The document discusses the roles and responsibilities of Country Coordinating Mechanisms (CCMs) for the Global Fund. It provides historical context for the establishment of CCMs and outlines their core functions, which include developing funding applications, nominating implementers, and providing oversight of funded programs. The document also discusses achievements of CCMs in mobilizing resources and engaging stakeholders. It identifies areas for improvement such as ensuring meaningful representation and transparency in selection processes. Strategies to strengthen CCMs through revised guidelines, funding, and performance evaluation are presented.

1. CCM Roles & Responsibilities
Achievements & Challenges
Vitaly Zhumagaliev (Djuma)
CCM Macedonia Induction Workshop
20 September 2011

2. Presentation
• CCM: A Historical Perspective/Principles
• Core Functions
• Roles & Responsibilities
• Efforts to Improve CCM Functioning

3. 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)

4. 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.

5. CCM mirrors Global Fund Board
A partnership of stakeholders
●NGOs Developed
• Donors Governments Civil Countries
• Recipients Society ● NGOs Developing
Countries
● Communities
living with the
diseases
● Private Sector ● WHO
• Foundations ● UNAIDS
Private Technical ● World Bank
Sector Partners

6. 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

7. 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

8. 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

9. 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.

10. 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

11. Areas for Improvement
• 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

12. 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

13. CCM Membership – Global by Sector

14. Chair and Vice Chair distribution by sector

15. GLOBAL – CCM Gender Balance

16. 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 % of non-government CCM members with documented
Engagement 1 selection by their own constituency according to clear criteria
Activities Election processes/design, Constituency Elections,
Announcements, etc.
Constituency % of planned communication activities completed by CCM to
Engagement 2 engage constituencies.
Activities Constituency consultations, CCM reps feedback, Proposal
solicitation, Website update, etc.

17. Indicators CCM Expanded Funding II
Alignment 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 % of CCM members trained on the role of the CCM within the
building/ preceding 24 months.
Gender 1
Activities Dashboard training, Training on roles and responsibility, etc.
Capacity % of CCM members who are representatives of organizations
building/ with a documented mandate to act on gender-related issues,
Gender 2 or who have received specific training on gender.
Activities Election processes, Gender training, etc.