Strategy July 06

8/3/2019 Strategy July 06

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1JCB 30June 20, 2007Vision and Strategy

Robert Ridley

TDR Business Plan2008-2013

Fostering an effective global research efforton infectious diseases of poverty in whichdisease endemic countries play a pivotal role

Stewardship

Empowerment

Research on Neglected PriorityNeeds


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Fourth External Review and JCB 29

TDR to change, evolve and grow


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Need for new TDR vision/strategy triggered by criticaltrends in global research environment

DEC's leftbehind in

priority setting

Growing regionalvariation

Enhancedresearch

capabilities inDEC's

Global researchenvironment fortropical diseases

EpidemiologicalChanges

Momentumthrough new

players / initiatives

Infectiousdisease burdenremains high

Rise inpharmaceutical

product

developmentComplexity andfragmentation


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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 needypopulations'

Greater social contextualisationof research (including gender issues)bringing closer to control needs


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Implications for TDR

To foster the vision

To focus activity where there is need andwhere TDR has a comparative advantage


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New andimprovedtools

New andimprovedstrategies

Newknowledge /discoveries

New andimprovedinterventions

Modelling the system to address TDR's role


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Responding to needs


GAELF

Trachoma

RBM

StopTB

Global Fund

APOC


EDCTP


MMV

Microbicides

DNDi

GATB

IAVI

FIND

NIH, Trust,Research

councils, etc

Grand Challenges

Empowerment, pivotal role

Stewardship, effective global effort


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Implications





Foster innovation for

products,emphasizing DECengagement

Foster research to

develop and evaluateinterventions inreal-life settings

Foster researchfor access tointerventions


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What we want to achieve

InnovationInterventions

Access


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Stewardship


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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 forhealth research on infectious diseases of poverty, and to

provide a neutral platform for stakeholders to discuss andharmonize their activities with disease endemic countriesplaying a pivotal role in the agenda setting.


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Research capacity

Research Utilisation

Empowerment


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Individual

Institution

National


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Mainstream Capacity Building

RCS

R&D

RCSR&D

RCS

Scientific

capacity at

country

level

+-


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Empowerment

Vision DEC Leadership in health research, training and

partnerships within sound scientific, ethical and qualityframeworks

Overall objective

To develop excellence and leadership in health research

and decision making so that high quality institutional andnational systems can identify and manage researchpriorities.


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Capacity, Empowerment, led by

Effective global effort, Stewardship

Empowerment

Stewardship

BL 4: Innovationfor PD in DEC

Research Business Lines and Gaps

BL 3: Discovery

BL 5: Innovative vector control

BL 11: Integrateddelivery strategies

BL 9: Malaria/fever treatment policy

BL 8: Treatment for HIV/TB

BL 7: Drugs for helminths

BL 6: Diagnostics

BL 10: VL elimination


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Planned activities across research continuum


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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 controldepartments and regional offices

Form follows function leading to:

Transparency of portfolio

Easier review and evaluation


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Business Lines can enter / exit / change over time


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Determinants of BL entry / exit

Entry / exit criteria based on comparative addedvalue, needs and cost

STAC to validate entry / exit

Comparative added value and new opportunitiesinformed by:

stewardship analysis and consultation on priority needs

empowerment and capacity needs innovation fund driven opportunities


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Innovation Fund

Fund @ $1M per year

Open to applications on any topic relevant to TDR'sresearch, 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


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22JCB 30

June 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

Stewardship has broad scope

BL 6 (helminths) BL 11 (integrated CDI)


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Delivering Impactmaking a difference

Innovation

Interventions

Access

Monitoring and Evaluation against indicators and deliverables

STRATEGIC OBJECTIVES INTERIM IMPACT DIMENSIONS INTERIM MONITORING METRICS/INDICATORS

TARGET FOR2008 2009


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INDICATORS 2008-2009

1. Global consensus on priorityresearch needs

# of quality consultations/reports forconsensus facilitated by TDR

12

2. Equitable access to healthresearch information

Surveyed user satisfaction levels withknowledge platform

65 %

1. Stewardship

3. Greater engagement of keyinstitutions/networks

% of key institutions/networksactively involved in TDR forums

60 %

4. Quality research led by DECscientists and institutions

# of publications with DEC

researchers as lead authors 175

5. Sustainable regional research andknowledge networks

# of DEC research institutions/networks improved towards

international standards

40

2. Empowerment

6. DEC effectively negotiatingresearch partnerships

# of partnerships with DECresearchers as leads

5

7. Promising leads identified &transferred to partnerships

% of lead development/transfers atplanned milestones

80 %

8. Effective north-south innovationnetworks established

# of innovation networks established/expanded/strengthened 2

3. Research on NeglectedPriorities

3a. Innovation for

product discovery anddevelopment

9. Product R&D managed by DECinstitutions

# of key R&D projects managed byDEC institutions

1

10. Evidence on real-life safety andeffectiveness of tools

% of real-life safety/effectivenessevaluations at planned milestones

80 %

11. Effective intervention tools andstrategies

% of intervention tools and strategiesat planned milestones

80 %

3b. Development and

evaluation of

interventions inreal-life settings

12. Cost-effective elimination andsurveillance strategies

% elimination/surveillance strategiesat planned milestones

80 %

13. Integrated strategies for largescale intervention delivery

% integrated intervention deliverystrategies at planned milestones

80 %

14. Cost-effective strategies for scale-up of interventions

% cost-effective scale-up strategies atplanned milestones

80 %

3c. Implementation

research for access tointerventions

15. Research culture within controlprogrammes

# of control programmes activelyinvolved in research projects

24


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Dashboards linking BL performance to strategic

indicators

C i


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Committees central to strategy development

plus monitoring and evaluation

STAC

BL5BL4BL3 BL6 BL10 BL11BL 1(Stew) BL9BL7 BL8BL 2(Emp)

SPT SPT SPT SPT SPTMIM SPT

STAC

BL5BL4BL3 BL6 BL10 BL11BL 1(Stew) BL9BL7 BL8BL 2(Emp)

SatelliteBL

DRG's


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Portfolio review links STAC, SAC's

and secretariat


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Timing of reviews to ensure strategic impact


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Role of governance

JCBCo-sponsors, Resource Contributors

Regional Representatives, Others

Special ProgrammeCoordinator

Standing Committee STAC

Director and Secretariat

JCBCo-sponsors, Resource Contributors

Regional Representatives, Others

Special ProgrammeCoordinator

Standing Committee STAC

Director and Secretariat

WHOExecuting Agency


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Regional emphasis and leverage

TDR Governance systems reinforced Links to co-sponsor regional offices and ACHR's

Stewardship and empowerment activities will link toregional 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


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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)

Greater monitoring (e.g. indicator

dashboards, periodic reviews)

Emphasis on resource optimization (e.g.

more dynamic budget allocation)

Delegation of responsibilities (e.g. budget

implementation / approvals at BL level)

Simplification of processes (e.g. elimination

of large numbers of allotments)

Lesser reliance on ad hocmechanisms

Better supporting HR and IT systems (e.g.

more effective recruitment)

Stronger emphasis on strategy and accountability

Greater delegation and simpler administration

Operationalising the Strategy


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Operational Processes

4. Externalinterface

4A.resourcemobilization

4B.Commun-

ications

1. Strategy

1A.IndividualBL Review

1B. BLPortfolioreview

1C.

Budget

2. Operations

2A.Activity/Projectapproval

2B.

Contractapproval

2C.

Paymentapproval

3A. HR

3B. IT

3. Support


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TDR proposed structure

Links to:NTD / BL 6GMP/ BL 9STB / BL 8


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3844 45 48 50 51 49

49

87

2007

55

100

2008

58

104

2009

65

114

2010

68

119

2011

71

123

2012

72

123

2013

Professional

Support

+6%

TDR PERSONNEL REQUIREMENTS, (2007-2013)

6%6%

CAGR(2007-2013)

4%4%

515251494645


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2007 TDR TRANSITION PLAN

Apr

2007

MarFebJan DecAugMay Jun Jul Sep Oct Nov

Define external interface processes*** Define support processes (IT)

Performance management

Define support processes (HR)

Match current personnel

Individual BL transition

Preparation of BL work plan for 2008

Define operations processes**

Setting up of supporting committees

Description

Define strategy processesProcesses in revised operating model

Prioritize and select new personnel

Write job descriptions Outline level 2&3 organogram & responsibilities Determine personnel requirements

Business plan

Select level 1* personnel Outline level 1* structureOrganization structure and personnel selection

Determine Budget

Prepare TDR Business plan

Draft Business Line (BL) plan

Cascade TDR metrics to BL level dashboard Determine TDR level impact dashboard

STACStanding CommitteeJCB

* 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


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10 11 11 11 12 1414

10 1212 14

15 1515

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


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Justification for increase

1. Stewardship role is new and requires new resources

2. Empowerment BL to grow by 30% over 6 years and is further manifest withinresearch activity

3. Proposed objectives and deliverables meet needs of a balanced portfolio.

Inability to reach budget targets clearly associated with corresponding lack of endproducts

Research now better served globally, but more complex with more (focused) issuesneeding to be professionally covered

1990 20071990


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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


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Resource mobilisation targets


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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)

Professionalised processes incl. STAC portfolio review


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Comparison between 2006/7 and 2008/9

budget

8% 3% 7% 12% 22% 8% 15% 20%

2 % 9 %

17% 14%

11% 18%


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Some final thoughts

On the right track, but not there yet 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 andopenness to review

Recognising and building on unique nature of the 'SpecialProgramme'


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Assistance for Discussion1. Top level endorsement of vision and strategy

2. 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 STAC3. Approve budget with / without amendment

4. Agree TDR to follow WHO practice on reporting by activity and personnel

5. Agree to 10% flexibility in budget allocation

Strategy July 06

Documents

Transcript of Strategy July 06