April_2010

Partnering initiatives at country level

Proposed partnering process to build a national stop tuberculosis (TB) partnership

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Outline

• Background• What is a national stop TB partnership?• Why to establish a partnership?• What are the benefits of establishing a partnership?• Who could lead the process to establish a partnership?

• How does the partnering process work?• What should be considered when costing the partnering

process?

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Background

• Fifth component - Stop TB Strategy: empowering people with TB, and communities through partnership.

• Partnership is an innovative way to engage in TB control, by taking into account the competencies and comparative advantages of actors that come from different sectors of society and play a role at the level where they can perform better and more effectively.

April_2010

Background

• Nature of these partnerships is voluntary and necessarily country-specific, expressing typical cultural and organizational diversity.

• Depending on the local situation, countries might decide to leverage already existing forms of collaboration/coordination (Interagency Coordination Committee - ICC, Country Coordinating Mechanism - CCM, National TBTEAM, PPM group) and initiate a national stop tuberculosis (TB) partnership.

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What is a national stop TB partnership?

• a voluntary alliance between organizations drawn from different sectors of society (government, civil society and private/corporate sector)

• who commit to work collaboratively towards TB prevention, care and control

• in which all partners contribute from their core competencies

• share risks and responsibilities and

• benefit by achieving their own, each others and the overall partnership goal

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It aims at:• strengthening TB prevention, care and control in a given

country • towards the targets of the Global Plan to Stop TB• in close collaboration with the national TB control

programme (NTP) • with the support, if needed, of the Global Stop TB

Partnership Secretariat

What is a national stop TB partnership?

Its main focus:• Contribute to the implementation of national TB plan• Decided by the partners on a case by case basis and varies

depending on the country context• From advocacy and resource mobilization to coordination of

service delivery

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• The operational challenges of TB control and the social aspects of the disease demand a joint effort of institutions and civil society.

• While governments are responsible for ensuring services reach the people in need, different actors (civil society and private/business sector) are often involved in in TB prevention, care and control.

• Governments can recognize and support as part of the public system other actors that institutionally do not belong to the state ("public function of private initiative").

• Engagement of civil society is essential to design, implement and evaluate people-centred health services.

Why to establish a partnership?

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What are the benefits of establishing a partnership?

• Coordination based on a common strategy and plan

• Multi-sectoral participation: public, private, civil society (health sector and beyond)

• Increased access to resources (local/global): financial, technical, human, knowledge, physical and network resources

• Pro-active leadership

• Social capital available for other endeavors

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Who could lead the process to establish a partnership?

This is theCORE GROUP OF INTERESTED PARTIES

• Institutions: - NTP- WHO (including Stop TB Partnership secretariat)

• Other actors involved/interested in the fight against TB :- nongovernmental organizations- private/corporate sector- community based organizations- faith based organizations

• Act as broker/facilitator of the partnering process or hire an external broker/facilitator for this task

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How does the partnering process work?

PREREQUISITES

PARTNERSHIP EXPLORATION

PARTNERSHIP BUILDING

PARTNERSHIP MAINTENANCE

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Prerequisites

• Initial partners are committed to work in close coordination with the national TB programme and the national TB programme is willing to be involved in a partnering process.

• The objectives of the national TB plan provide the basis to establish collaboration with various partners.

• Pre-existing forms of collaboration/coordination are identified, and if existing, contacted and involved (Interagency Coordination Committee - ICC, Country Coordinating Mechanism - CCM, National TBTEAM, PPM group).

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Partnership exploration

Building a vision(Needs, challenges,

resources, opportunities)Can obstacles be

addressed?

Identification and dialogue amongpotential partners

(motivation, commitment)

Mapping resources(identifying cash andnon-cash resources)

Partnershipmanagement

(core structure)

Preparing a planof activities with

roles and resources

Implementation(once resources are in

place to work onspecific deliverables)

Monitoring & evaluation

of effectiveness and impact - outputs and

outcomes

Reviewthe partnership

(process, outputs, outcomes).

Corrective actions

Institutionalization:building structures and

mechanisms to maintain commitment and ensure

continuity

Leadership

Roles

Mandates in specific areas

Agreement oncore principles,

goals and objectivesPartnering agreement

Process: 1 - Exploration 2 - Building 3 - Maintenance

EXPLORATORY WORKSHOP ($)

$ = cost centres, see last slide

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Building a common vision

• The initial partners:− identify the needs, challenges, resources and

opportunities− discuss whether a national partnership could

address these issues

PARTNERSHIP HAS A CLEAR VISION AND ADDED VALUE

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Identification of relevant partners

CORE GROUP OF INTERESTED PARTNERS

• The initial partners:− identify and assess relevant partners− promote a dialogue about the vision, goal and

planned objectives as well as their motivation and commitment

− explore complementarities and synergies

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Mapping resources

RESOURCE MAP

• The core group of interested partners:− collects information on services already provided

by prospective partners (activities, competences, resources)

− summarizes all collected information in a summary sheet that matches the information on prospective partners against the national TB plan (services/tasks) and different geographic areas

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Partnership building

Building a vision(Needs, challenges,

resources, opportunities)Can obstacles be

addressed?

Identification and dialogue amongpotential partners

(motivation, commitment)

Mapping resources(identifying cash andnon-cash resources)

Partnershipmanagement

(core structure)

Preparing a planof activities with

roles and resources

Implementation(once resources are in

place to work onspecific deliverables)

Monitoring & evaluation

of effectiveness and impact - outputs and

outcomes

Reviewthe partnership

(process, outputs, outcomes).

Corrective actions

Institutionalization:building structures and

mechanisms to maintain commitment and ensure

continuity

Leadership

Roles

Mandates in specific areas

Agreement oncore principles,

goals and objectivesPartnering agreement

Process: 1 - Exploration 2 - Building 3 - Maintenance

C

O

R

E

G

R

O

U

P

FORMAL LAUNCH

$

$

$

$

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Operational plan

• The core group of interested partners drafts a proposal of an operational plan including:

− major products and activities that the partnership could carry out with indicators/milestones

− role and responsibilities of each partner− planned costs, available resources and gaps which can be

addressed either by one of the partners or by mobilizing resources domestically or by applying to an international funding mechanism

OPERATIONAL PLAN circulated for comments to all partners

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Operational plan

• The Core Group should develop the operational plan considering:− National TB policy, strategy and plan− Proposals for funding to the Global Fund

• The operational plan identifies strategic relevant areas of the national TB plan towards which partners can contribute to

NB: a Global Fund proposalis often formulated to fund gaps of the national TB plan

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Partnering agreement

• The core group of interested partners drafts a proposal of a partnering agreement (terms of reference) including:

− the core principles, goals and objectives− role and responsibilities of each partner− governance structure− operational plan as an annex

PARTNERING AGREEMENTcirculated for comments to all partners

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Governance structure

• The core group of interested partners drafts a proposal of governance structure functional to:− Goal and objectives of the partnership− Role and responsibilities of partners

• Necessary to ensure that decision-making, management and development arrangements are appropriate and operate effectively

GOVERNANCE STRUCTUREcirculated for comments to all partners

SECRETARIAT in PLACE

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Partnership maintenance

Building a vision(Needs, challenges,

resources, opportunities)Can obstacles be

addressed?

Identification and dialogue amongpotential partners

(motivation, commitment)

Mapping resources(identifying cash andnon-cash resources)

Partnershipmanagement

(core structure)

Preparing a planof activities with

roles and resources

Implementation(once resources are in

place to work onspecific deliverables)

Monitoring & evaluation

of effectiveness and impact - outputs and

outcomes

Reviewthe partnership

(process, outputs, outcomes).

Corrective actions

Institutionalization:building structures and

mechanisms to maintain commitment and ensure

continuity

Leadership

Roles

Mandates in specific areas

Agreement oncore principles,

goals and objectivesPartnering agreement

Process: 1 - Exploration 2 - Building 3 - Maintenance

$$

$

$

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Partnership maintenance

• The partners deal with: − implementing the agreed activities in the areas of advocacy

and service delivery.

− monitoring and evaluation of the activities for effectiveness and impact (outputs and outcomes) through the indicators outlined in the operational plan.

− reviewing the outputs and outcomes of the partnering processes periodically and take any necessary corrective action.

− institutionalizing the partnership, if the review is positive. If negative, the partnership should go through the exit-strategy or a transition strategy.

April_2010

Building a vision(Needs, challenges,

resources, opportunities)Can obstacles be

addressed?

Identification and dialogue amongpotential partners

(motivation, commitment)

Mapping resources(identifying cash andnon-cash resources)

Partnershipmanagement

(core structure)

Preparing a planof activities with

roles and resources

Implementation(once resources are in

place to work onspecific deliverables)

Monitoring & evaluation

of effectiveness and impact - outputs and

outcomes

Reviewthe partnership

(process, outputs, outcomes).

Corrective actions

Institutionalization:building structures and

mechanisms to maintain commitment and ensure

continuity

Leadership

Roles

Mandates in specific areas

Agreement oncore principles,

goals and objectivesPartnering agreement

Process: 1 - Exploration 2 - Building 3 - Maintenance

How does the partnering process work?

EXPLORATORY WORKSHOP

C

O

R

E

G

R

O

U

P

FORMAL LAUNCH

April_2010

Costing the partnering process - cost centers?

• Partnership exploration:− the exploratory workshop/s on common vision, identify

relevant partners and map resources

• Partnership building:− basic documents− establishment of a secretariat− formal launch

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• Partnership maintenance:− meetings of the governing bodies;− implementation of the activities agreed in the

operational plan;− monitoring and evaluation of the activities; − institutionalization of the National Stop TB

Partnership.

Costing the partnering process - cost centers?

April_2010

• Costs may be covered through the following mechanisms:

− in-kind or cash contributions from the partners;

− resource mobilization strategy at country level (e.g. targeting corporate/business sector or network of supporters);

− inclusion of partnering process and partnership operation in proposals submitted to Global Health Initiatives.

Costing the partnering process - cost centers?