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Global Fund Private Sector Partnerships: Resource Mobilization Overview

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Title: Global Fund Private Sector Partnerships: Resource Mobilization Overview


1
Global Fund Private Sector Partnerships Resource
Mobilization Overview
June 2006
2
Summary
  • Resource mobilization for the Global Fund from
    the Private Sector has been limited to date 15
    million in cash and non cash contributions were
    mobilized in 2005.
  • However, efforts to date have been successful in
    testing and building a solid base of Private
    Sector partnerships which point to the tremendous
    future potential 500 700 million annually in
    additional revenue and reduced costs in the long
    term.
  • Realizing the full potential value of these
    opportunities will require substantial resource
    investments, enabling policy changes and long
    lead times.

3
Agenda
Context Opportunity Opportunity Opportunity
Private Sector Partnerships Cash
Contributions Service/Product Contributions Co-i
nvestments and Operational Contributions
4
Strategy
Test a broad base of partnerships
Focus on development of priority initiatives
Expand by leveraging partnerships/successes
2002 - 2003
2004 - 2005
2006 and beyond
5
Opportunities
Cash Contributions
Product Contributions
Operational Contributions
Pro Bono Services
Examples
  • Consumer marketing campaign by RED (AmEx,
    Converse, Gap, Giorgio Armani, Motorola)
  • Consumer grass roots campaign by UNF
  • Employee giving by Merck
  • Major gifts from Johnson Johnson
  • Pro bono consulting services from McKinsey
  • TB drug donation from Novartis (via GDF)
  • Discounted pricing offer from GSK
  • Co-investment by BHP Biliton
  • Participation in CCMs by Standard Chartered Bank

6
Long Term Potential
Cash Contributions
Product Contributions
Operational Contributions
Pro Bono Services
Increase Revenue 200-300 million
Reduce costs 300-400 million (products) 10-25
million (services)
Improve implementation Increased scale and
effectiveness
7
Agenda
Context Opportunity Opportunity Opportunity
Private Sector Partnerships Cash
Contributions Service/Product Contributions Co-i
nvestments and Operational Contributions
8
Opportunity
Private Giving Market
Global Fund Opportunity
Full Potential Opportunity
Priority
150 - 250M 10 - 25M 10 - 25M TBC 200
300M
Consumer Employee Corporate Wealthy
Individuals Total
Hi Mid Mid Low
9
Guiding Principles
  • Leverage
  • Sustainability
  • Additionality

10
(Product)RED
11
How It Works
  • Established brands pay a licensing fee to (Red),
    agree to marketing requirements and stipulation
    that all RED products and services benefit the
    Global Fund

(Product)RED
Established consumer brands
  • RED partner brands develop and market unique Red
    products to consumers
  • A significant portion of partner profits on all
    RED products (e.g. 1 of spending on the American
    Express RED card, 50 of profit on Gap RED
    apparel) go to Global Fund-financed AIDS programs
    in Africa

Global Fund
12
Products
13
What It
Is
Is not
  • A change in the way the Global Fund manages its
    grant portfolio
  • An additional burden on recipients
  • A short term effort
  • Cannibalizing on fundraising efforts of other
    organizations
  • A corporate effort that will significantly
    increase private sector contributions to the
    Global Fund
  • A marketing effort that will significantly raise
    awareness of the Global Fund and its grantees
    among millions of consumers
  • A sustainable, scaleable, additional business
    model for corporate engagement

14
How It Will Spread
  • January 2006 Press conference at the World
    Economic Forum meeting in Davos featuring Bono,
    Bobby Shriver (CEO of RED, Chairman of DATA),
    Richard Feachem and Partner CEOs
  • March 2006 Launch of the American Express RED
    credit card and Gap RED T shirts in the UK
  • April 2006 Launch of the Converse (Nike) RED
    Mali-mud cloth shoe in the UK and online and the
    Emporio Armani RED sunglasses worldwide
  • May 2006 Launch of Motorola RED in the UK
  • Fall 2006 Launch of enhanced RED product
    collections from Gap, Converse and Armani, and
    expansion into the US.

15
HOPE SPREADS FASTER THAN AIDS
16
Key Elements
Product
Distribution
  • Web
  • Retail
  • Postal Svc
  • Direct (metered mail)
  • Stamp / metered mail
  • Product extensions

Web
Map
hope spreads faster than AIDS
Ad Products
Viral Tools
PR
Marketing
Community
  • Web
  • TV/Cable
  • Print
  • NGOs grass roots advocacy
  • Celebrities

17
Stamps
18
Mapping the Spread of Hope
The spread of HOPE
get on the map
19
How it will Spread
  • The campaign will be unveiled at the
    International AIDS Conference in Toronto in
    August, and launched to consumers in the US on
    World AIDS Day in December 2006.
  • The launch offering will consist of
  • customized stamps and metered mail made possible
    by recently developed technology and postal
    regulations
  • state-of-the-art web-based mapping technology to
    engage consumers in tracking the spread of hope
  • The offering will then expand to include other
    channels and products to promote a ubiquitous
    spread of hope.

20
Agenda
Context Opportunity Opportunity Opportunity
Private Sector Partnerships Cash
Contributions Service/Product Contributions Co-i
nvestments and Operational Contributions
21
Opportunity
Cash vs. Non-cash Giving Market
Global Fund Non-cash Opportunity
Full Potential Opportunity
Priority
300 - 400M 10 - 25M 300 425M
Product Service Total
Hi Mid
22
Current Activity
  • Ad Hoc Committee formed with members of Finance
    and Audit Committee and Policy and Strategy
    Committee to explore opportunity
  • Exploration will include
  • Multi-stakeholder Consultations
  • Mapping of existing contributions and mechanisms
  • Assessment of potential opportunity and risk
  • Recommendations to Board in 2007

23
Agenda
Context Opportunity Opportunity Opportunity
Private Sector Partnerships Cash
Contributions Service/Product Contributions Co-i
nvestments and Operational Contributions
24
Opportunity
Co-Investment
Operational Contributions
Leveraging business core-competences and
expertise to support CCMs and grant recipients
Leveraging business infrastructures, staff and
management skills to support grant implementation
25
Co-investment Current Activity
  • Mapping of de-facto co-investment/operation
    contributions and documenting best practices
  • Identifying additional opportunities and
    facilitating their development
  • Developing a common strategy with partners to
    coordinate better and scale up the co-investment
    approach and operational contributions

26
Long Term Potential
Cash Contributions
Product Contributions
Operational Contributions
Pro Bono Services
Increase Revenue 200-300 million
Reduce costs 300-400 million (products) 10-25
million (services)
Improve implementation Increased scale and
effectiveness
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