Startegic Communication

I have helped organizations develop a conceptual umbrella that enabled them to integrate their disparate messaging efforts. He helps create processes that bring three factors into balance: the message(s), the media channel(s) and the audience(s).

Highlights

Conceptualized and negotiated inter-institutional linkages for the implementation of a robust communications strategy for the Geneva Health Forum. This effort links academic, research and teaching institutions with multilateral and bilateral donors, foundations, private sector and media.
Developed the re-branding strategy of the ECMI, Germany & oversaw its implementation through traditional and new media product lines & processes.

Developed the strategy that linked UNICEF’s program portfolio with communications in a way that led to up-stream collaboration with the Government of Malaysia.

Conceptualized and implemented high profile international conferences:

  • Geneva Health Forum 2012; 2014; 2016 with the Swiss Development Cooperation Agency (SDC), University of Geneva, Hospitals of the University of Geneva.
  • “Minorities in Democracies” with the Office of the President of fYROM, ECMI and Konrad Adenauer Stifftung
  • “Exodus within Borders-the global crisis of internal displacement” with Brookings Institute and UNHCR

Conceptualized and produced multimedia products incl. video documentaries for UNICEF East Asia & Pacific, UNICEF Malaysia, Australian Society of Plastic Surgeons on Partnerships, Philanthropy, HIV AIDS, Avian Flu, Education. These helped enhance cooperation with partners and improved internal cohesion.

What ?

sector

Where ?

When ?

With whom ?

Helping an international inter-governmentalorganization become a recognized brand leader+
Helping an international inter-governmentalorganization become a recognized brand leader

Sector?

Minority Issues, Conflict Resolution,

What?

Strategic Communication;Fundraising; Resource Mobilization

Where?

Macedonia

Germany

Kosova

Why?

An intergovernmental think tank headquartered in Germany, ECMI wished to enhance its profile as premier action oriented organization in the field of conflict resolution and transformation in Europe and to expand its portfolio of donor governments. It wanted to harmonize the profile of its field operations with that of its headquarters.
In 2003 I was commissioned to develop a strategy for communications for the European Centre for Minority Issues (ECMI).

When?

2003

What exactly?

I conducted focus groups and surveys within and outside the organization to understand the prevailing practices and perceptions. I identified bottlenecks and defined target audiences. Then I conceptualized and developed a range of strategic communication products. Tools developed for this purpose were:

  1. Strategic Communications document: once presented to the senior management, consensus was built on the recommendations. This document served as a roadmap for implementation of changes.
  2. Mission Statement development: the mission statement was re-phrased to reflect the aspirations and expertise of ECMI. It was phrased in a clear straightforward way leaving no scope for ambiguity.
  3. Webpresence: the central web site of the organization was completely re-structured to reflect a wide range of programs that the organization was running and the impact that it was having on its beneficiary
  4. www.ecmi.de
  5. Project/Country web sites: Web sites of individual projects and country offices were restructured and harmonized. A delicate balance was reached between the needs of individual projects (multilingualism, technical features for beneficiary usage etc.) and the need to present one corporate identity.
  6. E-Newsletter: Processes were established for information gathering from all of ECMI’s field offices in a timely and organized fashion to be compiled into a monthly E-Newsletter. This newsletter was in a format that allowed the receiving party to connect to the online version which was graphics enabled.
  7. Newsletter: Monthly hard copy version of the newsletter was printed for targeted distribution to ensure visibility of the organization and to meet the needs of project beneficiary at sites where the Internet connection was limited.
  8. Brochures & Flyers: New brochures were developed from a scratch for the organization, for the country operations and for individual projects in a way that would present a cohesive image without compromising the individuality of the projects.
  9. High Profile Events: Conceptualized and organized a high profile international meet under the patronage of the President of Macedonia titled “Minorities in Democracies”. This event turned into a landmark annual event of ECMI in South East Europe, which brought together politicians, policy makers, academicians and practitioners.
  10. Road shows: Conceptualized ECMI’s first road show in Berlin 2004. Organized in the form of a Round Table discussion meeting, it gave the funders and decision makers in Berlin an opportunity to interact with ECMI’s brain trust

With- whom?

European Centre for Minority Issues (ECMI), Germany

What happened?

The result was a cohesive brand image that attracted long term and framework donors to ECMI.

“ Combined with a strong analytical approach towards problems and challenges he is faced with, and his ability to adapt to almost each and every social context, I have seen Sunoor win immediate trust from the different stakeholders he was dealing with, be it NGO representatives from remote rural areas, government officials, or diplomatic representatives. ”

Matthias Siegfried
SwissPeace
Project Coordinator
Mediation Support Project, Switzerland

Setting up a Think Tank on refugees and forced migration studies+
Setting up a Think Tank on refugees and forced migration studies

Sector?

Refugees; Internally displaced; Humanitarian emergencies

What?

Institution building; Confidence building; Fundraising; Think Tank set-up; Strategic planning; Strategic partnerships; Strategic communications

Where?

Macedonia

Why?

Within the first ten years of its existence, two major refugee influxes impacted the Republic of Macedonia. Support of the international community helped the country cope gracefully with these humanitarian emergencies. Acknowledging the inherent volatility of the region, it was vital that the know- how generated in the country in dealing with displaced populations is institutionalized and capacity be built systematically for emergency preparedness.

When?

2000, 2001

What exactly?

I conducted a needs assessment and a mapping of potential partners. I then developed the project proposal and fundraised with donors to set up the Center for Refugees and Forced Migration Studies (CRFMS) at the Ss. Cyril and Methodius University in Skopje. The aim of the Center is to become a leading regional resource center in its field; to foster a regional network of similar research centers and to promote standards of excellence in research on Refugee and Forced Migration related subjects. Set up with seed funding from UNHCR, I led vigorous fundraising andexpandedthe portfolio of donors. Ialso set up and mentored the project management team of the centre. The project was implemented from February 2000 to September 2001.

With- whom?

United Nations High Commissioner for Refugees UNHCR

Skopje University Ss. Cyril & Methodius

Institute of Sociological Political and Juridical Research

BPRM USA Government

Royal Norwegian Foreign Ministry,

DfID,

Brookings Institute

What happened?

  1. Set up of an active, well functioning research centre on refugee and forced migration issues
  2. Established a wide portfolio of donors thus enhancing the sustainability of the centre
  3. Management staff was trained to take over the management of the centre
  4. Well functioning resource center with a specialized library
  5. Internationally networked program on refugee studies was established

“ Sunoor Verma always underlines the importance of local ownership. He may have a lot of knowledge and expertise, but he always ensures that his visions are closely connected to reality on the ground. ”

Peeter Kaaman
Adviser, Human Rights & Democracy
Swedish International Development Cooperation Agency (Sida),
Department for Europe, Division for South Eastern Europe.

Making a Strategic Plan actually work+
Making a Strategic Plan actually work

What?

Civil society

Strategic Planning, Strategic Communication

Where?

At a membership based peak professional body in Australia

Why?

An elite medical association in Australia had adopted a new Strategic Plan. Its implementation had hit an invisible roadblock. I was retained to help generate understanding and support for the Strategic Plan and find entry points for its implementation. A membership that spans three generations seemed to be pulling in three different directions, while the organization was loosing its policy clout.

When?

2007-2010

What exactly?

Through my consulting practice ProCubeI developed a comprehensive communication strategy that would in a step-by-step way engage internal and external audiences of the organization.

Engaging Internal Stakeholders

Ranges of products were created to enhance internal membership cohesion thus ensuring buy-in for the new Strategic Plan. These included the production of an Oral History video documentary by ProCube. The internal newsletter was revamped and a strategic approach injected into its content; format and layout. Road shows throughout Australia were conceptualized to address member concerns about change. Strategic Communication changes also included minute details such as re-drafting and re-recording of voice mail messages and implementation of document drafting guidelines.

With- whom?

CEO of the organization was the catalyst for change in this organization. She enjoys international recognition and credibility and when she led the change process it paved way for me to conceptualize and launch out of the box ideas. The President and the Secretary of the organization did not shy away from the enormity of the challenge and canvassed support for the process and the people involved.

What happened?

Enthusiastic and comprehensive support for the new Strategic Plan and for the senior management was generated. The organization has moved from one strength to another and continues to implement many of the processes introduced by Sunoor

“ Genuine strategy work mandates serious change leaders with good intentions. ”

-Sunoor Verma

Maximizing multimedia and online platforms for enhancing buy in for a new Strategic Plan+
Maximizing multimedia and online platforms for enhancing buy in for a new Strategic Plan

What?

Strategic Planning, Strategic Communication

Where?

Australia

Why?

400 members of this peak medical body are spread out in Australia. Each state has its own peak body, which in turn compose the peak national body. Finding a way to bring the membership together in an engaging and productive way seemed important for keeping the organization viable.

When?

2007,2008, 2009, 2010

What exactly?

Through my consulting outfit ‘ProCube Consultancy Services’,I developed a comprehensive external communication strategy that would in a step-by-step way engage external audiences of the organization. Identifying the web as the key platform for communications with external stakeholders a new intelligent and intuitive web site was developed. Twenty Video snippets which present the strengths of the organization were produced by ProCube and are available on-line to members.

Public Messages

ProCube Communications developed key public safety messages for this association in the form of 30-45 seconds video spots.

With- whom?

A medical association in Australia

What happened?

Manifolds increase in the informed engagement of members that was expressed through different channels of contact.

“ Sunoor’s successful track record in different countries and now in Switzerland can also be attributed to his fluency in the language of multi-culture. His diverse interests ranging from politics, human rights, trade and literature allow him to engage in meaningful and enjoyable discussions at any level.”

Dr Slim Slama
Co-Founder
Geneva Health Forum

Mapping fundraising prospects and partnership support for UNICEF+
Mapping fundraising prospects and partnership support for UNICEF

Sector?

Child Rights, Humanitarian emergencies

What?

Fundraising;Assessments & Evaluations; Strategic Planning, Strategic Communication; Strategic Partnerships

Where?

Singapore

Why?

The global leadership of UNICEF wanted to explore the feasibility of setting up an operation in Singapore. Amendments to laws pertaining to the functioning of charities and foundations in Singapore were a trigger to these explorations.

When?

2007

What exactly?

In 2007 I conducted an in- depth mapping exercise for possible support to UNICEF in Singapore. To enhance the possibility of a quick and informed decision by the senior management, I produced a short video documentary capturing the essence of the mapping exercise. Directed by Sunanda Asthana, an Associate at ProCube, this documentary proved to be a valuable tool for decision-making.

With- whom?

UNICEF

Government of Singapore

What happened?

This report allowed the senior management of UNICEF to quickly reach a decision on how to engage with Singapore.

“ I have been together with Dr. Verma in negotiations with potential donors, senior government officers, ambassadors and partners. He thrives in creating genuine win-win arrangements without leaving any scope for ambiguity or misunderstanding. He prepares thoroughly for each negotiation and is able to step back and see things from the perspective of the counterpart. ”

Dr Slim Slama
Co-Founder
Geneva Health Forum

Connecting UNICEF’s strategy on HIV AIDS with a communication strategy+
Connecting UNICEF’s strategy on HIV AIDS with a communication strategy

Sector?

HIV AIDS; Child Rights

What?

Strategic Planning; Strategic Communication

Where?

Malaysia

Why?

For many years UNICEF had partnered with the Government of Malaysia to deliver numerous and effective grassroots initiatives. With the rapid strides Malaysia made in development and achieved a middle-income country status, it was felt that UNICEF could advance the well being of children in Malaysia more effectively by becoming an upstream partner of the government. UNICEF’s then executive director Carol Bellamy had hand picked the dynamic CEO of UNICEF Australia Gaye Phillips to set in a Malaysia a model of engagement with middle-income countries.

When?

2004, 2005, 2006, 2007

What exactly?

In 2005, UNICEF’s Representative appointed me to link the organization’s HIV AIDS programs to a meaningful communication strategy.

In addition to developing a comprehensive strategy on up-streaming UNICEF’s HIV AIDS program in Malaysia, key Strategic Communication products were developed:

  1. Video documentary- “Women in AIDS”: Conceptualized this video documentary to celebrate and document the contribution of women from various walks of life in the fight against HIV AIDS in Malaysia. This video galvanized support from the Govt. of Malaysia and the donor community for UNICEF’s HIV AIDS program.
  2. Video documentaries- Conceptualized video documentaries on joint projects of UNICEF & Ministry of Health that reflect the impact of good partnerships. These included the video capsules on ProStar Youth Initiative (Peer counseling), Village Health Promoters and Youth & Drugs. Youth volunteers for UNICEF in Malaysia filmed the films.
  3. Launch of UNICEF’s global campaign- “Unite for Children Unite Against AIDS” in Malaysia: After the global campaign against polio in the 70s, this is UNICEF’s biggest global campaign. Sunoor Verma co-conceptualized the Malaysia launch of this campaign in partnership with the Ministry of Health.
  4. High Profile Events: Conceptualized the launch of UNICEF’s Annual Corporate Social Responsibility Award in Malaysia. A top-level corporate event, it brought in valuable support for UNICEF’s programs in Malaysia from the corporate sector.

With- whom?

UNICEF

Prime Minister’s Office,Economic Planning Unit, Malaysia

Minister of Health

Attorney General of Malaysia

Minister of Women and Community Development

What happened?

UNICEF became the partner of choice of the Malaysian government on HIV AIDS

“ He has demonstrated his problem solving skills and emphasizes the need to back up words with action, and the need to engage in solutions that are forward-looking.”

Michael Szporluk
Expert, Civil Society Development
Mercy Corps

Placing a new Think Tank on the global map+
Placing a new Think Tank on the global map

Sector?

Refugees, Internally displaced, Humanitarian emergencies

What?

Strategic Communication, Strategic Partnerships

Where?

Macedonia

Why?

The Centre for Refugee and Forced Migration Studies was a newly established think tank. The challenge was how to establish linkages and partnerships with the well-established think tanks around the world on refugee and migration issues.

When?

2000, 2001

What exactly?

In 2000 UNHCR and the University Ss. Cyril and Methodius, Skopje jointly set up the Centre for Refugee and Forced Migration Studies (CRFMS).
UNHCR commissioned me to develop the strategy for this Think Tank including a Communications Strategy.
Following the strategy a website, newsletter, brochures and flyers were developed for the Centre. Targeted dissemination of the outreach material resulted in high visibility of the Centre and its output.
We established a strategic partnership with the Brookings Institute and an international conference in Skopje on IDPs was organized.

With- whom?

United Nations High Commissioner for Refugees (UNHCR)

University of Skopje Ss. Cyril and Methodius

Institute for Sociological Juridical and Political Research

Helsinki Committee of Macedonia

Centre for Human Rights, Macedonia

What happened?

Strategic partnerships were established with leading think tanks including the Brookings Institute and the European Centre for Minority Issues and an international conference in Skopje on IDPs was established.

“ Sunoor Verma has pioneered important and innovative methodologies in relation to project planning and delivery, has the capacity to ensure rapid and reliable project implementation according to agreed targets and possesses an amazing degree of strategic oversight and insight. ”

Marc Weller
Director
European Centre for Minority Issues, Germany

Up-streaming UNICEF’s HIV AIDS portfolio in Malaysia+
Up-streaming UNICEF’s HIV AIDS portfolio in Malaysia

Sector?

HIV AIDS; Child rights; Women

What?

Strategic partnerships; Strategic communication; Dialogue management;

Where?

Malaysia

Why?

UNICEF has enjoyed a longstanding fruitful partnership with the Government of Malaysia. However with Malaysia graduating into a fast developing middle-income country it was felt that UNICEF could support the government better by becoming a policy partner. Countering HIV AIDS was one of the two MDGs that were eluding Malaysia. UNICEF felt that it could add value to the efforts of the government in that area.

When?

2005

What exactly?

Identifying key areas of support required by the Ministry of Health of Malaysia to address HIV AIDS & children & Youth in Malaysia. Key components of this support involved

  1. Identification of potential partners and analysis of their capacity & risk
  2. High level negotiations and building of strategic partnership with government and civil society representatives.
  3. Policy analysis and advise on partnerships, HIV AIDS.
  4. Development of project portfolio on HIV/ AIDS.

With- whom?

UNICEF

Prime Minister’s Office, Malaysia

Ministry of Health, Malaysia

Institute of Health Management, Malaysia

Ministry of Women and Community Development, Malaysia

What happened?

UNICEF became a close partner of the Malaysian government in addressing HIV AIDS through policy interventions.

“ I believe Sunoor Verma is well apt to mediate in conflicts, as he comes across as straightforward and trustworthy, calm and with a good listening ear. ”

Ulrika Lindberg-Labasauskas
Head of Development Cooperation
Embassy of Sweden in Skopje

Scaling up Harm reduction nationwide+
Scaling up Harm reduction nationwide

Sector?

HIV AIDS; Harm reduction; Child rights; Women

What?

Strategic partnerships; Strategic communication; Assessments& Evaluation

Where?

Malaysia

Why?

To counter the tide of HIV AIDS in Malaysia it was important to scale up the methadone substitution therapy and needle syringe exchange program nationwide.However there was opposition to this from a variety of influential quarters.

When?

2006, 2007

What exactly?

Sunoor Verma launched the consultations with the Ministry of Health, Royal Malaysian Police and civil society partners on the drafting of a National Strategic Plan on Harm Reduction. He then provided all the necessary support for the drafting of this national strategy in terms of technical expertise.

With- whom?

UNICEF

Ministry of Health, Government of Malaysia

Royal Malaysian Police

Institute of Health Management

What happened?

Strategic plan for scale up of Harm Reduction was adopted and budgeted by the government and was implemented nationwide.

I attributemy success in Malaysia to some key factors that I feels are vital though very rare to find:

A visionary-

UNICEF in Malaysia, Singapore, Brunei was headed by Gaye Phillips who not only had a vision but also the courage to recognize that strategic partnerships can take the agenda forward. She articulated her vision and asked me to go and make things happen while she would ensure that there is Prime Minister and Royalty level support and that internal UN bureaucracy does not come in the way. Her experience as a long serving CEO of UNICEF in Australia gave her insight into the UN system without stifling her thinking as her accountability lay with Australian citizens who contribute to UNICEF’s coffers. Each and every partner of UNICEF in Malaysia was convinced that Gaye Phillip’s one point agenda is the well being of Malaysian children. This is rare for any Representative of a UN agency. She enjoyed equal credibility with government, private sector, civil society, royalty and above all the team she led. Every day I learnt some thing new and positive from Gaye Phillips when working as her Senior Advisor in Malaysia.

A catalyst

Indra Nadchatram was former CEO of the Malaysian AIDS Foundation and later UNICEF’s Communication Officer. Indra unhesitatingly shared with me her entire knowledge bank on the HIV AIDS landscape in Malaysia, encouraging me to take steps in unchartered territories yet warning me of potential land mines and also connecting me to the key players. Indra’s dedication to the well being of children and to halting the spread of HIV AIDS was a fountain of inspiration for me during my stay in Malaysia. It always helped having an office right next to Indra’s.

Committed local partners

The late Dr. Rohani, Dr. Christopher Lee, Dr. Norliza Noorodin, Dr. Hayati and Dr. Shaari of the Ministry of Health were committed to the fight against HIV AIDS at a time when it was the least sexy portfolio at their Ministry. Datuk Chua Soi Lek the Minister for Health took the bold step of introducing harm reduction well conscious of the political risk it carried. Shayne Nelson, CEO of Standard Chartered Bank who nurtured a culture of community service at all levels at his bank and launched the “Living with HIV” program in Malaysia in 2002, which educated 3000 of the bank’s employees on the basics of HIV AIDS.Fashion designer Sonny San who organized the first public fundraising for UNICEF… people who went way beyond the call of duty, everyday. They welcomed me warmly to their offices and were always willing to engage in discussions and search for solutions.

“ Through his extensive network of contacts, Sunoor Verma has built a keen understanding of the various concerns of potential donors and addresses them proactively in his project designs. Additionally, Sunoor Verma is quick to address new concerns as they arise. In this manner, Sunoor Verma maintains a high level of confidence on the part of potential donors, greatly facilitating budget negotiations in so doing. ”

Dr. Eben Friedman
Regional Representative
European Centre for Minority Issues

Geneva Health Forum+
Geneva Health Forum

Sector

Global Health

What?

Strategic planning; Strategic partnerships; Strategic Communication; Fundraising; Dialogue management; Project development;

Where?

Geneva, Switzerland

Why?

I was brought in to the GHF to expand its reach, funding base and help re-strategize so that the forum becomes sustainable.

The Geneva Health Forum is not just another conference on health. By looking to the future, it brings vision and thrives on all participants’ unique experiences and in depth insights on topics and initiatives generated and implemented all over the world. At the GHF it is believed that pooling intelligence will bring value and challenge common ideas to explore new territories of freethinking and build on inter-sectorial approaches to solving the problems of our time.
As it is held in Geneva, a city where all the major actors in Global Health are located, the Geneva Health Forum provides a unique opportunity to meet and shape tomorrow’s agenda on major health issues. Organized by the Geneva University Hospitals and the University of Geneva in partnership with the other main Swiss academic institutions and Geneva based organizations and key players in health, the GHF offers ample opportunities to debate freely on current health issues.

When?

2015, 2014, 2013, 2012, 2011

What exactly?

I mapped, negotiated and implemented a three-tier partnerships strategy for the sustainability of the Geneva Health Forum (Content, Thematic and Geographic partnerships). This involves establishing Public-Private partnership arrangements without jeopardizing credibility. More about the GHF can be read on it’s website www.genevahealthforum.org
I conceptualized and negotiated inter-institutional linkages for the implementation of a robust communications strategy for the Geneva Health Forum. This effort links academic, research and teaching institutions with multilateral and bilateral donors, foundations, private sector and media.

With- whom?

Hospitals of the University of Geneva (HUG)

University of Geneva

Swiss Development Cooperation Agency (SDC)

Swiss Ministry of Foreign Affairs

Swiss Federal Office of Public Health

What happened?

Over the last four years the reach of the GHF has multiplied and it has established itself as an important event on the global health calendar. It attracts close to one thousand practitioners, academia and policy makers to Geneva to search for solutions in health.

Avian Influenza- risk communication & preparedness+
Avian Influenza- risk communication & preparedness

Sector?

Humanitarian emergency; Women; Child rights

What?

Strategic communication; Capacity building; Fundraising; Project development; Negotiations; Dialogue management;

Where?

Malaysia

Why?

The Avian Influenza epidemic in South East Asia prompted UNICEF and the Ministry of Health to look at areas where health communication with the citizens could be improved? Risk communication expertise was non-existent in the country.

When?

2006

What exactly?

Having worked closely helped withthe Ministry of Health and knowing UNICEF’s strength in communications identified the gap in risk communication expertise. I formulated a capacity building- quick implementation proposal and secured funding for it. I selected international consultants for conducting a series of workshops on risk communication. Along with Ministry of Health counterpart I supervised the implementation and evaluated the outcome.

With- whom?

Ministry of Health, Malaysia

UNICEF

What happened?

Following this workshop the Ministry of Health integrated Risk Communication in its strategic communications tool-box and used it in other emergency situations. Participation from all states of Malaysia in the workshop ensured that there is a nationwide utilization of the tool-box.

“ Through his extensive network of contacts, Sunoor Verma has built a keen understanding of the various concerns of potential donors and addresses them proactively in his project designs. Additionally, Sunoor Verma is quick to address new concerns as they arise. In this manner, Sunoor Verma maintains a high level of confidence on the part of potential donors, greatly facilitating budget negotiations in so doing. ”

Dr. Eben Friedman
Regional Representative
European Centre for Minority Issues

National Strategic plan for HIV AIDS 2005- 20010 in Malaysia+
National Strategic plan for HIV AIDS 2005- 20010 in Malaysia

What?

HIV AIDS

Strategic Planning; Strategic Partnerships; Dialogue Management; Strategic Communications

Where?

Malaysia

Why?

It was clear that Malaysia could not address HIV AIDS effectively without a national strategy in place. In turn for the National Strategy to be effective it needed to not only be a consensus document but also collaborative arrangements of implementation would need to be foreseen in the concept and planning. The HIV AIDS landscape in Malaysia as in many other countries was deeply fragmented and finding ways to bridge the fissures required the support of a party like UNICEF, which had a stake in addressing the issue but not in the power play that happens in every country when it comes to HIV AIDS.

When?

2005, 2006

What exactly?

The UNICEF Representative in Malaysia Gaye Phillips tasked me to come up with a strategy on bringing the movers and shakers in the HIV AIDS arena and find entry points to engage with them. I conducted a rapid nationwide mapping exercise meeting with key players and understanding their perspectives. This helped create common grounds to launch a consensus process for drafting the national strategic plan. I supervised the work of consultants brought in to support specific technical inputs and worked as one team with the HIV AIDS division of the Ministry of Health.

Adopting the first national strategic plan was a huge success for Malaysia because it paved the way for a fully budgeted HIV AIDS program to be launched by the government. The plan also provided a platform for collaboration between government, civil society and the private sector.

While UNICEF’s Representative ensured that there was strong political backing for UNICEF’s support to the process and to my services being made available, the intelligence and expertise of IndraNadchatram were unmatched. With Gaye, Indra and our Malaysian counterparts we worked around the clock with a sense of urgency of the epidemic.

With- whom?

UNICEF
Ministry of Health, Malaysia
Prime Ministers Office, Malaysia

What happened?

Malaysia’s first National Strategic Plan (2005-2010) was adopted, budgeted and implemented.

“ Many people working in development use the experience from different settings as a blinding tool — they think they know much more than they do — Dr Verma never lets his experience blind him from seeing things afresh. Rare!!! ”

Annika Palo
Adviser, Department for Europe
Swedish International Development Cooperation Agency, Sweden