CCM Roles & Responsibilities Achievements & Challenges

Vitaly Zhumagaliev (Djuma)

CCM Macedonia Induction Workshop

20 September 2011

Presentation• CCM: A Historical Perspective/Principles

• Core Functions

• Roles & Responsibilities

• Efforts to Improve CCM Functioning

Why CCMs? An Historical Perspective

• Kofi Anan 2000: Need new mechanism because no other funding model existed that:

– Could move resources fast and efficiently (i.e. not UN, not World Bank)

– Was free to go forward without excessive politics (i.e. bilateral efforts)

– Integrated both public and private efforts (i.e. donors either funded NGOs directly or government directly, but couldn’t seem to bring the two together)

The Global Fund Framework Document

• A. Basic Principles to guide country processes– The Fund will base its work on programs that reflect national

ownership and respect country partnership-led formulation and implementation processes.

• B. Coordination Mechanism at Country Level– The Fund will work with a country coordination and partnership

mechanism that should include broad representation from governments, NGOs, civil society, multilateral and bilateral agencies and the private sector. The mechanism should be at the highest national level responsible for national multi-partner and multisectoral development planning.

• Donors• Recipients

● Private Sector• Foundations

●NGOs Developed Countries● NGOs Developing Countries● Communities living with the diseases

● WHO● UNAIDS● World Bank

CivilSociety

TechnicalPartners

PrivateSector

Governments

A partnership of stakeholders

CCM mirrors Global Fund Board

CCM Core Principles• National ownership and respect country-led formulation and

implementation processes

• Focus on the creation, development and expansion of partnerships among all relevant players within a country, and across all sectors of society, including governments, civil society, multilateral and bilateral agencies, and the private sector

• Participation of communities and people, particularly those affected by the three diseases

• Aim to eliminate stigmatization of and discrimination against those infected and affected by the three diseases, especially for women, children and vulnerable groups

• Build on, complement, and coordinate with existing regional and national programs in support of national policies, priorities and partnerships

• Transparency and accountability

CCM Core Functions• Development of Funding Applications to the Global Fund

• Nomination of Principal Recipient(s) for Implementation of Global Fund Grants

• Oversight of PRs and Program Implementation

• Completing Periodic Program Reviews and Requests for Continued Funding

CCM Member Roles and Responsibilities• Represents the interests of their entire constituency,

and not those of their own individual self or organization

• Standards with respect to CCM member roles:– CCM members should share information with their constituents in

an open and timely manner, and should respond to requests for additional information.

– CCM members should consult their constituents regularly so that they can reflect their views and concerns in CCM decisions and meetings.

• Role requires that all CCM discussions are well documented to ensure transparency and effective participation

• CCM members cannot delegate their role to a committee or to CCM Chair/Vice-Chairs

CCM Member Roles and Responsibilities• Important to define CCM member roles in clear terms of

reference, and to select members with the necessary capacities and commitment

• The role and function of each CCM member to be agreed upon among country stakeholders.

• In addition, the Global Fund offers the following recommendations for specific member roles:

– Government members should be mandated by, represent the views of, and report back to the senior leadership of the government. Government members have an important role in coordinating CCM activities with other national programs, acting as a liaison between the CCM and government agencies, and ensuring program sustainability.

– Civil society partners including NGOs, people living with or affected by the three diseases and key population groups should maintain strong ties to their communities, in order to provide feedback on the quality and impact of programs.

– The private sector can share expertise and resources with CCMs, and can act as a powerful advocate for disease programs, particularly on issues related to economic development.

– Multilateral and bilateral partners are essential as providers of technical and management assistance to the CCM. Their role should be country-partnership driven.

CCM Successes• CCMs have been successful at submitting proposals and

mobilising resources for all 3 disease components as evidenced by 861 grants worldwide

• CCMs are actively demonstrating multi-stakeholder engagement

• People living with HIV/AIDS are sitting at the collective table

• Civil Society and Private Sector are more involved in large scale resource mobilization and distribution than ever before

• CCMs are using open and transparent processes to nominate PRs. CCMs are posting criteria for selection and holding more competitive processes for final selection

• Greater transparency in selecting CCM members and more meaningful representation of CCM members

• Greater transparency in nominating PR and more efforts made to gather inputs from the broader stakeholders groups into proposals

• Majority of countries have conflict of interest policies but their enforcement is weak.

• Majority have oversight plans, but globally CCMs have little capacity, time, or knowledge about how to oversee grant implementation.

• Regular attendance and active participation by members officially selected/nominated by their constituencies

Areas for Improvement

Improved CCM Functioning

• Revised CCM Guidelines

• Technical support lead by CCM Team in partnership with GMS, GIZ, others

• CCM funding policy — CCMs can access greater resources for oversight, and civil society participation

• Oversight dashboard tool

• CCM Performance Framework. Global system to evaluate CCM performance

CCM Membership – Global by Sector

Chair and Vice Chair distribution by sector

GLOBAL – CCM Gender Balance

Indicators CCM Expanded Funding I

Oversight 1 % of planned oversight activities completed with documented participation by all CCM constituencies.

Activities Site Visits, CCM meetings, Oversight Committee meetings, etc

Oversight 2 % of key CCM documents completed and shared with all members.

Activities Governance manual, Oversight Plan, CCM minutes (translation), Communication Plan, Conflict of interest Management policy etc.

Constituency Engagement 1

% of non-government CCM members with documented selection by their own constituency according to clear criteria

Activities Election processes/design, Constituency Elections, Announcements, etc.

Constituency Engagement 2

% of planned communication activities completed by CCM to engage constituencies.

Activities Constituency consultations, CCM reps feedback, Proposal solicitation, Website update, etc.

Indicators CCM Expanded Funding IIAlignment 1 % of impact/outcome indicators in Global Fund grants that are

consistent with impact/outcome indicators in national strategy documents

Activities develop a two-year plan to align all grants with national strategies for the same disease; hold national consultation of stakeholders to revise & align grant indicators with national strategy

Alignment 2 Number of planned activities implemented to align the CCM with relevant national bodies

Activities Meetings with national institutions – for example: CCM meets with National AIDS Inter-Sectoral group to explore options for structural alignment

Capacity building/Gender 1

% of CCM members trained on the role of the CCM within the preceding 24 months.

Activities Dashboard training, Training on roles and responsibility, etc.

Capacity building/Gender 2

% of CCM members who are representatives of organizations with a documented mandate to act on gender-related issues, or who have received specific training on gender.

Activities Election processes, Gender training, etc.