Partnership building

1. Partnership building December_2009

2. Partnership building within the partnering process $ cost centre $ C O R E G R O U P $ $ $ FORMAL LAUNCH

3. Partnership building components OPERATIONAL PLAN PARTNERING AGREEMENT GOVERNANCE STRUCTURE

4. 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 See tool 4

5. 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 proposal is often formulated to fund gaps of the national TB plan

6. 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

7. The national TB plan defines objectives, targets and activities of TB control in a given country The operational plan of the national partnership identifies areas of the national TB plan to which partners can contribute to 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 Complementarities

8. 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

9. 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

10. 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

11. Partnership building components OPERATIONAL PLAN PARTNERING AGREEMENT GOVERNANCE STRUCTURE

12. 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 AGREEMENT circulated for comments to all partners See tool 5

13. 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

14. Partnership building components OPERATIONAL PLAN PARTNERING AGREEMENT GOVERNANCE STRUCTURE

15. 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 See tool 6 GOVERNANCE STRUCTURE circulated for comments to all partners SECRETARIAT in PLACE

16. 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 Governing bodies – 1 example

17. 1 example Partners Forum Plenary body Coordinating Board Decision-making body NTP Partnership Secretariat Working Groups

18. 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 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.

19. Executive Committee 2 example General Meeting Representation Partnership Secretariat Management Planning Group Coordination

20. 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

21. 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

22. 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