Development of a Joint TB and HIV Concept Note

Lessons Learned from Haiti

Susan Maloney, MD, MHScGlobal TB Coordination Office

US Centers for Disease Control and PreventionAnnual 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

Collaboration 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

Consultants 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 Recommendations

Weekly or bi-weekly consultant meetings to review materials and progress

Map out partners consultants should visit List all organizations working in TB and HIV field and

provide contact information; notify organizations

Activities 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 Documents

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

Acknowlegements/Contacts

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

Smaloney@cdc.gov