CDC Presentation - World Health Organization

Development of a Joint TB and HIV
Concept Note
Lessons Learned from Haiti
Susan Maloney, MD, MHSc
Global TB Coordination Office
US Centers for Disease Control and Prevention
Annual TBTEAM Meeting, Geneva
18 June 2014
Office of the Director
Center for Global Health
General Lessons and Observations
Start early; as with many things, time will quickly run out
Overall (TB and HIV) budget allocation < than expected
 Other sources of funding decreasing (PEPFAR)
 GOH not able to absorb any sizable part of programs
 TB budget expected to be < than HIV budget; important when
examining % input to understand extent of GF financing dependency
 Alignment between GF and PEPFAR funded TB and TB/HIV
activities is increasingly crucial
 HQ-level reviews including detailed cross-referencing of PEPFAR COPS
(1-2 yr periods) imperative
 Always note if program qualifies for incentive funding and
how to appropriately tailor applications
 Verify (many times) that #s in CN match #s in modules,
strategic plans, budgets and gap analysis
Fund Portfolio Manager (FPM) should stress importance of
collaboration between programs
 Get both programs together well in advance of application process
Recommend programs complete respective national
strategic plans (NSPs) --including costed operational plans-earlier in process
 Better coordination of joint approach
 Time to review activities to identify areas of TB/HIV overlap and
mutual priorities (e.g. health information systems, lab diagnostics)
 Filling elements of CN faster and more easily aligned
CCM and MOH need to be aware that consultants face
pressure from various groups
Stakeholders should have continuous follow-up on
consultant activities
 Ensure documents representative of national program goals
 Weekly or bi-weekly consultant meetings to review materials and
 Map out partners consultants should visit
 List all organizations working in TB and HIV field and provide contact
information; notify organizations
All TB and HIV activities should be listed and linked
appropriately to NSPs/operational plans
 GOH needs to know all partner/stakeholder activities, to better
understand overall TB and HIV programs and monitor progress
 Ideally, partners share also outside funding sources to inform future
work plans and budgets
 If time-limited funding, ensure future funding if essential activities
for NSPs (also PEPFAR “core” , “near-core”, and “non-core” activities)
One of the most useful approaches was generating a list of
program indicators and mapping goals for next 5 years
 Incorporated into NSPs and used to generate budget estimates
Important to tie the CN back to well formulated NSP to
guarantee all program activities communicated
 GF modular template without space to list all activities planned
Understanding Requirements and
NFM has many components, and is a new, evolving process
Further training at early stages of application warranted
 National programs and consultants need to understand
components and verify application materials throughout process
 Discuss with FPM and project officers often to assure documents
completed in proper manner
Modular Approach
 Consult modular approach template during work on NSPs and
outlining future activities; NFM requires submission in specific
format, and including designated indicators important
CN has many components; review throughout process
 Define Principal Recipient (PR) early and agree and/or vote as a CCM
on this aspect before final vote on entire CN
 Include information on HSS and risk management in CN
CDC staff (Haiti and HQs): David Fitter, McArthur Charles,
Barbara Marston, David Lowrance
Available to provide more detailed review comments at the
level of the technical/programmatic proposals for TB and
HIV, if needed
[email protected]