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TDR Business Plan 2008-2013
TDR Business Plan 2008-2013
Fourth External Review and JCB 29
Fourth External Review and JCB 29
Need for new TDR vision/strategy triggered by critical trends in
Need for new TDR vision/strategy triggered by critical trends in
What is Needed
What is Needed
Implications for TDR
Implications for TDR
Modelling the system to address TDR's role
Modelling the system to address TDR's role
Responding to needs
Responding to needs
Implications
Implications
What we want to achieve
What we want to achieve
Stewardship
Stewardship
Stewardship
Stewardship
Empowerment
Empowerment
National
National
Mainstream Capacity Building
Mainstream Capacity Building
Empowerment
Empowerment
Research Business Lines and Gaps
Research Business Lines and Gaps
Planned activities across research continuum
Planned activities across research continuum
Business Lines
Business Lines
Business Lines can enter / exit / change over time
Business Lines can enter / exit / change over time
Determinants of BL entry / exit
Determinants of BL entry / exit
Innovation Fund
Innovation Fund
Issues associated with management of BL's
Issues associated with management of BL's
Delivering Impact – making a difference
Delivering Impact – making a difference
TDR Business Plan 2008-2013
TDR Business Plan 2008-2013
Dashboards linking BL performance to strategic indicators
Dashboards linking BL performance to strategic indicators
Committees central to strategy development plus monitoring and
Committees central to strategy development plus monitoring and
Portfolio review links STAC, SAC's and secretariat
Portfolio review links STAC, SAC's and secretariat
Timing of reviews to ensure strategic impact
Timing of reviews to ensure strategic impact
Role of governance
Role of governance
Regional emphasis and leverage
Regional emphasis and leverage
Operationalising the Strategy
Operationalising the Strategy
Operational Processes
Operational Processes
TDR proposed structure
TDR proposed structure
TDR Business Plan 2008-2013
TDR Business Plan 2008-2013
TDR Business Plan 2008-2013
TDR Business Plan 2008-2013
TDR Business Plan 2008-2013
TDR Business Plan 2008-2013
Justification for increase
Justification for increase
2008-2009 budgets
2008-2009 budgets
Resource mobilisation targets
Resource mobilisation targets
What's New
What's New
Comparison between 2006/7 and 2008/9 budget
Comparison between 2006/7 and 2008/9 budget
Some final thoughts
Some final thoughts
Assistance for Discussion
Assistance for Discussion

Презентация: «Samsung 20 июня». Автор: schwarbl. Файл: «Samsung 20 июня.ppt». Размер zip-архива: 1110 КБ.

Samsung 20 июня

содержание презентации «Samsung 20 июня.ppt»
СлайдТекст
1 TDR Business Plan 2008-2013

TDR Business Plan 2008-2013

Robert Ridley

Stewardship Empowerment Research on Neglected Priority Needs

Fostering an effective global research effort on infectious diseases of poverty in which disease endemic countries play a pivotal role

2 Fourth External Review and JCB 29

Fourth External Review and JCB 29

TDR to change, evolve and grow

3 Need for new TDR vision/strategy triggered by critical trends in

Need for new TDR vision/strategy triggered by critical trends in

global research environment

Global research environment for tropical diseases

Epidemiological Changes

Infectious disease burden remains high

Growing regional variation

Enhanced research capabilities in DEC's

Momentum through new players / initiatives

Rise in pharmaceutical product development

DEC's left behind in priority setting

Complexity and fragmentation

4 What is Needed

What is Needed

Extension of TDR Mandate to cover 'infectious diseases of needy populations' Greater social contextualisation of research (including gender issues) bringing closer to control needs

An effective global research effort on infectious diseases of poverty in which disease endemic countries play a pivotal role

5 Implications for TDR

Implications for TDR

To foster the vision To focus activity where there is need and where TDR has a comparative advantage

6 Modelling the system to address TDR's role

Modelling the system to address TDR's role

New knowledge / discoveries

New and improved tools

New and improved interventions

New and improved strategies

7 Responding to needs

Responding to needs

Empowerment, pivotal role …

Stewardship, effective global effort …

New and improved tools

New and improved tools

New and improved tools

New and improved interventions

New and improved strategies

New knowledge / discoveries

Grand Challenges

DNDi

NIH, Trust, Research councils, etc…

8 Implications

Implications

New and improved strategies

New and improved interventions

New knowledge / discoveries

New and improved tools

Foster innovation for products, emphasizing DEC engagement

Foster research to develop and evaluate interventions in real-life settings

Foster research for access to interventions

9 What we want to achieve

What we want to achieve

Innovation

Interventions

Access

10 Stewardship

Stewardship

11 Stewardship

Stewardship

Vision To help focus global efforts on priority needs in infectious diseases research in disease endemic countries Overall objective To facilitate and foster knowledge management, needs assessment, priority setting and progress analysis for health research on infectious diseases of poverty, and to provide a neutral platform for stakeholders to discuss and harmonize their activities with disease endemic countries playing a pivotal role in the agenda setting.

12 Empowerment

Empowerment

Research Utilisation

Research capacity

13 National

National

Institution

Individual

14 Mainstream Capacity Building

Mainstream Capacity Building

RCS/R&D

-

+

RCS

R&D

Scientific capacity at country level

RCS

15 Empowerment

Empowerment

Vision DEC Leadership in health research, training and partnerships within sound scientific, ethical and quality frameworks Overall objective To develop excellence and leadership in health research and decision making so that high quality institutional and national systems can identify and manage research priorities.

16 Research Business Lines and Gaps

Research Business Lines and Gaps

Empowerment

Capacity, Empowerment, led by

Effective global effort, Stewardship…

Stewardship

BL 4: Innovation for PD in DEC

BL 11: Integrated delivery strategies

BL 9: Malaria/fever treatment policy

BL 8: Treatment for HIV/TB

BL 3: Discovery

BL 7: Drugs for helminths

BL 6: Diagnostics

BL 10: VL elimination

BL 5: Innovative vector control

17 Planned activities across research continuum

Planned activities across research continuum

18 Business Lines

Business Lines

Greater clarity of activity Easier to justify funding Easier to define interactions External partners Internal within WHO Closer cooperation and easier collaboration with WHO control departments and regional offices Form follows function leading to: Transparency of portfolio Easier review and evaluation

19 Business Lines can enter / exit / change over time

Business Lines can enter / exit / change over time

20 Determinants of BL entry / exit

Determinants of BL entry / exit

Entry / exit criteria based on comparative added value, needs and cost STAC to validate entry / exit Comparative added value and new opportunities informed by: stewardship analysis and consultation on priority needs empowerment and capacity needs innovation fund driven opportunities

21 Innovation Fund

Innovation Fund

Fund @ $1M per year Open to applications on any topic relevant to TDR's research, empowerment and stewardship mission No limit to request, may be for limited funding at project level (rapid response) or larger funding for major initiative (detailed negotiation) Goal to initiate and stimulate sustainable activity that will have impact Interface with stewardship for topics to be addressed Possible incubation of future business lines

22 Issues associated with management of BL's

Issues associated with management of BL's

Entry / exit DEC's play pivotal role Synergies across functions and business lines Mainstreaming cross-cutting issues e.g. gender Overall balance e.g. disease scope expansion conservative and meets JCB mandate Stewardship has broad scope BL 6 (helminths) BL 11 (integrated CDI)

23 Delivering Impact – making a difference

Delivering Impact – making a difference

Monitoring and Evaluation against indicators and deliverables

Innovation

Interventions

Access

24 TDR Business Plan 2008-2013
25 Dashboards linking BL performance to strategic indicators

Dashboards linking BL performance to strategic indicators

26 Committees central to strategy development plus monitoring and

Committees central to strategy development plus monitoring and

evaluation

27 Portfolio review links STAC, SAC's and secretariat

Portfolio review links STAC, SAC's and secretariat

28 Timing of reviews to ensure strategic impact

Timing of reviews to ensure strategic impact

29 Role of governance

Role of governance

30 Regional emphasis and leverage

Regional emphasis and leverage

TDR Governance systems reinforced Links to co-sponsor regional offices and ACHR's Stewardship and empowerment activities will link to regional partners Concept of regional associations of tropical diseases and co-hosted meetings (stewardship) Concept of 'satellite' business lines (empowerment) Research BL's strongly link to regions VL elimination Diagnostics specimen bank management and operation General emphasis on DEC led management of projects

31 Operationalising the Strategy

Operationalising the Strategy

32 Operational Processes

Operational Processes

33 TDR proposed structure

TDR proposed structure

Links to: NTD / BL 6 GMP/ BL 9 STB / BL 8

34 TDR Business Plan 2008-2013
35 TDR Business Plan 2008-2013
36 TDR Business Plan 2008-2013
37 Justification for increase

Justification for increase

Stewardship role is new and requires new resources Empowerment BL to grow by 30% over 6 years and is further manifest within research activity Proposed objectives and deliverables meet needs of a balanced portfolio. Inability to reach budget targets clearly associated with corresponding lack of end products Research now better served globally, but more complex with more (focused) issues needing to be professionally covered

2007

1990

1990

38 2008-2009 budgets

2008-2009 budgets

Budget 1 (aligned to business plan) $120 M Budget 2 (back-up) $ 98 M 1 business line not initiated several business lines with reduced number of objectives Slower scale up of stewardship role

39 Resource mobilisation targets

Resource mobilisation targets

40 What's New

What's New

Addresses MDG's and health research interface with development Stewardship goals – fostering Capacity strengthening to empowerment goals Focus on leadership Research goals more strategically focused Re-emphasise committees and networks Regional focus / devolved activities Better cohesion and coherence with external partners, and WHO Link to control departments Link to regions Link to primary health care (IR community emphasis) Link to innovation (IGWG) Professionalised processes incl. STAC portfolio review

41 Comparison between 2006/7 and 2008/9 budget

Comparison between 2006/7 and 2008/9 budget

42 Some final thoughts

Some final thoughts

On the right track, but not there yet Responsiveness to country needs – who sets the agenda? Stewardship and empowerment will take time Looking to cultural shifts in emphasis Fostering, outreach, facilitation, networks Mainstreaming capacity building for empowerment Focused professionalism of operation with transparency and openness to review Recognising and building on unique nature of the 'Special Programme'

43 Assistance for Discussion

Assistance for Discussion

Top level endorsement of vision and strategy Guidance sought on whether previous concerns adequately addressed Objectives and outputs of Stewardship function incl. outreach Objectives and outputs of Empowerment function incl. partnerships / networks Objectives and outputs of Research on Neglected Priorities function Business lines: focus, entry / exit and management Cross-cutting issues: e.g. gender Mechanisms for DEC's to play a pivotal role Regionalisation / decentralisation and interfaces with co-sponsoring agencies Priority setting criteria and processes e.g. through committees Monitoring and evaluation Prospective 5th external review Implementation plan incl. human resources Role of STAC Approve budget with / without amendment Agree TDR to follow WHO practice on reporting by activity and personnel Agree to 10% flexibility in budget allocation

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