56^ème

UNAIDS PCB Meeting

Thank you, Chair.

I speak on behalf of the NGO Delegation.

We welcome the Executive Director’s report and take note of the evolving directions outlined in the new Operating Model, the Restructuring Process, and the Global AIDS Strategy.

As we deliberate on these strategies and reforms, let us not lose sight of what must continue to anchor the global HIV response;  our shared humanity and collective solidarity.  Structural changes must never come at the cost of lives, nor compromise the principles that have sustained this response for decades. The protection of human rights,  dignity of all persons, meaningful inclusion of affected communities, and the legitimacy of community leadership must remain non-negotiable.

Board Members, the call to “end AIDS as a public health threat by 2030” is not a slogan—it is a sacred promise. A promise forged through struggle, sustained by courage, and advanced through unity. But let us be clear: reform alone will not save the response; sustained resources, Political will,  Collective solidarity and courageous action, will.  Saving lives is not charity—it is a moral responsibility.

When donor support declines amidst geopolitical instability, economic shocks, and widening inequalities, it is the most vulnerable; children and adolescents, young people, women, key populations, and communities already left behind who bear the greatest burden.  Donors, without your renewed financial commitment, we face the very real possibility of 6 million new HIV infections and 4 million preventable AIDS-related deaths by 2029.  That would not only unravel decades of progress, but call into question the very credibility of our commitments to Universal Health Coverage, and the 2030 Agenda. Comrades, We have the power to prevent this tragedy.

Chair, we are pleased to hear the views of Kenya and the Africa block, and their position on the relevance of UNAIDS which aligns with our own.  As inequalities deepen and human rights come under pressure, UNAIDS and its’ secretariat must be protected—not diminished. Now more than ever, we must reaffirm its irreplaceable role in the HIV response and in advancing global justice. To let UNAIDS falter due to political or financial neglect would not only undermine global health security, but betray the trust of communities and countries that have built this response for decades.  If hard choices must be made, let them reflect courage over caution, and justice over convenience.

At this critical time, when the cost of inaction is measured in lives; we call on all Member States to act not only with political calculation, but with compassion, courage, and conviction with guidance of community realities and evidence of what works.  Supported by effective convening from the Secretariat, CCOs must collectively leverage their positioning in-country to maximize resource mobilization, and capacity strengthening efforts towards a vision that protects Human rights, supports sustainability of community-led responses, and affirms the dignity of all persons living with and at risk of HIV.

This is a moment to lead with principle, to revive multilateral cooperation, to uphold the centrality of communities in the broader health sector, and to place people, not just processes at the heart of our decisions.

Thank you

Thank you chair,

I speak on behalf of the NGO Delegation.

Published in November 2022, the Technical Brief on Transgender People and HIV in Prisons and Other Closed Settings is a landmark achievement. Led by UNODC in partnership with UNAIDS, WHO, UNDP, and Penal Reform International, this brief brought two years of dedicated effort. This included small grants for civil society – who in their central role, through data gathering, training, and advocacy, were instrumental in shaping the content of the brief, while Co-sponsors ensured its alignment with WHO guidance on key populations. By positioning harm reduction and trans-specific healthcare as central, non-negotiable pillars of the HIV response, the brief empowered governments and prison authorities to adopt more inclusive health programming.

THIS is the magic of the Joint Programme. This is UNAIDS. We save lives. When we come together—bringing the academic expertise of the co-sponsors, the guiding principles of the Secretariat, the political will of Member States — and when we allow communities to lead, drawing from both our lived experiences AND our professional expertise, we make the world a better place.

The report of the co-sponsors highlights numerous important priorities that the NGO Delegation strongly supports: the central positioning of human rights and gender equality; the call to increase support for communities; and the urgency of dismantling societal and structural barriers.

So how about we do exactly that? How about you let us in—into the conversation on how lead and affiliate co-sponsors will be selected—and allow us to offer our perspective? Not to overstep our mandate, but simply to support your decision-making process. How about we open a dialogue on how co-sponsors will ensure that the specific challenges and needs of key populations, women and girls, and youth are addressed—securing the laser-focused attention your report rightly calls for? How about you leverage on our network of CSOs to continue the multisectoral work we saw in 2022.

Let us formalize the engagement of communities throughout the new Global AIDS strategy and encourage meaningful and equitable funding, and concrete commitments from Member States and other donors. Only then can we contribute more effectively to complete, disaggregated data in the Global AIDS Monitoring Report and support UBRAF in directing resources where they are most needed. Now that’s what a truly multi-sectoral response looks like. That, dear PCB members, is what it means to anchor the Global AIDS Strategy in the principles of social justice, ensuring that fairness, equity, and equal opportunities for all, serve as our north star.. 

Thank you.

Thank you Chair,

We echo the Board’s recognition that 120,000 new HIV infections among children in 2023, and 600,000 children still without treatment, are unacceptable. These statistics are the direct consequences of health systems that were never designed to serve children and adolescents equitably, particularly those from vulnerable settings, key populations, criminalized and underserved communities. Every missed child is a moral failure we must urgently correct.

We strongly reaffirm the 2030 targets. But targets alone are not enough. They must be backed by time-bound, sustained financing, evidence-based, and rights-based national action plans. We urge that the 95–95–95 targets be tracked specifically for children and adolescents, and that the new Global AIDS Strategy explicitly prioritizes their inclusion.

We welcome the commitment to strengthen data systems. But data must go further—it must be disaggregated by age, sex, geographical location, and population group. Because invisible children are unserved children. We cannot address inequalities we refuse to see or name. Children of teenagers, key populations and young people from key population communities must be recognized in data and meaningfully reached in programming.

We fully support the call to scale up people-centered integrated HIV/SRHR and Gender-responsive and social protection services. But these must not be confined to clinics. They must be led by communities and by young people themselves; in the thematic meeting we heard about the power of Peer support to improve the health and the lived realities of children and adolescents, for children of key populations, and those in humanitarian or conflict settings. Youth- and community-led organizations are not beneficiaries, they are equal partners. Resourcing these groups is not charity—it is strategy.

We call for urgent legal and policy reform to remove age of consent barriers and to ensure accessibility to comprehensive sexuality education. Too many adolescents are denied lifesaving services, accurate, evidence-based and age-appropriate information that could protect them. Withholding knowledge and access does not shield young people—it leaves them at risk. To do so is not a sign of values, it is neglect.

Chair, ending AIDS among children and adolescents is possible. But it will not happen by default. It will happen by design when we dismantle systems of exclusion, when we fund what we claim to value, when we let communities lead, and when we trust young people with their health, equipping them with information, and respecting their right to make informed decisions.

Civil society is ready. Children and adolescents are ready. The question before us is: Will the world meet us with the urgency we deserve?

Thank you. 

I deliver this statement on behalf of the NGO Delegation.

Distinguished colleagues

We are at a critical juncture in the global HIV response. The work to end AIDS as a public health threat is far from over, and it is more urgent than ever. Yet, today we face significant challenges: shifting funding landscapes, growing resistance to hard-won human rights protections, and even calls to prematurely sunset essential programs. These pressures are real, but they must not deter our mission. The cost of slowing down is far too great, not just in numbers, but in lives.

We must remind ourselves that the progress we celebrate was not inevitable; it was built. It was built through advocacy, through partnership, and a steadfast commitment to community-led and rights-based responses. Systems that now seem embedded were once aspirations. The frameworks and norms that protect vulnerable populations, elevate community voices, and link data to accountability were forged in difficult and often contentious spaces. UNAIDS has been central to that process not simply as a convenor, but as a bold and principled broker.

The UBRAF is not just a tool to track progress. It is a mirror reflecting the impact of our collective efforts. Each indicator in UBRAF is not just a statistic; it is a life. Behind the number is a person who now has access to life-saving treatment.  Behind another number is someone who avoided HIV transmission because prevention services reached them in time. These outcomes are only possible because of the systems and partnerships enabled by UNAIDS.

The UBRAF has always provided more than data; it reveals the essential brokerage role of UNAIDS. It shows us where the difficult conversations about rights, about criminalization, about community representation have been confronted with courage. In countries where local actors cannot speak freely, UNAIDS has been the voice. Where human rights are silenced, UNAIDS has stepped in. There is a larger public health nuance that requires presence one that cannot be measured solely in commodities delivered or training conducted. It lies in the transformative power of enabling environments

Yes, the global context is shifting. Yes we will need to do things differently. But, the mission remains. The desire for efficiency and sustainability must not come at the expense of unfinished work. We cannot afford to walk away from communities still being left behind. We cannot look away from criminalized populations, from gender-based violence, or from the rising number of new HIV transmissions in key populations

Three of  the most potent learnings we must advance from the UBRAF

1. Communities make the difference 
2. We need sustainable institutionalized systems
3. Until we all have rights, everyone is wrong

Thank you

Thank you Chair, I speak on behalf of the NGO delegation.

When I read the financial report, I ask myself what do those numbers represent? Because I see more than just numbers but also think of some of the important investments made by UNAIDS for example, the one that we saw during the 55th PCB in Nairobi is actually at the stake of losing.

Do you remember our colleagues who work at Health Option for Young Men on HIV/STIs (HOYMAS) in Nairobi? Or, our colleagues who work at MAONO Africa Centre for Transformation? We went for the site visitation, and, seeing exactly what these investments made possible.

This report should not only tell us what was spent. But it should help us understand what was made possible and what we stand to lose if we do not invest wisely.

We appreciate the transparency the financial report brings. But, we need more than an audit. We need explanations. We need to understand how these resources are driving impact and how each co-sponsor is contributing to the Joint Programme in a way that makes a real difference. It is not enough to know what went where. We need to know who is responsible, what the plan is, and how it all comes together to move us closer to our shared goals.

At the same time, we are seeing a crisis unfold. In many countries, domestic resources for HIV are shrinking. We have heard from communities that their programmes are being stopped, their staff laid off, and their presence as experts get forgotten. 

Sustainability cannot just be a word we put in documents. If we are serious about it, then we need to think ahead, protect what works, and give communities the tools they need to survive and thrive.

Communities have not stepped back. We are still here. We are still doing the work, still reaching the people no one else reaches. But, we cannot do this on visibility alone. We need to be supported. We need to be trusted. And, we need to be included— in plans, decisions, and funding. Let me be clear, we are not a safety net. We are part of the foundation.

This is the moment that we go beyond balancing the books. It is about whether the response remains rooted in people. Whether it stays true to the principles of equity, dignity, and shared responsibility that brought us here today.

Thank you.

Thank you, Chair. 

I deliver this statement on behalf of the NGO Delegation. 

In recent weeks, our Delegation has met with many civil society representatives to discuss the Strategy outline. My words today reflect not only our position, but also the shared concerns and hopes of communities worldwide.

The new Global AIDS Strategy comes at a time of profound disruption  – shrinking funding, civic space under threat, rights under attack, all in a climate of spiralling misinformation. These risks threaten to undo decades of progress we’ve fought hard to build and protect.

The NGO delegation welcomes the Strategy’s commitment to sustainability, equity, and community leadership. However, in an uncertain context, we need more than good intentions. We need strong and clear actions tied to accountability.

First: Sustainability must be real. Domestic funding must come with safeguards so that communities are protected from political interference, disruption, and financial cuts. UNAIDS must support governments in building systems that truly enable community-led work. Integration must be clear and well-defined. Housing, education, jobs, and climate all shape risk and access to care. Show us how these connections will work in practice. 

Second: Human rights and gender equality is non-negotiable. Anti-rights movements should not succeed. Punitive laws push people away from care and cause real harm. A growing backlash is rolling back protections for diverse communities. We cannot allow that. We invested so much energy and care advocating for this language, how can we ensure it is here to stay? The Strategy must speak boldly: remove harmful laws, fund community-led legal action, and defend rights everywhere.  We need action to protect inclusive language, rights, and fair access to medicines.

Third: Community leadership must be funded and institutionalized. We deliver prevention, care, advocacy, and monitoring. Yet we remain underfunded and excluded from national budgets. This must change. We need direct, predictable, transparent funding designed with us. We also need data systems that respect and protect the privacy of those we serve. 

Communities have proven a readiness to lead, and we deliver results! We have consistently shown leadership and resilience, especially in times of crisis. But, we know how dramatic the impact of these cuts will be. So work with us, not against us.

A new era of leadership and inclusive multilateralism is needed. This calls for strong advocacy, true partnerships, a commitment to accountability, and bold leadership. This is essential to keep the HIV response strong and visible, even in the hardest of times. Let’s forge a new era of inclusive multilateralism that builds an even stronger HIV response.

Thank you, Chair

I speak on behalf of NGO LAC, and of the NGO Delegation. 

We have only five years left to meet the targets set in the current Global AIDS Strategy. When these goals were first established, many already understood that shrinking civic space, reduced funding, and growing anti-rights movements were not distant risks – they were already shaping our work and our lives. Today, these challenges have only intensified, affecting the HIV response and also the broader global health landscape.

The NGO Delegation carries the responsibility of protecting the progress made over many years . At the same time, we must support the  response through a period marked by uncertainty. 

This is a historic moment in the HIV response. It is a moment that calls for courage, alliance, and for a clear recognition that people living with HIV must be at the center of shaping what comes next.

Women and girls continue to represent more than half of all people living with HIV and key populations account for the majority of new infections. Please remember, Language matters — absence of it can shape how guidance is interpreted and implemented. 

We are concerned the Strategy may weaken principles and language that protects our communities, specifically regarding sexual and reproductive rights and key populations. The absence of explicit targets on reproductive coercion and gender-transformative approaches in this draft, jeopardizes their implementation.

The Strategy needs to address sustainability more clearly. Many countries lack the domestic resources for inclusive, rights-affirming HIV services due to political and economic limitations. Community-led responses, which often extend beyond biomedical interventions, remain critically underfunded and are still excluded from formal national planning. 

Resource scarcity is often a matter of allocation, not availability. We must consider how global priorities affect sustained investment in health and HIV. GDP alone shouldn’t dictate HIV priorities, as these income levels can mask deep internal inequalities.

Without reliable investment, progress will stall. 

Young People were consulted for this Strategy, and as a young woman living with HIV myself, it is important to include the barriers that young people face, including those related to laws, stigma, and lack of funding. This includes support for services designed and led by and for young people.  

Lastly, we want to acknowledge the commitments made in this PCB so far.

If the international community is serious about integration, transition, and sustainability, then accountability and monitoring must also be part of the conversation. Tools such as the Stigma Index and community-led monitoring have played a key role in identifying service gaps and barriers to care and should be recognized as essential to an effective strategy and response. Community data must be recognized and reflected in future reports to truly support community leadership.

This new strategy must carry forward the lessons of the past. It must not leave anyone behind. 

Thank you.

Thank you Chair 

Change is one of the most inevitable features of life, and so it must be embraced.

The current climate requires that things be done differently, and so the process and subsequent recommendations of the High-Level Panel must be applauded.

But there are some critical elements in change that must be retained to ensure that we continue to sustain gains, prioritize those at risk, and facilitate systems for the ongoing removal of barriers and protecting human rights.

Larger than the recommendations themselves must be a clear interpretation of the recommendations that stays true to our collective mandate. We MUST end AIDS, we MUST end inequalities.

To the cosponsors, we are assured of your commitment to the task at hand and that your decisions will rise to the occasion of what is required and that you will fill the gaps as per your mandate; be that by six (6) of you or by all 11 in whatever lead or affiliate capacity you will will carry.

We believe that the new strategy and structure provide an opportunity for a reset on the areas where there are differences, and for a move towards a collaboration that empowers each to lead where they’re best placed to, with good coordination, accountability, and trust 

To the secretariat, we are running with the assumption that as difficult as this process has been, there is a clear risk assessment and mitigation strategy and that we have ensured that within this need for efficiency and change, we have protected capacity and institutional memory (in as far as you can) in a way that helps us forge ahead (all being differently so). We assert that the capacity on Human rights and brokering access for communities are among those most critical.

We also desire that you share with us how you will in turn work with cosponsors to make sure that they can step in in contexts where UNAIDS will no longer be physically present or have reduced capacity

Time Dependent: recall, there remains outstanding gap in the MENA region, where local CSOs and communities are clear that promises that were made to sustain support have not been kept)

Collectively, we look forward to a centralized understanding of the role of communities in the response. We are mindful that this may be interpreted differently in different places, and so guidance on what that could potentially look like will become necessary.

In this conversation on integration, there is a distinct risk of losing the nuances of community-delivered services, especially those less palatable to some national systems. Therefore, it may be inadequate to leave that to ad hoc interpretation as well. 

Time dependent: Remember, promises on community engagement weren’t well met in first phase of sustainability roadmaps, so it’s really critical that UNAIDS leans in to get that right now

As we forge ahead with these changes, let us be sure that we leave nothing to chance, but that we are clear and deliberate in our intentions.

The Joint Program has delivered with distinction for many years, and there is so much to be proud of. Together, we have shaped the lives of millions

Let’s continue to do that with the same zest and vigor, albeit differently.

Thank you Chair.

My intervention might be a little unorthodox.  I would like us to use our imagination for a moment.  Close your eyes if you’re comfortable, and imagine that you are watching a sunset.  Picture the colours spread across the sky, how glorious they are.  You’re in a place where you feel only joy, and there are loved ones standing beside you, maybe even those who have gone.  And as you watch this perfect sunset, you know that there is nothing left to do.  Everything you have worked for has been achieved.  

This is the sunset that the NGO delegation wants to see.  We understand the financial challenges.  We are facing them in our own organisations, but we won’t give up.

Not until hundreds of thousands no longer die each year from a condition which has been treatable since the 90s. 

Until communities at risk no longer go without HIV prevention services or information.

Until people living with HIV, key populations and women and girls live lives of safety and equality, free from stigma, discrimination and human rights violations.

Until community led and civil society organisations are seen as essential expert partners, and are funded for their vital work. 

Until every dream we have has come true.  

As the NGO delegation, We feel deeply concerned when we hear suggestions that a premature closure is a foregone conclusion. We remind you that in the HIV response, we have never laid down and given up.  

We share the concerns voiced here about financial constraints and realism, but it would be both financially unwise and extremely unrealistic to disband UNAIDS at this point in our history, when all that we’ve worked for and invested in is in danger.  We should of course prepare for the worst, and systematically plan ahead in case we’re forced to sunset early, but collectively, we should advocate for the best, because if we don’t, who will?

Our collective position, as the joint programme and the PCB, should be that UNAIDS must sunset only when our work is done.  Our energy should be focussed on showing why UNAIDS is still needed, and highlighting what’s at stake. Instead of giving up, we need to work together to find smart, innovative and decolonised ways to fund the vital work that faces us in the next five years. Similarly, we must not go into UN80 ready to lie down.

One more thing.  The HLP report has identified four areas – leadership and advocacy, convening and coordination, data and accountability and community engagement, but rights are not there.  As the NGO delegation, we worry about how ready countries are to really lead on rights.  We see human rights and gender equality as being absolutely central to the work of the Secretariat and all co-sponsors, and under this new model we want to see them working effectively together to increase support for human rights and gender equality.  We secured a decision point on this at the 55th PCB, and with rising anti-rights mobilisation across the world, we urgently need to see action.

Dear Chair,

Thank you so much. I speak on behalf of NGO Asia Pacific, and of the NGO Delegation.

We thank the Secretariat for its update on strategic human resources management and acknowledge the scale and complexity of the transition currently underway. We recognize the efforts being made to uphold organizational continuity and support staff during this period.

As human resource reforms move forward, we highlight three essential areas that must remain central to implementation: transparency and effective communication, robust support mechanisms for staff, and proactive risk mitigation.

First, clear and timely communication is critical—not only to ensure understanding of structural changes, but to foster trust in the process. The principles that UNAIDS advocates for externally — accountability, inclusion, and participation, must also guide the internal decision-making process. We urge the Secretariat to ensure that the criteria guiding position changes, redeployments, and separations are clearly communicated, and that regular updates remain accessible to staff at all levels.

Second, staff well-being must be treated as a strategic priority, not a secondary concern. While the People Strategy rightly outlines investments in learning, performance, and diversity, these must be matched by concrete and sustained support, especially for those undergoing transitions. In a context where so many staff have been lost, targeted efforts will be needed to deprioritise a proportionate amount of work, and to carefully clarify the responsibilities of remaining staff. Mechanisms such as counselling, career guidance, flexible working policies, and consistent engagement with the Staff Association must remain active and adequately resourced.

Third, risk mitigation must be integrated into all aspects of this process. Risks include not only operational disruptions, but also the loss of institutional memory and critical skills, reduced morale, and reputational harm. Mitigating these, requires forward planning: thoughtful knowledge transfer, equitable treatment of staff, and clear safeguards to prevent unintended negative impacts, particularly in country contexts where UNAIDS’ presence is being reduced.

Lastly, we would like to express our sincere gratitude to all those who have contributed to the Joint Programme over the years. Their dedication and efforts have been instrumental in its success. As we prepare for upcoming transitions, we commit our unwavering support to those who remain, emphasizing our collective responsibility to work together diligently, to achieve our shared goals. We look forward to continuing our collaboration and making meaningful progress as a unified team.

Thank you so much. 

Thank You chair,

I make my statement on behalf of the NGO delegation,

At this time, the NGO delegation offers its support to UNAIDS in this challenging period while it is currently undergoing a comprehensive restructuring process due to significant funding shortfalls, which have unfortunately led to a reduction in secretariat staff and a shift in operational modalities.

It is difficult and concerning, but also understandable. After all, at this time, it’s essential to choose to survive, and to do so you sometimes must adopt extreme measures.

UNAIDS’ advocacy and community outreach activities have undeniably proven efficient as they have shown significant progress in centering people living with HIV and key population communities in the fight against AIDS and the improvement of human rights.

We must not  lose sight of the fact that these results are the result of the commitment of people who have worked and are still tirelessly working day and night, contributing to the productivity and reputation of UNAIDS.

Although we receive  this news of restructuring with fear and caution, we are pleased to learn that high-prevalence regions have been prioritized, and concrete action will be developed to make those plan realistic and achievable in the current resource environment

But be cautious: reduction in in-country presence, while aimed at efficiency, carries the risk of distancing UNAIDS from the very communities it serves, and as such, potentially undermining its unique strength in community engagement and disproportionately affecting community-led services and human rights initiatives that are foundational to UNAIDS’ mandate.  As we have heard from the delegates from Mexico, and as we know from the experiences of civil society and communities in the Middle East and North Africa, there are also major risks to reducing UNAIDS’ presence and leadership in regions where, while overall prevalence may be lower, the risks are high.

Restructuring clearly has a tangible and detrimental impact on programme delivery. We must be unequivocal: if the restructuring is not carried out in an optimal and targeted manner, the consequences for the fight against AIDS will be significant.

As all of this goes, we need you to pay attention to possibilities that staff may experience an increase in workloads, and there may be instances where mental health challenges and a perception of unfairness in the restructuring process could lead to dissatisfaction.

If this internal distress is not addressed, there is a risk of eroding organisational trust, losing institutional memory and critical skills, and ultimately diminishing UNAIDS’ effectiveness.

In the interest of maintaining a consistent presence of staff in the field and reducing the potential for attrition, it would be advisable to consider the following measures:

–          Concrete measures must be put in place to address potential increased workloads and provide robust mental health support. Transparent mechanisms must be established throughout the restructuring process.

–          robust strategies and actions to maintain deep, responsive ties with grassroots organisations and people living with HIV, including by working closely with co-sponsors. It is vital that we ensure the shift to regional teams does not lead to a less nuanced understanding of local needs or weaker partnerships.

I would like to conclude by reminding you that sustainability is a concept that must be applied consistently. It is essential that it should be an integral part of UNAIDS and guide all your actions, including structural reform.

Remember, the strength of an institution resides largely on the expertise and contribution of each individual within it.

Thank You.

Thank you Chair, I speak on behalf of the NGO delegation.

The NGO delegation would like to express our appreciation and solidarity with the UNAIDS Secretariat Staff Association. 

Since the creation of UNAIDS, the staff have stood by communities through every challenge, every crisis, and every turning point in the history of global HIV response. Their dedication, professionalism, and unwavering commitment to human rights and public health have shaped UNAIDS into what it is today.

I believe no one will disagree that, “the staff are the blood and soul of this organization.”

We recognize that these are difficult times. But we must remember that the uncertainty and changes faced by staff have real human impacts. Behind every programme and policy are people who have given their passion, their dedication, and their lives to this work. Many of them have walked alongside our communities, supported us in our advocacy, and fought with us to ensure that no one is left behind.

We want the staff to know that their concerns matter to us. Their well-being is not separate from our mission. It is central to it. We are grateful for all that you do. We value your voice. And we stand with you.

To UNAIDS leadership and management, we urge you to take the staff’s recommendations to heart and ensure they are meaningfully engaged at every level. A strong, supported, and respected workforce is the foundation of an effective Joint Programme.

Colleagues of USSA. We hear you. We see you. And we are here with you.

To end, I would like to use my remaining time to express our appreciation to all the UNAIDS and Joint Programme staff — to those who are staying and those who are leaving — for your services. 

And I would like to call on everyone in the room to give them a big round of applause.

Thank you everyone. We are in this fight together.  

Back to you mdm Chair.

Thank you, Chair. 

I deliver this statement on behalf of the NGO Delegation.

We want to thank Brazil in advance for hosting the 57th PCB meeting.  PCB members will be able to see firsthand, through site visits, the programs and the lives we impact with the decisions we debate in these meetings.   Kenya set a very positive example of how to treat guests and showed us that we are dealing with people and not just statistics.  Humanizing the face of HIV is an important reminder that we are working to save lives and reduce human suffering.  Bringing the PCB out of the conference room and into the streets connects us with civil society, allowing us to witness firsthand their work in the community. It disassociates us from the artificial world of talking points.  

I still remember a young man I met in Kenya when we visited an NGO working with youth who inject drugs in the Kibera neighborhood.  He told me that he was thankful for the clinic where he received treatment, but he knew that the socioeconomic conditions he lived in would always bring him back to the program.  Where are the other UN agencies to address the poverty issues? Why not have other UN agencies start outsourcing their programs to UNAIDS?

This model Kenyan program we visited served only 10% of the needs of the Kibera neighborhood, with a long waiting list.  How can we not be the voice for the other 90%?  With the data from this one program, we can see that we are not meeting the need for HIV services in Kenya. UNAIDS and the world must support Kenya in giving these young people hope for a healthy future.  

Brazil is a global leader in the fight against HIV/AIDS, and its integrated approach to prevention, care, and treatment, combined with a strong political commitment and civil society engagement, proves to be a powerful combination in addressing the HIV epidemic and serves as a model for other nations of what works.  Brazil is in the process of receiving certification from the WHO for ending vertical transmission, marking a significant milestone in the fight against HIV.

Finally, we would like to give Brazil “um grande beijo” and we look forward to shaking our maracas and eating feijoada in Brazilia. We look forward to seeing a warm Brazilian sunset.