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Background
Nature and function
Rationale
Opportunities for TB control
Partnering process
After this session participants will know:
1. The concept of stop TB partnering initiatives at
country level (national stop TB partnerships).
2. The rationale of building a national stop TB
partnership and its opportunities for TB control
3. The partnering process: exploration, building
and maintenance of a national stop TB partnership
and the related budget centers;
4. Discuss real-life challenges with participants and
share experience.
• Stop TB Strategy component 5:
− empowering people with TB, and communities
through partnership.
• Partnership:
− an innovative way to engage in TB control, by taking
into account the competencies and comparative
advantages of actors that come from different
sectors of society and play a role at the level where
they can perform better and more effectively.
• Essentially country-specific, expressing typical cultural
and organizational diversity.
• Depending on the local situation, countries might decide
to leverage already existing forms of
collaboration/coordination (Interagency Coordination
Committee - ICC, Country Coordinating Mechanism CCM, National TBTEAM) and initiate a national stop
tuberculosis (TB) partnership.
National Partnerships
As of January 2010
Partnerships in
High Burden Countries
Afghanistan
Bangladesh
Brazil
Cambodia
China
DR Congo
Ethiopia
India
Indonesia
Kenya
Mozambique
Myanmar
Nigeria
Pakistan
Philippines
Russian Federation
South Africa
Thailand
Uganda
UR Tanzania
Vietnam
Zimbabwe
Partnerships in WHO Regions & HBC
AFRO
AMRO
EMRO
Francophonie
Ghana
Kenya
Malawi
Nigeria
Swaziland
Uganda
Brazil
Canada
Dominican Rep.
Mexico
Peru’
USA
EMReg.Partnership
Afghanistan
Djibouti
Egypt
Jordan
Iran
Kuwait
Morocco
Pakistan
Sudan
Syria
EURO
SEARO
WPRO
Italy
UK (Results)
Bangladesh
India
Indonesia
Japan
Nepal
Republic of Korea
Philippines
Viet Nam
• a voluntary alliance between organizations
from different sectors of society
• who commit to work collaboratively
towards TB prevention, care and control
• where all partners contribute from their
core competencies
• share resources, risks and responsibilities
• benefit by achieving their own, each other's
and the overall partnership goal;
• Usually strives towards mutual
accountability
In close collaboration with the
NTP, it aims at:
− strengthening TB prevention, care
and control
− according to the NTP plan
− to achieve the targets of the Global
Plan to Stop TB
Its main focuses could be:
− Contribute to the implementation
of national TB plan
− Decided by the partners on a
case by case basis
• A cohesive national movement to stop TB
• TB gained increasing prominence on the
political agenda
• 14-fold increase in budget allocated for TB
• Significant increase in coordination between the NTP
and implementing partners resulted in improved
quality and accessibility of services
• Enhance coordination and improve
services provided by several actors
besides the public health system:
nongovernmental organizations, faith
based organizations, community based
organizations and the private sector.
• Help the country to apply successfully to
GF Round 8 and obtain support for all
the partnership's activities contributing to
the national TB control plan.
• Today the government accorded to the
Ministry of Health the status of 'Sector'.
• The operational challenges of TB control and the social aspects of the
disease demand a joint effort of institutions and civil society.
• While governments are responsible for ensuring services reach the
people in need, different actors (civil society and private/business
sector) are often involved in the delivery of service.
• Governments can recognize and support as part of the public system
other actors that institutionally do not belong to the state ("public
function of private initiative").
• Avoidance of duplication thereby ensuring synergy
• Higher institutions or levels of the society should support and promote
what a lesser form of social organization can do, in order to contribute
to the common good of its members (subsidiarity).
• Engagement of civil society is essential to design, implement and
evaluate people-centered health services.
• National TB programme recognized the existence and
contribution of several nongovernmental, faith-based and
community based organizations to the delivery of TB control
services in the country, particularly in hard-to-reach and
disadvantaged districts.
• Taking into account this effort, the national TB programme
decided to support the work of these organizations and
actually to delegate some of its supervisory responsibility on
health facilities.
• For this reason, in collaboration with international partners,
such as WHO, the national TB programme found a way to
apply for external funding through a Partnership's initiative
and through the Italian Cooperation.
• These funds were used to cover the activities of these civil
society organizations for more than 4 years.
Opportunities for TB control
1.
Coordination based on a common strategy and plan
2.
Multi-sectoral participation: public, private, civil society
(health sector and beyond)
3.
Increased access to resources (local/global): f inancial,
technical, human, knowledge, physical and network
resources
4.
Pro-active leadership
5.
Social capital available for other initiatives
Partnership for Tuberculosis Care and
Control, India
• Support and strengthen India’s TB control efforts
• Bring together partners from different sectors across the country on
a common platform
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non-governmental organizations
community-based organizations
affected communities
the corporate sector
professional bodies
technical agencies
academia
• Harness the strengths and expertise of different partners in various
technical and implementation areas, and empower affected
communities, for TB care and Control
Philippine Coalition Against Tuberculosis
• Government actively sought to form a
partnership with different sectors:
− private doctors to diagnose TB
− an NGO to help people get into
treatment (intensive phase)
− community health workers to support
people complete their cure
− public health system to provide the
medications
The Partnering process
Building a vision
(Needs, challenges,
resources, opportunities)
Can obstacles be
addressed?
Identification and
dialogue among
potential partners
(motivation, commitment)
Mapping resources
(identifying cash and
non-cash resources)
Preparing a plan
of activities with
roles and resources
C
O
R
EXPLORATORY WORKSHOP
E
Process:
1 - Exploration
2 - Building
3 - Maintenance
Institutionalization:
building structures and
mechanisms to maintain
commitment and ensure
continuity
Partnering agreement
Agreement on
core principles,
goals and objectives
G
Roles
R
Leadership
O
Mandates in
specific areas
Review
the partnership
(process, outputs,
outcomes).
Corrective actions
Monitoring &
evaluation
of effectiveness and
impact - outputs and
outcomes
Implementation
(once resources are in
place to work on
specific deliverables)
U
Partnership
management
(core structure)
FORMAL LAUNCH
P