By Collette Schulz-Herzenberg
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Additional resources for A Lethal Cocktail: Exploring the Impact of Corruption on HIV AIDS Prevention and Treatment Efforts in South Africa
It is based on a five-year strategic plan adopted in 2000 (NDoH 2000) and has developed into what is probably the largest programme in the world, sustained by a budget which has expanded and is set to grow still further. Essential to the success of this programme is the strengthening of the national health system. Table 1: Key HIV/AIDS policy documents adopted since 2000 2006 NDoH Strategic Plan 2006/07–2008/09 2006 Republic of South Africa: Progress Report on Declaration of Commitment on HIV and AIDS, prepared for the UN General Assembly 2004 Monitoring and Evaluation Framework for the Comprehensive HIV and AIDS Care, Management and Treatment Plan for South Africa 2003 Operational Plan for Comprehensive HIV and AIDS Care, Management and Treatment for South Africa 2000 HIV/AIDS/STD Strategic Plan for South Africa, 2000–2005 State bodies directly involved in HIV/AIDS programmes include the national and provincial ministries and departments responsible for health and social development.
The TAC states that 900 people die every day in South Africa from AIDS-related illnesses. HIV/AIDS has economic consequences. The impact on the health sector is increased public health expenditure, with HIV/AIDS utilisation requirements increasing more than threefold between 2000 and 2010 (Martin 2003:27). The cost to the government of AIDS-related care was R1,493 billion in 2000, rising to R4,077 billion in 2009. Because of HIV/AIDS, South Africa will require a real annual increase in government health expenditure of 6,9 per cent per annum from 1997 to 2010 (Barnett & Whiteside 2006:320).
20 Points raised refer directly to HIV/AIDS and non-compliance with the Division of Revenue Act (DoRA), No. 7 of 2003. 21 The 2004/05 annual report stated: The DoRA framework with reference to the HIV/AIDS grant requires that all [provincial] business plans be approved by 1 April 2004. Two of the nine business plans were not received by the national department by the due dates stipulated in the DoRA. Although transfers had been withheld during the year, it is evident that in-year monitoring of grant expenditure is not effective and consistently performed to enable the department to identify non-compliance with the DoRA and the DoRA Framework.