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Stewardship Empowerment Research on Neglected Priority Needs. Robert Ridley. Fourth External Review and JCB 29. TDR to change, evolve and grow. Need for new TDR vision/strategy triggered by critical trends in global research environment. - PowerPoint PPT Presentation
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1JCB 30June 20, 2007Vision and Strategy
Robert Ridley
TDR Business Plan2008-2013
Fostering an effective global research effort on infectious diseases of poverty in which disease endemic countries play a pivotal role
Stewardship
Empowerment
Research on Neglected Priority Needs
2JCB 30June 20, 2007Vision and Strategy
Fourth External Review and JCB 29
TDR to change, evolve and grow
3JCB 30June 20, 2007Vision and Strategy
Need for new TDR vision/strategy triggered by critical trends in global research environment
DEC's left behind in priority setting
Growing regional variation
Enhanced research
capabilities in DEC's
Global research
environment for tropical
diseases
Epidemiological Changes
Momentum through new
players / initiatives
Infectious disease burden
remains high
Rise in pharmaceutical
product development
Complexity and fragmentation
4JCB 30June 20, 2007Vision and Strategy
What is Needed?
An effective global research effort on infectious diseases of poverty in which disease endemic countries play a
pivotal role
Extension of TDR Mandate to cover'infectious diseases of needy populations'
Greater social contextualisation of research (including gender issues) bringing closer to control needs
5JCB 30June 20, 2007Vision and Strategy
Implications for TDR
To foster the vision
To focus activity where there is need and where TDR has a comparative advantage
6JCB 30June 20, 2007Vision and Strategy
New and improved tools
New and improved strategies
New knowledge / discoveries
New and improved interventions
Modelling the system to address TDR's role
7JCB 30June 20, 2007Vision and Strategy
New knowledge / discoveries
New and improved tools
New and improved interventions
Responding to needs
New and improved strategies
GAELF
Trachoma
RBM
StopTB
Global Fund
APOC
New and improved tools
EDCTP
New and improved tools
MMV
Microbicides
DNDi
GATB
IAVI
FIND
NIH, Trust, Research
councils, etc…
Grand Challenges
Empowerment, pivotal role …
Stewardship, effective global effort …
8JCB 30June 20, 2007Vision and Strategy
Implications
New knowledge / discoveries
New and improved tools
New and improved interventions
New and improved strategies
Foster innovation for products, emphasizing DEC engagement
Foster research to develop and evaluate interventions in real-life settings
Foster research for access to interventions
9JCB 30June 20, 2007Vision and Strategy
What we want to achieve
Innovation
Interventions
Access
10JCB 30June 20, 2007Vision and Strategy
Stewardship
11JCB 30June 20, 2007Vision and Strategy
Stewardship
• Vision– To help focus global efforts on priority needs in infectious
diseases research in disease endemic countries
• Overall objective– To facilitate and foster knowledge management, needs
assessment, priority setting and progress analysis for health research on infectious diseases of poverty, and to provide a neutral platform for stakeholders to discuss and harmonize their activities with disease endemic countries playing a pivotal role in the agenda setting.
12JCB 30June 20, 2007Vision and Strategy
• Research capacity
• Research Utilisation
• Empowerment
13JCB 30June 20, 2007Vision and Strategy
• Individual
• Institution
• National
14JCB 30June 20, 2007Vision and Strategy
RCS/R&D
RCS/R&D
Mainstream Capacity Building
RCS
R&D
RCSR&D
RCS
Scientific capacity at countrylevel
+-
15JCB 30June 20, 2007Vision and Strategy
Empowerment
• Vision– DEC Leadership in health research, training and
partnerships within sound scientific, ethical and quality frameworks
• Overall objective– To develop excellence and leadership in health research
and decision making so that high quality institutional and national systems can identify and manage research priorities.
16JCB 30June 20, 2007Vision and Strategy
Capacity, Empowerment, led by
Effective global effort, Stewardship…
Empowerment
Stewardship
BL 4: Innovation for PD in DEC
Research Business Lines and Gaps
BL 3: Discovery
BL 5: Innovative vector control
BL 11: Integrated delivery strategies
BL 9: Malaria/fever treatment policy
BL 8: Treatment for HIV/TB
BL 7: Drugs for helminths
BL 6: Diagnostics
BL 10: VL elimination
17JCB 30June 20, 2007Vision and Strategy
Planned activities across research continuum
18JCB 30June 20, 2007Vision and Strategy
Business Lines
• Greater clarity of activity
• Easier to justify funding
• Easier to define interactions
– External partners
– Internal within WHO
• Closer cooperation and easier collaboration with WHO control departments and regional offices
• Form follows function leading to:
– Transparency of portfolio
– Easier review and evaluation
19JCB 30June 20, 2007Vision and Strategy
Business Lines can enter / exit / change over time
20JCB 30June 20, 2007Vision and Strategy
Determinants of BL entry / exit
• Entry / exit criteria based on comparative added value, needs and cost– STAC to validate entry / exit
• Comparative added value and new opportunities informed by:– stewardship analysis and consultation on priority needs– empowerment and capacity needs– innovation fund driven opportunities
21JCB 30June 20, 2007Vision and Strategy
Innovation Fund
• Fund @ $1M per year
• Open to applications on any topic relevant to TDR's research, empowerment and stewardship mission
• No limit to request, may be for limited funding at project level (rapid response) or larger funding for major initiative (detailed negotiation)
• Goal to initiate and stimulate sustainable activity that will have impact
– Interface with stewardship for topics to be addressed
– Possible incubation of future business lines
22JCB 30June 20, 2007Vision and Strategy
Issues associated with management of BL's
• Entry / exit• DEC's play pivotal role• Synergies across functions and business lines• Mainstreaming cross-cutting issues e.g. gender• Overall balance
– e.g. disease scope expansion conservative and meets JCB mandate
– Stewardship has broad scope– BL 6 (helminths) – BL 11 (integrated CDI)
23JCB 30June 20, 2007Vision and Strategy
Delivering Impact – making a difference
Innovation
Interventions
Access
Monitoring and Evaluation against indicators and deliverables
24JCB 30June 20, 2007Vision and Strategy
STRATEGIC OBJECTIVES INTERIM IMPACT DIMENSIONS INTERIM MONITORING METRICS / INDICATORS
TARGET FOR
2008-2009
1. Global consensus on priority research needs
• # of quality consultations/reports for consensus facilitated by TDR
12
2. Equitable access to health research information
• Surveyed user satisfaction levels with knowledge platform
65 %
1. Stewardship
3. Greater engagement of key institutions/networks
• % of key institutions/networks actively involved in TDR forums
60 %
4. Quality research led by DEC scientists and institutions
• # of publications with DEC researchers as lead authors
175
5. Sustainable regional research and knowledge networks
• # of DEC research institutions/ networks improved towards international standards
40
2. Empowerment
6. DEC effectively negotiating research partnerships
• # of partnerships with DEC researchers as leads
5
7. Promising leads identified & transferred to partnerships
• % of lead development/transfers at planned milestones
80 %
8. Effective north-south innovation networks established
• # of innovation networks established/ expanded/strengthened
2
3. Research on Neglected Priorities
3a. Innovation for product discovery and development
9. Product R&D managed by DEC institutions
• # of key R&D projects managed by DEC institutions
1
10. Evidence on real-life safety and effectiveness of tools
• % of real-life safety/effectiveness evaluations at planned milestones
80 %
11. Effective intervention tools and strategies
• % of intervention tools and strategies at planned milestones
80 %
3b. Development and evaluation of interventions in real-life settings
12. Cost-effective elimination and surveillance strategies
• % elimination/surveillance strategies at planned milestones
80 %
13. Integrated strategies for large scale intervention delivery
• % integrated intervention delivery strategies at planned milestones
80 %
14. Cost-effective strategies for scale-up of interventions
• % cost-effective scale-up strategies at planned milestones
80 %
3c. Implementation research for access to interventions
15. Research culture within control programmes
• # of control programmes actively involved in research projects
24
25JCB 30June 20, 2007Vision and Strategy
Dashboards linking BL performance to strategic indicators
26JCB 30June 20, 2007Vision and Strategy
Committees central to strategy development plus monitoring and evaluation
STAC
BL5 BL4 BL3 BL6 BL10 BL11 BL 1 (Stew) BL9 BL7 BL8 BL 2
( Emp )
SPT SPT SPT SPT SPT MIM SPT
STAC
BL5 BL4 BL3 BL6 BL10 BL11 BL 1 (Stew) BL9 BL7 BL8 BL 2
( Emp )
Satellite BL
DRG's
27JCB 30June 20, 2007Vision and Strategy
Portfolio review links STAC, SAC's and secretariat
28JCB 30June 20, 2007Vision and Strategy
Timing of reviews to ensure strategic impact
29JCB 30June 20, 2007Vision and Strategy
Role of governance
JCBCo-sponsors, Resource Contributors
Regional Representatives, Others
Special Programme Coordinator
Standing Committee STAC
Director and Secretariat
JCBCo-sponsors, Resource Contributors
Regional Representatives, Others
Special Programme Coordinator
Standing Committee STAC
Director and Secretariat
WHOExecuting Agency
30JCB 30June 20, 2007Vision and Strategy
Regional emphasis and leverage
• TDR Governance systems reinforced
• Links to co-sponsor regional offices and ACHR's
• Stewardship and empowerment activities will link to regional partners– Concept of regional associations of tropical diseases and co-
hosted meetings (stewardship)– Concept of 'satellite' business lines (empowerment)
• Research BL's strongly link to regions– VL elimination– Diagnostics specimen bank management and operation– General emphasis on DEC led management of projects
31JCB 30June 20, 2007Vision and Strategy
• More frequent revisiting of strategy for better planning (e.g. regular review of portfolio)
• Stronger element of coordination (e.g. linking Business Lines and TDR advisory committees)
• Greater monitoring (e.g. indicator dashboards, periodic reviews)
• Emphasis on resource optimization (e.g. more dynamic budget allocation)
• Delegation of responsibilities (e.g. budget implementation / approvals at BL level)
• Simplification of processes (e.g. elimination of large numbers of allotments)
• Lesser reliance on ad hoc mechanisms
• Better supporting HR and IT systems (e.g. more effective recruitment)
Stronger emphasis on strategy and accountability
Greater delegation and simpler administration
Operationalising the Strategy
32JCB 30June 20, 2007Vision and Strategy
Operational Processes
4. External
interface
4A. resource mobilization
4B.
Commun - ications
1. Strategy
1A.
Individual
BL Review
1B. BL
Portfolio
review
1C.
Budget
2. Operations
2A.
Activity/
Project approval
2B.
Contract
approval
2C.
Payment
approval
3A. HR 3B. IT
3. Support
33JCB 30June 20, 2007Vision and Strategy
TDR proposed structure
Links to:NTD / BL 6GMP/ BL 9STB / BL 8
34JCB 30June 20, 2007Vision and Strategy
38 44 45 48 50 51 49
49
87
2007
55
100
2008
58
104
2009
65
114
2010
68
119
2011
71
123
2012
72
123
2013
Professional
Support
+6%
TDR PERSONNEL REQUIREMENTS, (2007-2013)
6%6%
CAGR(2007-2013)
4%4%515251494645
35JCB 30June 20, 2007Vision and Strategy
2007 TDR TRANSITION PLAN
Apr
2007
MarFebJan DecAugMay Jun Jul Sep Oct Nov
• Define external interface processes***• Define support processes (IT)
Performance management
• Define support processes (HR)
• Match current personnel
Individual BL transition• Preparation of BL work plan for 2008
• Define operations processes**
• Setting up of supporting committees
Description
• Define strategy processesProcesses in revised operating model• Prioritize and select new personnel
• Write job descriptions• Outline level 2&3 organogram & responsibilities • Determine personnel requirements
Business plan
• Select level 1* personnel• Outline level 1* structureOrganization structure and personnel selection• Determine Budget• Prepare TDR Business plan• Draft Business Line (BL) plan
• Cascade TDR metrics to BL level dashboard• Determine TDR level impact dashboard
STACStanding CommitteeJCB
* Level 1 positions report to Director** Operations processes include approvals for projects / activities (meetings, travel), contracts and payments
*** External interface processes refer to fund-raising, communications
36JCB 30June 20, 2007Vision and Strategy
10 11 11 11 12 14 14
10 12 12 14 15 15 15
30
50
2007
34
57
2008
40
64
2009
44
70
2010
48
76
2011
51
81
2012
49
80
2013
+8%
9%
CAGR(2007-2013)
9%
7%
TDR OVERALL BUDGET (2007-2013), $ MILLION
BL Operations BL Personnel Overhead and others
9%9%
CAGR(2007-2013)
9%9%
7%7%
TDR OVERALL BUDGET (2007-2013), $ MILLION
BL Operations BL Personnel Overhead and others
171616151312
37JCB 30June 20, 2007Vision and Strategy
Justification for increase
1. Stewardship role is new and requires new resources
2. Empowerment BL to grow by 30% over 6 years and is further manifest within research activity
3. Proposed objectives and deliverables meet needs of a balanced portfolio.• Inability to reach budget targets clearly associated with corresponding lack of end
products • Research now better served globally, but more complex with more (focused) issues
needing to be professionally covered
1990 20071990
38JCB 30June 20, 2007Vision and Strategy
2008-2009 budgets
• Budget 1 (aligned to business plan)– $120 M
• Budget 2 (back-up)– $ 98 M– 1 business line not initiated– several business lines with reduced number of
objectives– Slower scale up of stewardship role
39JCB 30June 20, 2007Vision and Strategy
Resource mobilisation targets
40JCB 30June 20, 2007Vision and Strategy
What's New?
• Addresses MDG's and health research interface with development
• Stewardship goals – fostering
• Capacity strengthening to empowerment goals – Focus on leadership
• Research goals more strategically focused– Re-emphasise committees and networks
• Regional focus / devolved activities• Better cohesion and coherence with external partners, and WHO
– Link to control departments– Link to regions– Link to primary health care (IR community emphasis)– Link to innovation (IGWG)
• Professionalised processes incl. STAC portfolio review
41JCB 30June 20, 2007Vision and Strategy
Comparison between 2006/7 and 2008/9 budget
8% 3% 7% 12% 22% 8% 15% 20%
2% 9%
17% 14%
11% 18%
42JCB 30June 20, 2007Vision and Strategy
Some final thoughts
• On the right track, but not there yet
• Responsiveness to country needs – who sets the agenda?
• Stewardship and empowerment will take time
• Looking to cultural shifts in emphasis
– Fostering, outreach, facilitation, networks
– Mainstreaming capacity building for empowerment
– Focused professionalism of operation with transparency and openness to review
• Recognising and building on unique nature of the 'Special Programme'
43JCB 30June 20, 2007Vision and Strategy
Assistance for Discussion1. Top level endorsement of vision and strategy
2. Guidance sought on whether previous concerns adequately addressed• Objectives and outputs of Stewardship function incl. outreach• Objectives and outputs of Empowerment function incl. partnerships / networks• Objectives and outputs of Research on Neglected Priorities function• Business lines: focus, entry / exit and management• Cross-cutting issues: e.g. gender• Mechanisms for DEC's to play a pivotal role• Regionalisation / decentralisation and interfaces with co-sponsoring agencies• Priority setting criteria and processes e.g. through committees• Monitoring and evaluation• Prospective 5th external review• Implementation plan incl. human resources• Role of STAC
3. Approve budget with / without amendment
4. Agree TDR to follow WHO practice on reporting by activity and personnel
5. Agree to 10% flexibility in budget allocation
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