1. Roll Back Malaria: A critical performance analysis and New Structure
RBM CCoP Annual Meeting , Dakar , SENEGAL , September 2016
Dr Claude Emile Rwagacondo

2. Origin of Roll Back Malaria
Roll Back Malaria Partnership (RBM): the global platform for coordinated action against malaria
Launched in 1998 by WHO, UNICEF, UNDP and the World Bank, RBM mobilizes for action, resources – both financial and human – and forges consensus among partners worldwide on malaria prevention and control strategies and approaches.
The Partnership comprises hundreds of partners from malaria affected countries, their bilateral and multilateral development partners, the private sector, non-governmental and community-based organizations, foundations, and research and academic institutions.

3. Early Successes
Abuja Declaration 2000 – setting clear targets for the partnership and ensuring high level political engagement
Successful advocacy for inclusion of “M” in GFATM
Promoted first LLIN mass and free distribution to all populations at risk
Artemisinin Combination Therapies: brokered the agreement for fast-tracking of ACT scale up through Global Fund reprogramming
Championed the Affordable Medicines Facility AMFM
Strengthened Country Support, especially in Africa, with establishment of the 4 sub-regional networks and creation of the Harmonisation Working Group

4. Timeline 1998 through 2013: Some Key Dates
2000
2002
2005
2007
2008
2013
1998: RBM launched (WHO, UNICEF, UNDP, World Bank)
2000 Abuja Board Meeting
2002: Global Fund to fight AIDS, TB and Malaria Established
2005: US President’s Malaria Initiative
2007: Gates Malaria Forum
2008: UNSEO Established
2013: RBM Evaluation and Change Initiative
2005: World Bank Malaria Booster Programme
2008: RBM Global Malaria Action Plan Launched
2000: Launch of the MDGs

5. Some of the Key achievements of RBM

6. Key achievements of RBM

7. Some of the Key achievements of RBM

8. Roll Back Malaria: Country Support
Sub-regional Networks created to provide co-ordinated support to countries in addressing implementation bottlenecks: WARN, CARN, SARN, EARN
Harmonisation Working Group formed in 2007 in response to the poor performance of malaria GF proposals (membership includes: NMCPs/Countries,WHO, UNICEF, WB, GF, BMGF, ALMA, Private sector, RBM, MNM, RBM working groups, RBM SRNs, US PMI, DFID, PSI, UCSF, UNSEO, IFRC, MACEPA, MMV, UNITAID, CHAI, AMP):
Support countries in development of national malaria strategic plans and implementation plans
Resource mobilization: Support to countries to match donor resources to country-identified gaps, including GF proposals
Implementation support: Facilitate the provision of harmonized support to countries to identify and resolve implementation bottlenecks
A triage mechanism is applied to the support targeting: first source is country level, then regional level through CARN, EARN, SARN and WARN, and then global level through HWG
Country support is funded with resources from US PMI, GF, BMGF and DFID

9. Example of Successful Outcomes
HWG working with SRNs successfully co-ordinated support to GF proposals and concept notes since 2007:
Support package includes guidance notes, orientation meetings, consultant and partner support, in-country meetings, peer review meetings, expert review and troubleshooting
Success rate increased from 31% to >75% and has been maintained consistently
Support intensified with GF New Funding Model with over 42 countries supported in and US$3 billion programmed

11. 2013 Evaluation Findings:
Current RBM architecture and governance model not suited to meet new challenges.
Sub-optimal operation of the Board due to unequal and inconsistent levels of Board member participation and meeting preparation.
Constituency model not performing as required:
Board members often perceived as representing their organisational position, not a consensus constituency position.
Difficulty of engaging busy Ministers in building constituency consensus.
Private Sector and Foundations notable exceptions.
Limited Secretariat “human resource flexibility.”
Unclear function of the Board’s Resource Mobilisation Sub-Committee and unclear value of its resource mobilisation strategy.

12. The recommended evolution of the architecture is the result of a long process
RBM’s 2013 external evaluation identified key areas for improvement, drawing on 100 interviews, 200 survey responses, and 4 affected-country visits.
The RBM Board initiated the revitalization process by commissioning Architecture & Governance Task Force. To formulate recommendations it consulted 20 experts, as well as the RBM Board members.
At its 28th Board Meeting in May 2015, the RBM Board empowered the Transition Oversight Committee to oversee the creation of a restructured Partnership better equipped to perform high-level advocacy, resource mobilization, coordination, and country/regional support.
Supporting countries’ achievement of the GTS and AIM targets is at the core of the Partnership’s purpose, and these documents underwent extensive and rigorous consultation.

13. Post-2015: A Different Environment Making New Demands on the Partnership
To achieve the goals of the Global Technical Strategy (GTS) and Action and Investment to defeat Malaria (AIM) will require the following:
Improved Country-level Support for all malaria-affected geographies.
Mobilizing resources at unprecedented levels for the global malaria response – more than double present levels by 2020 and triple by 2030 (Ref: GTS).
Sustaining malaria as a priority amidst competing demands in the global development landscape.
Keep political will strong beyond national ministries of health.
Ensuring better engagement of and co-ordination among a broader set of multisectorial partners.
Tightly integrating the political, financial, and technical aspects of the malaria response.

14. Strategic Communications Advocacy & Resource Mobilisation
Agreed high level re-structure of RBM architecture to facilitate efficient governance and effective high-level advocacy
Partnership Board
End Malaria Council
Chief Executive
Partner Committees
Management Team
Country Support
Strategic Communications
Advocacy & Resource Mobilisation

15. Key Decision Points
The RBM Board elected Dr Winnie Mpanju- Shumbusho and Mr Kieran Daly to serve as Board Chair and Vice Chair
The Board established an Interim Support Team (IST), to work with the Board leadership.
The IST will outline a workplan and associated resources that will be needed in the immediate term.
The Board agreed that UNOPS is the most appropriate host for the RBM Management Team and instructed the IST to proceed with the negotiation of hosting arrangement. 
The Board requested the IST to look at a range of location options for a de-centralized team in consultation with UNOPS which should include retention of a presence in Geneva.

16. Key Decision Points
WHO will transfer all remaining un-earmarked funds when all liabilities are settled
The Board recognizes and appreciates the ongoing work of Partners to advance priority areas of work during this critical transition period. This includes the ongoing work of the Harmonization Working Group core functions, including:
Support to countries in the finalization of costed extensions to Global Fund Grants
Support for resourcing core funding needs identified through the gap analysis 
Preparation for the next round of Global Fund concept notes in close collaboration with the Global Fund and other partners.

17. Establishing RBM Partner Committees
There will be three RBM Partner Committees:
Advocacy & Resource Mobilisation
Strategic Communications
Country/Regional Support
The RBM Partner Committees are a core component of the revitalized RBM Partnership governance framework. Partner Committees are intended to formalize, consolidate, and amplify the core Partnership functions .

18. Partner Re-Registration of Interest
Partners to confirm their interest to continue to be part of the Partnership and to request further details of their organization, area of interest and agreement to receive further communication from the Partnership.

19. Timeline for establishing P. Committees
i) RBM Board confirms Partner Committee Terms of Reference. (September) ii) Complete initial Partner re-registration of interest process.(Oct 2016) iii) Request expressions of interest in General Membership and more engaged Steering Committee Membership of Partner Committees (October 2016) iv) Convene initial Partner Committee calls October 2016) v) Launch nominations process for Committee Leadership. (November 2016) vi) Shortlist Leadership nominations for final selection (November 2016) vii) RBM Board confirmation of new Partner Committee Co-Chairs. (December 2016) viii)Partner Committees develop internal structures (Jan 2017 – March 2017)

20. Conclusions
RBM had significant impact in malaria successes up to 2015, raising profile of malaria globally and ensuring co-ordinated support to malaria control and elimination
RBM restructuring is now entering the final stage and promises to deliver enhanced support to countries, enhanced resource mobilization and maintain malaria high on the development agenda
Country support to be maintained and enhanced through country support committee and regional structures (to be confirmed following country consultation)
The next four years are essential to ensure malaria control and elimination is prioritized in the post MDG world, that the successes to date are further built upon and to ensure there is no reversal of the gains!
Through enhanced partnership, together we can eliminate malaria