the new funding model - whofor early applicants, this is the 2014-2016 amount. for interim...
TRANSCRIPT
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NFM: Key features and implementation
The New Funding Model
Key features and implementation
Mohammed Yassin MD, MSc, PhD
Technical Advisor, TB
Regional Meeting of NTP Managers and Partners, Bangkok,
23-27 Sep 2013
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NFM: Key features and implementation
Content
• Introducing the new funding model
Concept Note and Modular template
M Update and preparing for NFM
1
2
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NFM: Key features and implementation
1
• Greater alignment with country schedules, context, and priorities
• Focus on countries with the highest disease burden and lowest
ability to pay, while keeping the portfolio global
• Simplicity for both implementers and the Global Fund
• Predictability of process and financing levels
• Ability to elicit full expressions of demand and reward
ambition
Principles
of the new
funding model
Principles of the new funding model
The new funding model changes the way
applicants apply for funding, get approval of
their proposals and then manage their grants
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NFM: Key features and implementation
Key features
Timing of
requests
• Applicants apply for funding when they want
• Applicants can submit different disease or HCSS requests at different times
• Applicants can use in-country planning cycles
1
• Applicants submit a funding request through a “Concept Note”
• Early feedback from the Secretariat and the TRP = higher success rate
• Upfront risk and capacity assessments
• Differentiated processes to ensure disbursement-ready grants
• Funding requests negotiated before Board approval
• Three years Length of
grants
Early
feedback
Grant-
making
• Applicants are given an indicative funding range over a 3-year period
• The Secretariat will hold indicative amounts for applicants until they apply
Predictable
funding
• Competitive funding in addition to indicative range
• Rewards high impact, well-performing programs
• Encourages full expression of demand
Incentive
funding
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NFM: Key features and implementation
How does the new model differ from the
previous model?
1
• Passive role by the Secretariat in
influencing investments • More active portfolio management
to optimize impact
• Low predictability: timing of Rounds,
success rates and available funds
• Ongoing engagement by Secretariat
• Cumbersome undifferentiated process
to grant signing with different delays • Disbursement-ready grants with
differentiated approach
• Timelines largely defined by the
Global Fund
• Hands-off Secretariat role prior to
Board approval
• Timelines largely defined by each
country
• High predictability: timing, success
rates, indicative funding range
From previous model
To new funding model
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NFM: Key features and implementation
Overview of the new funding model
NSP
Allocation formula
NSP
support
Band allocation
Concept Note Country
dialogue
Determine /
approve adjusted
funding amount
Unfunded quality
demand
Grant-making
TRP
review
Board
approval
Incentive funding
Indicative funding
Grant
Approval
Committee
Determination
of split between
diseases &
HCSS
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NFM: Key features and implementation
• Investment of available funds, for
early impact
• Focus on those most in need (e.g.
underfunded or facing disruption)
• Implementing elements of the new
model
This enabled...
Board approves
immediate
launch of the
transition to the
new funding
model
Purpose of the transition phase of the NFM
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NFM: Key features and implementation
Participation in the transition phase of the NFM
Who was
invited to
participate?
Countries positioned to achieve rapid impact
Countries at risk of service interruptions
Countries receiving less than they would under the
new funding model principles
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NFM: Key features and implementation
New grants signed
New grants signed
Interim funding through renewals, grant
extensions and redesigned programs
In-country preparation and
national strategy development Standard
Selection of
early
applicants
Early
2013 2014 2015
Interim Selection of
interim
applicants
Implementation Timelines
1
2
3
Application
plus real
time earning
Application, review
and grant-making
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NFM: Key features and implementation
Overview on early applicant and interim
countries selected for the transition period
HIV Malaria TB Eastern
Europe and
Central Asia
Eurasian Harm Reduction
Network, Russia, Moldova,
Albania, Kosovo
Kazakhstan, Belarus
Latin America
and the
Caribbean
El Salvador, Jamaica
Regional Elimination
Initiative in Mesoamerica
and Hispaniola,
Suriname
Nicaragua, Dominican
Republic
Asia-Pacific Myanmar, Philippines, India,
Thailand, Nepal, Mongolia, Multi-
country Western Pacific
Myanmar, Regional
Artemisinin Resistance
Initiative, Indonesia
Myanmar, Philippines,
Cambodia, Viet Nam,
Bangladesh, Solomon
Islands, Indonesia, Pakistan,
PNG, Sri Lanka
Francophone
Africa DRC, Cameroon, Niger, Togo
Chad, DRC, Niger, Côte
d'Ivoire, Burundi, Rwanda Benin
Africa and
Middle East
Zimbabwe, Kenya, Lesotho,
Ghana, Malawi , South Africa,
Nigeria, Uganda, Tanzania,
Mozambique
Yemen, Malawi,
Mozambique, Nigeria
Swaziland, Zambia,
Tanzania, Sudan
Zimbabwe, Ethiopia, Kenya,
Mozambique, South Africa,
Tanzania, Zambia, Egypt
For early applicants, this is the 2014-2016 amount. For interim applicants, this covers the allocation from the $1.9B.
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6
20
11
26
23 19 28 Early applicant
Interim applicant
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NFM: Key features and implementation
Funding during the transition
Concept
Note
Indicative
funding
Above
indicative
Early applicants
Renewals
Strategic
Reprogramming
Grant extensions
1 Interim applicants 2
Indicative
funding
only
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NFM: Key features and implementation
Country dialogue concept note
Term used by the Global Fund to refer to the ongoing process that occurs
at country level to fight the three diseases and strengthen health and
community systems
Multi-stakeholder: occurs between implementers, the government
(including national ministries of health and planning), the private sector,
the public sector, civil society, academia, key affected populations and
networks, and bilateral, multilateral and technical partners
What do we
mean by
country
dialogue?
Who is
involved?
Strengthened multi-
stakholder
involvement in
development of NSPs
Key outcomes
specific to the
Global Fund
Development of a CN
from this dialogue
Processes used to
identify and address
weaknesses/gaps
Country dialogue
is country-
specific, country-
led, and country-
defined
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NFM: Key features and implementation
Concept Note
• As a result of the Country Dialogue, applicants will
submit a Concept Note.
• CN will capture country context and response
• CN will capture “Full expression of demand”
(e.g. costed national strategy or investment case)
• CN will capture Global Fund funding request:
prioritizing activities between indicative funding &
incentive funding stream
• CCM will submit Concept Note in most cases
Concept Note
(prioritized/
budget)
2
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NFM: Key features and implementation
In the Concept Note:
• Full expression of demand
captured at a higher level
based on a costed national
strategy;
• Applicant will determine
which program elements of
their full expression of demand
should be in their ‘above
indicative funding request’.
Concept note: full expression of demand
Applicants encouraged to
apply for their full expression
of demand
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NFM: Key features and implementation
• Mandatory attachments
• Supporting documents
Summary information of the applicant and disease
split-1
Country context: An explanation of the country’s
epidemiological situation and the current legal and
policy environment, and how the National Strategic
Plan responds to the country disease context- 10
Section
+
Funding request: How existing and anticipated
programmatic gaps of the National Disease Strategic
Plan have been identified.
How the funds requested will be strategically invested
to maximize the impact of the response- 131/2
.
Implementation arrangements: How the program
will be implemented - 7
Instructions &
Information Notes
Provide guidance to
applicant on how to
integrate key issues such
as human rights, gender,
SOGI, operational risk
1
3
4
5
Structure of the concept note
CCM eligibility: How the application development
process complies with CCM Eligibility Requirements
and dual-track financing- 31/2
2
List of abbreviations and acronyms and list of
annexes 6
The CCM will submit the
Concept Note in most cases
2
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20130205_ModularApproachMtg3_v1.pptx
The modular approach
The modular approach is a framework used to
structure the information that defines a grant
It runs throughout a grant's lifecycle, providing
consistency at each stage
• During the concept note stage, a funding
request is defined by selecting a set of
interventions per module to align with national
strategy
• During the grant making stage, each approved
intervention is further defined by identifying and
describing the required sets of activities
• During grant implementation, progress of each
intervention is monitored as laid out in the prior
stages
Program level
Module
Intervention
Activity
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20130705_MAGMKO_vF.pptx
Draft – For discussion only
Modular approach process
Modules /
interventions &
performance info
• Selected
modules &
interventions
• Program goals &
objectives
• Impact, outcome,
and coverage /
output indicators
with associated
information
• High level budget
Detailed list of
products &
PSM costs by
intervention
Detailed
budget &
assumptions
Integrated
summary
view of
performance
indicators,
budget, &
GIMs for
grant
agreement
1 2
4
GIM Selection 3
GAC
approved
funding
ceiling
Concept note Grant-making
TRP
GAC
Grant signing
1
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20130205_ModularApproachMtg3_v1.pptx
Modular approach addresses limitations of the past
Aligns terminology with normative guidance from technical partners
• Incorporates terminology already being used by countries and partners
• Replaces the former SDAs whose terminology differed from technical partners
and was applied inconsistently, presenting challenges for portfolio level
analysis
Bring together activities, funding, and performance tracking into a single
view through the module / intervention framework
• Allows for comparison between funding and performance at intervention level
• Minimizes the use of separate documents which are developed & reviewed in
parallel without clear links
Streamline existing documents across the grant lifecycle with all
information organized by the module / intervention framework
• Enables the content developed in one stage (e.g., concept note) to follow into
the next stage (e.g., grant making)
• Lessens the use of successive tools throughout the grant lifecycle and avoids
the repackaging of similar information in different ways
1
2
3
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DOTS-based
package
MDR-TB package TB/HIV package
Program Management
Human rights
Six TB modules: 3 Core packages & 3 supportive
Disease components: TB
Monitoring and Evaluation
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Country types and associated interventions
Co
un
try t
yp
e
(mu
tua
lly e
xc
lus
ive
)
Endemic countries High and medium
TB burden settings
High TB/HIV
countries1
High MDR-TB
countries2
Countries with
high TB/HIV and
high MDR-TB
Core
packages
DOTS-based
package
DOTS-based
package
DOTS-based
package
DOTS-based package
incl. enablers
+ Other High-risk
group interventions
+ Other High-risk
group interventions
+ TB/HIV package
+ MDR-TB package
for high-risk groups
+ TB/HIV package for
high risk groups
+ MDR-TB package
+ Other High-risk
group interventions
+ Other High-risk
group interventions
+ TB/HIV package for
high risk groups
+ MDR-TB package
for high-risk groups
+ MDR-TB package
+ TB/HIV package
+ Critical enablers
Supportive
+ Critical
enablers/Supportive
+ Critical
enablers/Supportive
1. > 5% HIV in TB, or >1% in general population; 2. As defined by WHO – high rate and absolute burden countries
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TB interventions List of interventions
DOTS-based package • Case detection & diagnosis
• Treatment
• Prevention
• Engaging all care providers
• Engaging communities and civil society (includes social mobilization)
• TB screening and treatment among high risk groups
• Collaborative activities with other sector
TB/HIV package
(high burden
countries or high risk
groups in all
countries)
• TB/HIV collaborative interventions
• Engaging all care providers
• Engaging communities and civil society (includes social mobilization)
• TB/HIV screening and treatment among high risk groups
• Collaborative activities with other sector
MDR-TB (in high
MDR-TB burden
countries or high risk
groups in all
countries)
• Case detection and diagnosis
• Treatment
• Engaging all care providers
• Engaging communities and civil society (includes social mobilization)
• MDR-TB screening and treatment among high risk groups
• Collaborative activities with other sector
Human Rights • Law and policy reforms
• Training and capacity building
• Access to justice
• Human rights and monitoring reports
Monitoring and
Evaluation
• Routine reporting
• Analysis, review and transparency
• Surveys
• Administrative and finance data source
• Vital registration
Program Management • Planning, coordination and management
• Grant management
• Supporting procurement and supply management for TB
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Consultation Orientation on the NFM
Geneva, 9-11 July 2013
Modular template
Quality assurance
Procurement agent
fee
Modules, interventions and activities will replace current heterogeneous
Service Delivery Areas (SDAs)
• Some current SDAs refer to interventions some are at activity level
• SDAs are not harmonized across the various documents preventing the linking
of targets to budget
TB
Malaria
HIV
DOTS package
TB/HIV
MDR-TB
Case detection& diagnosis
Treatment
Prevention
Purchase microscopy
Commodities
Transport samples
Training
Human rights
M&E
Program
Management
Engaging all care providers
Communities
TB screening Other sectors
Cost Inputs
Product cost
Transportation
Storage
HSS
Activities Interventions Modules Disease/HSS
....
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20130205_ModularApproachMtg3_v1.pptx
Core TB indicators: Impact and outcome
Disease trends Case notification rate
MDR prevalence among new TB patients
TB prevalence rate
TB incidence rate
TB mortality rate
Lives saved based on latest epidemiological data
DOTS based package Treatment success rate – a) all forms and b) bacteriologically confirmed (disaggregated by age
and sex) Case notification rate (per 100,000 population), bacteriologically- confirmed TB*,
disaggregated by age and sex Case notification rate (per 100,000 population), all forms of TB (i.e. bacteriologically
confirmed + clinically diagnosed) *, disaggregated by age and sex MDR-TB Notification of MDR-TB cases – Notified cases of bacteriologically confirmed, drug resistant
TB (RR-TB and/or MDR-TB) as a proportion of the estimated number of MDR-TB cases among notified TB cases
Treatment success rate MDR-TB
Routine reporting Surveys Modeled
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20130205_ModularApproachMtg3_v1.pptx
Core TB indicators: Coverage and output
DOTS based package
Number of notified cases of bacteriologically confirmed TB
Number of notified cases of all forms of TB (i.e. bacteriologically confirmed + clinically diagnosed)
Treatment success rate for TB patients with bacteriologically confirmed TB (# & % )
Laboratories performing smear microscopy that show adequate performance on EQA (# & % )
Reporting units reporting no stock-outs of anti-TB drugs on the last day of the quarter (# & %)
Number of children < 5 in contact with TB patients who began IPT
Additional indicators that will apply to some grants
Number of TB cases (all forms) notified among high risk groups
Notified TB cases (all forms) contributed by non -NTP providers (# & %)
{specify if these providers are (a) private/non-governmental facilities (b) public sector such as general hospitals, social security, health insurance, educational institutions etc. or (c) community referrals}
MDR-TB
Number of cases of bacteriologically confirmed, drug resistant TB (RR-TB and/or MDR-TB) notified
Number of cases with bacteriologically confirmed, drug resistant TB (RR-TB and/or MDR-TB) that began second-line treatment
Number of presumptive cases of drug-resistant TB (RR-TB and/or MDR-TB) that began second-line treatment
DST laboratories showing adequate performance on External Quality Assurance (# & %)
TB/HIV
TB patients with documented HIV status at the time of TB diagnosis (# & %)
HIV-positiv e TB patients given anti-retroviral therapy during TB treatment (# & %)
People enrolled in HIV care who had their TB status assessed and recorded (# & %)
People newly enrolled in HIV care treated for latent TB infection (# & %)
M&E
Reporting units submitting timely reports according to national guidelines
DOTS based package Number of notified cases of bacteriologically confirmed TB Number of notified cases of all forms of TB (i.e. bacteriologically confirmed + clinically diagnosed) Treatment success rate for TB patients with bacteriologically confirmed TB (# & % ) Laboratories performing smear microscopy that show adequate performance on EQA (# & % ) Reporting units reporting no stock-outs of anti-TB drugs on the last day of the quarter (# & %) Number of children <5 in contact with TB patients who began IPT Number of TB cases (all forms) notified among high risk groups Notified TB cases (all forms) contributed by non-NTP providers (# & %)
MDR-TB Number of cases of bacteriologically confirmed, drug resistant TB (RR-TB and/or MDR-TB) notified Number of cases with bacteriologically confirmed, drug resistant TB (RR-TB and/or MDR-TB) that began second-
line treatment Number of presumptive cases of drug-resistant TB (RR-TB and/or MDR-TB) that began second-line treatment DST laboratories showing adequate performance on External Quality Assurance (# & %) TB/HIV TB patients with documented HIV status at the time of TB diagnosis (# & %) HIV-positive TB patients given anti-retroviral therapy during TB treatment (# & %) People enrolled in HIV care who had their TB status assessed and recorded (# & %) People newly enrolled in HIV care treated for latent TB infection (# & %) M&E Reporting units submitting timely reports according to national guidelines
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Consultation Orientation on the NFM
Geneva, 9-11 July 2013
• For HSS, a separate modular template
should be used.
• To add more modules, applicants must
“copy & paste” the measurement
framework and budget below the existing
tables. These will be reflected in the
summary budget tab.
Attachment 2: Modular Template – the modules
2
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Preparing for the New Funding
Model
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5 areas for you to prepare for the new funding
model
Plan ahead
Strengthen national strategies
Involve key constituencies
Improve data
Ensure CCM and PR capacity
1
2
3
4
5
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2nd
GAC
Reminder: new funding model cycle and timelines
Concept Note
2-3 months
Grant Making
1.5-3 months
Board
TRP
GAC
Key
funding
events
1
• Secretariat’s Grant
Approval Committee
sets budget ceiling
• TRP-approved funds
above ceiling are put
in queue in case new
funds are available
• Country team and country
finalize grant agreement
documents
- Workplan & budget
- Performance framework
- Procurement plan
• Secretariat
communicates
funding amounts to
countries
• The pool of
additional incentive
funding is also
available
Countries can apply anytime in 2014-2016
Grant funds can be for 3 years beyond grant signature in 2017 & beyond
Ongoing Country Dialogue
National
Strategic Plan
determined by
country
Grant
Implementation
3 years
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Each country is asked to estimate when they plan to access funds Time for new funding model stages depends on context
2 months
1 month
1.5 months*
Country can move more rapidly because it has:
• Up-to-date and costed national strategic plan or
investment case with agreed priorities
• CCM is able to rapidly coordinate stakeholders
• PRs are well performing
2 months
1 month
2 months*
3 months
1 month
3 months*
NSP development
8 months
6 months
10 months
16 months
4 months
Concept note writing
TRP and GAC review
Grant making
Time from dialogue to 1st disbursement
Pre-CN development country dialogue
From Board approval to 1st disbursement
1 month
1 month
Country may need moderate amount of time to:
• Conduct country dialogue to agree on priorities and consult stakeholders
• But has well performing CCM and PRs
Country may need significant time to:
• Develop clear strategy or viable extension plan through grant period
• Strengthen capacity for PR
• Reach agreement with the CCM
1 month
Accele
rate
d
Avera
ge
Lo
ng
1
Note: TRP reviews will be scheduled to accommodate the most programs. If there is no TRP scheduled in the
month the Concept Note is submitted, the “TRP and GAC review” stage may take longer, up to 3 months
* This is the anticipated average scenario – it may take longer in some countries.
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Timelines for the full roll-out are tight, with a number
of dependencies Timing will remain uncertain until the Replenishment and Board dates are set
Timelines and dependencies for the full roll-out
Fourth Replenishment
Conference outcome
Board/Committee
meetings & decisions
Allocations to
countries
Board/Committee
meetings & decisions 20
14
1
The Global Fund will
communicate as soon
as timing is clearer
Donors confirm their
financial support to
the Global Fund
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preparing for the new funding model
Plan ahead
Strengthen national strategies
Involve key constituencies
Improve data
Ensure CCM and PR capacity
1
2
3
4
5
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Know the epidemic to target resources effectively Plan appropriate assessments and reviews to feed into NSPs and concept note
submission
• Joint assessment
of DQ & systems
• Identification of
key data gaps
• Quantification of
investment needs
• Strategic
investment in
data systems
• Review of
epidemiology &
impact for KAPs
at subnational
level
• Before the
development of a
Concept Note
and as part of
country dialogue
• Identifies data
limitations and
required actions
• Ambitious yet
realistic goals and
SMART objectives
• Prioritizes gaps for
funds available
• Costed plan
• Measurable
indicators, clear
sources of info and
means of
verification
• Joint reviews with
a particular focus
on epidemiological
impact & progress
• Recommendations
to inform a revision
or development of
new NSP
• Map programmatic
and financial gaps
Surveillance
Systems and Data
Quality assessment Epi analysis
Program
Review
National
Strategic Plan
(NSP)
Global Fund application
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National strategic plans (NSPs):
The basis for Global Fund funding
National strategic plan Robust NSP
JANS, IHP+
or similar
assessment
Concept
Note
Identified
prioritized
programmatic
gaps
NSPs should be:
• developed through inclusive, multi-stakeholder
efforts
• aligned with international normative guidance,
national health sector strategies, and developed in
coordination across the three diseases
• Assessed through a credible, independent, multi-
stakeholder process that uses agreed frameworks
(e.g., Joint Assessment of National Strategies tool)
Before assessment
Secretariat supports the process by:
• encouraging governments to have
broad engagement with civil society
and Key Affected Populations (KAPs)
• participating in consultations at the
country level
• providing feedback on the
performance of Global Fund grants
Epi analysis
& program
review
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The new funding model places increased focus
on NSPs
Concept
Note
Incentive funding:
Awarded to ambitious expressions of quality
demand based on robust national strategies and
high impact, well-performing programs
Indicative
funding
Above
indicative
Indicative funding:
The Global Fund funds activities aligned to
national priorities and identified needs
Robust NSP
2
A robust NSP provides a greater prospect of incentive funding
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Today’s focus:
5 areas for you to prepare for the new funding
model
Plan ahead
Strengthen national strategies
Involve key constituencies
Improve data
Ensure CCM and PR capacity
1
2
3
4
5
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Involve key constituencies now so that concept note
development is smoother later
Inclusive country
dialogue
Plan for the timing of key
events
Get the right people
involved
Engage them throughout
national and Global Fund
processes
Ensure mechanisms are
in place for stakeholders
to provide input
A
B
What you can do now
Grants include activities
that address the needs
of key affected
populations to access
services
Country-ownership and
strategic investment
Desired outcomes
C
D
3
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Develop an engagement plan Some examples
Who should be
involved
In what should
they be involved
How to engage
them
When key events
will occur
Government
Civil society
Technical partners
Other funders
Key affected
populations
People living with
the disease
National strategic
plan development
Epi analysis &
program reviews
Concept note
writing
Country dialogue
Grant making
Through caucuses
In safe spaces
Through lead
representative
Draft concept note
sent for TRP
review
Date when new
funds are needed
Concept note
submission (target
date)
At national
conferences
In writing group
Major meetings
and consultations
TRP / GAC input
received
3
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Tailor participation to reflect the context and epidemic Consider whether input from these groups is necessary for an effective response
In-country organizations
CCM members
Ministry of Health
Ministry of Finance
Ministry of Gender/Women
Ministry of Justice, Ministry of Interior,
Parliamentary committee on health
National disease bodies, e.g., national AIDS
council
National human rights institutions
Civil society, e.g., Aids Alliance, faith-based
organizations, legal and human rights groups
Other funders and
implementers PEPFAR,, USAID, CDC
EU members (e.g., DfiD, GIZ, French)
AusAid
HIVOS
European Commission, staff at embassy
human rights/development programs
Private foundations, such as Levi Strauss
Foundation, Global Fund for Women,
depending on context
Non-public sector implementers (e.g., FBOs)
World Bank
Global technical partners
Stop TB partnership
WHO
UNDP, OHCHR, UNFPA, ILO, UNHCR,
UNICEF, depending on country context
Open Society Foundations
Regional and international networks of KAPs
Regional and international human rights groups
TB
People who work in settings that facilitate TB
transmission
Prisoners
Migrants
Refugees
Indigenous peoples
People living with HIV
People who use drugs
Other, such as labor unions, depending on
country context
3
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5 areas for you to prepare for the new funding
model
Plan ahead
Strengthen national strategies
Involve key constituencies
Improve data
Ensure CCM and PR capacity
1
2
3
4
5
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A country’s funding amount comes from an allocation
formula adjusted for qualitative factors
Qualitative factors Allocation formula
Disease burden
Income level
External financing
Minimum required
level
Absorptive capacity
For discussion today
Global Fund
funding for country
1
Grant performance
2
Impact 3
Willingness to pay
4
Increasing rates of
infection
3
4
Parameters of allocation
formula are still being decided
by Global Fund's Strategy
Committee
Risk
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Ensure that data inputs are up-to-date
Disease burden Grant performance Impact and increasing
rates of infection
Willingness to pay
(WTP)
Burden of TB in-country,
measured by morbidity Past Global Fund grant
performance over the
past 2 years
Achievement of impact
against TB: increasing
rates of TB/HIV or MDR-
TB infection;
Government contribution
above current levels and
minimum thresholds that
supports the national
disease program
1 2 3 4
Allocation formula Qualitative factors
4
Make sure disease burden
estimates provided by
WHO are accurate
Ensure that PRs submit
PU/DRs in timely fashion
Share data with FPMs that
show evidence of impact
or increasing rates of
infection
Provide FPM with
information to create
baseline for government
contribution
What countries can do:
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Review disease burden data with WHO Data from technical partners is the sole source of disease burden
4
Countries need to
engage now with
WHO to ensure data
is up-to-date and
reflected in WHO
reports
Global Fund
eligibility
New funding
model allocation
formula
Global Fund uses
for key processes
Countries provide data
to WHO/UNAIDS
Data aggregated
by technical
partners
Official disease
burden estimates are
the basis of key
Global Fund
processes...
IMPORTANT NOTE
• Global Fund will use the data provided by WHO/UNAIDS
• Any changes must be agreed by countries with technical partners
TB Disease Score = (1*HIV neg. TB incident cases) + (8*estimated MDR-TB incidence) + (1.2*HIV
pos. TB incident cases) + (0.1 * 50% of estimated no of people with known HIV pos. status)
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Provide information about impact to the Global Fund
• Not all countries will have all data –
provide what exists in country
• Share documents with Global Fund
country team
• If increasing rates of infection in a
subpopulation drive the epidemic,
provide documents to show it
Suggested documents:
• Recent surveillance reports
• National health sector and/or disease program
reports
• Annual demographic report or national
statistical yearbook
• Survey reports
• Program budget review
• Inventory of health workforce and facilities
• National and program-specific DQA reports
• NSPs (health sector and/or disease)
• National M&E plans
• Others you believe are relevant
4
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Countries must first meet the Global Fund's counterpart financing (CPF) requirements
• Low income (LI): 5%
• Lower-lower-middle income (LLMI): 20%
• Upper-lower-middle income (ULMI): 40%
• Upper-middle income (UMI): 60%
Countries that meet CPF are eligible for an increase to their allocation based on additional
government investment that is...
Compliance will be monitored annually
• Funds will be adjusted in cases of non-compliance
• Ensure grant contains funds for national tracking methods if country has reporting
problems
1
2
3
• Above current levels of government spending
• Committed to strategic areas of national disease program agreed during country dialogue
• Tracked through budgets or other official documents
• Embedded in grant agreements
• Not less than planned government spending commitments for next phase
How it works: willingness to pay bonus 4
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Provide government financing data to the
Secretariat
4
Each Disease Program:
• Funding need for the next 3 years
• Allocation of government and
external resources for current fiscal
year
• Expenditure of government and
external resources for past 2 years
• Government and external resources
committed for the next 3 years
Health Sector:
• Current year allocation, spending in
past 2 years and commitments for
next 3 years from government
resources
Government resources
include:
• Budget Support from
Government Revenues
• Loans
• Debt Relief Allocations
• Social Security Spending
• Funds contributed by
Earmarked Taxation
If needed, an additional
request will be sent to the
CCM to provide the following:
• Completed ‘Counterpart
Financing and Gap
Analysis Template’
• Supporting documentation
per guidance provided
If data availability is an issue,
use savings from grant
funds now to support a
expenditure tracking exercise
to provide data in CN
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Plan ahead
Strengthen national strategies
Involve key constituencies
Improve data
Ensure CCM and PR capacity
1
2
3
4
5
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All CCM will be expected to meet minimum
standards by January 2015
Minimum Standards will be compulsory at grant signing as of Jan 1, 2015
Minimum Standards express the Global Fund’s expectations of CCM
performance
Review CCM
performance
against the
Minimum
Standards to
determine TA
needs
Conduct an
annual self-
assessment
against the
CCM Minimum
Standards
Choose a TA
provider to
support the
assessment
and develop an
action plan
Implement the
action plan to
meet the
minimum
standards
Minimum
Standards
enforced at
grant signing as
of Jan. 1, 2015
2014 Benchmarking January 1, 2015
5
2013
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Review CCM against minimum standards Minimum requirements for CCM eligibility
1
2
3
4
5
6 Develop, publish and follow a policy to manage conflict of interest that
applies to all CCM members, across all CCM functions
Ensure representation of non-governmental members through
transparent and documented processes
Document the representation of affected communities
Overseeing program implementation and having an oversight
plan
Open and transparent PR selection process
Transparent and inclusive concept note development process
monitored
ongoing
basis
5
assessed
at CN
submission
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Conclusion: prepare now for the NFM
• Assess PRs against minimum standards and take steps to address implementation risks
• Ensure compliance with CCM Eligibility Requirements and minimum standards
• Conduct national program reviews/assessments to determine strengths and weaknesses
• Prioritize programmatic gaps for which Global Fund funding will be requested
• Ensure costed and prioritized national strategic plan (NSP) or extension is valid through
expected Global Fund grant implementation period
• Align on country disease burden data with UNAIDS and WHO as this is the basis of the
funding allocation and eligibility
• Provide the Global Fund with data on impact and performance, and counterpart financing
• Strengthen epidemiological information, especially at subnational level and for key affected
populations, to better target limited resources for impact
• Develop an engagement plan, including how to involve KAPs)and civil society
• Work with technical assistance funders/ providers to strengthen KAP and civil society
capacity
• Involve other donors and implementers in discussions to ensure harmonization of funding
and activities
• Identify when funds are needed for each disease
• Estimate how long the application process will take
• Plan key milestones, like program review, over coming months
Strengthen
national
strategies
Involve
key
constituencies
Improve
data
Ensure CCM
and PR
capacity
Plan ahead 1
2
3
4
5