed later.
Tips: * A facilitator should sit in with each working group to ensure that discussions stay on topic. * It is important for the facilitators to ensure that they know which steps have already been undertaken, and what the strengths and weaknesses are, so that they can provide input to the working groups. * Participants should also be encouraged to consult the Action Cards that are relevant to the steps they are examining. The relevant Action Cards are indicated in the Guidelines, Part B, Section 1.2.
4.1 Option (b): Pre-selection of priorities by facilitators / community sector leaders version
Equipment / materials required: Overhead projector, PowerPoint or flipchart to display the steps Copies of the relevant pages from the Guidelines, Part B, Section 1.2, for reference Time required: 45 minutes
Description: Presentation of the key steps and priorities Present all the key steps outlined in the Guidelines, Part B, Section 1.2. Then underline three or four steps that have been selected as priorities, given the current context. Explain why these steps have been set as priorities. Invite participants to comment and discuss. If possible, when participants put forward concrete arguments, you should exercise some flexibility in terms of changing the list.
Tips: * Use this option only if there are clear and obvious priorities: for example, if the renewal of the national AIDS coordinating authority is underway or imminent, and urgent action is required on the part of the community sector. * Discuss these priorities with relevant community sector leaders before the workshop.
4.2 Assessing the current situation of the priority steps identified for improving community sector involvement in national AIDS coordinating bodies and processes
Objective: To carry out an in-depth assessment of the steps identified as priorities during Session 4.1. Equipment / materials required: Copies of the relevant pages from the Guidelines, Part B, Section 1.2 and of the relevant Action Cards for reference (one per person) Copies of relevant national-level documents (e.g., national strategic plan, terms of reference of the national AIDS coordinating authority, national M&E system) Flip-chart paper and markers for working groups Time required: 2-3 hours
Description: Working groups Divide participants into groups, with one group per priority step identified during Session 4.1. Have participants read the step carefully and spend some time discussing the current status of that step: Has it been undertaken? Does it facilitate community sector involvement in its current form? What are the main problems identified? Use Step 1.2.1 (Guidelines, Part B) as an example to encourage participants to find out the following information: Do terms of reference exist for the authority? Do they cover all the issues outlined in the Guidelines? Does the authority follow them? Is there adequate financial support to ensure that they are put into practice? Are the terms of reference are readily available? Encourage participants to closely examine the Action Cards that are referenced under each step in the Guidelines and any other relevant documents that are available. Allow at least one hour (ideally up to two hours) for this working group discussion. Have working groups come together to report on their analysis of the main issues or problems. Allow ample time for the different groups to comment and provide their opinions on each others work. Comments should be discussed and noted. Ask participants to identify whether there are obvious overlaps in the issues identified for different steps. Note these down, as it may be possible to address them simultaneously in the action plan.
* * *
Tips: A facilitator should sit in with each working group to ensure that discussions stay on topic. Working groups for this session must include a mix of sectors (if the participants are multi-sectoral) and capacities. An alternative way of facilitating this session (particularly if there are only two or three priority steps) is to ask two or more working groups to look at each step. The discussions of each group may go in different directions and reveal different points, resulting in a more in-depth analysis than otherwise. Obtain and duplicate in advance all relevant documents, as they form an important basis for this work.
4.3 Developing action plans to address the priority steps for improving community sector involvement in national AIDS coordinating bodies and processes
Objective: To develop an action plan, including a timeline, addressing each of the steps identified as priorities during Session 4.1. Equipment / materials required: Flip-chart paper and markers for working groups Time required: 3-4 hours
Description: Working groups Stage 1: Ask participants to stay in the same groups as for Session 4.2, with one group per priority step identified during Session 4.1. Have the participants discuss the feedback and comments provided by other groups during Session 4.2. Does the feedback change any of the issues raised? Does it make them more or less problematic? Ask participants to write a summary list of the main issues or problems related to the step they are discussing. For each problem or issue, ask participants to write down what the ideal situation should be (the objective). Then lead a discussion on what would need to be done to reach this objective by asking these questions: Are these solutions realistic? What are the opportunities for raising and resolving these issues (e.g., a forthcoming meeting of the national AIDS coordinating authority, a forthcoming AIDS conference, or a forthcoming meeting of community sector networks)? Is the community sector able to resolve them alone?
Is the community sector able to resolve them in collaboration with other sectors, and are these other sectors willing to collaborate? What key steps are needed to move on resolving this problem or issue? Invite groups to consult the Action Cards that are referenced for each step in the Guidelines, and use these as a basis for developing their plan in detail. Allow groups at least 90 minutes for these discussions, before they report back to get more feedback from other groups. Have the working groups come together to report on their analysis. Allow ample time for the different groups to comment and provide their opinions on each others work. Comments should be discussed and noted, as in Session 4.2. Ask participants to identify whether there are obvious overlaps in the proposed actions. If there are overlaps, the groups should consider whether a joint plan combining the proposed actions would be more efficient and effective.
* * *
Tips: A facilitator should sit in with each working group to ensure that the discussions stay on topic. Working groups for this session must include a mix of sectors (if the participants are multi-sectoral) and capacities. An alternative way of facilitating this session (particularly if there are only two or three priority steps) is to ask two or more working groups to look at each step. The discussions of each group may go in different directions and reveal different points, resulting in a more in-depth analysis than otherwise. In deciding who will take the lead on implementing or coordinating the actions, facilitators should encourage participants to put forward people who already hold an official representative or coordinating position within the community sector. If this position does not exist, some of the activities in Section 6 may be necessary before concrete steps for specific national AIDS coordinating bodies or processes are planned. The Action Cards provided in the Guidelines are referenced for each step. These cards outline in detail the key activities for each step and should therefore be used as a basis for planning.
Stage 2: Ask participants to return to their working groups to make a final plan containing the following: A summary of the problem or issue Objectives that express the ideal situation (resolution of the problem or issue) The actions to be implemented, an indication of the time and the human resources that this plan will require, and any other cost indications Who will be responsible for implementing the actions, or coordinating their implementation Allow groups at least one hour before they present their final plans to the plenary.
27
5. Developing action plans for strengthening the community sector

This section describes how to strengthen the community sector in terms of capacity, organisation, leadership, and overall positioning so that it can be more effective in its involvement in national AIDS coordination bodies and processes. The sessions are based on the Action Cards found in Part C of the Guidelines. All of the activities described will be potentially helpful for implementing the plans that emerge from Section 4 in these Facilitation Notes. If the community sector is not yet well organised, coordinated or positioned, it may be useful to focus on these activities rather than on steps related to a specific coordinating body or process, as these activities provide a strong platform for better community involvement in all coordinating efforts. The sessions in this section follow naturally from Sessions 3.3 and 3.5. Although the activities in this section concern the community sector specifically, the community sector should look for support from other sectors or stakeholders to implement these activities. Facilitators should make it clear that participants are not expected to resolve the issues during this workshop: They are merely going to develop plans that will help the community sector resolve the issues in the short to medium term. Facilitators should obtain in advance all documentation concerning progress to date (e.g., statutes from national civil society AIDS networks, examples of selection of community sector representatives, or current reports of national community sector activities), as these are necessary for this session. Distribute copies of the Action Cards (Guidelines, Part C) if you havent yet done so because they contain important information for these sessions.
5.1 Establishing priority areas for strengthening the community sector

Objective: To determine the priority areas to focus on in the action plans.

Equipment / materials required: Copies of the Action Cards (one per person) Flip-chart paper and markers for working groups Time required: 45 minutes
Description: Presentation and working groups Give a brief presentation of either all eleven of the Action Cards or the following list (which was also presented in sections 3.3 and 3.5): Representation: The people involved should be selected by the community sector and should adequately represent all parts of the community sector. (Note: If you did Session 3.1, remind participants of
the results related to who and what makes up the community sector.) [Action Cards 1, 2 and 3] Skills/capacity: The people involved require the skills necessary to work with other sectors and to participate in an effective way. [Action Cards 4 and 5] Acceptance by other sectors: The community sector is accepted by other sectors as an important contributor to these processes. [Action Cards 7 and 10] Communication and consultation: Mechanisms are required to share information and consult with the community sector as a whole on important issues. [Action Cards 8 and 9] Resources: Time and resources are required for the community sector to participate in an effective way. [Action Card 6] Independence: The community sector should be able to participate yet also maintain its independence, raising difficult or sensitive issues if necessary. [Action Card 11] Divide participants into three or four groups. Ask each group to look at either the Action Cards or the list above, and to discuss which items on the list emerge as urgent priorities. Invite them to select three or four priorities from the list. Working group discussions do not need to last longer than 15 minutes. Invite each group to present its priorities. After all the presentations, ask the participants if the priorities are the same. If there is consensus on the priorities, move on to the next session. If there are major differences of opinion, encourage the different groups to discuss them, and help them come to an agreement. Aim to have no more than three or four steps as a final priority list, and reassure participants that the other steps can also be addressed later.
Tips: * If you did Sessions 3.3 and/or 3.5, these questions have already been discussed to some extent, so this session can be done more quickly. * A facilitator should sit in with each working group to ensure that discussions stay on topic. * It is important for the facilitators to ensure that they know what is already in place in terms of these questions, and what the strengths and weaknesses are, to be able to provide input to the discussions. * The list provided above is an alternative to listing all the Action Cards and is proposed as a simplified approach: the contents of some of the Action Cards are dealt with jointly under one heading.
5.1 Option (b): Pre-selection of priorities by facilitators / community sector leaders version
Equipment / materials required: Overhead projector, PowerPoint or flip chart to display the steps Copies of the Action Cards Time required: 30 minutes
Description: Presentation of priorities Present all the items contained in the Action Cards. Then underline three or four areas that have been pre-selected as priorities, given the current context. Explain why these steps have been selected as priorities, and invite participants to comment and discuss. Note: If possible, when participants put forward concrete arguments, you should exercise some flexibility in terms of changing the list.
Tips: * Use this option only if there are clear and obvious priorities (e.g., if the revision of a national monitoring and evaluation system is underway or imminent, and urgent action is required on the part of the community sector). * Discuss these priorities with relevant community sector leaders before the workshop.
5.2 Assessing the current situation of priority areas for strengthening of the community sector
Equipment / materials required: Copies of the Action Cards (one per person) Copies of any relevant documentation on existing efforts for community sector organising or positioning Flip-chart paper and markers for working groups Time required: 2 hours
Description: Working groups By way of an introduction, remind participants of the discussions held during Session 3.3 or 3.5 about the main points to be taken into account to strengthen community sector involvement in national AIDS coordination bodies and processes (3.3) or the strengths and weaknesses of the community sector regarding these points (3.5). Divide participants into groups, with one group per priority identified during Session 5.1.
Have participants read the relevant Action Card(s) carefully, and then spend some time discussing the current status. What is already in place with respect to this area of work? What has been achieved? What are the main problems identified? Using Action Card 2 Identifying roles, responsibilities and selection criteria for community sector representatives as an example, participants might ask whether there is already agreement in the community sector on the roles and responsibilities of its representatives, whether there is donor support for this area of work, whether terms of reference have been developed and disseminated. Invite participants to closely examine any relevant documents that are available (again, using Action Card 1 as an example, participants should examine the terms of reference for community sector representatives if these exist). Allow at least one hour for this working group discussion. Ask working groups to come together to report on their analysis of the main issues or problems. Allow ample time for the different groups to comment and provide their opinions on each others work. Comments should be discussed and noted. Ask participants to identify whether there are obvious overlaps in the issues identified for different steps. Note these down, as it may be possible to address them simultaneously in the action plan. Tips: A facilitator should sit in with each working group to ensure that discussions stay on topic. Working groups for this session must include a mix of sectors (if the participants are multi-sectoral) and capacities. An alternative way of facilitating this session (particularly if there are only two or three priority steps) is to ask two or more working groups to look at each step. The discussions of each group may go in different directions and reveal different points, resulting in a more in-depth analysis than otherwise. Make sure to obtain and duplicate in advance all relevant documents because they form an important basis for this work.
* * *
5.3 Developing action plans to address the priority areas for strengthening community sector involvement in national AIDS coordinating bodies and processes
Objective: To develop an action plan, including a timeline, addressing each of the priority areas identified during Session 5.1. Equipment / materials required: Flip-chart paper and markers for working groups Time required: 3-4 hours
Description: Working groups Stage 1: Have participants stay in the same groups as for Session 5.2, with one group per priority area identified during Session 5.1. Invite participants to discuss the feedback and comments provided by other groups during Session 5.2. Does the feedback change any of the issues raised? Does it make them more or less problematic? Ask participants to write a summary list of the main issues or problems related to the area they are discussing. For each problem or issue, have participants write down what the ideal situation should be (the objective) and then ask what would need to be done to reach this objective: Are these solutions realistic? What are the opportunities for raising and resolving these issues (e.g., a forthcoming meeting of a community sector network)? Is the community sector able to resolve them alone? Is the community sector able to resolve them in collaboration with other sectors, and are these other sectors willing to collaborate? What key steps are needed to move on resolving this problem or issue? Allow groups at least 90 minutes for these discussions, before they report back to get more feedback from other groups. Have working groups come together to report on their analysis. Allow ample time for the different groups to comment and provide their opinions on each others work. Comments should be discussed and noted, as in Session 5.2. Ask participants to identify whether there are obvious overlaps in the proposed actions. If there are overlaps, the groups should consider whether a joint plan combining the proposed actions would be more efficient and effective. Stage 2: Have participants return to their working groups to make a final plan, containing the following: A summary of the problem or issue
Objectives that express the ideal situation (resolution of the problem or issue) The actions to be implemented, an indication of the time and human resources that the plan will require, and any other cost indications Who will be responsible for implementing the actions, or coordinating their implementation Allow groups at least one hour before the present their final plans to the plenary.
* * *
Tips: A facilitator should sit in with each working group to ensure that discussions stay on topic. Working groups for this session must include a mix of sectors (if the participants are multi-sectoral) and capacities. An alternative way of facilitating this session (particularly if there are only two or three priority steps) is to ask two or more working groups to look at each step. The discussions of each group may go in different directions and reveal different points, resulting in a more in-depth analysis than otherwise. In deciding who will take the lead on implementing or coordinating the actions, facilitators should encourage participants to put forward people who have the capacity to commit the necessary time and resources.
6. Presenting the action plans to other stakeholders

Workshop Facilitation Notes This section is required only if the facilitators decide not to include all sectors from the beginning, but to invite key stakeholders either from the community sector or from other sectors to attend the close of the workshop, with a view to stimulating their commitment to following up on the action plans. 33
6.1 Presenting the analysis of community sector involvement to key stakeholders

Objective: To have participants present some of the analysis carried out during the workshop to key stakeholders from the community sector and other sectors. Equipment / materials required: Overhead projector, PowerPoint or flip chart to display the key points Time required: 1 hour
Description: Presentation Ask participants to present the key points of their general analysis of the current status of the national AIDS coordinating bodies or processes and of community sector involvement. Presentations are based in particular on Sessions 2.4, 3.2, 3.4 and 3.5. Allow a short plenary discussion after the presentations.
Tips: * This session should be considered optional. Facilitators should discuss with participants, before the other stakeholders arrive, whether there is value in presenting these more general analyses. Facilitators and participants should also choose which of the sessions listed above to base their presentations on, depending on the message they want to transmit (e.g., 3.5 if they wish to discuss what is needed to build community sector involvement, or 2.4 if they wish to focus more on the current status of the AIDS coordinating bodies and processes in the country).
6.2 Presenting and discussing the action plans with key stakeholders
Objective: To have the participants present their action plans to key stakeholders from the community sector and other sectors. 34 Workshop Facilitation Notes
Equipment / materials required: Overhead projector, PowerPoint or flip chart
Time required: 1-2 hours
Description: Presentations and working groups Ask representatives from each working group to present the key points of their plans indicating either specific steps to improve community sector involvement in a specific AIDS coordinating body or process (Section 4) or the steps to strengthening the community sector itself (Section 5). Ask participants to return to their action-planning groups, and invite the guests to join these groups to ask questions and discuss the plan in more detail. Dont ask for group feedback to the plenary, but invite guests to share their comments on the plans: their relevance, in particular their appropriateness. Encourage guests to state whether they intend to support the community sector involvement agenda, including financial and technical support. Close the workshop.
Tips: * An alternative, shorter way of facilitating this session, is to avoid breaking out into groups and move straight to comments and feedback in the plenary. * If the guests include likely providers of technical or financial support, facilitators should try to meet with them before this session to discuss what their plans are, and should inform them that this session will provide an opportunity to talk about their possible support.
7. Sample workshop programmes

This section includes two sample plans outlining alternative ways of combining sessions into a three-day workshop. The sole purpose of these samples is to help facilitators think through how to structure the sessions described above, and they should not be considered as being directive. As was mentioned previously, the facilitators may decide not to hold many of the sessions, and the programme should reflect that.
Sample 1: Context of weaker community sector capacity and coordination mechanisms

Session Morning Day one 1.1 Opening, introductions, expectations 2.1 (b) How is the response to HIV/AIDS organised in our country? 2.2 Introducing the Three Ones principles 2.3 (a) How are the Three Ones principles being applied in our country? (2 hours 45 minutes) Day two 3.4 What are the main characteristics of meaningful community sector involvement in national AIDS coordinating bodies and processes? 5.1 (b) Establishing priority areas for strengthening the community sector 5.2 Assessing the current situation of priority areas for strengthening the community sector (3 hours) Afternoon 3.1 (a) What is the community sector? 3.2 (b) How is the community sector organised? 3.3 Why is it important for the community sector to be involved in national AIDS coordinating bodies and processes? (3 hours) 5.2 (continued) 5.3 Developing action plans to address the priority areas for strengthening community sector involvement in national AIDS coordinating bodies and processes (4 hours) 6.1 Presenting the analysis of community sector involvement to key stakeholders 6.2 Presenting and discussing the action plans with key stakeholders (3 hours) Day three 5.3 (continued) (3 hours)
Sample 2: Context of a well-developed community sector

Session Morning Day one 1.1 Opening, Introductions, expectations 2.3 (b) How are the Three Ones principles are being applied in our country? 2.4 What are the strengths and weaknesses of the national AIDS coordinating bodies or processes in our country? (3 hours 30 minutes) Afternoon 3.1 (a) What is the community sector? 3.2 (b) How is the community sector organised? 36 Workshop Facilitation Notes 3.4 What are the main characteristics of meaningful community sector involvement in national AIDS coordinating bodies and processes? 3.5 What are the strengths and weaknesses of current community sector involvement in national AIDS coordinating bodies and processes? (3 hours) Day two 5.1 (b) Establishing priority areas for strengthening the community sector 5.3 Developing action plans to address the priority areas for strengthening community sector involvement in national AIDS coordinating bodies and processes (3 hours 30 minutes) 4.1 Assessing the current status of a specific national AIDS coordinating body or process 4.2 Assessing the current situation of priority areas identified for improving community sector involvement in national AIDS coordinating bodies and processes (3 hours 30 minutes) 6.2 Presenting and discussing the action plans with key stakeholders (2 hours) Day three 4.3 Developing action plans to address the priority steps for improving community sector involvement in national AIDS coordinating bodies and processes (3 hours 30 minutes)

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Coordinating With Communities

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Coordinating with Communities

Part A: Background to Involving Communities