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Red Cross Red Crescent and the Global Fund – Partnering for Impact

Red Cross Red Crescent and the Global Fund – Partnering for Impact. Partnering for impact overview. T he purpose of this meeting for Red Cross Red Crescent The Red Cross Red Crescent and its strengths How do our priorities & strategies align with the Global Fund?

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Red Cross Red Crescent and the Global Fund – Partnering for Impact

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  1. Red Cross Red Crescent and theGlobalFund – Partnering for Impact

  2. Partnering for impact overview • The purpose of this meeting for Red Cross Red Crescent • The Red Cross Red Crescent and its strengths • How do our priorities & strategies align with the Global Fund? • How have we worked together to date? • What are our National Societies already doing in the fight against the three diseases? • Emergency response • Procurement and supply chain management • How can we align priority countries moving forward? What are the different support options for National Societies? • Next steps

  3. The purpose of this meeting for Red Cross Red Crescent

  4. The purpose of this meeting for Red Cross Red Crescent • Background: 2011 a series of high-level meetings between the Global Fund and the Federation Secretariat identified a common interest in expanded collaboration • Current meeting: an opportunity to present Red Cross Red Crescent strengths and experience at country level and to discuss areas for follow up and future collaboration • Meeting outcome and next steps: objective to identify countries where we can discuss expanded collaboration in the short term and share with the Global Fund our priority countries going forward

  5. The Red Cross Red Crescent and its strengths

  6. The Red Cross Red Crescent and its strengths • 187 Red Cross and Red Crescent National Societies • Independent auxiliary to government • Each National Society is sovereign • Members of the International Federation of Red Cross and Red Crescent Societies (IFRC) Seven fundamental principles • Humanity • Impartiality • Neutrality • Independence • Voluntary service • Unity • Universality

  7. Country ownership – community access • Country structures and systems • Volunteers • Adding value

  8. Country structures and systems Kenya Red Cross Society • Headquarters • 8 regional offices • 64 branches • 70,000 volunteers • Strong governance and leadership at each level • Local networks and partnerships Burundi Red Cross Society • Headquarters • 17 provincial branches • 129 commune committees • 2,850 grass roots volunteer units • 300,000 volunteers (1 in 28 of population) • Volunteers in 98% of communities

  9. Globally over 13 million active volunteers • Nearly USD 6 billion worth of volunteer services provided annually • Most volunteers are active in health activities in both disaster and long term development programmes • Covering the last mile, reaching the most marginalized

  10. Country leadership – global support • National Societies established as trusted, active local organizations • Well targeted Federation Secretariat or bilateral National Society support helps to strengthen National Societies and expand their potential for service delivery

  11. Well-targeted Federation Secretariat support to National Societies • Policies, operating frameworks, guidelines • Technical assistance • Capacity building – personnel, systems, structures • Provision of key services – financial, procurement and supply chain management, audit, legal

  12. How are our priorities and strategies aligned with the Global Fund?

  13. Global Fund Strategy 2012-16 & Red Cross Red Crescent Strategy 2020 • Committed to the fight against HIV/AIDS, TB and malaria • Working through national strategies and through national systems • Enhancing the quality, efficiency and sustainability of grant implementation • Working wherever the need is greatest • Maximising the impact of investments in community systems strengthening

  14. How have we worked together to date?

  15. Global Fund – Red Cross Red Crescent collaboration to date • Present three examples: • Niger - Malaria • Namibia – HIV & TB • Serbia – TB • Each case illustrates Red Cross Red Crescent strengths in support of efficient and effective implementation of Global Fund monies

  16. Niger malaria: The Global Fund’s first experience with the mass distribution of LLINs • Federation Secretariat PR for the Round 4 grant; three SRs • First Global Fund national scale mass LLIN distribution targeting children under five integrated with polio vaccination campaign • National campaign – 16,000 vaccinators, 3,850 Red Cross volunteers – distribution of over 2 million LLINs • 9-month post campaign survey – 73.4% households with children <5 received an LLIN during the campaign

  17. Namibia HIV: integrated HIV prevention, care and support • Namibia Red Cross Society SR for the Round 2 and RCC HIV/AIDS; Round 5 and Round 10 TB • Home based care clients declined from over 13,000 to 3,200 over 5 years – task shifting of volunteers; continuing support to over 6,000 OVC • TB – 92 field promoters supporting 81 health facilities; 12,545 TB patients on community-based DOT; zero TB defaulter rate in the project areas

  18. Serbia TB: Reaching the most vulnerable working with the Roma • Red Cross of Serbia dual track PR for TB in Rounds 3 and 9 • Focused on: • TB control in vulnerable populations (the Roma, kitchen/meal centre users, sex workers, injecting drug users) • TB/HIV co-infection

  19. What are our National Societies doing in the fight against the three diseases?

  20. Using local knowledge and commitment to determine better practices and add value • Nigeria - Hang up, net care and repair, and accounting for previously distributed nets in campaigns • South Africa - Working with multi-drug resistant TB (MDR-TB) and extensively drug resistant TB (XDR-TB) patients • Kenya - Piloting antiretroviral treatment test and treat

  21. Malaria Nigeria:Maximizing returns on LLIN investments • Accounting for previously distributed nets – value for money • Net care and repair – extending lifespan, delaying replacement • Creating continuous community access – developing pull systems

  22. MDR-TB South Africa:Addressing a key service delivery gap • Providing care, support and direct observation to most-vulnerableMDR-TB clients • Defaulter tracing • Intense individual counselling and organization of support group meetings to motivate clients to complete treatment

  23. HIV Kenya:Developing and testing a scalable treatment as prevention model • Treatment as prevention is potentially an important new tool in the fight against HIV/AIDS • Kenya Red Cross Society is working on a proposal to develop and implement a scalable ‘treatment as prevention’ model • Focus will be on operations research and the feasibility of a test and treat approach

  24. HIV, TB and malaria in emergencies • Preparedness • First responder service provision • Operational technical assistance to PR(s) and regular service providers to help them shift from routine to emergency mode of action • Technical assistance on HIV/TB response across emergency response sectors and actors

  25. Procurement and supply chain management

  26. Global Logistics Service set-up Geneva Beirut Las Palmas Dubai Dakar Panama Kuala Lumpur Nairobi Botswana Global Logistics Service Management, Geneva Global Logistics Service, Dubai office Sub-zonal logistics unit Zonal Logistics Unit, Panama Zonal Logistics Unit, Nairobi Zonal Logistics Unit, Kuala Lumpur Zonal Logistics Unit, Beirut Logistics hub, Las Palmas

  27. Our regionalization strategy 2006-2010 Project 1 – Geneva Centralize policy and decentralize operational capability Project 2 Dubai RLU DR for 5,000 families in 48hrs DR for 15,000 families in 2 weeks Project 3 KL RLU DR for 5,000 families in 48hrs DR for 15,000 families in 2 weeks Project 4 PADRU RLU DR for 5,000 families in 48hrs DR for 15,000 families in 2 weeks Project 5 Stock strategy Project 6 IT systems Project 7 Framework Agreements Project 8 Standards Coordination of defined services – better, faster, cheaper

  28. Our strategy 2015 A. Management and communication Capacity -building RCRC operation Services External Supply B. Logistics HR C. Sustained funding system D. Legal status E. Operational information systems F. Infrastructure, assets and resources Logistics service delivery

  29. Strategy impact

  30. IFRC Global • IFRC Zonal/Country • National Society Global logistics roles and responsibilities • Global management • Global strategy • Global funding • Global tools • Specialized procurement • SCM systems • Coordination • Operational set-up • Mobilization • Procurement • Transport • Fleet management • Warehousing • NS capacity building • Local procurement • Local transport • Warehousing • Fleet management • Distribution • National Society accountability framework Services to Red Cross Red Crescent and externals within the IFRC accountability framework

  31. Global logistics services

  32. Federation Secretariat Global Logistics Service accountability framework • Financial system complying with IFRS (International Financial Reporting Standards) • Internal control mechanism • Fraud and corruption prevention policy • Authorization levels • Audit • Code of conduct and staff training • Quality assurance and control • Systematic control of the various aspects of service delivery to ensure quality • Compliance with set standards • Monitoring of supplier performance • Certification • ECHO accredited humanitarian procurement center • Winner of European Supply Chain Excellence Award (2006)

  33. Discussion

  34. How can we align priority countries moving forward? What are the different support options for National Societies?

  35. Priority countries / National Societies

  36. A continuum of National Society support and strengthening • National Society as PR or SR with no or informal support from the Federation Secretariat • National Society PR or SR with formal Federation Secretariat technical assistance and/or service agreement • Federation Secretariat as ‘stand-in’ PR for a grant in trouble, with National Society potentially as SR

  37. Red Cross Red Crescent – a strategic partner • Working through national strategies and structures • High impact • Adding value for money • Reaching the most marginalized

  38. Next steps with the Global Fund • Identify countries, National Societies, areas of intervention and roles of mutual interest and engage • Follow through on Federation Secretariat commitments to invest in the strengthening of National Societies and Global Fund collaboration • Continue to explore potential for Federation Secretariat – Global Fund linkages on procurement and supply chain management and during crises and complex emergencies

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