Transcript Document

CCMs and PRs structure and
functions & civil society
opportunities
The Global Fund philosophy
« The Global Fund recognizes that only through a countrydriven, coordinated and multi-sectoral approach involving all
relevant partners will additional resources have a significant
impact on the reduction of infections, illness and death from
the three diseases. Thus, a variety of actors, each with unique
skills, background and experience, must be involved in the
development of proposals and decisions on the allocation and
utilization of Global Fund financial resources. To achieve this,
the Global Fund expects grant proposals to be coordinated
among a broad range of stakeholders through a Country
Coordinated Mechanism (CCM) and that the CCM will
oversee the implementation of approved proposals. » CCM
Guidelines, GF, p. 1
What is a CCM?
« CCMs are partnerships comprised of representatives
from both the public and civil society sectors who
coordinate the submission of one national proposal
based on priority needs. Additionally, CCMs are
responsible to oversee the progress of program
implementation…The CCM [is] a central pillar of the
Global Fund’s architecture to ensure country-driven,
coordinated, and multi-sectoral processes for
leveraging and effecting additional resources …to fight
AIDS, TB and malaria.»
Clarifications, GF, p. 1
Key Principles of CCMs
1. Multi-sectoral partnership
2. Broad participation
3. Non-government
representatives
4. Consensual decisionmaking
5. Transparency
6. Documentation
7. Active communication and
consultation with
stakeholders
8. Grant oversight
CCMs: Six Minimum Criteria
1. Transparent selection process for CCM nongovernmental
members
2. Membership of persons affected by HIV/AIDS, TB, and
malaria
3. Transparent and documented process to solicit and review
proposal submissions
4. Transparent and documented process for nominating the PR
and overseeing program implementation
5. Ensure the input of a broad range of stakeholders
6. Have a written conflict-of-interest plan, especially when the
CCM chair or vice chair represents the same institution as
the principal recipient
CCM Composition
At least
40% of
CCM
seats
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Government
Education/Universities
NGOs, CBOs
Assoc. of people living w. diseases
Private sector
FBOs, religious leaders
Bilateral and multilateral development
partners
• Key affected populations
Attention required to gender balance on the CCM !
Attention required to geographical representation on the CCM !
CCMs: Principal Responsibilities
• Identify national priorities and gaps in programmatic, technical, &
geographic coverage or financial support
• Promote multi-sectoral participation
• Ensure the harmonization of Global Fund grants with other
support for the three diseases
• Coordinate and ratify grant proposals
• Designate the Principal Recipients
• Ensure grant oversight and evaluate Phase 2 progress
• Resolve problems surpassing the authority & competence of
Principal Recipients
• Submit Phase 2 and Rolling Continuation Channel requests
• Ensure transparency with stakeholders and the Global Fund
CCM: A national, representative,
multi-sectoral governance body
Members represent their constituency,
not themselves or their institution.
The CCM governs in the national
interest.
The CCM neither manages nor executes
Global Fund grants.
The 5 Key Functions of a CCM
2.
1.
Organization
& functioning
of the CCM
& its
Secretariat
Harmonization of GF
funds with
other
resources
3.
Proposal
development
4.
Oversight of
grants &
Principal
Recipients
5.
Documentation &
communication with
constituencies & GF
CCM Oversight
Every CCM should be able to answer these questions
about each grant:
1. Where is the money ?
1. Where are the drugs, commodities, equipment?
1. Are SRs receiving the resources they require?
1. Are the projects being carried out as planned?
1. What are the results; is the grant on target?
CCMs: Frequent Problems
• Under-designed as structures
• Conflicts of interest
• Dominated by the Minister of Health or public & health
sectors
• Poor representation of sectors (members believe they
represent only their organization; motivation is to
ensure my organization gets GF funds)
• Confusion between the CCM and other national bodies
• Lack of political will
• Poor or non-existent oversight, little support of PRs to
resolve cross-cutting problems & bottlenecks
Who can be a PR?
• Government ministry or agency, or National
AIDS Commission
• National NGO, faith-based organization, or
foundation
• Multilateral agency (e.g., UNDP, UNICEF)
• International PVO with in-country presence
(e.g., Red Crescent, CARE, PACT, PSI)
• Private-sector organization
CCM & PR: Boundaries
• CCM designates the PR,
manages & validates the
proposal
• CCM is responsible for the
proposal until the GF approves
the new PR
• CCM oversees implementation
• CCM resolves systemic
problems and bottlenecks the
PR cannot solve
• CCM ensures transparency of
its activities, decisions, and
proposal development
• CCM approves requests to
reprogram funds, for Phase 2,
RCC
• PR selects SRs if they were not
chosen during proposal
development
• The GF negotiates directly with
the future PR before signature,
once the PR passes the PR
assessment
• PR manages the grant
• PR submits quarterly reports
directly to the LFA
• PR resolves grant problems or
asks the CCM for help
• PR ensures transparency and
communicates grant results
• PR and SRs develop
reprogramming, Phase 2 and
Civil society
opportunities
Sub-Recipients &
Sub-Sub-Recipients
SSR
SSR
SSR
CSOs Can Serve . . .
• On the Country Coordinating
Mechanism (CCM)
• As Principal Recipients (PR)
• As Sub-Recipients (SR)
• As Sub-Sub-Recipients (SSR)
• As contractors or service providers
Who can be an SR?
• Government ministry or agency, or AIDS
commission
• National NGO, FBO, Foundation
• Multilateral agency (UNDP, UNICEF)
• International PVO with in-country presence (e.g.,
Red Crescent, CARE, PACT, PSI)
• Private-sector organization (Shell Philippines)
As long as they are selected by the CCM or the PR
and can pass the Global Fund assessment.
SRs May Have One or More SSRs
How the Global Fund envisioned the SRs:
• Locally present stakeholder institutions from
all sectors
• Project implementers
Types & Numbers of SRs in 10 Countries
(by Disease)
Source: Global Fund TERG 5-year Evaluation, Nov. 2008
Selection and Roles of Subrecipients
Selection during proposal development: strategic advantage, named in the
proposal
• Technical expertise, special expertise or authority
• Geographic coverage or niche targeting
• More accurate targets and budgets
Roles for sub-recipients
• Lead sub-recipients
• Coordinating sub-recipient
• Sub sub recipients
• Participation in strategic design, setting targets, defining roles for each partner
institution
• Participation In final pre-signature planning & negotiations
• Participation In monitoring and evaluation of performance
o Sub-sub-recipients
• Participation In technical execution of activities
Some Expectations and Requirements of
SRs and PRs
Sr’s
• Annual work plans
• Half-year/quarterly
financial and progress
update reports on time
• Adherence to GF and
national requirements
• Adherence to the work
plan
• Transparency
PR
• Agreements/MoUs
clarifying roles and
responsibilities
• Timely disbursements
• Operations manual to
guide grant implementation
• Technical support
• Grouped procurement
• Transparency
How Civil Society can be
effectively involved in Global
Fund processes
Who do we mean by civil
society?
● International Non-Governmental Organisations
● Associations of people living with the diseases
● Associations of people using drugs
● National and local NGOs
● Community Based Organisations
● Faith Based Organisations
● Trade Unions
● Womens‘ organisations
● Youth Organisations
● Organisations supporting people with disabilities
The principle of „GIPA“
= To „support a greater involvement of people
living with HIV/AIDS at all...levels...and
to...stimulate the creation of supportive political,
legal and social environments.“
● Endorsed by United Nations Member countries.
● Binding the expertise of PLWHAs.
● Support acceptance and preparedness.
● Enhance the effectiveness of services.
Why would we work with Civil Society?
● Reach beyond the formal infrastructure
● Provide services to hard-to-reach communities
● Involve people living with the diseases
● Contribute to a wholistic approach
● React relatively flexible to new challenges and changes
►Evidence of civil society as strong implementers of
programs at the country level.
►Programs with strong civil society involvement achieve
very good results.
► ► Collaboration with civil society adds value.
The Added Value of Civil society
• Innovation in health service delivery for key affected
populations
• Rapid response in terms of prevention, treatment and
advocacy programs
• Importance of CS in roll-out/scale-up of treatment
literacy
• Scaling-up prevention among key affected populations
• National HIV Plans: represent the best speaker on
community needs
Civil society in
MENA
• Advocacy, raising awareness and fighting stigma and
discrimination.
• Pioneer in establishment of programs for key affected populations:
o IDU (Algeria, Egypt, Iran, Lebanon, Libya, Morocco, Syria)
o Migrants and refugees (Algeria, Djibouti, Morocco, Somalia,
Sudan, Yemen)
o Sex work (Algeria, Egypt, Iran, Lebanon, Morocco, Somalia,
Syria, Tunisia)
o MSM (Morocco, Pakistan, Algeria, Lebanon, Tunisia,)
• Pioneer in delivering VCT services (Morocco and Algeria) and
treatment literacy programs (Morocco)
Health Services Pyramid
Tertiary
Health Care
80% of resources
20% of population
Secondary Health Care
DTF
Primary Health Care
CSS
Community Based Health Services
Majority of
population
Civil Society in the Global Fund
The Fund will support programs that
Global Fund Framework Document, 2002
Governanc
e
CCM members
Board members
Watchdogs
Implementers
Grant Oversight
Non-Government
Organizations
Affected and Most-atRisk Populations
Advocates
Program
Design
Dual Track Financing
Early
Warning
Faith-Based Organizations
Community-Based
Organizations
PRs, SRs,
SSRs
The role of Civil Society
Entry points for civil society engagement in grant
implementation
Engagement in/through CCM
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Proposal development
o
New Round of funding
o
Phase 2
o
RCC
Ongoing oversight
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Identifying challenges
o
Developing responses
involving CSOs
Through NGO representation on CCM
Implementation
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Proposal
Development
PR (dual-track financing)
SR
Grant
Signing
0
Phase 2
1
2
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Defining key affected populations
where necessary
Identifying gaps in current activities
Developing strategies and
interventions
Including focus on CSS activities
Including CSOs as SRs
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4
Phase 2 Request
Proposal Development
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RCC
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Addressing challenges
through CCM
Including CSOs as SRs
for implementation
5
RCC Proposal Development
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Defining key affected populations
where necessary
Identifying gaps in current activities
Developing strategies and
interventions
Including focus on CSS activities
Including CSOs as SRs
The Extent of Civil Society’s Role
Entry points in Governance & Implementation