• Background
• Nature and function
• Rationale
• Opportunities for TB control
• Partnering process
After this session participants will know:
1. The concept of stop TB partnering initiatives at country level (national stop TB partnerships).
2. The rationale of building a national stop TB partnership and its opportunities for TB control
3. The partnering process: exploration, building and maintenance of a national stop TB partnership and the related budget centers;
4. Discuss real-life challenges with participants and share experience.
• Stop TB Strategy component 5:− empowering people with TB, and communities
through partnership.
• Partnership:− an innovative way to engage in TB control, by taking
into account the competencies and comparative advantages of actors that come from different sectors of society and play a role at the level where they can perform better and more effectively.
• Essentially country-specific, expressing typical cultural
and organizational diversity.
• Depending on the local situation, countries might decide
to leverage already existing forms of
collaboration/coordination (Interagency Coordination
Committee - ICC, Country Coordinating Mechanism -
CCM, National TBTEAM) and initiate a national stop
tuberculosis (TB) partnership.
AFRO
FrancophonieGhanaKenyaMalawiNigeriaSwazilandUganda
SEARO
BangladeshIndiaIndonesia
EMRO
EMReg.PartnershipAfghanistanDjiboutiEgyptJordanIranKuwaitMoroccoPakistanSudanSyria
EURO
ItalyUK (Results)
WPRO
JapanNepalRepublic of KoreaPhilippinesViet Nam
National PartnershipsAs of January 2010
AMRO
BrazilCanadaDominican Rep.MexicoPeru’USA
Partnerships inHigh Burden Countries
AfghanistanBangladeshBrazilCambodiaChinaDR CongoEthiopiaIndiaIndonesiaKenyaMozambiqueMyanmarNigeriaPakistanPhilippinesRussian FederationSouth AfricaThailandUgandaUR TanzaniaVietnamZimbabwe
Partnerships in WHO Regions & HBC
• a voluntary alliance between organizations from different sectors of society
• who commit to work collaboratively towards TB prevention, care and control
• where all partners contribute from their core competencies
• share resources, risks and responsibilities
• benefit by achieving their own, each other's and the overall partnership goal;
• Usually strives towards mutual accountability
In close collaboration with the NTP, it aims at:− strengthening TB prevention, care
and control
− according to the NTP plan
− to achieve the targets of the Global Plan to Stop TB
Its main focuses could be:− Contribute to the implementation
of national TB plan− Decided by the partners on a
case by case basis
• 14-fold increase in budget allocated for TB• Significant increase in coordination between the NTP
and implementing partners resulted in improved quality and accessibility of services
• A cohesive national movement to stop TB• TB gained increasing prominence on the
political agenda
• Enhance coordination and improve services provided by several actors besides the public health system: nongovernmental organizations, faith based organizations, community based organizations and the private sector.
• Help the country to apply successfully to GF Round 8 and obtain support for all the partnership's activities contributing to the national TB control plan.
• Today the government accorded to the Ministry of Health the status of 'Sector'.
• The operational challenges of TB control and the social aspects of the
disease demand a joint effort of institutions and civil society.• While governments are responsible for ensuring services reach the
people in need, different actors (civil society and private/business sector)
are often involved in the delivery of service.• Governments can recognize and support as part of the public system
other actors that institutionally do not belong to the state ("public function
of private initiative").• Avoidance of duplication thereby ensuring synergy• Higher institutions or levels of the society should support and promote
what a lesser form of social organization can do, in order to contribute to
the common good of its members (subsidiarity).• Engagement of civil society is essential to design, implement and
evaluate people-centered health services.
• National TB programme recognized the existence and contribution of several nongovernmental, faith-based and community based organizations to the delivery of TB control services in the country, particularly in hard-to-reach and disadvantaged districts.
• Taking into account this effort, the national TB programme decided to support the work of these organizations and actually to delegate some of its supervisory responsibility on health facilities.
• For this reason, in collaboration with international partners, such as WHO, the national TB programme found a way to apply for external funding through a Partnership's initiative and through the Italian Cooperation.
• These funds were used to cover the activities of these civil society organizations for more than 4 years.
Opportunities for TB control
1. Coordination based on a common strategy and plan
2. Multi-sectoral participation: public, private, civil society
(health sector and beyond)
3. Increased access to resources (local/global): f
inancial, technical, human, knowledge, physical and
network resources
4. Pro-active leadership
5. Social capital available for other initiatives
Partnership for Tuberculosis Care and Control, India
• Support and strengthen India’s TB control efforts• Bring together partners from different sectors across the country on a
common platform− non-governmental organizations
− community-based organizations
− affected communities
− the corporate sector
− professional bodies
− technical agencies
− academia
• Harness the strengths and expertise of different partners in various technical and implementation areas, and empower affected communities, for TB care and Control
Philippine Coalition Against Tuberculosis
• Government actively sought to form a partnership with different sectors:
− private doctors to diagnose TB− an NGO to help people get into
treatment (intensive phase)− community health workers to support
people complete their cure− public health system to provide the
medications
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
The Partnering process
EXPLORATORY WORKSHOP
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FORMAL LAUNCH