1 JCB 30 June 20, 2007 Vision and Strategy Robert Ridley TDR Business Plan 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

2 JCB 30 June 20, 2007 Vision and Strategy Fourth External Review and JCB 29 TDR to change, evolve and grow

3 JCB 30 June 20, 2007 Vision and Strategy 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

4 JCB 30 June 20, 2007 Vision and Strategy 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

5 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

6 JCB 30 June 20, 2007 Vision and Strategy New and improved tools New and improved strategies New knowledge / discoveries New and improved interventions Modelling the system to address TDR's role

7 JCB 30 June 20, 2007 Vision and Strategy New knowledge / discoveries New and improved tools New and improved interventions Responding to needs New and improved strategies GAELF Trachoma RBM StopTB Global Fund APOC New and improved tools EDCTP New and improved tools MMV Microbicides DNDi GATB IAVI FIND NIH, Trust, Research councils, etc… Grand Challenges Empowerment, pivotal role … Stewardship, effective global effort …

8 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

9 JCB 30 June 20, 2007 Vision and Strategy What we want to achieve Innovation Interventions Access

10 JCB 30 June 20, 2007 Vision and Strategy Stewardship

11 JCB 30 June 20, 2007 Vision and Strategy 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.

12 JCB 30 June 20, 2007 Vision and Strategy Research capacity Research Utilisation Empowerment

13 JCB 30 June 20, 2007 Vision and Strategy Individual Institution National

14 JCB 30 June 20, 2007 Vision and Strategy RCS/R&D Mainstream Capacity Building RCS R&D RCS R&D RCS Scientific capacity at country level +-

15 JCB 30 June 20, 2007 Vision and Strategy 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.

16 JCB 30 June 20, 2007 Vision and Strategy 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

17 JCB 30 June 20, 2007 Vision and Strategy Planned activities across research continuum

18 JCB 30 June 20, 2007 Vision and Strategy 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

19 JCB 30 June 20, 2007 Vision and Strategy Business Lines can enter / exit / change over time

20 JCB 30 June 20, 2007 Vision and Strategy 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

21 JCB 30 June 20, 2007 Vision and Strategy Innovation 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

22 JCB 30 June 20, 2007 Vision and Strategy 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)

23 JCB 30 June 20, 2007 Vision and Strategy Delivering Impact – making a difference Innovation Interventions Access Monitoring and Evaluation against indicators and deliverables

24 JCB 30 June 20, 2007 Vision and Strategy

25 JCB 30 June 20, 2007 Vision and Strategy Dashboards linking BL performance to strategic indicators

26 JCB 30 June 20, 2007 Vision and Strategy Committees central to strategy development plus monitoring and evaluation

27 JCB 30 June 20, 2007 Vision and Strategy Portfolio review links STAC, SAC's and secretariat

28 JCB 30 June 20, 2007 Vision and Strategy Timing of reviews to ensure strategic impact

29 JCB 30 June 20, 2007 Vision and Strategy Role of governance

30 JCB 30 June 20, 2007 Vision and Strategy 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

31 JCB 30 June 20, 2007 Vision and Strategy Operationalising the Strategy

32 JCB 30 June 20, 2007 Vision and Strategy Operational Processes

33 JCB 30 June 20, 2007 Vision and Strategy TDR proposed structure Links to: NTD / BL 6 GMP/ BL 9 STB / BL 8

34 JCB 30 June 20, 2007 Vision and Strategy

35 JCB 30 June 20, 2007 Vision and Strategy

36 JCB 30 June 20, 2007 Vision and Strategy

37 JCB 30 June 20, 2007 Vision and Strategy 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

38 JCB 30 June 20, 2007 Vision and Strategy 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

39 JCB 30 June 20, 2007 Vision and Strategy Resource mobilisation targets

40 JCB 30 June 20, 2007 Vision and Strategy 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

41 JCB 30 June 20, 2007 Vision and Strategy Comparison between 2006/7 and 2008/9 budget

42 JCB 30 June 20, 2007 Vision and Strategy 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'

43 JCB 30 June 20, 2007 Vision and Strategy 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 5 th 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