INTERIM WORKING GROUP MEETING 

Indianapolis, 23 August 2000

Agenda

I. Introductory steps
· Reactions and follow-up from Salt2000 
· Appointment of IWG officer(s) 
· The Partnership's vision 
· Expectations of the IWG 

II. Partnership actions
· Improve the product and extend its delivery nationally 
· Improve the management of national elimination programs 
· Improve the capacity to assess iodine nutrition 

III. Organizational structure
· Partner oversight body 
· Executive body 
· Operational relationships 
· Objectives, targets 
· Mechanism(s) for service delivery, opportunities and obstacles 
· Finance 

IV. Next steps
· Time line, budget, communications 
· IWG progress measurement/reporting points 
· Organizational matters 

INTERIM WORKING GROUP MEETING, 23 August 2000 
DRAFT TO SUPPORT THE DISCUSSION

On "Organizational Structure" 

A "Partnership" can be defined as a transparent arrangement with a flexible mechanism, which allows the partner organizations to collaborate on a common goal. Our new organization will be simple because the delivery of service will be through the existing channels of the Partners. The focus of the Partnership is on the application of the known, effective solution: Universal Salt Iodization.

Because the apex leaders of the Partnership already have met and looked at a policy, our present need would be to explore the best arrangement for a "Committee" (a strategy and implementing arm), supported by a secretariat (the day-to-day business management unit). The secretariat would be housed in one of the partner organizations. 

I. Committee 

Collaborating "by Committee" would allow each partnership organization to contribute its unique talents, not found in other members: "None of us is as smart as all of us". The arrangement would provide a context for the leaders to arrange service provision by contributing members, and it would allow the contributors to obtain recognition for their efforts in joint ventures. Actions by collaborating partners will provide value added, above those of single partners. The Committee would provide a strategic platform for the analysis of problems, selection of relevant actions, and validation of their outcomes. An agreed-upon structure with a functional strategy would shield the collaborators from external political pressure and unrealistic demands. 

For such a set-up, the following points are offered for discussion: 
1. Articulation of a clear vision for the Partnership: Goal, objective(s), strategy, etc 
2. Identification of the "customer", and the "market" 
3. An efficient analysis and delivery mechanism 
4. A mechanism for follow-up of actions 
5. A structure for achieving the Partnership's mission 

II. Secretariat 

The Secretariat of the Partnership would advise the Committee on strategy and mechanisms for implementation. The Secretariat would *communicate the Partnership's vision; *translate the Partnership goal(s) and objective(s) into realistic, time-bound, measurable targets, *ensure that Partnership actions are delivered optimally, and *involve Partners and clients in appropriate decision-making and improvement of service delivery. The Secretariat should have a core staff, committed to long-term improvement of the clients' capacity in achieving and sustaining the elimination of iodine deficiency, and continual perfection of the implementation of Partnership actions. 

Discussion of a Secretariat would include:
1. Structure, expertise and composition 
2. Functional relationships to the Partnership leaders, the clients and the Committee 
3. Communications, PR, conduct of the Partnership's work plan 
4. Budget, reporting 
5. Location 

I. Customers 

The ownership of achieving and sustaining USI worldwide is shared among the national entities: Alliances from the public, private and civic sectors in countries where iodine deficiency is a threat. The role of the State is being reviewed and that of the private sector and civil society increasingly gains more credibility. In many countries, they now are seen as the major engine for change and development. At the same time, governments are strengthening their ability to define policy, create an enabling environment and make their services more accountable to those they serve. Salt producers with their wholesale and retail networks command the quality and amount of the product to deliver dietary iodine through markets in the nation. The technology and information revolution, meanwhile, increasingly empowers the people to seek solutions for their own needs and circumstances. 

As in many other development initiatives, the "rules of the game" in USI are being set, managed and adjusted at national levels. This process is overseen by the public-private-civic alliances, buttressed by supportive agencies and local researchers. For Partnership support to achieving the sustained elimination of iodine deficiency, the "market" would be constituted by these national alliances. "Clients" for Partnership services are those persons and entities from public, private and civic organizations, and their national allies, that request assistance for improvement of national efforts. 

II. Services 

The global scorecard of national accomplishments illustrates the various stages in reaching USI. Sustained progress in national elimination of iodine deficiency depends on three essential success factors in USI: *quality of the product and its national delivery; *an efficient, accountable national management process, and *evidence of continued adequacy of iodine nutrition status in the population. The Partnership would aim to assist the national alliances in improving these elements. This implies that the client(s) commit(s) to a set of recognized standards that add value to the national set-up. The pursuit of meeting such standards is valuable no matter at what stage a country finds itself on the global scorecard. 

The Partnership is uniquely constituted for this purpose because of the access it provides to the best talents available for serving the need for comprehensive improvements. Contributions to reaching sustained USI that can be made by salt industry experts in joint efforts are just one example. 

Technical standards would contribute to making the development, manufacturing and supply of products more efficient, safer and cleaner. They make cross-border trade easier and fairer. They can add value to the provision of program services and to validation of results. Standards serve to safeguard the consumers, making their lives better. 

Among the IWG tasks would be to define in adequate detail how the Partnership set-up connects to the customer's needs. A process would include both the method for assessing what the specific problems in a country are, and prioritizing the requests for Partnership action(s). An appropriate procedure for requesting and acquiring Partnership service, and validating satisfactory results should also be defined. 

An inventory of resources

• Iodized salt standards:

World Summit for Children - Mid-Decade Goal: Iodine Deficiency Disorders. UNICEF-WHO Joint Committee on Health Policy, 1994 

Recommended iodine levels in salt and guidelines for monitoring their adequacy and effectiveness. WHO, UNICEF, ICCIDD, 1996 

Ending Iodine Deficiency Forever. UNICEF, WHO, 2000 http://www.unicef.org/publications 

• IDD program standards: 

Assessing Country Progress in USI Programs (ISPAT). MI, WHO, ICCIDD, USAID, PAMM, UNICEF, 1999 http://www.sph.emory.edu/PAMM/reports

Progress Towards the Elimination of Iodine Deficiency Disorders (IDD). WHO, UNICEF, ICCIDD. 1999 http://whqlibdoc.who.int/hq/1999/WHO_NHD_99.4.pdf 

Criteria for Sustainable Elimination of IDD WHO, UNICEF, ICCIDD, in preparation http://www.people.virginia.edu/~jtd/iccidd/newsletter

• Iodine nutrition standards:

USI Monitoring Report for the CEE/CIS and The Baltics Region. Jan-Mar 2000 

Salt Iodization Programmes: Strengthening Monitoring for Success. UNICEF, Kiwanis, MI, 1999

World Economic Forum 
http://www.weforum.org 

An international not-for-profit foundation committed to furthering economic growth and social progress through developing and sharing of ideas, opinions and knowledge on the key issues of the global agenda. The Forum was founded by the 1,000 foremost global companies in the world today. Constituents include Global Growth Companies, Industry Governors, Global Leaders for Tomorrow, Media Leaders, Forum Fellows, Public Figures, and Cultural leaders. It operates four centers: the Center for the Global Agenda, the Center for Global Industries, the Center for Regional Strategies, and the Annual Meeting. The set-up of the Forum includes a Council, the Foundation Board, and an Executive Board (The Secretariat) in Geneva. 

A charitable company under UK law, dedicated to working with others to bring about a world where resources are shared fairly and sustainably, where human rights are nurtured and protected, and where democratic governance structures enable people to shape their own lives. OneWorld is governed in accordance with a Constitution by an International Board of Trustees, composed of democratically nominated members from eight OneWorld network centers around the world (Finland, UK, Zambia, Netherlands, India, Italy, Austria, and USA). The OneWorld Foundation wholly owns a not-for-profit company (The Secretariat), OneWorld International Ltd., located in the UK. 

A global network of organizations and individuals, bound together by the belief that breastfeeding is the right of all children and mothers, and who dedicate themselves to protect, promote and support this right. WABA is like an umbrella encompassing all who work at international, regional, national and community level. Everyone committed to the BF culture can become part of WABA. The General Assembly consists of Regional Focal Points, the Task Force Coordinators and Co-Coordinators, and the Advisory Council. A Steering Committee of eight members, elected at the General Assembly, combines the main management and policymaking functions. A small Secretariat coordinates and maintains communications among the Task Forces and the wider WABA constituency. WABA published a "Guideline for National Breastfeeding Alliances" and encourages their formation as national contacts.

An international NGO that represents and serves the broad field of public health. WFPHA members are national and regional public health societies, whose own members include the multidisciplinary range of professionals interested in public health. WFPHA's mission is to promote personal and community health throughout the world by supporting the establishment and development of societies of public health, facilitating exchanges of information, experience and research, and advocating for policies, programs and practices that improve public health. WFPHA has official relations with WHO and the Annual General Meeting is held in Geneva each may at the time of the WHA. The nine-member Executive Board oversees the WFPHA activities, including an International Congress once every three years, Collaborative Projects among members, Information Exchange by newsletter, and action on International health Issues. A small secretariat is housed in the American Public Health Association, Washington DC. 

A not-for-profit NGO formed in 1984 by the sponsoring organizations WHO, UNICEF, World Bank, UNDP, Rockefeller Foundation and UNPF. The TF 's mission is to improve the lives of children and families in the world by creating alliances, building consensus and leveraging scarce resources. Most of the early work was directed at global child immunization and vaccine research through partnering organizations, but also the development of other targeted, effective child health strategies was added to the agenda. By the end of the previous decade, the TFCSD became independent of its sponsors. The TF is impartial and dedicated to making a difference. Its present thrust is to promote partnerships with and among private and public organizations to eradicate or eliminate global diseases. Housed initially in the Carter Center, the TFCSD now has an independent status as NGO. 

TF Sight and Life was founded and is entirely financed by F. Hoffman-La Roche, to help in the fight against vitamin A deficiency in developing countries. The TF is an altruistic initiative by a private industry has no legal status of its own, "to allow maximum flexibility and low administrative costs". Between 1986 and 1999, more than 1,000 projects in more than 70 countries received support, largely vitamin A capsules, with a total cost of almost 25 million USD. A full-time manager and part-time assistant oversee the inputs from various HLR departments. Major partners include Johns Hopkins University, Christoffel Blindenmission, International Eye Foundation and Helen Keller Worldwide. The TF sponsors the development and distribution of publications, manuals and multi-media on Vitamin A deficiency and its elimination. 

HKI assists organizations in countries with great need to protect the eyesight of children and provide quality eye care to people. It is an independent not-for-profit international development agency with major funding from USAID and private sources. HKI has a multidisciplinary staff with expertise in the range of issues related to its goals of preventing blindness, restoring sight and rehabilitating the blind in countries worldwide. The main thrust of HKI programs is to upgrade indigenous skills of national health systems in service delivery, program design and implementation, evaluation, and operations research, by partnerships with governments and local organizations.

The ICBL calls for an international ban on the use, production, stockpiling, and sale, transfer, or export of antipersonnel landmines. It is the non-government underpinning of all activities following the signing and ratification of the 1997 Global Mine Ban Treaty, and particularly the monitoring of its implementation worldwide. The ICBL organization manages a network of supporting NGO's and Landmine Monitor Researchers, and utilizes the Internet for communications and mobilizing, guiding and reporting by local collaborators. The ICBL has grown to a network of over 1400 organizations in over 90 countries. Five Working Groups (Victim Assistance, Mine Action, Treaty Issues, Ethics and Justice, and Non-State Actors) are bundling the virtually entirely voluntary contributions by members. The Landmine Monitor, established by ICBL in June 1998, is a civil society based reporting network to systematically monitor and document the compliance by nations with the 1997 Mine Ban Treaty. ICBL is housed in Human Rights Watch, a NGO in Washington, DC.

No introduction is required for Amnesty. The statute explains its mission (mandate and object) and the strategy (methods). Amnesty's organization consists of an International Council (apex), which includes the International Executive Committee (day-to-day business) supported by the International Secretariat. The work of Amnesty is done by sections, affiliated groups and individual members under responsibility of the international governing bodies. The statute also describes the way funds are handled. The policy on funding, and amounts involved are explained on the website "Facts and Figures". 

JCI is a worldwide federation of national organizations, active in >8,000 chapters in 123 countries or territories. JCI has NGO status and is located in the United States, "with active participation" in the UN system and "cooperation agreements" with a wider group of partners. The JCI Board (apex) consists of an Executive Committee (day-to-day supported by the JCI Headquarters (Secretariat) in Florida. Funding is handled through the JCI Foundation, a trust especially created to fund JCI's programs and activities.

ICCIDD is a nonprofit non-government organization for the sustainable elimination of iodine deficiency worldwide, recognized by WHO as the international expert body on iodine deficiency disorders. The website mentions that ICCIDD provides comprehensive consultancy services to countries to pursue the goal of virtual elimination of iodine deficiency disorders. ICCIDD is in the process of establishing new by-laws (the constitution) with the view to becoming incorporated in Canada. 

August 18, 2000