WHO Network for HIV and Health in the Western Pacific Region by Alexander Pascual

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION BUSINESS PLAN 2010â&#x20AC;&#x201C;2015 WPRONHH

World Health Organization Network for HIV and Health in the Western Pacific Region

PRE-PUBLICATION COPY

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION

BUSINESS PLAN 2010â&#x20AC;&#x201C;2015

WPRONHH

World Health Organization Network for HIV and Health in the Western Pacific Region Manila, Philippines October 2010

Contents ABBREVIATIONS / ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EXECUTIVE SUMMARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I. NETWORK DESCRIPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Business Concept. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Business Philosophy and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Membership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Establishment History and Start-Up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Location Details. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . II. STRATEGY AND IMPLEMENTATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Strategies Planned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Marketing Strategy: Fees, Promotion and Distribution. . . . . . . . . . . . . . . . . . . Forecast. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Monitoring and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Partnership with the Technical Support Facility. . . . . . . . . . . . . . . . . . . . . . . . . III. MARKET ANALYSIS COMPONENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Description of the Current Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Market Size, Needs and Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Clients and Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Comparative Advantage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV. PRODUCTS AND SERVICES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Brief Description of Products and Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Delivery of Products and Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Competitiveness on the Market. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Network Activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Prospects for Future Products and Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . V. MANAGEMENT TEAM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Role and Responsibilities of the Management Team . . . . . . . . . . . . . . . . . . . . . Key Personnel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operational Mechanism. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Human Resources Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Facilities and Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VI. FINANCIAL REQUIREMENTS AND PLANNING. . . . . . . . . . . . . . . . . . . . Financial Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Financial Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Expected Use of Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . KEY PERSONNEL (2010–2011). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4 5 9 9 9 9 10 11 13 14 15 15 15 16 17 17 19 19 20 23 23 25 25 26 28 29 30 31 31 33 33 34 35 37 37 37 38 39 41

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

ABBREVIATIONS / ACRONYMS AIDS acquired immunodeficiency syndrome ART antiretroviral therapy ASC Albion Street Centre BCC behaviour change communication CC collaborating centre DCC Division of Combating Communicable Diseases GFATM Global Fund to Fight AIDS, Tuberculosis and Malaria Global Fund Global Fund to Fight AIDS, Tuberculosis and Malaria GMP good manufacturing practices GTZ German Agency for Technical Cooperation HIS health information systems HIV human immunodeficiency virus HSI HIV/AIDS/STI team (within DCC of WHO Regional Office) IT information technology M&E monitoring and evaluation MSM men who have sex with men PCB Programme Coordination Board (of UNAIDS) PEPFAR Presidentâ&#x20AC;&#x2122;s Emergency Plan for AIDS Relief PLHIV people living with HIV PMTCT prevention of mother-to-child transmission PPTCT prevention of parent-to-child transmission PSM procurement and supply management QMS quality management system ST support team STD sexually transmitted disease(s) STI sexually transmitted infection(s) TA technical assistance TB tuberculosis TOR terms of reference TSF Technical Support Facility UN United Nations UNAIDS Joint United Nations Programme on HIV/AIDS WHO World Health Organization

Contents

Executive Summary The 2011–2015 Business Plan of the World Health Organization (WHO) Network for HIV and Health in the Western Pacific Region, hereafter referred to as the Network, was developed to: (1) establish and outline an operational framework for the Network; and (2) attract donors and funders to engage the services of the Network to support Member States in their implementation and approach to the health sector response to HIV. It is a public document intended to be shared and discussed with WHO Headquarters, United Nations partners, Member States, donors and funders, and stakeholders external to the Network itself. The goal in disseminating the Network Business Plan is to promote the Network product and services and to procure funding to support the initial five-year phase.

Mission To collaborate in supporting Member States to implement effective multidisciplinary public health approaches to human immunodeficiency virus (HIV) according to WHO strategic directions.

Objectives (1) Provide Member States with sustainable technical assistance through a multidisciplinary network. (2) Ensure quality of technical assistance through consistent and coherent approaches provided by a network of experts in the field. (3) Support Member States to build health system capacity in HIV and in health. (4) Contribute to critical review, update of evidence, scientific debate and operational research related to HIV and health.

Products and Services The Network is a collaborating group of multidisciplinary institutions which together have the capacity to support the HIV response within a public health approach focused

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

on the strengthening of health systems as a whole. Currently, it is recognized that there is a wide range of demands and expectations from Member States which need diversified technical assistance. The Network is well placed to respond to these demands as it is able to serve as a single point of contact for Member States and funding bodies to access required expertise. In a timely manner, the Network can provide teams composed of experts from varied disciplines working coherently from a shared framework and business philosophy. Technical assistance, either short or long term, is delivered in partnership with the specified country to address identified needs.

Management and Membership The Network is composed of the WHO Western Pacific Regional Office and 20 member institutions, mainly collaborating centres. Collectively, they operate the Network to fulfill the agreed mission and objectives. With each institution of the Network being designated as a WHO collaborating centre, or recognized as a long-term technical partner of WHO, there is an inherent credibility to the personnel providing technical assistance and an assurance of best practice in line with WHO directives. Management of the Network is the responsibility of the WHO Regional Office, mainly through its HIV/AIDS/STI (HSI) team in coordination with the Focal Point for Collaboration with Global Fund and the Focal Point for WHO Collaborating Centres in the WHO Western Pacific Regional Office, based in Manila, Philippines. The Albion Street Centre (ASC), WHO Collaborating Centre for Capacity Building and Health Care Worker Training in HIV/AIDS Care, Treatment and Support in Sydney, Australia, is a Network member and is currently acting as facilitator for the Network.

Keys to Success In contrast to other available services, the Network offers a distinct advantage, a collaborative pool of multidisciplinary expertise working within a shared approach in line with WHO normative guidance and best practice. The technical assistance available is assured to be from well-experienced professionals who work coherently and in partnership with clients. Assistance to clients is provided and supported not by an individual consultant, or group of consultants unknown to each other, but by a Network of proficient institutions focused on sustainability and the broader health system. Attributes of the Network contributing to a comparative advantage include the following: •• Members are all WHO collaborating centres or long-term WHO technical partners with specific expertise, established reputations, existing infrastructure and proven track records. •• Multisectoral membership has the ability to bring a broad range of expertise and experience beyond HIV, making it well positioned to address health development priorities.

Executive Summary

•• Members represent a range of countries and work locally, regionally and internationally. Together, based on experience, Network members have an ability to adapt assistance to different contexts. •• Members have existing and established relationships with key stakeholders. •• Members and WHO have country presence to promote and deliver the functions and services of the Network.

Financial Plan Seed funding is being sought for an initial five-year period to support the Network in becoming fully operational. While the Network is not profit based, the longer-term aim is to ensure stability of the Network through marginalized profit, which will sustain institutions involved, operations of the Secretariat and resource mobilization. In times of economic crisis, cost-efficiency and effectiveness are central to the approach of the Network. Financially, the Network is able to maximize funds by developing a repository of resources, sharing and adapting existing resources and providing a continuity of support that minimizes ad hoc technical assistance and duplication. The Network offers an opportunity to provide technical assistance that is well rounded and reasonable, rather than geared to achieving extreme profit. The internal processes for working, including the use of various technologies, support these cost efficiencies.

Financial Requirements The funds needed to support the full operation of the Network in the initial five-year phase (2011–2015) are estimated to be US$ 955 123.00. Procurement of these funds will support the significant investment made to date by the WHO Regional Office, the network facilitator and all founding Network members. To date, from 2008 to 2010 inclusive, their allocated funds and in-kind contributions have exceeded US$ 200 000 throughout the establishment phase. These investments are indicative of the commitment of the Network as a whole to embrace a unique model for supporting Member States to address their various health-related issues.

Request for Funding The Network possesses a distinct advantage when compared to other sources of technical assistance for complex health issues. It is a unique innovation that offers collaborative multidisciplinary technical support to countries that is timely, sustainable, predictable and able to address cross-cutting health matters. All potential donors and funders are requested to give due consideration to financially supporting this innovation.

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

I. Network Description 1. Mission To collaborate in supporting Member States to implement effective multidisciplinary public health approaches to HIV according to WHO strategic directions.

2. Objectives (1) Provide Member States with sustainable technical assistance through a multidisciplinary network. (2) Ensure quality of technical assistance through consistent and coherent approaches provided by a network of experts in the field. (3) Support Member States to build health system capacity in HIV and health. (4) Contribute to critical review, update of evidence, scientific debate and operational research related to HIV and health.

3. Business Concept A network of multidisciplinary institutions which together have the capacity to support the HIV response within a public health approach focused on the strengthening of health systems as a whole A comprehensive and effective response to the complexities of HIV and AIDS cannot rely on individual institutions or on isolated approaches. It requires mobilization and collaboration across many sectors and partners. The health sector plays a central leadership and coordination role in the response to the epidemic and provides many critical opportunities for scaling up HIV-related services. The Network is the outcome of an exploration for a new paradigm for the health sector response to HIV. The concept is multidisciplinary collaboration between WHO collaborating centres, knowledge hubs and key technical partners with established expertise in various fields applicable to the health sector response. Together, a network of multidisciplinary centres has a greater capacity and potential to support the strengthening of health systems. WHO defines a health system as “the sum

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

total of all the organizations, people and actions whose primary intent is to promote, restore or maintain health”.1 A broader multidisciplinary network is best placed to attend to the six building blocks of health systems identified as necessary to achieve overall goals and outcomes – service delivery, health workforce, information, medical products, vaccines and technologies, financing, and leadership and governance.2 A functional and well-coordinated multidisciplinary technical network in the Western Pacific Region represents a unique opportunity. It is able to meet increased demand, while complementing the technical support currently available through established facilities and institutions. The Network can also access a wide range of technical competencies and expertise that match the diverse areas of work that constitute the health sector’s response to HIV. Further, the Network is able to ensure consistency and coherence in the technical support provided to countries and the public health approaches adopted by national programmes. The ultimate goal is to sustain further the scale-up of interventions while maintaining the highest levels of quality in the provision of HIV services. On a broader level, the vision is to strengthen health systems and to contribute to the achievement of the Millennium Development Goals.3

4. Business Philosophy and Values All Network members have adopted the following principles to guide and govern the Network’s operations: •• •• •• •• •• •• •• •• •• •• ••

Network Principles consistency synergy coherence quality predictability timeliness innovation country ownership pooling of expertise respect for the independence and integrity of individual members accountability to the Network, Member States and WHO.

Values and Principles of Operation •• long term engagement •• inclusiveness •• efficiency •• evidence-informed and results-based •• gender equality/equity •• special attention to needs of vulnerable populations and people living with HIV (PLHIV).

These principles are in conjunction with the guiding values and principles of operation agreed to be shared by all potential WHO HIV/AIDS Regional Technical Support Networks.4 In addition, the Network endorses the UNAIDS Principles for Technical Support5 as being applicable to any established WHO HIV/AIDS Regional Technical Support Networks.

I. Network Description

5. Membership There are 20 member institutions; 18 are founding member institutions and two additional institutions joined in 2010 to further enhance the existing Network expertise. These institutions represent nine countries and areas in the Western Pacific Region and focus on a range of disciplines and fields of expertise, including HIV, sexually transmitted infections (STI), laboratory, gender and women’s health, child and maternal health, drug and alcohol, nursing, health promotion and disease prevention, blood safety and products, tuberculosis (TB), training, research, health technology, occupational health, population health, virology and immunology. Figure 1. Map of Member Institutions

Member institutions are detailed in Table 1. Table 1: Members of the WHO Network for HIV and Health in the Western Pacific Region INSTITUTION

COLLABORATING CENTRE (CC) OR TECHNICAL PARTNER*

COUNTRY

Albion Street Centre

WHO CC for Capacity Building and Health Care Worker Training in HIV/ AIDS Care, Treatment and Support

AUSTRALIA

NRL (formerly National Serology Reference Laboratory)

WHO CC for Diagnostics and Laboratory Support for HIV/AIDS and Other Blood-Borne Infections

AUSTRALIA

Centre for Women’s Health, Gender and Society, Melbourne School of Population Health

WHO CC for Women’s Health

AUSTRALIA

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

INSTITUTION

COLLABORATING CENTRE (CC) OR TECHNICAL PARTNER*

COUNTRY

Programme of International WHO CC for the Prevention and Research and Training, National Control of Alcohol and Drug Abuse Drug and Alcohol Research Centre

AUSTRALIA

South Eastern Area Laboratory Services, Microbiology Department, The Prince of Wales Hospital

WHO CC for Sexually Transmitted Diseases

AUSTRALIA

Centre for International Child Health, The Royal Children’s Hospital, Melbourne

WHO CC for Research and Training in Child and Neonatal Health

AUSTRALIA

Burnet Institute (Macfarlane Burnet Institute for Medical Research and Public Health) - Centre for International Health - Centre for Population Health - Centre for Virology# - Centre for Immunology

AUSTRALIA

Shanghai (Red Cross) Blood Centre

WHO CC for Blood Transfusion Services

CHINA

National Center for STD Control, China CDC

WHO CC for Prevention and Control of Sexually Transmitted Infections

CHINA

Clinical Research Center for AIDS/ STD, Beijing Ditan Hospital

WHO CC for Comprehensive Management of HIV Treatment and Care

CHINA

School of Nursing, Faculty of WHO CC for Community Health Health and Social Sciences, The Services Hong Kong Polytechnic University

HONG KONG (CHINA)

Research Institute of Tuberculosis (RIT), Japan Anti-Tuberculosis Association (JATA)

JAPAN

University of Malaya Centre of Excellence for Research in AIDS (CERIA)

MALAYSIA

Pacific Paramedical Training Centre WHO CC for External Quality Assessment in Health Laboratory Services

NEW ZEALAND

College of Nursing, University of the Philippines

WHO CC for Leadership in Nursing Development

PHILIPPINES

Communicable Disease Education WHO CC for Health Promotion and Department, Adult Health Disease Prevention Division, Singapore Health Promotion Board

SINGAPORE

I. Network Description

WHO CC for Reference, Research and Training on Tuberculosis

INSTITUTION

COLLABORATING CENTRE (CC) OR TECHNICAL PARTNER*

COUNTRY

WHO CC for Occupational Health

VIET NAM

Occupational Disease Department, National Institute of Occupational and Environmental Health

National Centre in HIV Epidemiology and Clinical Research The University of New South Wales (NCHECR/UNSW)

AUSTRALIA

School of Public Health and Primary Care, The Chinese University of Hong Kong

HONG KONG (CHINA)

National Center for Global Health and Medicine (NCGM)

JAPAN

*Institutions in italics are WHO technical partners (n=5), others are WHO collaborating centres (CCs; n=15). # The Burnet Institute Centre of Virology includes a Clinical Research Laboratory, accredited as the WHO Regional HIV Drug Resistance Laboratory for the Asia Pacific region in 2007.

6. Establishment History and Start-Up Within the Joint United Nations Programme on HIV/AIDS (UNAIDS), WHO is responsible for providing technical support for the health sector response to HIV/AIDS.2 In recent years, the increased availability of resources, a large proportion of which have been provided through the Global Fund to Fight AIDS, Tuberculosis and Malaria (GFATM), the President’s Emergency Plan for AIDS Relief (PEPFAR) and other donors, has supported scaling up of health sector programmes on HIV/AIDS. This, in turn, has generated an unprecedented demand from Member States for specialized technical assistance on a wide range of global health issues that come under the WHO mandate. To address this demand, the WHO Regional Office recognized the potential to develop a network of WHO collaborating centres and other key technical partners that are well positioned to provide technical cooperation to Member States.

a. Preparation In accordance with the concept of a multidisciplinary network, preliminary research was completed in 2008 to map the capacity and potential of existing collaborating centres, knowledge hubs and key technical partners in the Western Pacific Region to contribute to a regional HIV network. Through a two-stage process of database analysis and survey methodology, from almost 200 institutions, 25 were selected for invitation to an initial consultation in December 2008. Seventeen of these institutions conducted work with a direct or strong relationship to the field of HIV and eight had possible potential to contribute to an HIV network; some with related overlapping interests (communicable diseases, harm reduction, nursing, paediatrics, reproductive health, women) and others with broader fields of expertise (health promotion, health systems planning, research).

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

b. Endorsement and establishment of the Network At the December 2008 consultation,6 attending institutions discussed and endorsed the establishment of a network that could internally access different disciplinary perspectives to provide high-quality technical advice to Member States in support of health sector responses to HIV. It was agreed that the Network would to be titled the “World Health Organization (WHO) Network for HIV and Health in the Western Pacific Region” and work commenced on the design of a modus operandi.

c. Organization of the Network Following the achievement of a series of steps that formally established the Network and consolidated the activities conducted in the initial consultation, a three-day Consultation on the Strengthening of the World Health Organization Network for HIV and Health in the Western Pacific Region was convened for members of the Network in November 2009. 7 The activities undertaken ratified the mission, objectives and membership of the Network and identified future steps and strategies for the advancement of the Network.

d. The Business Plan In 2010, the Network focused on operationalization and progression into the marketplace. Key activities included the development of a business plan, the establishment of communication guidelines and strategies including a website and an EZcollab communication platform, and promotional activities for the Network. Governance is an issue that is evolving and will be continually addressed as the Network formalizes operations.

7. Location Details The Network predominately operates from the WHO Regional Office in the Division of Combating Communicable Diseases in Manila, Philippines. The Network Secretariat is based in DCC and receives support from the network facilitator, the Albion Street Centre (WHO Collaborating Centre for Capacity Building and Health Care Worker Training in HIV/AIDS Care, Treatment and Support), based in Sydney, Australia. The 20 member institutions are located within the Western Pacific Region, with representation from nine countries and areas – Australia, China, Hong Kong (China), Japan, Malaysia, New Zealand, Philippines, Singapore and Viet Nam. Links exist between the Network and WHO Headquarters, HIV Department, Geneva and also between the Network and the WHO Country Offices.

I. Network Description

II. Strategy and Implementation 1. Strategies Planned The activities and strategies of the Network will be predominately guided by the WHO Global Health Sector Strategy for HIV/AIDS 2011–2015: A Sustainable Health Sector Response to HIV.12 •• Approaches will be made proactively to WHO Headquarters, Member States, donors and funding bodies, and other identified stakeholders to promote the Network and how its services can meet the current demands of the marketplace. •• A marketing strategy (as outlined below) will operate on an ongoing basis to engage stakeholders and advocate for the Network. •• Regional profiling will be conducted periodically with stakeholders and donors. •• Through its annual meetings, the Network will use strategic planning to guide its initiatives – allowing it to be proactive in its assistance, as well as responsive to requests as needed.

2. Marketing Strategy: Fees, Promotion and Distribution The product and services of the Network are able to meet the current demand for technical assistance. The uniqueness of the Network, its philosophical principles and cost-effectiveness are central to its promotion.

a. Fees The Network provides a unique and cost-effective resource for technical assistance across cross-cutting health issues. The product and services of the Network are in addition to the work and input provided, usually at no cost, directly from the WHO Regional and Country Offices. This is required to meet the increased demand from Member States, and is charged for on the basis that greater financial resources are available to meet this demand in many countries. As such, the services of the Network are fee-based, with the goal of operating in a manner that is commercially viable for the public good. This fee-based service is therefore quality assured and competitive.

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Fees are negotiated based on considerations of salary cost recovery, recommended consultant rates of the applicable agency and the financial options of the Client.

b. Promotion and Distribution Promotional activities of the Network aim to increase the awareness and demand of the products and services of the Network. They also emphasize the value of the Network in relation to cost-effectiveness, efficiency and accountability. Strategies for promotion are numerous and include: •• media engagement (for the launch and possibly ongoing activities) targeted to donors and recipient countries; •• white paper to all stakeholders to raise awareness of the current use of technical assistance and how it can be improved for all stakeholders through utilization of the Network; •• website (http://www.wpro.who.int/sites/wpronhh); •• presentations – oral and written – at varied events (e.g. conferences, seminars, key meetings, journals) to promote the Network in general and also its specific activities and achievements; •• printed promotional materials, possibly multilingual at a later stage, including: •• basic statement and description of the context •• illustrations of statistics •• description of the Network: •• •• •• •• ••

how the Network was formed services capacity and expertise governance procedure and mechanism to access the Network; and

•• periodic newsletters including case studies, testimonials and outcomes.

3. Forecast From the data available from various United Nations sources,13 the Global Fund14 and the WHO Regional Office analyses,7 it is expected that the need for technical assistance in the health sector response to HIV, related cross-cutting issues, and health systems strengthening will continue to be required, and will expand. This is therefore a growing market, with a need for increased technical assistance resources and expertise. The Network has the capacity to meet this need, and with a process established for extended membership in the coming years, will be able to grow with the demand.

II. Strategy and Implementation

4. Monitoring and Evaluation The Network is committed to ongoing monitoring and evaluation (M&E) through standardized measures that can document results and demonstrate success. M&E will be conducted by the Secretariat through both quantitative and qualitative feedback from stakeholders, donors, consultants and Network members. This will occur at various intervals for each activity, dependent on the duration of the contract – mid-term, on completion, longer-term impact. In addition to M&E conducted in relation to activities, an annual review will be completed assessing outputs and achievements against each of the specified Network objectives.

5. Partnership with the Technical Support Facility The Network will maintain a close relationship with the TSF and will look to collaborate where opportunities arise. It is believed that the expertise of the TSF consultants around programme and financial management is complementary to the skills that the Network members possess; therefore, there is a great opportunity for synergies in the support provided to clients by joint task forces (see Table 3). The Network and TSF can also assist each other with training; TSF will invite Network members to participate in regional training programmes that it hosts and/or invite Network members to conduct training for TSF, where appropriate. Finally, the Network can learn a lot from the standardized contracts, procedures and quality assurance policies that TSF has already implemented.

a. TSF agrees to: •• forward TOR for support requests that align with the Network’s area of expertise to the WHO Regional Office and the Network Secretariat/Support Team (ST); •• request to establish a joint TSF-Network team (where applicable); •• if joint team, establish a deadline for the Secretariat/ST to propose a Network consultant to TSF; •• if Network only, establish a deadline for the Secretariat/ST to propose a Network consultant to the Client and inform the Client of the expected deadline; and •• invite Network members to participate in and/or conduct training workshops (in person and/or virtual) for the TSF to ensure that technical and quality standards required by WHO are communicated and effectively shared with TSF consultants.

b. The Network Secretariat agrees to: •• forward TOR for support requests that fall into the TSF portfolio to TSF South-East Asia;

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

•• request to establish a joint TSF-Network team (where applicable); •• if joint team, establish a deadline for TSF to propose a consultant to the Secretariat/ ST; •• if TSF only, establish a deadline for TSF to propose a consultant to the Client and inform the Client of the expected deadline; and •• to post TSF training/workshop requests and/or information on EZcollab. Table 3: Expertise of Network members and TSF and potential synergies WHO Network for HIV and Health in the Western Pacific Region • • • • • • • • • • •

Laboratory HIV Testing Protocols Prevention Care and Treatment Health Systems Strengthening Clinical and Programmatic Monitoring and Evaluation Nutrition Gender Harm Reduction Home-Based Care Nursing

Technical Support Facility

• • • • • • • • • • •

Planning Budgeting/Costing Communications Resource Mobilization and Tracking Monitoring and Evaluation Organizational Development Implementation Management Procurement and Supply Chain Community Systems Strengthening Capacity-building for Civil Society Sector Thematic Areas

Strategic Planning Global Fund Applications Thematic Area Strategies

II. Strategy and Implementation

III. Market Analysis Components 1. Description of the Current Context In 2009, the AIDS Epidemic Update estimated that 33.4 million (31.1 million – 35.8 million) people are living with HIV worldwide.10 Every day, more than 6800 people become infected with HIV and more than 5800 die from AIDS, mostly because of inadequate access to HIV prevention, treatment and care services. The second highest burden resides in the Asia Pacific region, with an estimated 4.6 million PLHIV. Ninetyfive per cent of this burden is borne by 10 low- and middle-income countries – Cambodia, China, India, Indonesia, Malaysia, Myanmar, Nepal, Papua New Guinea, Thailand and Viet Nam. Despite progress made in scaling up the response over the last decade, the HIV pandemic remains the most serious infectious-disease challenge to global public health and international development. There has been much recent consideration to the approach taken to HIV-related aid. Globally there is commitment to the Millennium Development Goals,3 an alignment of approaches and an emphasis on aid effectiveness. Of concern, a recent review of HIVspecific projects funded by the World Bank over a 10-year time-frame found that only 29% had satisfactory outcomes.11 Within this context of global development targets, anticipated reduced and eventual cessation of specific HIV funding over the long term, the global financial crisis, and an acknowledged need to focus on health systems strengthening for sustainable progress, disease-specific vertical programmes are no longer tenable. In 2008, the UNAIDS Programme Coordination Board (PCB) began examining the issue of technical support in a rapidly changing global HIV/AIDS landscape. In discussions held to date, key issues identified have included: •• •• •• •• •• •• •• •• •• ••

limited technical capacity in many high-burden countries; need to develop country and/or regional capacity; increase in number of technical support providers; reliance on short-term consultants for technical support; greater demand for technical support than there is available supply; lack of coordination and synergy between technical support providers; lack of standards and monitoring of technical support quality; lack of accountability of technical support providers; capacity of UNAIDS family is not unlimited; and economic crisis a challenge and opportunity.

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In consideration of these issues, the agreed principles of the updated technical support and capacity development strategy include: •• •• •• •• •• •• •• •• ••

developing country and regional technical support capacity; assuring country ownership and leadership; assuring demand-driven technical support; delivering technical support on the basis of a technical support needs assessment; linking technical support to National Strategic Plans for HIV/AIDS; defining minimum standards and quality measures; assuring high-quality technical support; being committed to the scaling up of civil society access to technical support; and strengthening coordination mechanisms at regional and country levels.

As part of the development of this strategy, each cosponsor has considered and defined its role and comparative advantage. For WHO, this role and comparative advantage revolves around the responsibility of promoting and supporting health sector initiatives, and specifically of promoting a public health approach to health service delivery for HIV. The foundation of this approach is identifying and implementing priority HIV prevention, treatment and care interventions to be delivered by the health sector; standardizing and simplifying protocols and tools to allow expansion and decentralization of services; and optimizing financial and human resources to deliver the most appropriate and effective interventions for the greatest good for the greatest number of people.2 The Network has been developed based on this imperative to establish an innovative paradigm about the HIV response and the delivery of health services within a longerterm public health approach. With a range of multidisciplinary expertise, the Network has the ability to address cross-cutting issues with quality assurance, focused on health systems strengthening and with full compliance with WHO technical contents and programmes.

2. Market Size, Needs and Trends Analysis of technical support in the context of Global Fund support in the Western Pacific Region7 Since the first round of the Global Fund in 2002 to the eighth round in 2008, there have been a total of 74 grants for HIV, tuberculosis and malaria. These grants total US$ 1.98 billion and cover seven Western Pacific Region countries, as well as a multi-country grant in the Pacific. The majority of funds for HIV have been distributed to China, Cambodia and Viet Nam. A smaller proportion of funds have been distributed for health systems strengthening in China, Cambodia, the Lao People’s Democratic Republic, Mongolia and Fiji. In 2009, Round 9 allocated US$ 243 million to grants in the Western Pacific Region for HIV, the largest infusion of funds for HIV to date in the Region, bringing the total funds allocated to HIV in the Region to date to about US$ 860 million.

III. Market Analysis Components

Technical assistance for countries with Global Fund grants has been part of WHO’s core work in recent years. In an analysis of the use of funds it was found that the largest proportion is allocated for prevention (35%), followed by treatment, care and support (16%), health systems strengthening (16%), supportive environment (13%), other activities (9%) and TB/HIV collaborative activities (1%). Analyses have also been conducted for the Western Pacific Region in relation to the six building blocks of health systems identified as necessary to achieve overall goals and outcomes: (1) service delivery, (2) health workforce, (3) information, (4) medical products, vaccines and technologies, (5) financing, and (6) leadership and governance.2 These analyses indicated that technical assistance has been requested for all areas, with a higher investment to date on information and medical products, vaccines and technologies. The extent and nature of the WHO Regional Office’s involvement in Global Fund grants varies from country to country. WHO is involved in all steps of the grant cycle from grant development (40%), to grant implementation (28%), to grant processes (19%) and to strategic planning, tools and monitoring and evaluation (M&E; 13%). Table 2: Country technical assistance needs in 2010* BCC - Community Mobilization Care and Treatment Finance Harm Reduction HIS HIV/TB Impact Assessment IT Laboratory Strengthening Malaria Technical Specialist Operations Research Project Management PSM, QMS, GMP Surveillance, M&E Training

Cambodia X X X

China

Fiji

Mongolia

X X X

Viet Nam

X X

X X X X

X X X

X X

BCC – Behaviour Change Communication, HIS – Health Information Systems, HIV/TB – human immunodeficiency virus / tuberculosis, IT – Information Technology, PSM – Procurement Management Supply, QMS – Quality Management System, GMP – Good Manufacturing Practices, M&E – Monitoring and Evaluation *based on a rapid needs assessment

Country perspectives on Global Fund work and technical assistance are that quality technical assistance is crucial and is useful for proposal development, grant implementation and to translate regional and global models into country-specific strategies and actions. Technical

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

assistance is also necessary to address programmatic and management challenges, address disease-specific and health system challenges and to build local technical assistance capacity. Table 2 illustrates country support requirements for selected countries in the Western Pacific Region. Conducted in 2010, the results of a consultation between the WHO Regional Office and the Global Fund demonstrated a diverse range of need across the Region. These are all areas for which the Network is well equipped to provide assistance. The issues are that technical assistance is often under-estimated and under-costed. For the WHO Regional Office the magnitude and cost of technical assistance is approximately 250 person months per year or US$ 4.5 million per year, of which less than 20% is funded from Global Fund grants. Issues also exist with timeliness, predictability, mechanisms for assuring quality and coordination of technical assistance, all of which the Regional Office is well-positioned to address through the Network mission and objectives. A Network that can provide coordinated high-quality technical assistance and that can be proactive in addressing issues and inefficiencies in planning, implementation and monitoring of technical assistance, linked to performance assessment and outcomes, is an asset the Global Fund and other donors and funding bodies should well consider supporting. Overview of technical support in the context of WHO input in the Western Pacific Region7 In 2009, the WHO Regional Office conducted an audit of technical support provision and needs. The methodology included a collation of information from WHO Country Offices and a review of relevant documentation across the five WHO HIV strategic directions: (1) expanding testing and counselling, (2) maximizing prevention, (3) accelerating treatment scale-up, (4) strengthening health systems, and (5) strategic information. 8 Countries audited included Cambodia, China, the Lao Peopleâ&#x20AC;&#x2122;s Democratic Republic, Malaysia, Mongolia, Pacific island countries, the Philippines, Papua New Guinea and Viet Nam. The review was limited to support provided by or through WHO. The audit revealed that the majority of countries have focused to date on prevention and strategic information. Most countries have also received assistance for the development and adaptation of guidelines, tools and protocols. There is a need to scale up the quality and scope of capacity-building activities and to address a wide range of needs through more specialized support. Targeted intervention support is needed for men who have sex with men (MSM), specific STI control and prevention of mother-to-child transmission (PMTCT) â&#x20AC;&#x201C; also referred to as prevention of parent-to-child transmission (PPTCT); quality assurance and laboratory assistance needs to be addressed for testing and counselling; support for care and treatment is greatly needed in several countries, particularly for antiretroviral therapy (ART) scale-up, paediatric care, and TB/HIV co-infection; there are monitoring and quality improvement needs for strategic information programming; and there is an emerging need for technical assistance in the field of health systems strengthening to support scale-up activities. Most countries also still require resource mobilization and strategic planning assistance.

III.â&#x20AC;&#x201A; Market Analysis Components

A review of the milestones of technical support was also conducted. It illustrated the focus areas over time in relation to the five strategic directions.8 Initially, activities and priorities were focused on emergency response; later, work was directed by evidence-based interventions and approaches. There was then a period of scale-up to increase coverage, followed by a scale-up of the quality and scope of assistance being provided. At present, technical support is focused on sustainability and long-term impact. These WHO analyses validate that there is a wide range of demands and expectations from Member States that need diversified multidisciplinary technical assistance. Again, the Network is well placed to meet these demands and expectations.

3. Clients and Partners The Network has developed its services for Member States and is able to partner with government departments and ministries, nongovernment organizations, civil society, national AIDS coordinating authorities, development agencies, donors, and Country Coordinating Mechanisms and Global Fund grantees to address identified needs.

4. Comparative Advantage The Network possesses a distinct advantage over other sources of technical assistance for complex health issues. It is a unique innovation to disease-specific assistance and silo approaches, offering collaborative multidisciplinary technical support to countries that is timely, sustainable, predictable and able to address cross-cutting health matters. Attributes of the Network contributing to a comparative advantage include the following: •• Members are all WHO collaborating centres or long-term WHO technical partners with specific expertise, established reputations, existing infrastructure and proven track records. •• Membership is multisectoral and has the ability to bring a broad range of expertise and experience beyond HIV, making it well positioned to address health development priorities. •• Members represent a range of countries and work locally, regionally and internationally. Together, based on experience, Network members have an ability to adapt assistance to different contexts. •• Members have existing and established relationships with key stakeholders. •• Members and WHO have country presence to promote and deliver the functions and services of the Network. In other regions, “knowledge hubs” have been a successful method of building and providing technical support at local and regional levels at a decreased cost in varied HIV technical

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areas, including second generation surveillance (Zagreb/Croatia), HIV/AIDS treatment and care (Kiev/Ukraine and Uganda/East Africa) and harm reduction (Vilnius/Lithuania). However, these knowledge hubs have been supported through ongoing collaboration between WHO and the German Agency for Technical Cooperation (GTZ) and require funding for their establishment and ongoing operations. The downside is that without funding, these hubs would have difficulty being sustained. In contrast, WHO collaborating centres are not totally reliant on external funding for their ongoing activities and offer sustainability of established expertise and infrastructure. However, there has traditionally been a lack of networking between collaborating centres to pool expertise and provide a coordinated, consistent and coherent approach to HIV programmes. The Network has addressed these shortcomings by bringing together WHO collaborating centres and technical partners to offer added value for all stakeholders. For WHO and donors/funders, the Network offers a “one-stop shop” of established institutions committed to collaboration. This provides a diverse range of expertise with an assurance of quality, long-term commitment, and ability to provide follow-up and sustainability. For Member States and recipients of Network technical assistance a particular benefit is the assurance of quality from institutions with “global wisdom and local knowledge”. For members themselves, value comes from the opportunities in information and knowledge sharing and the cross-fertilization of ideas. Financially, the Network is able to maximize funds by developing a repository of resources, sharing and adapting existing resources and providing a continuity of support that minimizes ad hoc technical assistance and duplication. The Network offers an opportunity to provide technical assistance that is well rounded and reasonable, rather than geared to achieving extreme profit. The internal processes for working, including the use of various technologies, support these cost efficiencies. Further, the Network has a comparative advantage by being led by WHO and composed of members who are actively engaged and leaders in their respective fields. In addition, WHO and the Network members are in regular communication with each other and committed to continuous professional development through sharing of resources and knowledge.

III. Market Analysis Components

IV. Products and Services 1. Brief Description of Products and Services The Network provides collaborative, multidisciplinary technical assistance to Member States and WHO across each of the agreed Network functions,6 including: •• •• •• •• •• •• ••

advocacy operational research technical support tools and guidelines capacity-building information dissemination networking.

The Network has significant capacity for all agreed functions across all WHO HIV programme strategic directions,8 namely: •• •• •• •• ••

enabling people to know their HIV status maximizing the health sector’s contribution to HIV prevention accelerating the scale-up of HIV/AIDS treatment and care strengthening and expanding health systems investing in strategic information to guide a more effective response.

Technical assistance is defined as technical and programmatic input from the Network members to address needs and gaps in HIV and other health-related issues. The assistance, either short or long term, is delivered in partnership with the specified country. Currently, it is recognized that there is a wide range of demands and expectations from Member States which need diversified technical assistance. The Network is well placed to respond to these demands and is able to serve as a single point of contact for Member States and funding bodies to access required expertise. In a timely manner, the Network can provide teams composed of experts from varied disciplines working coherently from a shared framework and business philosophy. With each institution of the Network being designated a WHO collaborating centre, or recognized as a long-term technical partner of WHO, there is an inherent credibility to the personnel providing technical assistance and an assurance of best practice in line with WHO directives. These factors are unique to this Network and provide optimum service and response in meeting identified needs.

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2. Delivery of Products and Services Provision of technical assistance by Network members occurs through approaches from Member States, through members and the Secretariat proactively seeking opportunities, and also through collaboration with the Technical Support Facility (TSF) sponsored by UNAIDS. These three channels are best summarized as: (1) response to Member States and WHO to requests for assistance; (2) network initiatives and innovation; and (3) joint initiatives in collaboration with the TSF sponsored by UNAIDS. Process Flow Chart 1: Delivery of Technical Assistance for Response to Requests Client (Partner Country) formulates Technical Assistance (TA) Request

WHO Country Office assists with drafting TOR

WHO Country Office passes TOR to WPRO

TA Team provides technical assistance in line with TOR

TA Team discusses findings with WHO/ WPRO team

Secretariat/ST confirms dates and logistical arrangements with Client and WHO

TA Team issues final report and shares with Client + Secretariat/ST

Contracts countersigned by Client

WPRO shares TOR with Network Secretariat / Support Team (ST)

Secretariat/ST informs WPRO and WHO Country Office of selected TA Team

Secretariat/ST reviews TOR, offers amendment recommendations Members respond prior to deadline Secretariat/ST posts TOR on EZcollab indicating deadline for submission Members don’t respond prior to deadline

Secretariat/ST selects members that most closely match requirements

Secretariat/ST requests assistance from members that match requirements

Secretariat/ST posts report on EZcollab to facilitate information exchange

Secretariat/ST sends evaluation form to Client and WHO to monitor TA Team performance

Client/WHO submit completed evaluation form to Secretariat/ST Secretariat/ST finalises TA Team and issues contracts

Secretariat/ST posts evaluation results on EZcollab

ST, support team; TA, technical assistance; TOR, terms of reference; WPRO, Western Pacific Regional Office

The process followed for responding to requests is that all members are notified of opportunities through the use of EZcollab by the Secretariat and/or Network Facilitator (Albion Street Centre) with a specified time-frame for response. Institutions then apply independently or discuss with other members the potential of applying as a consortium of members with complementary expertise. Members have committed that the latter will be ideally pursued wherever possible to harness the strength of the Network to the greatest advantage for Member States. Work applied for and work undertaken is notified to the Secretariat and/or Support Team for monitoring purposes. Each institution signs contracts on behalf of their individual personnel and is liable for their work. To support the agreed value of timeliness, in parallel to members considering the request, the Secretariat and/or Support Team reviews the Network database in order to ensure awareness of the opportunity to Network members that appear most able to meet the request. Where

IV. Products and Services

necessary, the Secretariat and/or Support Team facilitates interactions between members to meet the need for certified consultants in the Region. See Process Flow Chart 1 for detail on the steps involved in the delivery of technical assistance when responding to requests. There is also scope for the Network to be innovative and pursue its own initiatives for regional health systems strengthening. The role of the Network and WHO is to assist in promoting initiatives via established mechanisms, including the website. Any contacts to the Network for a promoted initiative are forwarded directly to the innovator. Network strategic planning is the key strategy for guiding initiatives. The possibility to shape and influence emerging issues through innovation is a genuine strength of the Network. The Network will also pursue joint projects with the TSF, where applicable. For projects that would benefit from the participation of TSF consultants, the Network Secretariat will share the TOR with the TSF and will offer clients the option of a combined Network and TSF team once the final Network team and potential TSF consultants have been identified. In other instances, the TSF may approach the Network with the TOR identified as appropriate to the Network’s expertise, or that would well complement a TSF team. See Process Flow Chart 2 for details on the steps involved in the delivery of technical assistance when collaborating with TSF in responding to requests raised by the TSF. For projects implemented in conjunction with TSF, the Network will make use of TSF’s standard contracting, logistics and quality assurance procedures. Process Flow Chart 2: Delivery of Technical Assistance in Collaboration with the TSF Client (Partner Country) formulates Technical Assistance (TA) Request

UNAIDS passes the request to TSF

TSF assists with drafting of TOR

TSF shares TOR with WPRO Network Secretariat/ST reviews TOR, offers amendment recommendations Secretariat/ST posts TOR on EZcollab indicating deadline for submission

Members respond prior to deadline

Members don’t respond prior to deadline

Secretariat/ST selects those members that most closely match requirements

Secretariat/ST requests assistance from members that match requirements

Secretariat/ST finalises TA Team, informs TSF

TSF informs Client; Client makes decision to accept TA Team No

Yes

TA Team discusses findings with WHO Country Office and UNAIDS

TA Team issues final report and shares with Client, TSF and Secretariat/ST

TA Team provides technical assistance in line with TOR

Secretariat/ST posts report on EZcollab to facilitate information exchange

Dates and logistics confirmed between TA Team and Client

TSF sends TA Team evaluation form to Client

Contracts are signed by Client and TA Team

Client submits completed evaluation form to TSF

TSF provides standard contract for Client and TA Team

TSF identifies alternative team from consultant database

TSF shares evaluation with Secretariat/ST

Secretariat/ST posts evaluation results on EZcollab

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

These simple mechanisms for delivery of the Network services, paired with an element of trust, goodwill and collegiality between members, support response.

3. Competitiveness in the Market In contrast to other available services, the Network offers a distinct advantage, a collaborative pool of multidisciplinary expertise working within a shared approach in line with WHO normative guidance and best practice. The technical assistance available is assured to be from well-experienced professionals who work coherently and in partnership with recipients. Assistance to recipients is provided and supported not by an individual consultant, or group of consultants unknown to each other, but by a Network of proficient institutions focused on sustainability and the broader health system. The Network has expertise across a diverse range of health areas. These include: •• •• •• •• •• •• •• •• •• •• •• •• •• ••

HIV/AIDS STI tuberculosis (TB) malaria communicable diseases immunology drugs and alcohol mental health maternal health women’s health gender health paediatrics health promotion occupational health

•• •• •• •• •• •• •• •• •• •• •• •• ••

health care systems health policy infection control health care worker safety nursing laboratories pharmaceutical human rights and legal issues biological products and safety (inc. blood) microbiology - diagnostics for STI medical mycology disaster nursing adolescent health and development.

The Network also possesses strengths across a wide range of key health activities. These include: •• •• •• •• •• •• •• •• ••

clinical care social services and support programme development research education and training counselling monitoring and evaluation health information nutrition and food interventions

IV. Products and Services

•• •• •• •• •• •• •• ••

community development technical advice and support harm reduction advocacy product development volunteer services networking surveillance.

4. Network Activities The expertise and relative strengths of Network member institutions have long been utilized by WHO, other United Nations partners, governments, donors and funding agencies to support the needs of Member States. Examples of activities that are aligned with the Network mission and objectives and demonstrate Network expertise include: •• conduct of Regional External Quality Assessment Scheme for laboratories in the Region; •• operational research across a range of areas to build evidence bases for the nature of epidemics, to identify populations at risk, to improve programmes, and to demonstrate what kinds of programmes work and what factors contribute to their effectiveness; •• support to laboratory strengthening, laboratory assessment and technology transfer; •• support to countries on drug resistance initiatives and activities; •• support to the Regional Gonococcal Antimicrobial Susceptibility Programme (GASP); •• support to initiatives of the WHO Regional Office for the elimination of mother- and parent-to-child transmission; •• technical assistance – including advocacy, education and training programmes, research, tools and guidelines – at various levels (community, professional, tertiary) and in various fields of HIV and health, including general HIV, HIV treatment and care, women’s and children’s health, health communications, communicable diseases, nutrition and food interventions, refugee health, primary health care, laboratory diagnosis, laboratory quality management systems, harm reduction, infection control, health care worker safety, child and adolescent health, counselling and psychosocial issues, HIV testing, and health systems strengthening. The expertise of the Network is further highlighted by: •• active participation in various committees, technical reference groups and advisory boards across a range of health areas; •• commitments to multisectoral and collaborative work approaches – bringing together different sectors, governments at national and local levels, Ministries of Health, civil society, universities and research centres, different components of the United Nations system, and donors; •• contributions to the development and review of health policy, guidelines and essential normative documents; •• demonstrated capacity to work with sensitive issues which require multidisciplinary collaboration, including sexual activity, sex work, drug use, integrating HIV with other health issues, promoting involvement of men in reproductive health and discrimination; and •• strong field experience which informs technical assistance abilities.

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

5. Prospects for Future Products and Services The innovation of the Network has guided the exploration of a new paradigm of response at a broader level within WHO Headquarters. Mirroring the experience of WHO in the Western Pacific Region, this response involves multidisciplinary collaboration between WHO collaborating centres, knowledge hubs and other key technical partners with established expertise in various aspects of the health sector response to HIV. In September 2009, WHO Headquarters convened a consultation that endorsed the establishment and development of WHO HIV/AIDS Regional Technical Support Networks.4 The consultation built extensively on the initial experiences of establishing the Network in the Western Pacific Region, and expanded the lessons learnt to all other WHO regions. An operational framework was generated as a foundation for a common and shared approach across regions, and the Network’s progress is in line with the agreements and overarching framework of the September 2009 global consultation. The Network is leading the way with this innovation and future work undertaken will indeed be looked upon by other regions with interest. Initially it is envisaged that the Network will be replicated or extended into the South-East Asia region. This will be a natural and logical extension of the Network in the Western Pacific Region based on geography and the work already undertaken by many of the Network member institutions across these two regions. It is expected that this evolution of the Network will support the provision of multidisciplinary technical assistance to a broader range of Member States from a broader range of credible and quality institutions and personnel. This will also strengthen the Network member institutions themselves, through internal capacity development between members. To support prospects for new future products and services, the Network will be maintained and enhanced in the marketplace now and into the future by various methods, including: •• communication guidelines and strategies that support regular communication between members; •• annual Network meetings and strategic planning; •• ongoing internal capacity development; •• proactive approaches to identified issues through innovation; •• promotion and marketing of the Network products and services; •• monitoring, evaluation and reporting of Network activities; •• regional profiling conducted periodically with stakeholders and donors; •• networking to increase synergy with complementary organizations, including the TSF, and the United Nations system; •• collaboration with complementary organizations, including the TSF, and the United Nations system for targeted/priority areas at country level, e.g. strategic planning, Global Fund proposal development; •• regular updating of the Network’s website, possibly adding multilingual content; and •• regular updating of the Network’s skill and capacity database.

IV. Products and Services

V. Management Team 1. Role and Responsibilities of the Management Team Management of the Network is the responsibility of the WHO Western Pacific Regional Office, mainly through its HIV/AIDS/STI (HSI) team in coordination with the Focal Point for Global Fund Collaboration and the Focal Point for WHO Collaborating Centres (in the Information, Evidence and Research unit). The Albion Street Centre, WHO Collaborating Centre for Capacity Building and Health Care Worker Training in HIV/AIDS Care, Treatment and Support in Sydney, Australia, is currently acting as the facilitator of the Network Operations. The management team will demonstrate its accountability and commitment to the Network through regular communications, using the aforementioned technologies, through annual meeting activities and through periodic newsletters and annual reports. The roles and responsibilities of both the management team and members of the Network are outlined in Table 4. Table 4: Roles and responsibilities of the management team and Network members WHO Western Pacific Regional Office

Network Secretariat Support Team

Network Members

Ensure timely responses to all technical assistance requests

Interface with potential clients in partner countries.

Establish and maintain regular communication and a platform for connectivity and data sharing among Network members (EZcollab).

Assign at least one designated human resource to the Network for technical assistance requests and Network events/trainings.

Promote the Network within the United Nations and among technical partners.

Develop marketing materials (e.g. flyers, presentations) and assist the Regional Office in maintaining a public website.

Ensure that assigned personnel have extensive experience in the indicated field of institutional expertise.

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

WHO Western Pacific Regional Office

Network Secretariat Support Team

Network Members

Liaise with donors and potential funders for Network activities.

Monitor and support the functionality of the Network â&#x20AC;&#x201C; maintain capacity database, disseminate project opportunities, and share relevant information.

Negotiate fees for services rendered based on salary cost recovery; rates set by WHO, the United Nations and/or applicable agency; and the financial options of the Client.

Liaise with WHO Headquarters and WHO Country Offices.

Create and oversee quality control mechanisms.

Represent and promote the Network as requested and/or appropriate.

Invite Network members to relevant WHO events.

Develop an annual strategic plan and funding requirements map.

For Network members of the Membership Working Group: Revise and update the Membership Application Package as required. Review applications and ratify as appropriate.

Host periodic training course or workshops for Network members on WHO guidelines and recommendations.

Interface with the Technical Support Facility.

Schedule and arrange annual Network meetings.

Represent and promote the Network to potential donors and funders.

Schedule and arrange additional Network meetings and workshops as required and feasible.

Maintain an institutional memory of the Network through regular reporting and record-keeping.

Host the Network website.

Screen Network applicants and pass candidates on to the Selection Committee.

V.â&#x20AC;&#x201A; Management Team

2. Key Personnel a. Key personnel of the management team Staff in the WHO Regional Office for the Western Pacific •• •• •• •• ••

Regional Adviser, HIV/AIDS and STI (HSI) Medical Officer, Focal Point for the Network (within HSI) Focal Point, Collaboration with the Global Fund Focal Point for WHO Collaborating Centres (within IER) two support staff (within DCC)

Staff from the Albion Street Centre •• •• •• •• ••

Director / Senior Staff Specialist Director – International Health Services / Clinical Psychologist Clinical Psychologist / Project Coordinator Project Coordinator / Health Education Officer Registrar / Clinical Researcher

b. Personnel of the Membership Working Group Nine personnel comprise the Membership Working Group. Five are from the management team. Four are representatives from founding Network members.

3. Operational Mechanism A pictorial representation of the Network’s organizational structure has been drafted (see Figure 2). Clients, i.e. Member States, refer requests to the Network through the WHO Regional Office. Member States and Network members are thus linked by the Secretariat, housed by the Regional Office and supported by the network facilitator, which coordinates communication and linkages. Overall, the Network is inclusive, fluid and dynamic, not hierarchical, respects the diversity and equality of its members, and encourages openness. The Network promotes the strengths of individual institutions while also emphasizing the collective value of multidisciplinary collaboration among institutions of expertise. The WHO Country Offices and technical focal points are key mechanisms for WHO to promote the functions and services of the Network. Any conflict of interest is minimized by WHO holding the management responsibility of the Network, with the Albion Street Centre currently assisting with facilitation only, and also through the commitment of each member to specific areas of expertise, therefore limiting duplication and the risk of competition.

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

The Network will maintain close relationships with other support organizations, including TSF sponsored by UNAIDS, to exploit opportunities for joint training initiatives as well as joint teams to respond to client requests for assistance, in cases where multidisciplinary teams are required. Figure 2: Pictorial representation of the WHO Network for HIV and Health in the Western Pacific Region

e: nc ta is

al idu div

u or M

pl ltidisci

inaryTeam

TSF: Close collaboration with Network for training and project referral/implementation

Tec hn i ca

WHO Network for HIV and Health in the Western Pacific Region

Collaborating Centres

TSF Collaborating Centres

Client WHO Western Pacific Regional Office/ Support Team

Fe ed ba

Collaborating Centres Network Members: Independent Institutes, Government Agencies, Universities Collaborating Centres Collaborating Centres

Collaborating Centres

4. Human Resources Plan All Network members meet defined membership criteria. In the future phases of operation, additional memberships will be considered when new or additional capacity gaps are identified. This will be particularly relevant if: •• the WHO mandate changes; •• memberships alter; or •• requests for technical assistance outweigh Network capacity. Network members must meet the following membership criteria (A or B and C–F): A. Be an active WHO collaborating centre or a WHO technical partner with an established history of cooperating with WHO on its programmes and activities. OR B. Be able to show proof of capacity in one or more WHO strategic directions for the health sector’s response to HIV/AIDS and/or potential to contribute to WHO strategic directions through one or more key functions.

V. Management Team

AND C. Be able to contribute to a regional forum for early review and input to policies, strategies, guidelines, tools and scientific publications. D. Be actively involved in developing and delivering a Network strategic plan. E. Already have institutional capacity and be financially sustainable. F. Have no conflict of interest. As part of human resources planning, the Network has defined a process for new memberships, has developed a membership application package and has established a membership working group to assess applications. This process has been implemented to recruit two additional members to complement the capacity of the 18 founding members. As part of the Network governance, “membership” and human resources planning is a standing agenda item for annual Network meetings. This will be led by the Membership Working Group.

5. Facilities and Technology Each Network member has an existing infrastructure that is able to support its dayto-day participation in the Network. WHO and the Network Facilitator provide facilities as required for the Secretariat functions and the conduct of communications, meetings and consultations. The Network is also harnessing a range of modern technology options to assist governance and ensure ongoing and enhanced communications and operations. These technologies support day-to-day communication and meetings schedule, and have been incorporated into the Communication Guidelines for the WHO Network for HIV and Health in the Western Pacific Region. The technologies used by the Network are outlined below.

a. Access Database The Network’s skill and capacity database has been designed and developed through the mapping of institutional capacity and technical expertise and individual capacity and technical expertise. The database incorporates information in accordance with WHO strategic directions and priority interventions2 and the key functions of the Network. The database will be updated regularly through the submission of standardized membership forms every two years, from both institutions and their key personnel.

b. Online Communication Channels For day-to-day and more informal communications, e-mail will be used. E-mail will support an ongoing means of discussing issues and important matters, and sharing

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

information. Also, it will be used for the development, review and finalization of key documents and reports. Telecommunications (e.g. Skype) will also be utilized for teleconferences and videoconferences, which is scheduled quarterly as stated in the Communication Guidelines. The Network will make use of the Cisco WebEx™ Meeting Center to conduct web meetings to present information, make presentations, review documents, share applications and collaborate on projects. This online communication channel will maximize resources by bringing people together without travelling.

c. Online Learning Several Network members have experience in online learning technologies. These skills will be used to offer and support long-term mentorship and partnership with recipients. They will also be used for internal Network capacity development.

d. EZcollab WHO Headquarters has developed an EZcollab site (interactive web-based communication platform) called “Network of WHO collaborating centres and technical partners on HIV/AIDS” (http://ezcollab.who.int/ccHIV/).9 With support from WHO Headquarters, the Albion Street Centre maintains this facility. All Network members have joined this community network which supports online discussions, posting of articles and resources, and planning of events. This technology is a simple version of SharePoint and has few IT requirements. It supports collaboration and communication through a non-commercial collaborative workspace. It is site protected by WHO with secured and restricted membership and allows information to be shared and stored in one central location. The specific features of EZcollab include library, announcements, calendar, contacts, discussions and files (storage, editing and versioning).

e. Website A website that offers general information on the Network is available for public use (http://www.wpro.who.int/sites/wpronhh). It incorporates a description of the Network, a membership directory, information on activities (current and past), resources and publications, and instructions on making requests for assistance. In the future, consideration will be given to the inclusion of multilingual contents and options.

V. Management Team

VI. Financial Requirements and Planning 1. Financial Plan The Network is seeking seed funding for an initial five-year period to support the Network in becoming fully operational. While the Network is not profit based, the longer-term aim is to ensure stability of the Network through marginalized profit, which will sustain institutions involved, operations of the Secretariat and resource mobilization. At a later stage, as the Network becomes fully operational, contributions to the Network infrastructure may be considered. One possibility that has been discussed by Network members is that a percentage (5%–15%) of fees negotiated for services be re-invested into the Network to absorb day-to-day overhead, as well as possible innovations. Accounting systems and overall financial management will adhere to the policies and requirements of WHO.

2. Financial Requirements The estimated funds necessary to support the Network in the initial five-year phase is US$ 955 123 (see Table 5 for details). Table 5: Financial requirements for the WHO Network for HIV and Health in the Western Pacific Region (2011–2015) Budget Item

2011

2012

2013

Human Resources

US$ 90 000

US$ 92 700

US$ 95 481

US$ 98 345 US$ 101 296 US$ 477 822

Travel: Annual Training and Networking Event

US$ 50 820

US$ 59 483

US$ 61 862

US$ 73 758

US$ 6 000

US$ 6 180

US$ 6 365

US$ 6 556

US$ 20 000

US$ 20 600

US$ 21 218

US$ 21 855

Telecommunications Marketing Total

2014

2015

Total

US$ 83 276 US$ 329 198 US$ 6 753

US$ 31 855

US$ 22 510 US$ 106 183

US$ 166 820 US$ 178 963 US$ 184 926 US$ 200 514 US$ 213 835 US$ 945 058

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

Procurement of these funds will support the significant investment made to date by the WHO Regional Office, the Network Facilitator and all founding Network members. To date, from 2008 to 2010 inclusive, core funds expended by the Regional Office have been spent on the following: (1) Consultation on the Development of a Regional Network of WHO Collaborating Centres and Technical Partners on HIV/AIDS in the Western Pacific Region, 3 to 4 December 2008, Manila, Philippines (estimated US$ 40 272); (2) Consultation on the Strengthening of the WHO Network for HIV and Health in the Western Pacific Region, 24 to 26 November 2009, Manila, Philippines (estimated US$ 46 641); and (3) the development of the Business Plan and Communication Strategy (including consultant fees, estimated US$ 30 000). In addition, the Albion Street Centre acting as facilitator, has had some support from the Government of Australia for their facilitation of Secretariat functions, through the Commonwealth Department of Health and Ageing. In-kind contributions have also been extended by all Network members in terms of their personnel time and salaries for attendance and participation in meetings and involvement in various Network tasks throughout the establishment phase. These investments are indicative of the commitment of the Network as a whole to embrace a unique model for supporting Member States to address their various health-related issues.

3. Expected Use of Funds Funds procured are, and will be, used for the following: •• •• •• •• •• •• •• •• ••

VI.

administration communications EZcollab operations resource mobilization website maintenance meetings and consultations print publications and information kits marketing and promotional materials and activities support of Network initiatives and innovation.

Financial Requirements and Planning

References 1

World Health Organization. Everybody’s business: Strengthening health systems to improve health outcomes: WHO’s framework for action. Geneva, WHO, 2007.

http://www.wpro.who.int/sites/hsd/documents/Everybodys+Business.htm 2

World Health Organization. Priority Interventions: HIV/AIDS prevention, treatment and care in the health sector. Geneva, WHO, 2009.

www.who.int/hiv/pub/priorityinterventions/en/ 3

United Nations. The Millennium Development Goals Report 2009. New York, United Nations, 2009.

www.un.org/millenniumgoals/ 4

Consultation on the Development of Regional Networks of World Health Organization Collaborating Centres, Knowledge Hubs and Technical Partners on HIV/AIDS, WHO Headquarters, Geneva, Switzerland, 24-25 September 2009 (Draft version, yet to be released).

UNAIDS. Principles for Technical Support. Geneva, UNAIDS, 2008.

http://data.unaids.org/pub/Manual/2008/gist_technical_support_poster_en.pdf 6

Consultation on the Development of a Regional Network of WHO Collaborating Centres and Technical Partners on HIV/AIDS in the Western Pacific Region, WHO Regional Office, Manila, Philippines, 3-4 December 2008, Report Series Number RS/2008/ GE/52(PHL).

http://www.wpro.who.int/internet/resources.ashx/HSI/report/MeetingReport_CollabMtg_Dec2008. pdf 7

Consultation on the Strengthening of the World Health Organization Network for HIV and Health in the Western Pacific Region, WHO Regional Office, Manila, Philippines 24-26 November 2009, Report Series Number RS/2009/GE/66(PHL).

http://www.wpro.who.int/internet/resources.ashx/HSI/report/WHO+Network+Consultation+Re port+24-26+Nov+2009_Final.pdf 8

World Health Organization. Towards universal access by 2010: How WHO is working with countries to scale up HIV prevention, treatment, care and support. Geneva, WHO, 2007.

http://www.who.int/hiv/pub/advocacy/universalaccess/en/

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

EZcollab site - Network of WHO collaborating centres and technical partners on HIV/ AIDS.

http://ezcollab.who.int/ccHIV/ 10

UNAIDS/WHO. AIDS epidemic update: December 2009. Geneva, UNAIDS, 2009.

http://data.unaids.org/pub/Report/2009/2009_epidemic_update_en.pdf 11

Independent Evaluation Group. Improving effectiveness and outcomes for the poor in health, nutrition and population. Washington, The World Bank, 2009.

http://web.worldbank.org/WBSITE/EXTERNAL/EXTOED/EXTWBASSHEANUTPOP/0,,contentM DK:22163572~menuPK:6080533~pagePK:64829573~piPK:64829550~theSitePK:4422776,00.html 12

World Health Organization. WHO Global Health Sector Strategy for HIV/AIDS 2011– 2015: A Sustainable Health Sector Response to HIV. Geneva, WHO, 2011 (final version yet to be released).

http://www.who.int/hiv/aboutdept/strategy_consultation/en/index.html 13

UNAIDS. What countries need: Investments needed for 2010 targets. Geneva, UNAIDS, 2009.

http://data.unaids.org/pub/Report/2009/JC1681_what_countries_need_en.pdf Additional United Nations sources: http://www.unaids.org/en/CountryResponses/TechnicalSupport/default.asp http://www.unaids.org/en/KnowledgeCentre/HIVData/Tracking/default.asp 14

The Global Fund. Resource Scenarios 2011–2013: Funding the Global Fight against HIV/ AIDS, Tuberculosis and Malaria. Geneva, Global Fund to Fight AIDS, Tuberculosis and Malaria, 2010.

http://www.theglobalfund.org/documents/replenishment/2010/Resource_Scenarios_en.pdf

References

Key Personnel (2010–2011) Key personnel of the management team Dr Massimo Ghidinelli World Health Organization, Western Pacific Regional Office Regional Adviser, HIV/AIDS and STI Dr Teodora Elvira Wi World Health Organization, Western Pacific Regional Office Medical Officer, HIV/AIDS and STI Mr Bernard Tomas World Health Organization, Western Pacific Regional Office Technical Officer, Collaboration with the Global Fund to Fight AIDS, Tuberculosis and Malaria Mrs Ma. Carmela Dichoso World Health Organization, Western Pacific Regional Office Secretary, HIV/AIDS and STI Ms Abigail Bautista World Health Organization, Western Pacific Regional Office Administrative Assistant, Collaboration with the Global Fund to Fight AIDS, Tuberculosis and Malaria Dr Manju Rani World Health Organization, Western Pacific Regional Office Senior Technical Officer, Health Information, Evidence and Research Focal Point for WHO Collaborating Centres Professor Julian Gold MD FRSPH Albion Street Centre Director / Senior Staff Specialist Ms Charmaine Turton Albion Street Centre Director – International Health Services / Clinical Psychologist Ms Katherine Coote Albion Street Centre Clinical Psychologist / Project Coordinator

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015

Mr Dennis Quinto Albion Street Centre Project Coordinator / Health Education Officer Dr Hubert Maruszak Albion Street Centre Registrar / Clinical Researcher

Personnel of the Membership Working Group Nine personnel comprise the Membership Working Group. Five are from the management team â&#x20AC;&#x201C; Dr Massimo Ghidinelli, Dr Teodora Elvira Wi, Mr Bernard Tomas, Professor Julian Gold and Ms Charmaine Turton. Four are representatives from founding Network members: Dr Peter Azzopardi Royal Childrenâ&#x20AC;&#x2122;s Hospital, Melbourne, Australia Mr Wayne Dimech National Serology Reference Laboratory, Melbourne, Australia Mr John Elliot Pacific Paramedical Training Centre, New Zealand Mr Tak Fai Tong The Hong Kong Polytechnic University

References

Participants of the Consultation on the Development of a Regional Network of WHO Collaborating Centres and Technical Partners on HIV/AIDS in the Western Pacific Region WHO Western Pacific Regional Office Manila, Philippines, 3-4 December 2008

Participants of the Consultation on the Strengthening of the World Health Organization Network for HIV and Health in the Western Pacific Region WHO Western Pacific Regional Office Manila, Philippines, 24–26 November 2009

WHO NETWORK FOR HIV AND HEALTH IN THE WESTERN PACIFIC REGION • BUSINESS PLAN 2011–2015