1 JCB 30 June 20, 2007 Vision and Strategy Robert Ridley TDR Business Plan 2008-2013 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
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
StewardshipEmpowermentResearch 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 developmentComplexity 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
TrachomaRBM
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
InnovationInterventions
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: DiagnosticsBL 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
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)
• Select level 1* personnel• Outline level 1* structureOrganization structure and personnel selection• Determine Budget• Prepare TDR Business plan• Draft Business Line (BL) plan
* 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 increase1. Stewardship role is new and requires new resources2. Empowerment BL to grow by 30% over 6 years and is further manifest within
research activity3. 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)
• 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 strategy2. 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 amendment4. Agree TDR to follow WHO practice on reporting by activity and personnel5. Agree to 10% flexibility in budget allocation