Robert Ridley

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

Stewardship

Empowerment

Research on Neglected Priority Needs


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

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 development

Complexity and fragmentation


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


Implications for TDR

To foster the vision

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


New and improved tools

New and improved strategies

New knowledge / discoveries

New and improved interventions

Modelling the system to address TDR's role





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 …


Implications





Foster innovation for products, emphasizing DEC engagement

Foster research to develop and evaluate interventions in real-life settings

Foster research for access to interventions


What we want to achieve

Innovation

Interventions

Access


Stewardship


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.


• Research capacity

• Research Utilisation

• Empowerment


• Individual

• Institution

• National


RCS/R&D

RCS/R&D

Mainstream Capacity Building

RCS

R&D

RCSR&D

RCS

Scientific capacity at countrylevel

+-


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.


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: Diagnostics

BL 10: VL elimination


Planned activities across research continuum


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


Business Lines can enter / exit / change over time


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


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


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)


Delivering Impact – making a difference

Innovation

Interventions

Access

Monitoring and Evaluation against indicators and deliverables


STRATEGIC OBJECTIVES INTERIM IMPACT DIMENSIONS INTERIM MONITORING METRICS / INDICATORS

TARGET FOR

2008-2009

1. Global consensus on priority research needs

• # of quality consultations/reports for consensus facilitated by TDR

12

2. Equitable access to health research information

• Surveyed user satisfaction levels with knowledge platform

65 %

1. Stewardship

3. Greater engagement of key institutions/networks

• % of key institutions/networks actively involved in TDR forums

60 %

4. Quality research led by DEC scientists and institutions

• # of publications with DEC researchers as lead authors

175

5. Sustainable regional research and knowledge networks

• # of DEC research institutions/ networks improved towards international standards

40

2. Empowerment

6. DEC effectively negotiating research partnerships

• # of partnerships with DEC researchers as leads

5

7. Promising leads identified & transferred to partnerships

• % of lead development/transfers at planned milestones

80 %

8. Effective north-south innovation networks established

• # of innovation networks established/ expanded/strengthened

2

3. Research on Neglected Priorities

3a. Innovation for product discovery and development

9. Product R&D managed by DEC institutions

• # of key R&D projects managed by DEC institutions

1

10. Evidence on real-life safety and effectiveness of tools

• % of real-life safety/effectiveness evaluations at planned milestones

80 %

11. Effective intervention tools and strategies

• % of intervention tools and strategies at planned milestones

80 %

3b. Development and evaluation of interventions in real-life settings

12. Cost-effective elimination and surveillance strategies

• % elimination/surveillance strategies at planned milestones

80 %

13. Integrated strategies for large scale intervention delivery

• % integrated intervention delivery strategies at planned milestones

80 %

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

• % cost-effective scale-up strategies at planned milestones

80 %

3c. Implementation research for access to interventions

15. Research culture within control programmes

• # of control programmes actively involved in research projects

24


Dashboards linking BL performance to strategic indicators


Committees central to strategy development plus monitoring and evaluation

STAC

BL5 BL4 BL3 BL6 BL10 BL11 BL 1 (Stew) BL9 BL7 BL8 BL 2

( Emp )

SPT SPT SPT SPT SPT MIM SPT

STAC

BL5 BL4 BL3 BL6 BL10 BL11 BL 1 (Stew) BL9 BL7 BL8 BL 2

( Emp )

Satellite BL

DRG's


Portfolio review links STAC, SAC's and secretariat


Timing of reviews to ensure strategic impact


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


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


• 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 hoc mechanisms

• 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


Operational Processes

4. External

interface

4A. resource mobilization

4B.

Commun - ications

1. Strategy

1A.

Individual

BL Review

1B. BL

Portfolio

review

1C.

Budget

2. Operations

2A.

Activity/

Project approval

2B.

Contract

approval

2C.

Payment

approval

3A. HR 3B. IT

3. Support


TDR proposed structure

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


38 44 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


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


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


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 within research activity

3. 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


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


Resource mobilisation targets


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


Comparison between 2006/7 and 2008/9 budget

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

2% 9%

17% 14%

11% 18%


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 and openness to review

• Recognising and building on unique nature of the 'Special Programme'


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 STAC

3. 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

Documents

Robert Ridley