Rwanda

Rwanda has made great progress in mitigating the social and economic impacts of HIV through key policies and interventions. The central government, through the National AIDS Control Commission (CNLS), oversees policy and provides strategic leadership to coordinate the national multisectoral HIV response. The creation of decentralized HIV coordination structures (District AIDS Control Committees (CDLS)) and umbrella organizations has enabled and will continue to facilitate a harmonized coordination of HIV interventions throughout the country. The foundation of the response is Rwanda 's strong HIV and AIDS policy and strategy. The National Multisectoral Strategic Plan for HIV and AIDS control 2005-2009 has been key in clearly defining the goals for the country and coordinating the response. Thus, Rwanda 's HIV response is frequently referenced as a best practice for its strong management, government leadership and results on the ground (CNLS, 2007). A 2006 Comparative Advantage Study of the Global Fund and World Bank HIV/AIDS Programmes, found that Rwanda has successfully institutionalized the Three Ones: one coordinating body, one strategic plan and one monitoring and evaluation plan. In terms of specific HIV interventions, Rwanda has launched a number of targeted care, treatment and prevention activities to reduce vulnerability to HIV and poverty (CNLS, 2007).
However, despite the considerable progress that has been made in country since 2002, HIV continues to threaten Rwanda 's economic and social fabric and undermine efforts to reduce poverty. The latest Demographic Health Survey (2005) indicates that 3% of the Rwandan population aged 15-49 are infected with HIV. This translates into a prevalence rate of 3.6% for women and 2.3% for men. Strengthening the national HIV response continues to be a priority of the Government of Rwanda. Thus, the recently validated Economic Development and Poverty Reduction Strategy (EDPRS) addresses HIV as both a health issue and a cross cutting issue which all sectors contribute to. While the central government, through CNLS, oversees AIDS policy and provides strategic leadership and technical support, as well as coordinate a national multisectoral response, most activities are implemented by the districts. Thus, districts have now included EDPRS indicators and activities in their District Development Plans and annual plans. Continued capacity-building will be required to ensure that sectors and districts have the means to implement these HIV interventions. Thus, there is a strong need to continue to strengthen CDLS staff and provide technical assistance to the sectors.
This project aims to build on the strong foundation created by the previous UNDP project ‘ Capacity Building for Strengthening the National HIV/AIDS Response.' Between 2003 and 2007 the project worked to strengthen planning, management and coordination of the national HIV response. The final evaluation of the project showed that, overall, UNDP's support had greatly contributed to the establishment of management and coordination mechanisms of the HIV response at a central level. A coordination work plan linking CNLS to decentralised coordinating agencies is now in place. Umbrella organisations were strengthened to coordinate their associations, and training was provided in strategic planning and management. UNDP supported the placement of 17 of the 30 technical assistants at CDLS through the UNV modality. HIV was effectively mainstreamed into the EDPRS, with HIV indicators and activities included in all sector logframes and district development plans. A database software system was installed and staff were trained to manage and maintain data entry for decision making purposes as well as M&E. HIV impact mitigation activities were supported through micro finance projects managed by local associations with members trained in basic business and finance management. The evaluation found notable improvement in livelihoods and destigmatization of beneficiaries as a result of these micro projects. However, whereas micro projects have shown positive results and impact, local associations were found to still require coordination and capacity building support from the central level to improve management of income generating activities and transformation into cooperatives. The evaluation also indicated further need for technical and financial support in coordination especially at the decentralized level for CDLS.

This project aims at strengthening the capacities of CNLS and 30 CDLS for an effective decentralized HIV response in line with UNDAF outcome 2A: Response to HIV. As such, the project will focus on: (i) Improving the capacities of CNLS and CDLS in the planning, monitoring and evaluation and coordination of the decentralized HIV response; (ii) Improving the capacity of CNLS, districts and sectors to implement, monitor and evaluate EDPRS HIV actions; and, (iii) Increase HIV awareness raising capacity among GoR, civil society and the UN family.