december_2009 partnership building. december_2009 partnership building within the partnering process...
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December_2009
Partnership building within the partnering process
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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FORMAL LAUNCH
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$ cost centre
December_2009
Partnership building components
OPERATIONAL PLAN
PARTNERING AGREEMENT
GOVERNANCE STRUCTURE
December_2009
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 partnersSee tool 4
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General context - 1
• 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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General context - 2
The operational plan of the National Stop TB partnership: • is complementary to the national TB plan• could contribute to grant implementation, as some of the objectives and
related activities of the national TB plan are included in proposals for the Global Fund
For these reasons, the National Stop TB Partnership:• collaborates with the national TB programme• would collaborate also with the Country Coordination Mechanism, if there is a
grant of the Global Fund
In particular, the National Stop TB Partnership could contribute: • to advocate for the prevention, care and control of tuberculosis, in order to
influence policy-makers and mobilize additional resources• to plan the delivery of services for TB prevention, care and control carried
out by different stakeholders
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Complementarities
The national TB plan defines objectives, targets and activities of TB control in a given country
The Global Fund proposal focuses on financial gaps in the national TB plan and provides an opportunity to finance the work of the national partnership as well as the expenses of the secretariat
The operational plan of the national partnership identifies areas of the national TB plan to which partners can contribute to
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National TB plan, strategy and policy
• National plan:− Includes activities to be undertaken working towards the
accomplishment of the national strategy− Specifies targets, budget with responsible officer, place and date, by
activity and resource mobilization
• National strategy: − Includes the 6 components of the Stop TB Strategy− Specifies country's objectives and targets usually for the NTP in line
with global objectives and targets
• National policy: − guidelines on TB control
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Operational plan components consistent with the national TB plan
• vision, goal, objective discussed in the exploratory workshop
• products and activities that the partnership could carry out
• a set of indicators and milestones
• role and responsibilities of each partner with time and place
• planned costs, available resources and unmet needs
Logical framework
Activity schedule
Resource schedule
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Global Fund proposal
• A Global Fund grant provides the opportunity to fund all or part of the national TB plan:
− Goal and objectives stated in the proposal are consistent with those of the national TB plan
− Service delivery areas (= the areas of work required to achieve each objective) and related activities might cover part of all of the national TB plan
• Service delivery areas and related activities can be implemented by:− state − non-state actors (both profit and non-profit)
• A Global Fund grant could, therefore, be an opportunity to fund the contributions of partners from different sectors to the national TB plan
• The involvement of various and active partners may provide the opportunity for the implementation of more ambitious grants
December_2009
Partnership building components
OPERATIONAL PLAN
PARTNERING AGREEMENT
GOVERNANCE STRUCTURE
December_2009
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
See tool 5
December_2009
What do we mean by partnering agreement?
• A partnering agreement is: − A way to record formally the commitment of the partners− Not legally binding− Developed and agreed between the parties as equals− Readily re-negotiable− Open-ended− Entered into voluntarily
• At a later stage the partnership might need legally binding agreements:− If it undertakes complex projects− If it is authorised to fund raise− If it handles larger amounts of funding− If it is registered as a new legal entity
December_2009
Partnership building components
OPERATIONAL PLAN
PARTNERING AGREEMENT
GOVERNANCE STRUCTURE
December_2009
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
See tool 6
December_2009
Governing bodies – 1 example
• Plenary body − all partners are
represented − consolidates and
increases support for and commitment to the work of the partnership
− reviews and comments on the overall progress of the partnership
− serves as a forum of information exchange on progress, problems and challenges
− meets annually
• Coordinating body− Elected/selected
representatives of the constituencies of the partnership
− coordinates, plans and reports on the work of the partnership
− takes decisions on the work of the partnership
− meets twice a year
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1 example
Partners ForumPlenary body
Coordinating BoardDecision-making body
Working Groups
NTP PartnershipSecretariat
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Governing bodies – 2 example
• Executive Committee− responsible for the
management of the partnership, and offers overall strategic direction and guidance.
− It analyzes all proposals presented by the PG before these are presented to the GM for its endorsement/approval
− It meets at regular intervals, either in person or via tele/telephone conference.
• General Meeting− all partners are
represented− it reviews the reports
and the activities of the partners and the secretariat, and, where appropriate, endorses them
− it meets once a year
• Planning Group− responsible for co-
ordinating the main activities of the partnership
− it collects and co-ordinates the reports on the activities of the partners and submits new proposals and ideas to the General Meeting for its endorsement
− it meets at least once a year
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2 example
General Meeting
Planning Group
Executive Committee
Coordination
Representation
ManagementPartnershipSecretariat
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Secretariat
Depending on the country, the Secretariat can:
• be hosted by one of the partners:− the host organization provides the legal umbrella under which the
partnership operates. − If the host organization is the WHO Country Office, WHO rules and
regulations are applied and a close collaboration with WHO headquarters and regional office is maintained.
• be constituted as an independent legal entity in the form of a not-for-profit organization under the law of the country:− the National Stop TB Partnership remains legally independent− WHO and the Stop TB Partnership Secretariat provide it with
contributions based on experiences in other countries− WHO Country Office and the Ministry of Health/NTP may decide, if
invited to do so, to serve as ex-officio members on the governing bodies
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Working groups
• Depending on the partnership, working groups could be constituted to contribute to the achievement of the partnership aims.
• Working groups could focus on the following areas of work: − DOTS expansion− TB/HIV− MDR-TB− New tools
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In addition, partners could also think of:
• Procedures and mechanisms to ensure appropriate and effective:
− Decision-making
− Double-accountability system - partners to their own organization and partners to each other as a partnership
− Transparency within and outside the partnership – reporting mechanisms and grievance procedures
− Communications between: a) the partners; b) the partners and their constituencies; c) the partners and beneficiaries of the partnership activities; and d) the partnership and external audiences