Measles Initiative Management and Financing September 13, 2011

Overview MI management and finance mechanism –strengths and challenges Financial update

MI Process Annual country plans Disbursement Management

Management - Strengths Country driven No secretariat Flexible Transparent Defined roles and responsibilities: with shared responsibility and credit Well coordinated: avoids programme fragmentation Clearly defined monitoring and evaluation indicators and process Accountable: accurate & detailed reporting of results & resources on annual basis

Management Balance needs of each partner agency with needs of the MI MI communication/advocacy support hired MI branded communication tools –MI.org, Facebook, Twitter, Storify, etc. ChallengeTactic

Management Raise awareness of partnership and goals Advocacy survey –Inform direction of MI advocacy team MI advocacy team (MIAT) –Finalizing TORs, structure and management, short-term workplan ChallengeTactic

“The Measles Fund” Financial Mechanism ARCCDC UNF (matching funds) UNFIP WHO/HQUNICEF/NYUNICEF/Supply WHO/CountryUNICEF/Country MOH, Red Cross/Crescent Societies, Lions, LDS and other NGOsICC (Donor Partners) (UN Partners) (In-Country Partners) Operational Costs, Technical Assistance, and Lab/Surveillance Country Plans Vaccine/ Syringes Country Plans Note: Funds are released when ICC-approved country plans are approved by partners. Other Donors

Financial Mechanism - Strengths Flexible Rapid and full disbursement of funds Able to balance WHO and UNICEF funding needs in different settings Low overhead costs Low transaction costs for donors, partners and countries (one pooled donor fund, one proposal, one report) Streamlined: joint resource mobilization

Financial Mechanism Decline in funds available Additional resource mobilization support –TORS developed, interviews underway New partners Measles mortality reduction investment case (Dec. 2011) Eradication investment case (Apr. 2012) High net worth individuals investment case (near final) ChallengeTactic Measles Initiative Annual Donations, * *Excluding country contributions

Financial Mechanism Large outbreaks that require emergency ORI –$30m in 2010 and in 2011 Sufficient funds for high quality preventative campaigns Ongoing discussions regarding outbreak response fund Coordination with other humanitarian agencies ChallengeTactic Measles Case Distribution by Month, Sub-Saharan Africa

Financial Mechanism Non-binding agreement with countries to finance 50% of SIA costs On-going discussions with GAVI and other partners to explore common standards for implementing country co-financing MI advocacy team to focus on raising political and financial commitment from implementing countries ChallengeTactic

Financial Update

Historic Measles Initiative Support Technical –Vaccination and surveillance strategies –Program planning, implementation, M and E Financial –Bundled vaccine –SIA operational costs 100% catch-up campaigns 50% for follow-up campaigns –Lab and surveillance –Technical assistance Advocacy and communication

Additional Cost Elements to Achieve Goals Research Outbreak response Routine –Scale up of MCV1 –MCV2 introduction Rubella –Catch-up campaigns –Introduction into routine

Funding Gap 2012: $43.4 million Annual Donations and Financial Resource Requirements, Projections, Funding Gap 2012 * Excluding country contributions

Total: $987 million (excluding country contributions for follow-up SIAs, & intro. of MCV2) *includes ARC and partners: ARC chapter contributions, Anne Ray Charitable Trust, BD, Herman and Katherine Peters Foundation, and others ** includes UNF and partners External Contributions, Projected Contributions and Funding Gap for funding gap US$43.4 m

Next Steps Financial resource requirements, Measles eradication investment case –global burden of disease –expected benefits, risks, and costs of the eradication and comparator options (i.e., control) –social, political, and economic challenges –ethical considerations –operational and other research needs –different financial instruments and funding mechanisms –options for management and governance

Anne Ray Charitable Trust