Development of a Joint TB and HIV Concept Note
Lessons Learned from Haiti
Susan Maloney, MD, MHScGlobal TB Coordination Office
US Centers for Disease Control and PreventionAnnual TBTEAM Meeting, Geneva
18 June 2014
Office of the Director
Center for Global Health
General Lessons and Observations
Start early; as with many things, time will quickly run out Overall (TB and HIV) budget allocation < than expected
Other sources of funding decreasing (PEPFAR) GOH not able to absorb any sizable part of programs TB budget expected to be < than HIV budget; important when
examining % input to understand extent of GF financing dependency
Alignment between GF and PEPFAR funded TB and TB/HIV activities is increasingly crucial HQ-level reviews including detailed cross-referencing of PEPFAR COPS (1-
2 yr periods) imperative
Always note if program qualifies for incentive funding and how to appropriately tailor applications
Verify (many times) that #s in CN match #s in modules, strategic plans, budgets and gap analysis
Collaboration Fund Portfolio Manager (FPM) should stress
importance of collaboration between programs Get both programs together well in advance of application
process
Recommend programs complete respective national strategic plans (NSPs) --including costed operational plans--earlier in process Better coordination of joint approach Time to review activities to identify areas of TB/HIV
overlap and mutual priorities (e.g. health information systems, lab diagnostics)
Filling elements of CN faster and more easily aligned
Consultants CCM and MOH need to be aware that consultants
face pressure from various groups Stakeholders should have continuous follow-up on
consultant activities Ensure documents representative of national program
goals Recommendations
Weekly or bi-weekly consultant meetings to review materials and progress
Map out partners consultants should visit List all organizations working in TB and HIV field and
provide contact information; notify organizations
Activities All TB and HIV activities should be listed and linked
appropriately to NSPs/operational plans GOH needs to know all partner/stakeholder activities, to better
understand overall TB and HIV programs and monitor progress Ideally, partners share also outside funding sources to inform future
work plans and budgets If time-limited funding, ensure future funding if essential activities for
NSPs (also PEPFAR “core” , “near-core”, and “non-core” activities) One of the most useful approaches was generating a list of
program indicators and mapping goals for next 5 years Incorporated into NSPs and used to generate budget estimates
Important to tie the CN back to well formulated NSP to guarantee all program activities communicated GF modular template without space to list all activities planned
Understanding Requirements and Documents
NFM has many components, and is a new, evolving process Further training at early stages of application warranted National programs and consultants need to understand
components and verify application materials throughout process Discuss with FPM and project officers often to assure documents
completed in proper manner Modular Approach
Consult modular approach template during work on NSPs and outlining future activities; NFM requires submission in specific format, and including designated indicators important
CN has many components; review throughout process Define Principal Recipient (PR) early and agree and/or vote as a
CCM on this aspect before final vote on entire CN Include information on HSS and risk management in CN
Acknowlegements/Contacts
CDC staff (Haiti and HQs): David Fitter, McArthur Charles, Barbara Marston, David Lowrance
Available to provide more detailed review comments at the level of the technical/programmatic proposals for TB and HIV, if needed