2. Today’s Presentation Building Blocks for Resource Mobilisation
2. Critical Success Factors
3. Summarising the Costing Scenarios
4. Financing gap for full scale and modified Model
5. Sustainability

3. Building blocks for Resource Mobilization
Partners’
Commitment
Clear Management/
Integrated
Management
Guidelines
Future Expectations: Stakeholder Involvement
Sound
Implementation
strategy
Planning Foundation built on public health principles and regional priorities
Future expectations : stakeholder involvement
Strategy for Achieving cost effectiveness
Sound Implementation strategy
Clear management/Integrated Management guidelines
Partners’ Commitment
Strategy for Achieving Cost Effectiveness
Planning Foundation built on
Public Health Principles & regional Priorities

4. CARPHA Strategic Process
Program
Plans
Results
Management
CARPHA Strategic Direction
Planning
Foundation
Mission
Baseline
Costing
Assumptions
Where are
we now?
Future
Expectations
Vision
Values
Strategic
Priorities
What do we
want to be?
Strategy
Transition
How will we
achieve our
expectations?
Implementation
Program
Objectives
Activity/
Resource
Linkages
Who must
do what?
Integrated
Management
Performance
Measurement
Audit
Evaluation
How well are
we doing?
Slide 4 4

5. Critical Success Factors
Agreement by Government of Trinidad and Tobago to host CARPHA
Establishing CARPHA Governance Structure and Implementation Team
Active engagement of RHI Directors in process for decommissioning RHI’s
Resource mobilisation
Contribution of stakeholders – agility, capacity
Slide 5 5

6. Costing Overview – 2007-08 Current Resource Levels (USD) RHI MC Quota
Quota Expend.
Other Income
Other Expend.
Total
Income
Total Expend.
CAREC
2,436,028
2,273,434
2,062,765
1,815,589
4,498,793
4,089,023
CFNI
373,933
292,446
1,638,449
1,634,413
2,012,382
1,926,859
CEHI
473,340
473,341
262,311
398,861
735,651
872,202
CHRC
355,000
445,664
242,946
27,964
597,946
473,628
CRDTL
289,455
183,721
3,456 -
292,911
3,927,756
3,668,606
4,209,927
3,876,827
8,137,683
7,545,433 %
48%
52%
100%
Notes:
1) CRDTL data April 07 to March 08, CAREC, CFNI, and CHRC data Jan .to Dec. 08, CEHI data Jan to Dec. 07
2) CHRC Other Income includes quota arrears income of $214,982
Slide 6 6

7. CARPHA Operating Costs Projections
The 3 Scenarios:
The Full Services Model:
This table is available on page 16 of the Supporting establishment of CARPHA document. In the document there is a final total colunm which does not appear on this slide.
HR costs have been calculated using CCS grades and scales – first calculated at current estimated cost then “cost of living” index applied annually to reach full budget in Year 5
Programme Delivery are travel costs for undertaking interventions
Facility and Lab Operating Costs include laboratory supplies (e.g. Reagents) as well as other supplies and utilities
An allocation for equipment replacement and amortization of the facility (50 years) is also included
Resource mobilisation US$8.8m
Slide 7 7

8. Implementation Costs Resource mobilisation need: $US55m
This table is avaialable on page 14 of Supporting the Establishment of Carpha document.In the booklet the bottom 2 rows have been removed for simplicity
Resource mobilisation need: $US55m
Slide 8 8

9. Facility Resource Mobilisation US$0
Cost of a new facility for 213 people
Total capital cost is estimated at US $49.5 million – for BSL1,2 and 3
Additional allocation for laboratory equipment of US $2.5 million above the FFE
Total Costs Facility
Building/Construction
$ ,272,375
Architectural and Engineering Design Costs (10% )
$ ,527,238
Architectural and Engineering On-site (2%)
$ ,448
Site Infrastructure and Parking (20%)
$ ,054,475
Construction Contingency (15%)
$ ,790,856
FFE (40%)
$ ,108,950
QA and Commissioning (9%)
$ ,274,514
TOTAL
$ ,533,855
Resource Mobilisation US$0
Slide 9 9

10. CARPHA Laboratory Network
International
Cooperation
CARPHA
Country A
Country
B Country C
Low hanging fruit 10

11. Summary
Figures in US$
Slide 11 11

12. Modified Summary
Figures in US$
Slide 12 12

13. CARPHA Financing Gap Implementation costs: US$ 55.9M overall cost
US$ 52M Raised
___________________________________
US$ 3.9M Required
Operating Costs (over 5 yrs):
US$ 46.6M overall cost
US$ 19.6M Raised
US$ 26.96M Required

14. Sustainability of CARPHA

15. Integrated Management
Integrated Management System (IMS)
Context
Assumptions
Costing
Implementation
Integration
Slide 15 15

16. CARPHA TRUST FUND CARICOM Contribution Automaticity Formula +
Modiified
Technical
Assist
ance
Automaticity
Harmonization of
Donor
Resources
Traditional
CARICOM
Contribution
Formula +
Grants
Preferred
CARPHA TRUST
FUND
Investment
Services
Analytic and
Advisory services
Partnerships
&
Capacity
Building
Development
policy
operations
Technical
Assistance
Harmonization
of Donor
Resources El
Traditional CARICOM financing Structure: Make an assessment of the total operational costs of CARPHA per annum and assess member states contribution based on a formula (per capita income/debt ratio/ population). This traditional formula is currently used by the five RHIs which supplement their recurrent costs with grants funds that range between percent of their respective for an average of 60 percent of overall annual budgets
CARPHA Trust Fund: These funds primarily provide financing support for activities and programmes such as CARPHA where donors and the CARICOM Community Secretariat in this instance collaborate to form a partnership. These programmes are generally supported by four mechanisms: investment lending, development policy operations analytic and advisory services and technical assistance. It is therefore a most comprehensive financing mechanism. The establishment of such a fund has demonstrably worked for one of the CARICOM institutions (the Caribbean Community Climate Change Centre) . Such a fund has also been in operation for the Caribbean Court of Justice. While it is recognised that both legal and fiduciary stringency are required for the effective application of Trust Funds, the CARPHA Steering Committee is of the view that in principle it would provide a common vehicle for blanket contributions or support by partners for specific functional areas or specific activities. In this way it is expected that any of these modalities of support is likely to assist in building capacity in innovative areas such as research and development, training public health leadership and in relation to governance. 16