Dialogue Politique National Wim Van Lerberghe WHO Geneva

Dialogue Politique National Wim Van Lerberghe WHO, Geneva

Stratégies, Plans, Politiques? • Tous les gouvernements tentent de rèpondre: – A leurs problèmes de santé – Aux problèmes de leur système des santé – Aux défis politiques et de développemtn • Bien ou mal, explicite, implicite ou par défaut

Une confusion terminologique • Plan paraplui et plans spécifiques

Des motifs différents

Tout se tient

Les principes de Paris • • • Ownership Alignment Harmonization Results Mutual accountability

Mainstreaming IHP+ as an approach • Donors: Sceptical alignment: Paris, IHP+ • • • Validation → “assessment” → “joint assessment” of desirable attributes: • • • Use for • • • (i) situation analysis and programming; (ii) development and endorsement (iii) financial and auditing systems; (iv) Implementation and management arrangements; and (v) results, monitoring and review mechanisms Making external financing decisions (“don’t give them the criteria”) Getting better plans WHO: back as a top (? ) priority, “as if there were no donors” – Global – Country – Internal debate: toolboxes, resources, guidance, do’s and don’ts, ….

Common HS Funding Platform • • • High level task force on innovative financing TGF & GAVI reaction, + WB WHO facilitates Crisis, difficult alignment with IHP+ Options 1, 2 a and 2 b

A priority without blueprints, but… Content • Situation analysis – Need – Expectations – Performance • Strategy – Policy directions – Implications for BB – Resource implications & costs • Arrangements – – Financing Roles Monitoring Legal Process • • • Broad consultation Priority setting & detailed design Active mngmnt political process Feedback mechanisms Alignment develpmnt plans Ownership

Where can we improve things? 1. 2. 3. 4. 5. 6. Situation analysis and priority setting Shift from pilots to dealing with the challenge NHS & Programmes: balance and coherence Resource planning & costing M&E + feedback Process management

1. Situation analysis & priority setting • Inclusive and comprehensive • Needs, expectations and performance • Current and anticipated • Toolboxes • Bringing it all together: CHIP: – Numbers and narrative – Problems and systems – Consensus building & peer review

2. Shift from pilots to dealing with the challenge

3. Balance and coherence

4. Resource planning & costing • Resource planning – Programmes as part of systems – i. HTP or similar tools • Costing of: – Resource requirements – Reaching targets (UN Costing tool)

5. M&E + feedback • For partners: Chess; single framework • For domestic use: – Numbers – Narrative – Political intelligence – Institutions: Observatory model? CSOs as watchdogs? Others?

6. Process management • Inclusiveness (trust, presence), particularly during design phase and for feedback • Continuity and long term perspective (presence, legal frameworks) • Exchange of experience and peer review

Support functions • Align partners • Assist negotiation / accountability • Support inclusive strategy development • Assist implementation