Stop TB Online Consultation Summary Report Lille 2011

8/3/2019 Stop TB Online Consultation Summary Report Lille 2011

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Whole is greater thanthe sum of its parts

SUMMARY REPORT

of the online consultation:PARTNERSHIPS

that fill a gap in tuberculosis (TB)

prevention, care and/or control


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2 | P a r t n e r s h i p s t h a t f i l l a g a p i n T B p r e v e n t i o n , c a r e

a n d / o r c o n t r o l

This is a summary report of an onlineconsulation that was facilitated byCNS: www.citizen-news.org a

partner of the Stop TB Partnership -using social media platforms and also the Stop-TB eForum that wasestablished by the Health and Development Networks (HDN) in early 2001,and currently is supported by the Stop TB Partnership, the InternationalUnion Against Tuberculosis and Lung Disease (The Union) and theInternational HIV/AIDS Alliance, and managed by CNS. The onlineconsultation was held during October 2011 in lead up to the 42nd UnionWorld Conference on Lung Health, Lille, France.

The views expressed in this publication are those of the participants thattook part in the e-consultation facilitated by the Citizen News Service - CNS.

October 2011

CNS: This content is available under the Creative CommonsLicence Attribution 3.0 Unported (CC BY 3.0) license

The writers of Citizen News Service (CNS) come from affected communitieswho have something to say on issues they feel for or are affected by in theirdaily lives, and give a voice to the voiceless. CNS syndicates contentgenerated in four languages (English, Hindi, Urdu and Thai) under CreativeCommons (CC) attribution license and produces 4 hours of radio programmesdaily for FM radio in northern Thailand. CNS is facilitated by a Thailand-based company - Jay Inspire Co Ltd (JICL) - Media and CommunicationServices.

Where People Come First! CNS: www.citizen-news.org


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TABLE OF CONTENTS

About the online consultation. 5

What worked, what didnt:Lessons learned from partnerships. 7

Case studies1. TB Photovoice 132. Partnership for TB Care and Control in India (PTCC). 143. PCI - US and Mexico.. 164. Nigeria. 175. Wote Youth Development Projects, Kenya.176. International Services Association (INSA India)..18

- National partnershipsfacilitated by the Stop TB Partnership..19

Hundreds of peoplefrom countries around

the world came

together for the Stop

Tuberculosis march at

the XVIII IAC Vienna

(2010) with the

message: Peopleliving with HIV stop

dying of TB


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DR MARCOS ESPINAL, then-Executive Secretary, Stop TB Partnership andDR MICHEL SIDIBE, Executive Director, UNAIDS signed a memorandum in July 2010


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About the online consultation

The 42nd Union World Conference on Lung Health will be held in Lille,

France, on 2630 October 2011 on the theme: "Partnerships for scaling upand care." The theme highlights the vital importance of collaboration in ourcommon efforts to address the conditions affecting lung health. The CNS(www.citizen-news.org) facilitated a time-limited online consultation inlead up to the above conference focussed on the following GUIDINGQUESTION:

What are the different types of groups, people,

organizations or entities you have partnered with to

fill a gap in TB prevention, care and/or control.

Over hundred commentaries from 24 countriescame in through adiverse range of channels including the global Stop-TB eForum, blog,twitter, Facebook, and comments sent by email.

The participants of the online consultation came from the followingcountries: Afghanistan, Bangladesh, Brunei Darussalam, Cambodia, Ghana,India, Indonesia, Kenya, Mexico, Myanmar, Nepal, Nigeria, Pakistan, SaudiArabia, Sri Lanka, Switzerland, Tanzania, Thailand, Uganda, United ArabEmirates, United States of America, Viet Nam, Zambia, and Zimbabwe.

The participants of the online consultation spoke their world and sharedtheir experiences of how they began the partnership, how did they convincethe other entity of the benefits of entering into the partnership (whetherformal or not) as well as what has worked and what has not to strengthenTB responses locally.

The online consultation was open from Monday, 3rd October to Friday, 21stOctober 2011.

The participants had their say via a diverse range of channels such as:- Emailing us their comments, perspectives and experiences at:[email protected] Going online and publishing their comments real time on www.citizen-news.org- Emailing the Stop-TB eForum at: [email protected] Using skype and we recorded their statement (skype id: bobbyramakant ).- Tweeting us! used #tag #Lille2011- Having their say on CNS Facebook page- Calling us and recording their statement (+91-98390-73355)


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Here's good advice for practice: go intopartnership with nature; she does more

than half the work and asks none of the

fee - Martin H. Fischer

If we are together nothing is impossible.If we are divided all will fail

- Winston Churchill


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WHAT WORKED, WHAT DIDNTLessons learned from partnerships

ACSM STRATEGIESA strong element of some partnerships has been the advocacy,communication and social mobilization (ACSM) strategies. For example inMexico, the national TB programme (NTP) provided its technical expertiseand infrastructure and PCI through its SOLUCION TB Programme providedthe knowhow of working with affected and vulnerable communities.

PERSON-CENTRE MODEL FOSTERING COMMUNITY EMPOWERMENTAn important innovation of apartnership consisted of the

appropriation of a person-centeredmodel of service delivery andmechanisms that foster communityempowerment and work to reducestigma and discrimination. Thepartnership addressed healthcareneeds for TB, HIV/AIDS anddiabetes.

ENGAGING MOST-AT-RISK-

POPULATIONS

Engaging most-at-risk-populations (MARP) as equal partners with dignity iscrucial to make programmes work optimally. These MARPs include: Injectingdrug users (IDU), poor people, people living with HIV (PLHIV) among others.

INFORMAL PARTNERSHIPS WORKEDA participant from Nigeria said: The structured partnership mechanism setup by Stop TB Partnership (Nigeria Stop TB Partnership has not worked dueto so many reasons including interim National Committee's inability tofunction. However, at informal level partnership for TB control and care hasworked and is an effective tool for TB control and care. Through ourorganisation advocacy efforts, we have been able to form informal

partnership with community leaders and community members, thusinvolving and selecting community volunteers for TB case finding. Alsoinformal partnership with primary health centres in the community hashelped to educate TB patients on drug adherence and other issues.

IMPROVING COUNTRY-LEVEL PARTNERSHIPS AND ALIGNMENTOpen, simple and practical communication solutions are also a key inmaking partnerships work at all levels.

REAL COLLABORATION AND COORDINATIONPartnerships require real collaboration and coordination, not just meetings.Many participants described weaknesses not so much in the model itself, but

in how it is being implemented. The issue of community voices beingpresent in various partnerships but not necessarily heard was raised

Partnerships should makesure that louder voices don'tdominate - and - they aretruly driven by thecommunities even ifgovernments and big NGOsand donors are a part of it


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repeatedly. They need to be involved at all levels planning, budgeting,implementation, and monitoring and evaluation phases.

PARTNERSHIPS SHOULD ENSURE LOUDER VOICES DONT DOMINATECountry-level partnerships should make sure that louder voices don'tdominate- and - they are truly driven by the communities even ifgovernments, big NGOs and donors are a part of it.

COMMON AGENDA NOT CONFINED BY ORGANISATIONAL MANDATESPartnerships work only when members agree on a common agenda risingabove and beyond their organisational agendas at times. If we limitourselves to our organisational mandates only, then partnerships are likelyto suffer.

NEED TO ENGAGE NON-TRADITIONAL STAKEHOLDERSParticipants also highlighted theneed to engage non-traditional

stakeholders such as other Ministriesin addition to Ministries of Healthand other non-governmentalorganisations other than thoseworking on TB directly (for examplethose working on diabetes, HIV,poverty, nutrition among otherissues).

TRUST IN COMPETENCE OF

CIVIL SOCIETY

A participant said: We also have to stop thinking that civil society cannotdo the work properly. People who are dealing with TB are also equalpartners in finding solutions that work. In order to optimise the reach andimpact of TB programmes, affected communities need to be involvedmeaningfully at all levels. Their expertise in reaching the unreachedamong others must be recognized and duly respected. Another participantsaid: Real action if any has, and will, come at local level. That is where apartnership can make a real difference. Another participant said: "One wayto make sure that the partnerships are community driven is to ensure thatthese are not run by governments - and civil society gets direct funding orsupport. We need to trust the competence of civil society - and - its ability

to learn, organize and innovate when given a chance. Give it a chance."

PARTNERSHIP FUNDING A DOUBLE EDGED SWORDManaging partnership funding both a challenge and an opportunity. Said aparticipant: Even without money, voluntary partnerships of civil society ordiverse stakeholders are never easy to manage. With money things canbecome more difficult if we are not careful. It is a double edge sword.

IMPROVED MONITORING AND EVALUATIONParticipants highlighted the need for improved and collectively developedmonitoring and evaluation systems so that medium and long-term

objectives, indicators and targets align with national systems.PARTICIPATION AND REPRESENTATION

Managing partnerships isalways a challenge. It is easyto walk out of partnershipsdue to differences or otherreasons and much more achallenge to make them

work!


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A participant said: All partners must realize (especially those more inpower) that by increasing participation and representation they willstrengthen the partnership as a whole and achieve much more than they willever individually or in smaller groups. Representation by differentmembers should be consultative with the constituencies they respectively

represent.

IMPROVING COORDINATION AND INCLUSIONThe partnership needs to be coordinated well and in such a way so as tostimulate more inclusion of partners in strategies, decision making andother areas such as advocacy planning at all levels. A participant said:Smaller partners are not there just to implement what the big partnersdecide.

TRANSPARENCYA participant said: Transparencywithin the partnership is very

important indeed especially when itcomes to financial matters.

GOVERNANCE AND

MANAGEMENT SYSTEMSThere are certain key issues whichaffect the governance andmanagement systems to facilitate apartnership, such as conflict ofinterest, tokenistic participation inprogramme planning, incompetentmonitoring systems, and unrealisticcapacity building systems.

LOCAL PARTNERSHIPSMany participants advocated forpaying more attention in strengthening local level partnerships. A strong andactive TB partnership on the frontline can effectively feed into and impartstrength to state- or national- level partnerships. This will also addressgenuine representation of affected communities in TB responses at local,state or national level and will also improve their participation in discoursesrelated to TB responses.

NO SELF-SUSTAINABILITY PLAN FOR PARTNERSHIPSA participant said: Partnerships can be a means of mobilising resources forthe partners. However in most cases the resource mobilisation is fromexternal sources and there is no self-sustainability plan available. Whenmoney dries, the partnership withers.

STRIKING A BALANCEA participant said: It is also important for partnerships to strike a balancebetween alignment with national policies and strategies, and keeping anindependent voice that helps feed into strengthening these policies through

a watchdog approach.

The partnership needs tobe coordinated well and insuch a way so as to stimulatemore inclusion of partnersin strategies, decisionmaking and other areas suchas advocacy planning at alllevels. A participant said:

Smaller partners are notthere just to implement what

the big partners decide.


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SAFE SPACE FOR CIVIL SOCIETY DOESNT EXIST IN EVERY COUNTRYA participant said: Governments should give an equal opportunity for civilsociety to get engaged in TB responses. In many countries, it is difficult tobelieve that governments will not 'control' such partnerships therebynegating all the good we want to achieve by civil society engagement.

ONE PARTNERSHIP, ONE AGENDA, UNITED RESPONSEWithout a unifying and common or shared agenda such discussions ofworking in partnerships and then partners working amongst each other willgo in circles. The donors should invest money in shaping such a platformwhere members can agree on an agenda reflecting needs of communities,mobilize resources and implement effectively said a participant. Anotherparticipant added: Partnerships exist - but to strengthen them will requirea platform where all members can participate as equals - not a partnershipwhere some are more equal thanothers. That is why coordinated

response is a challenge - especiallywhen dominating governmentagencies and their handpicked orfavourite NGOs rule the show.

TEACHING BY PRACTICEPartners should establish standardworkplace policies related to HIV,TB, sexual and reproductive health,gender and other issues within theirorganisation before asking the

entire Partnership to take a stand.This will not only reduce staffvulnerability but also build anenabling workplace environment.

MUTUAL TRUST AND RESPECTA participant said: Goodpartnership only can exist, if mutual trust and respect can be realized. Ifnot, competition, jealousy even animosity, may be inevitable. To make apartnership successful, there must be respect for individuals and agencies itworks with, whether they are the person directly impacted by TB or the

staff of a TB organization. Another participant said: Building a solidrelationship based on trust, understanding, sincerity, and flexibility hasenabled us to create a family feeling for the individuals and organizationswe have partnered with over the years. We have worked with local healthjurisdictions, private and public TB organizations, universities, governmentagencies, advocacy/education organizations, media outlets, individualdonors, churches, and community businesses.

GENDERA participant said: These partnerships on TB must ensure they have wellrepresentation of different genders. Preferably they should be led by other

genders than a man. It is important to recognize and let other genders takeleadership and be given such opportunities - and supported by the entire

Partnerships exist - but tostrengthen them will requirea platform where allmembers can participate asequals - not a partnershipwhere some are more equalthan others. That is whycoordinated response is a

challenge - especially whendominating governmentagencies and theirhandpicked or favourite

NGOs rule the show


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partnership when they convene. For example, in western UP [a state in India]which is a very patriarchal society, unless women are engaged in leadershiproles, how else will TB programmes become gender sensitive to their needs,challenges and what works and what doesn't work with them? So is true forothers in more severity like transgender populations - these are important

voices and communities know best - and only these voices can helpprogrammes reach the unreached.

RIGHT IN HEALTH BUT NO RIGHT IN GOVERNANCE?A participant said: What about nations where civil society generally isstruggling for basic human rights but is expected to run democratic, ideal,equitable and just partnerships on TB? Is it because of the funding? That iswhy our responses on TB must accommodate programmes addressing socialdeterminants of health and social justice.

NATIONAL PARTNERSHIPS

MAXIMISE EFFORTS OF EXISTINGSTATE AND NON-STATE ACTORSA participant said: The partneringprocess allows national partnershipsto maximize the efforts of existingstate and non-state actors; bringmore services and awareness-raisingcampaigns to the people, wherethey are; give a unified voice tonon-state partners; and serve as aplatform to develop fundingproposals and implement grants.

PRINCIPLES OF EQUITYA participant said: People who aredoing the service provision on thefrontlines are least remunerated -and those sitting on top of TBresponses either at the state,country or global level, are heavilyremunerated - compare theremuneration please. This inequity

has to stop in the development sector and let us have some balance tostrengthen country responses to TB.

UNITYA participant shared: the Partnership provides a voice of a unified civilsociety in engaging with the government in TB care and control throughefforts like providing recommendations into the program planning ofnational TB programme

PARTNERSHIPS BUILD TRUST BETWEEN MULTIPLE SECTORSA participant said: the partnership is building trust and collaboration

between multiple sectors involved in TB care and control initiatives, throughnational and regional consultations, with equal participation from all sectors

For example, in westernUP which is a verypatriarchal society, unlesswomen are engaged inleadership roles, how else willTB programmes becomegender sensitive to theirneeds, challenges and what

works and what doesn't workwith them? So is true forothers in more severity liketransgender populations -these are important voicesand communities knowbest - and only these voicescan help programmes reach

the unreached.


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to brainstorm on collaborative efforts and have various channels forcommunication and sharing of experiences among partners.

DEFINING ROLES AND RESPONSIBILITIES WITHIN A PARTNERSHIPA participant shared: Some of the challenges faced during the formationand functioning of the Partnership include interacting with the differentmindset of a variety of partners from diverse sectors ,defining roles andresponsibilities of the partnership acceptable to all stakeholders; anddefining a governance system maintaining equal representation.

The above photograph is of one of the many events thatwere spontaneously organized by citizens who were part of

an informal civil society led partnership in India that

mobilized a huge response in fight against corruptionspearheaded by noted social activist Anna Hazare (2011)


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CASE STUDY ITB Photovoice

TB Photovoicehas been working collaboratively with TB organizationsfrom around the world since 2006. The mission of TB Photovoice is tofacilitate the use images, stories and dialogue to elevate the voices ofindividuals directly impacted by tuberculosis so that they as well as theircommunities can improve their overall health. When we speak of gaps in TBprevention, care and/or control, the very creation of TB Photovoice was dueto the lack of perspective at all levels from persons directly impacted fromTB.

In order to accomplish our mission,we must first and foremost providerespect for the individuals andagencies we work with, whetherthey are the person directlyimpacted by TB or the staff of aTB organization we are training toimplement a photovoice project.

Building a solid relationship based on trust, understanding, sincerity, and

flexibility has enabled us to create a family feeling for the individuals andorganizations we have partner with over the years. We have worked withlocal health jurisdictions, private and public TB organizations, universities,government agencies, advocacy/education organizations, media outlets,individual donors, churches, and community businesses. We have neverconvinced a group to work with us. Rather, we enter a mutual partnershipwhen asked by an organization to work with them. We listen to their needsand together we decide how best to provide our skills and resources. Sincewe are clear on our goals as an organization, it is up to us to listen to apartnering group to understand their perspective and together build apositive, working relationship.

Teresa L Rugg, MPHTB PhotovoiceProject Director7619 137th Ave. SESnohomish, WA 98290 USAEmail: [email protected]: www.tbphotovoice.org


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CASE STUDY IIPartnership for TB Care and

Control in India (PTCC)

The Partnership has its roots in a Round 8 proposal for the Global Fund whena united 16 members of the India Coalition Against TB and 9 of the NGO TBConsortium came together under a common goal in March 2008. In August2008, USAID supported a 'Jump-Start Project' through a World Vision grantfor this collaboration. The national Partnership finally evolved in a meetingattended by 44 organisations in New Delhi in November 2008, and a working

group was constituted in December 2008 to streamline its agenda.

In January 2009, a Secretariat was appointed and hosted in the InternationalUnion Against Tuberculosis and Lung Disease (The Union) followed by a firstmeeting of the working group and the process was initiated to form theSteering Committee. In March 2009, the Partnership's first monthlynewsletter- came out and a draft Memorandum of Association wascirculated. 13 partners signed it in April and the first Steering Committeemeeting was held in May . By June 2009, a Charter of the Partnership'svision, values and goals was drafted, and a website is functionalwww.tbpartnershipindia.org

The 'Partnership for Tuberculosis Care and Control in India' (the Partnership)brings together civil society across the country on a common platform tosupport and strengthen India's national TB control efforts. It seeks toharness the strengths and expertise of partners in various technical andimplementation areas, and to empower affected communities, in TB careand control.

It consists of technical agencies, non-governmental organizations,community-based organizations, affected communities, the corporatesector, professional bodies, media and academia and is presently 90

partners strong.

The Partnership has added value in many ways:

- UNITY - PTCC provides a voice of a unified civil society in engaging withthe government in TB care and control through efforts like providingrecommendations into the program planning (RNTCP) phase III. PTCC isrecognized by the program, has a representation in the working group forRNTCP III planning and in the National Coordination committee for GlobalFund Round 9.


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- SERVICE - PTCC has been successful in getting the Global Fund Round 9 forACSM covering 740 million population which strengthens communitymobilisation in the fight against TB.

- TRUST -PTCC is building trust and collaboration between multiple sectors

involved in TB care and control initiatives, through national and regionalconsultations, with equal participation from all sectors to brainstorm oncollaborative efforts and have various channels for communication andsharing of experiences among partners.

- CAPACITY BUILDING PTCC sought the expertisefrom among the partners to train others i.e. ACSM(through PATH) and engaging with media (throughmedia partners and funded by Eli Lilly).

Some of the challenges faced during the formation

and functioning of the Partnership includeinteracting with the different mindset of a variety ofpartners from diverse sectors, defining roles andresponsibilities of the partnership acceptable to allstakeholders; and defining a governance system maintaining equalrepresentation.

WHAT WORKED? The defining of the common goal which is to support andstrengthen India's national TB control efforts through a range of expertiseworking from a unified response through the partnership.

It is the harnessing of these strengths and competencies that thepartnership can support the program through specific requirements.

Dr Darivianca Elliotte LalooTechnical OfficerSecretariat Partnership for TB care and Control in IndiaHosted by: International Union Against Tuberculosis and Lung Disease (The Union)South-East Asia office, New Delhi, India

Email: [email protected]: www.tbpartnershipindia.org

WHAT WORKED? The defining of the common goal which isto support and strengthen India's national TB control effortsthrough a range of expertise working from a unified response

through the partnership.


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CASE STUDY IIIPCI US and Mexico

PCI works in tuberculosis (TB) in Mexico since the year 2000. Over the years,the main and strongest partnership of our program (an NGO) has been withthe Ministry of Health's National Tuberculosis Program (NTP); the NTPprovides its technical expertise and infrastructureand PCI through its SOLUCION TB Program providesthe knowhow of working with affected andvulnerable communities; a strong element of thispartnership has been the advocacy, communicationand social mobilization (ACSM) strategies.

An important innovation of our joint approach consisted of the'appropriation' of a person-centered model of service delivery andmechanisms that foster community empowerment and work to reducestigma and discrimination. Through this collaborative platform PCI'sSOLUCION TB the NTP Program and state partners, have collaborated withcommunity-based organizations, service clubs (such as Rotary Club);municipal governments, and private agencies such as Universities,businesses, and others. Presently, PCI is working in five locations in Mexicostrengthening collaboration among TB and co-morbidities (Diabetes Mellitus

and HIV/AIDS) Programs.

Thanks

Blanca LomeliRegional DirectorUS and Mexico Programs, PCIEmail: [email protected]: www.PCIGlobal.orgWebsite: www.SOLUCIONTB.org


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CASE STUDY IVNigeria

The structured partnership mechanism set up by Stop TB Partnership as par theNigeria Stop TB Partnership has not worked due to so many reasons includinginterim National Committee's inability to function.

However, at informal level partnership for TB control and care has worked and isan effective tool for TB control and care.

Through our organisation advocacy efforts, we have been able to form informalpartnership with community leaders and community members, thus involving andselecting community volunteers for TB case finding. Also informal partnership with

primary health centres in the community has helped to educate TB patients ondrug adherence and other issues. Partnership with other CSOs has added impetus tothe commemoration of world TB day.

Chibuike AmaechiLagos, NigeriaEmail: [email protected]

CASE STUDY VWote Youth Development Projects, Kenya

We youth in Wote (Kenya) have been advocating for full participation of thecommunity particularly those who suffer or have had TB and have trained 180community workers.

We have partnered with the government health workers to do so but it has notbeen easy. The government workers are not very much willing to let go theircontrol. This makes it very difficult to implement the community strategy. An

example is where the monthly stipend does not reach the MDR-TB patients becausethe money passes through the government (gets delayed or is stuck) and thepatient don't get it and if a CSO makes noise then the government avoids workingwith that CSO which is a trouble maker for them.

My take is to empower the CSO more because it's easier for the government tolegally supervise them.

Peter NgolaWote Youth Development Projects, KenyaEmail: [email protected]


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CASE STUDY VIInternational Services

Association (INSA India)

I have been following some of the TB/HIV discussions here and would like toadd that the time has come for all NGOs and networks to develop their ownworkplace policies related to HIV, gender, SRHR and TB in order to reducestaff vulnerability and build an enabling workplace.

Our research of a pilot programme in south India demonstrated the need for

this strategy in tackling stigma, even in NGOs with focussed HIV programmestoo. "Self care", "getting our own house in order", "ensuring all are on boardwith HIV related empowerment", "practice before preaching" are some ofthe CSO learnings that ensures meaningful delivery to communities beingtargetted.

For more information onmanaging HIV in the CSOworkplace, or for facilitation ofthe same, do get in touch. Ourwork has been supported with

applied research from baselineto end line (south) . We arepresently ensuring this processfor 35 CSOs in Delhi MP UP Chhatisgarh and FBOs in Karnataka.

When staff is empowered beyond trainings through a workplace policyprogramme, the scope of the CSO is meaningfully widened.

Edwina PereiraProgram Director-trainingInternational Services Association

INSA IndiaBangalore, IndiaEmail: [email protected], [email protected]: www.theinsaindia.org


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National

Partnerships

National partnerships to stop tuberculosis (TB) bring varied partnerstogether to develop and implement shared action plans to tackle TB.

The partnering process allows national partnerships to maximize the effortsof existing state and non-state actors; bring more services and awareness-raising campaigns to the people, where they are; give a unified voice to

non-state partners; and serve as a platform to develop funding proposalsand implement grants.

If you do not already have a nationalpartnership, now is right time tostart. The financial crisis, TB-HIVco-infection and the rise of drug-resistant TB are stretching theresources of TB programmes aroundthe world. This makes the case forfounding a national partnershipthrough the partnering process allthe more compelling.

The partnering process consists ofthree steps:

1) Conduct a workshop to confirm ashared vision between all partnersand map the resources that eachpartner can contribute;

2) Develop a shared national TB plan which has clear roles andresponsibilities for each partner based on their strengths;

3) Mobilize resources and implement a shared national TB plan.

The added value of a partnering approach has been verified by existing

national partnerships. Swaziland Stop TB Partnershipreports:Thanks to the partnership, the national manager can focus on performingits core coordination role, while partners activities are streamlined throughidentification of areas of comparative advantage. The coordination of

activities with the national TB strategic plan has been implemented andquarterly monitoring and evaluation meetings have been under taken.

The partnering processallows national partnershipsto maximize the efforts ofexisting state and non-state actors; bring moreservices and awareness-

raising campaigns to thepeople, where they are; give aunified voice to non-statepartners; and serve as aplatform to develop fundingproposals and implement

grants.


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Through the partnerships joint planning, additional resources have beensecured, mainly from the Global Fund.

For more information about the partnering process, please visit ourwebsite: www.stoptb.org/countries/partnerships/ and our new leaflet:

www.stoptb.org/assets/documents/countries/partnerships/National%20partnerships%20to%20stop%20tuberculosis.pdf describing the added value of thepartnering approach.

Elisabetta MinelliPartnership OfficerStop TB Partnership SecretariatGeneva, SwitzerlandEmail: [email protected]

The added value of a partnering approach has been verified byexisting national partnerships. Swaziland Stop TB Partnershipreports:

Thanks to the partnership, the national manager can focus on

performing its core coordination role, while partnersactivities are streamlined through identification of areas of

comparative advantage. The coordination of activities with the

national TB strategic plan has been implemented and quarterly

monitoring and evaluation meetings have been under taken.

Through the partnerships joint planning, additional resources

have been secured, mainly from the Global Fund.


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ACKNOWLEDGEMENTS

This online consultation was facilitated by a CNS team including Jittima

Jantanamalaka, Rahul Kumar Dwivedi, Shobha Shukla and Bobby Ramakant.We are grateful for a personal communication with Young-Ae Chu andprevious commentaries on the Stop-TB eForum from members to help uscome up with a theme.

We would like to thank all those who were interviewed as part of this onlineconsultation and who took the time to share their views.

We are also grateful to the Global Alliance for TB Drug Development (TBAlliance) for supporting Shobha Shukla at CNS to report on-site from the 42nd

Union World Conference on Lung Health in Lille, France (October 2011).

Concept, cover-page, design, layout, and photographs:As there was no funding support for professional cover-page, design, layout andphotography, we are unable to get it done by experts. So the content has been putin this form by volunteers of CNS and if you are interested in supporting thepublication and professional design, layout and printing, then please contactJittima Jantanamalaka at [email protected]. Thanks

(Logos where used, have been taken from the websites of respectiveorganisations)


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Stop TB Online Consultation Summary Report Lille 2011

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