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Switzerland
Global Fund Secretariat
- Posts 676
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Summary of discussions from the four languages (February 2008)
CCM size
By Dr Mohammad Fareed, CCM Afghanistan
CCM size should not be related to the population. We need more a manageable CCM with pro-active, knowledgeable people. The size should be big enough to foster a diversity of ideas and ensure fair representation, but at the same time, it must remain workable. Here in Afghanistan, the CCM is huge, which makes the simplest of tasks very difficult. We are planning to hire a consultant to help downsize the CCM. [Read full text]
By Vusalya G. Bakirova, CCM Azerbaijan
What do consider as huge for a CCM? In Azerbaijan, for two years our CCM consisted of 45 members - most of them passive members who did not understand their role in the CCM. Today we have we have 35 members, which is on the increase. In addition, we established an Advisory Board within the CCM to make it more manageable and effective. An Advisory Board has enabled our CCM to engage in long discussions with fewer, yet active, members. [Read full text]
By Yusef Alhadri, CCM & Sub Recipient
In Yemen, the CCM is two years old and has 26 members, who are relatively passive. One of the problems we have is that we do not know how to effectively share information because we do not understand our roles and responsibilities. I would be interested to know more about Vusalya’s role in the CCM. [Read full text]
As CCM Secretary, I organize the CCM meetings and its Agenda, calling CCM meetings quarterly. In between these meetings I keep in contact with CCM members as well as the Grant Project Implementation Unit. My activities include defining the main issues for the CCM, drafting meetings’ minutes and sharing them among members for their comments, and finally with the Chair. When there is an urgent matter, I call on the Advisory Board. [Read full text]
The structure of the CCM described by Dr Mohammad Fareed is indeed very interesting. We, too, wanted to establish an Executive Committee within the CCM, but the members were not able to reach an agreement on the word “Executive”, as it refers to decision-making – a level higher than the CCM itself. It was therefore changed to “Advisory Board”. [Read full text]
The CCM of Afghanistan has about 34 members. We have an Executive Committee, Monitoring Committee, Advocacy Committee, Technical Committees to coordinate between PR and SR for the three diseases, and Temporary Committees to develop proposals and review new ones. We are currently looking for a qualified consultant to help us review the structure of our CCM. [Read full text]
Proposal development
By Thamer Kadum Yousif Al hilfy, CCM Iraq
The most important thing in writing proposals is to identify your goals and objectives so as to ensure the intended outcomes. In Iraq, and as a representative of an NGO, we began writing a proposal on best practices in establishing TB mobile clinics in remote slum areas. [Read full text]
Selection of Principal Recipient (s)
In Bolivia, during the first phase of funding, we almost accepted offers without sufficient technical revision. Sadly the coalition between the first PR did not work out, forcing us to change this recipient, even though doing so could have meant the end of the project. However, the decision worked out well for us, using UNDP as a transitional PR, and developing guidelines for the second phase of the project to avoid the pitfalls of the first. Although this was a very difficult time, we learnt a great deal from the experience, and readiness to work with an open flow of communication between CCM and the current PR for AIDS really made a difference. [Read full text]
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