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Stewardship Empowerment Research on Neglected Priority Needs. Robert Ridley. Fourth External Review and JCB 29. TDR to change, evolve and grow. Need for new TDR vision/strategy triggered by critical trends in global research environment.

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Robert ridley



Research on Neglected Priority


Robert Ridley

Fourth external review and jcb 29

Fourth External Review and JCB 29

TDR to change, evolve and grow

Need for new tdr vision strategy triggered by critical trends in global research environment

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

Epidemiological Changes

Infectious disease burden remains high

Growing regional variation

Enhanced research capabilities in DEC's

Global research environment for tropical diseases

Momentum through new players / initiatives

Rise in pharmaceutical product development

DEC's left behind in priority setting

Complexity and fragmentation

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

Implications for tdr

Implications for TDR

  • To foster the vision

  • To focus activity where there is need and where TDR has a comparative advantage

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

Responding to needs









Global Fund




Responding to needs

Empowerment, pivotal role …

Grand Challenges

New and improved tools

New and improved tools

New and improved tools

New and improved interventions

New and improved strategies


New knowledge / discoveries

NIH, Trust, Research councils, etc…

Stewardship, effective global effort …



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

What we want to achieve

What we want to achieve




Robert ridley




  • 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.

Robert ridley

  • Empowerment

  • Research capacity

  • Research Utilisation

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  • National

  • Individual

  • Institution

Mainstream capacity building



Mainstream Capacity Building




capacity at country








  • 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.

Research business lines and gaps

Research Business Lines and Gaps


Capacity, Empowerment, led by

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

Effective global effort, Stewardship…


Planned activities across research continuum

Planned activities across research continuum

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

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

  • 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

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

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)

Delivering impact making a difference

Delivering Impact – making a difference

Monitoring and Evaluation against indicators and deliverables




Dashboards linking bl performance to strategic indicators

Dashboards linking BL performance to strategic indicators

Committees central to strategy development plus monitoring and evaluation

Committees central to strategy development plus monitoring and evaluation

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

  • 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

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Operationalising the Strategy

Operational processes

Operational Processes

Tdr proposed structure

TDR proposed structure

Links to:

NTD / BL 6


STB / BL 8

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




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

Resource mobilisation targets

Resource mobilisation targets

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

Comparison between 2006 7 and 2008 9 budget

Comparison between 2006/7 and 2008/9 budget

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'

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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