Robert Ridley

1. Robert Ridley

3. Need for new TDR vision/strategy triggered by critical trends in global research environment

4. What is Needed?

5. Implications for TDR

6. Modelling the system to address TDR's role

7. Responding to needs

8. Implications

9. What we want to achieve

11. 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.

12. Research capacity

13. Individual

14. Mainstream Capacity Building

15. 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.

16. Research Business Lines and Gaps

17. Planned activities across research continuum

18. 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

19. Business Lines can enter / exit / change over time

20. 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

21. 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

22. 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)

23. Delivering Impact – making a difference

25. Dashboards linking BL performance to strategic indicators

26. Committees central to strategy development plus monitoring and evaluation

27. Portfolio review links STAC, SAC's and secretariat

28. Timing of reviews to ensure strategic impact

29. Role of governance

30. 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

32. Operational Processes

33. TDR proposed structure

37. Justification for increase Stewardship role is new and requires new resources Empowerment BL to grow by 30% over 6 years and is further manifest within research activity 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

38. 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

39. Resource mobilisation targets

40. 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

41. Comparison between 2006/7 and 2008/9 budget

42. 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'

43. Assistance for Discussion Top level endorsement of vision and strategy 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 Approve budget with / without amendment Agree TDR to follow WHO practice on reporting by activity and personnel Agree to 10% flexibility in budget allocation