Report on Sharing Experiences and Good practices :

1. Report on Sharing Experiences and Good practices : “What does success look like?”

2. Introduction • Aim: Share experiences and good practice • Ten presentations representing the diversity of The Fund’s constituency and there were other good examples • Representation: Civil society well represented and we missed more representation from some constituencies

3. Innovative CCMs - Gambia • Applying business thinking and management principles under private sector leadership Example: Ghana –Chair of CCM from private sector • Enabling private sector core contribution to CCM functions (leadership, management, T/S) • CCM secretariat that is stable allows continuity

4. Effective Planning & management of grants - Rwanda • Decentralizing implementation gets closer to affected communities • Harmonization and alignment of programmes to national plans is important • Civil society have a key role to play in implementation and not just sitting on the CCM

5. Programmes for Vulnerable Groups - Russia • CCMs inclusive of key populations & with inclusive processes for selection are more successful and sustainable • Legal constraints affecting key populations can be a barrier to CCM supported proposals – alternative approaches such as submission of non-CCM proposals may work • Quality and qualitative indicators as important as scale, coverage and quantitative indicators to measure success

6. Scaling up access to malaria control: Niger • Leveraging the program on another established program • Partnering with private sector to ensure sustainability • High level of leadership and political commitment ensures success and visibility

7. Involvement of the Private Sector in co-investment/service delivery: Malawi • The government provided training support to the coalition for service delivery • They created a ‘buddy system’ so that large businesses could provide support to small businesses • Networking addressing stigma and discrimination whereby workers from one company could seek services from other companies

8. Making Money work in fragile states: Haiti • PR was an existing impartial private sector organisation with strong management expertise which didn’t current exist at government level • Funding was provided to resolve basic bottlenecks to implementation • Worked on the periphery where the greatest need and challenge exists

9. Managing Multiple PR: Zambia • Government encouraging public-private partnership and creating an environment of trust between stakeholders • Adherence to the ‘three ones principles’ • Long history of civil society and government partnership “I wish we had this presentation two years ago….” (Kenya CCM member)

10. Civil Society Involvement: Zambia • Intensive initial capacity building and ongoing technical support is crucial to success • Government and civil society can work together to resolve bottlenecks • Transparency of procedures and allocations critical to success “Transparency is key. People need to be comfortable with what is done with the funds” (Mrs. Elizabeth Mataka)

11. Technical Support: WHO • Identify technical support needs integrated into every stage of the grant process • Technical support are broad and varied – need for open market for technical support provision • Need to build appropriate and flexible budget for technical support through out the grant cycle

12. Resource Mobilization for GF: • The flexible Global Fund Model lends itself to innovative financing • Private sector partnership need to be galvanized • Resource mobilization and political will are intimately linked “If we want the GF to have a higher cruising altitude, we have to optimize the government ODA and innovative financing” (Paul Zeitz)