WHY IS PARTNERSHIP NEEDED IN MALARIA?

2. WHY IS PARTNERSHIP NEEDED IN MALARIA? • Effective malaria control requires a high level of organization and coordination • No single organization can do it alone • There are benefits of scale if organizations work together in: • Planning • Supply chain management • Monitoring and evaluation • Disseminating best practices • Raising awareness to maximize support • By working collectively, institutions can achieve results, save lives, and reduce poverty: • Minimize distractions and demands, so endemic countries can truly lead • Accurately match country needs to the availability of resources and expertise • Place the right interventions, skills, and funds in the right country, at the right time

3. BACKGROUND: ROLL BACK MALARIA PARTNERSHIP • Partnership movement in malaria was initiated in 1998 • Founded by the WHO Director General with UNICEF, UNDP, and the World Bank– currently has more than 100 partners from all sectors active in malaria field(1) • Institutions have since assembled the tools, resources required to address malaria • Partnership has been effective in spots • However, remained a loose association until a major Change Initiative in 2006 • Current objective for the community is scaling-up interventions to reach 80% of populations at risk by 2010 • Success requires joint planning and execution, facilitated by the Partnership • Partnership has a new level of clarity, structure, and commitment to help institutions meet the global community’s collective goals • Foundations, Malaria Endemic Countries, Multi-lateral institutions, Non-Governmental organizations, OECD Donor Countries, Private Sector and Research and Academia

4. RBM PARTNERSHIP CONVENES, COORDINATES, AND SUPPORTS ORGANIZATIONS TO ACHIEVE RESULTS IN MALARIA RBM’s Core Functions Examples • Convene Partners in a neutral environment • Identify and disseminate best practices 1 • Provide a coordination mechanism to allow Partners to focus on what they do best • Align Partners with country requests based on Partners’ comparative advantage, through Sub-Regional Network workplans 2 • Facilitate Partner interaction to reduce duplication and barriers; increase speed • Encourage and coordinate joint Partner missions and hand-offs • Mobilize Partners to support countries’ response to funding opportunities and/or programs at risk 3 • Support Partner activities by providing consolidated sources of information • Serve as repository of information on country-level gaps and bottlenecks, resources deployed, and progress against goals 4 • Advocate on behalf of collective to increase resource availability • Use aggregated M&E and gap data to champion for more financial support from donors • Work with endemic country governments to ensure national and health sector budgets provide sufficient support for malaria control 5

5. ROLL BACK MALARIA PARTNERSHIP ARCHITECTURE a RBM Partners’ Forum b RBM Board Host(currently WHO) Administrative accountability Functional accountability b Executive Committee c RBM Secretariat d e SRNs Sub-Regional Networks Working Groups SRNs Working Groups SRNs Working Groups Key Reporting line Facilitation and communication required

6. a RBM PARTNERS’ FORUM IS THE OFFICIAL COORDINATING MECHANISM OF THE RBM PARTNERSHIP RBM Partners Forum Involves all seven RBM constituencies: • Academia & Research • Malaria Endemic Countries • Foundations • Multilaterals (WHO, WB, UNICEF, UNDP) • NGOs • OECD Donors (i.e., Italy, UK, US) • Private Sector • Convenes once every two years • Endorses the RBM global strategic plan • Reviews progress on global strategy and reinforce Partner commitments • Provides feedback to the RBM Board on progress and priorities • Reinforces political commitment

7. b GOVERNANCE OF THE RBM PARTNERSHIP RBM Board Executive Committee • 20 voting members including representatives of all seven constituencies • 2 ex-officio members • Sets strategic direction of Partnership • Approves Partnership workplans & budgets • Approves and lead advocacy efforts • Ensures Partner coordination & alignment • Monitors commitments • Stimulates alignment • Resolves issues • Subset of the Board, comprised of one member from each constituency • Sets Board agenda and decision points • Makes time-sensitive decisions on how RBM will respond to external events • Working with the Executive Director of the RBM Secretariat • Oversees workplan, budget, and funding for Partnership bodies • Provide oversight and guidance to Secretariat on Partnership body workplanning & budgeting process • Monitor Secretariat performance against workplan • Secure funding for Board-approved Partnership budget (~$8 million per year) Governing bodies provide direction and oversight to RBM Secretariat

8. c RBM SECRETARIAT IS THE PARTNERSHIP’S DEDICATED OPERATING BODYRoles and Responsibilities Roles Responsibilities • Make the Partnership operational • Facilitation • Communication and advocacy • Administration • Perform activities and execute deliverables within Board-approved Secretariat workplan • Support Partners at global, regional and country level in: • strategy implementation • priority identification • Partner harmonizationand alignment • Facilitate communication and exchange of learnings through RBM Working Groups and Sub-Regional Networks (SRNs) • Assist in Working Group and SRNs’ planning processes • Monitor progress vs. deliverables • Design & implement advocacy and communication strategies • Exec Director acts as spokesperson for RBM and the malaria community • Develop and implement Secretariat workplan & budget • Facilitate meetings of RBM Board, Committees, and Working Groups - 7 -

9. c SECRETARIAT ORGANIZATION BUILT AROUND FOUR KEY FUNCTIONS Executive Director Administration and management • Secretariat internal support Partnership facilitation Communication and advocacy Commodity services Partnership development • Support development and follow-up of Partnership strategy • Support Partners in identifying actions and resources required in countries • Facilitate Partner involvement and in country program design and planning in line with “three-ones” approach • Facilitate Partner alignment behind country plans • Support development and dissemination of working group consensus publications on learnings and best practices for scale-up • Advocate for new sources of support • Communicate targets, strategies and progress to global community • Foster collaboration between Partners to address specific supply issues • Partnership administrative and development support, e.g. • manage and coordinate Secretariat efforts in Board and working group meeting preparation and arrangement • arrange Global Partnership Forum

10. d SUB-REGIONAL NETWORKS (SRNs) COORDINATE PARTNERS TO SUPPORT COUNTRIES SRN Participants and Structure Key roles of SRNs • Members are primarily in-country and regional Partners • Facilitated by a RBM focal point • Reports to RBM Secretariat • Hosted by a Partner organization in the relevant sub-region • Partners meet quarterly to coordinate support for endemic countries’ plans • Malaria control managers participate in annual meetings • Two SRNs in operation; two in formation • East and West African networks on line • Central and Southern African networks in development • Support for country strategic and operational planning • Enable and facilitate harmonization • Support gap analyses and highlight country and regional needs to Partners • Facilitate Partner planning missions • Support development of country funding applications • Coordinated technical assistance to countries according to Partner comparative advantage • Develop joint workplan responding to identified country capacity gaps • Best practice dissemination and promotion • Learnings from across the sub-region • RBM Working Group consensus statements

11. e RBM WORKING GROUPS PROMOTE PARTNER ALIGNMENT AND COORDINATION ON SPECIFIC TOPIC AREAS Alignment Working Groups Communication Vector Control Monitoring & Evaluation Malaria Case Management Malaria in Pregnancy Financing & Resources • Synthesize and generate alignment on complex strategic issues • Generally focus on best practices for scaling up implementation of policy • Outputs used by Coordination WGs, SRNs in planning and implementation Harmonization Procurement and Supply Management Advocacy Coordination Working Groups • Harmonize Partner efforts at global and country level • Coordinate implementation • Measure results Working Group membership comprised of individuals from RBM Partner institutions