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Dialogue Politique National

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

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Dialogue Politique National

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  1. Dialogue Politique National Wim Van Lerberghe WHO, Geneva

  2. 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

  3. Une confusion terminologique Plan paraplui et plans spécifiques

  4. Des motifs différents

  5. Tout se tient

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

  7. Mainstreaming IHP+ as an approach • Donors: Sceptical alignment: Paris, IHP+ • Validation • → “assessment” • → “joint assessment” of desirable attributes: • (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 • Use for • 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, ….

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

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

  10. Where can we improve things? • 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

  11. 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

  12. 2. Shift from pilots to dealing with the challenge

  13. 3. Balance and coherence

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

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

  16. 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

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

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