TDR Business Plan 2008-2013

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

Robert Ridley
JCB 30 June 20, 2007 Vision and Strategy

Fourth External Review and JCB 29

TDR to change, evolve and grow

JCB 30 June 20, 2007 Vision and Strategy

Need for new TDR vision/strategy triggered by critical trends in global research environment
Epidemiological Changes
Growing regional variation Enhanced research capabilities in DEC's DEC's left behind in priority setting Infectious disease burden remains high

Global research environment for tropical diseases

Momentum through new players / initiatives Rise in pharmaceutical product development

Complexity and fragmentation

JCB 30 June 20, 2007 Vision and Strategy

What is Needed?
Extension of TDR Mandate to cover 'infectious diseases of needy An effective global research effort populations' on infectious diseases of poverty in which disease endemic Greater social contextualisation countries play a pivotal role of research (including gender issues) bringing closer to control needs

JCB 30 June 20, 2007 Vision and Strategy

Implications for TDR

To foster the vision

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

JCB 30 June 20, 2007 Vision and Strategy

Modelling the system to address TDR's role

New knowledge / discoveries

New and improved tools

New and improved interventions

New and improved strategies

JCB 30 June 20, 2007 Vision and Strategy

Responding to needs
Empowerment, pivotal role
EDCTP MMV Grand Challenges Microbicides GAELF Trachoma

New knowledge / NIH, Trust, discoveries Research

councils, etc

New and DNDi improved tools GATB

IAVI
FIND

New and improved interventions

RBM

New and improved strategies

StopTB

Global Fund APOC

Stewardship, effective global effort

JCB 30 June 20, 2007 Vision and Strategy

Implications

New knowledge / discoveries

New and improved tools

New and improved interventions

New and improved strategies

Foster innovation for products, emphasizing DEC engagement

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

Foster research for access to interventions

JCB 30 June 20, 2007 Vision and Strategy

What we want to achieve

Innovation Interventions Access

JCB 30 June 20, 2007 Vision and Strategy

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 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.
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 Empowerment
Research Utilisation

Research capacity
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 National
Institution

Individual
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Mainstream Capacity Building

R&D

Scientific capacity at country level

RCS

R&D

RCS

RCS

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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.
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Research Business Lines and Gaps

BL 4: Innovation for PD in DEC

Empowerment Capacity, Empowerment, led by

BL 11: Integrated delivery strategies BL 9: Malaria/fever treatment policy BL 8: Treatment for HIV/TB

BL 3: Discovery

BL 7: Drugs for helminths BL 6: Diagnostics BL 10: VL elimination

BL 5: Innovative vector control

Effective global effort, Stewardship Stewardship

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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 control departments 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 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
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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
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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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Monitoring and Evaluation against indicators and deliverables

Delivering Impact making a difference

Innovation Interventions Access

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STRATEGIC OBJECTIVES

INTERIM IMPACT DIMENSIONS

INTERIM MONITORING METRICS / INDICATORS

TARGET FOR 2008-2009 12 65 % 60 % 175

1. Stewardship

1. 2. 3.

Global consensus on priority research needs Equitable access to health research information Greater engagement of key institutions/networks Quality research led by DEC scientists and institutions Sustainable regional research and knowledge networks DEC effectively negotiating research partnerships Promising leads identified & transferred to partnerships Effective north-south innovation networks established Product R&D managed by DEC institutions

# of quality consultations/reports for

consensus facilitated by TDR

Surveyed user satisfaction levels with

knowledge platform

% of key institutions/networks
actively involved in TDR forums

2. Empowerment

4.

# of publications with DEC

researchers as lead authors

5.

# of DEC research institutions/

networks improved towards international standards 40

6. 3. Research on Neglected Priorities 3a. Innovation for product discovery and development 7. 8. 9.

# of partnerships with DEC

researchers as leads

5 80 % 2 1 80 % 80 % 80 % 80 % 80 % 24

% of lead development/transfers at
planned milestones

# of innovation networks established/

expanded/strengthened

# of key R&D projects managed by

DEC institutions

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

10. Evidence on real-life safety and effectiveness of tools 11. Effective intervention tools and strategies 12. Cost-effective elimination and surveillance strategies 13. Integrated strategies for large scale intervention delivery

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

% of intervention tools and strategies

at planned milestones

% elimination/surveillance strategies
at planned milestones

% integrated intervention delivery

strategies at planned milestones

3c. Implementation research for access to interventions

14. Cost-effective strategies for scaleup of interventions 15. Research culture within control programmes

% cost-effective scale-up strategies at

planned milestones

# of control programmes actively

involved in research projects

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Dashboards linking BL performance to strategic indicators

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Committees central to strategy development plus monitoring and evaluation

STAC

BL 1 BL 2 (Stew) (Emp)

BL3

BL4

BL5

BL6

BL7

BL8

BL9

BL10

BL11

DRG's

MIM

SPT

SPT

SPT

SPT

SPT

SPT

Satellite BL

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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
JCB
Co-sponsors, Resource Contributors Regional Representatives, Others

Standing Committee

STAC

Special Programme Coordinator

WHO
Executing Agency

Director and Secretariat

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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 to regional partners
Concept of regional associations of tropical diseases and cohosted 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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Operationalising the Strategy

Greater delegation and simpler administration Stronger emphasis on strategy and accountability

Delegation of responsibilities (e.g. budget

implementation / approvals at BL level)

More frequent revisiting of strategy for better

planning (e.g. regular review of portfolio)

Simplification of processes (e.g. elimination

of large numbers of allotments)

Stronger element of coordination (e.g.

linking Business Lines and TDR advisory committees)

Lesser reliance on ad hoc mechanisms Better supporting HR and IT systems (e.g.

more effective recruitment)

Greater monitoring (e.g. indicator

dashboards, periodic reviews)

Emphasis on resource optimization (e.g.

more dynamic budget allocation)

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Operational Processes

3. Support

4A. resource mobilization 3B. IT 4. External interface 4B. Communications

3A. HR

1. Strategy

2. Operations 2A. Activity/ Project approval

1A. Individual BL Review

1B. BL Portfolio review

1C. Budget

2B. Contract approval

2C. Payment approval

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TDR proposed structure

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

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TDR PERSONNEL REQUIREMENTS, (2007-2013) CAGR (2007-2013)

+6% 114 100 87 55 Professional 49 58 65 68 104 119

123

123

71

72

6%

Support

38

45 44

46 45

49 48

50 51

51 52

49 51

4%

2007

2008

2009

2010

2011

2012

2013

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2007 TDR TRANSITION PLAN

Description Business plan STAC Standing Committee JCB 2007 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Draft Business Line (BL) plan Prepare TDR Business plan Determine Budget
Organization structure and personnel selection Outline level 1* structure Select level 1* personnel Determine personnel requirements Outline level 2&3 organogram & responsibilities Write job descriptions Match current personnel Prioritize and select new personnel Processes in revised operating model Define strategy processes Define operations processes** Define support processes (HR) Define support processes (IT) Define external interface processes*** Performance management Determine TDR level impact dashboard Cascade TDR metrics to BL level dashboard Individual BL transition Preparation of BL work plan for 2008 Setting up of supporting committees * 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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TDR OVERALL BUDGET (2007-2013), $ MILLION CAGR (2007-2013)

+8% 70 64 57 50 34 30 40 44

81 76

80

48

51

49

9%

10 10

12
11

13 12
11

14 15 11

16 15
12

16 15
14

15 17 14

9% 7%

2007

2008

2009

2010

2011

2012

2013

BL Operations

BL Personnel

Overhead and others

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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 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 1990

2007
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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

17 % 14%

8%

3%

7%

12%

22%

8%

11 %

18%

15%

20%

2%

9%

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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 and openness to review

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

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Assistance for Discussion

1. 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
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