PAHO/WHO COUNTRY FOCUS: putting CCS into practice BRIEFING FOR LIHP PARTICIPANTS Office of the Director, Country Focus Support April 2012

Introduction Part of the UN reform process to ensure better focus, sharper intervention from PAHO/WHO in countries: country focus Crucial implications for PAHO/WHO s work in countries and make the greatest possible contribution to national health development Result based management Inspired by the Vision and Values of Health for All

The Vision of Country Focus The Vision of Country Focus Country Cooperation Strategies (CCS) in all member states where PAHO/WHO has a presence Stronger country teams led by an empowered PAHO/WHO Representative Demand-led technical support from Regions and HQ, coordinated by country offices Country supportive administrative systems and structures Country teams guardians of One WHO country knowledge PAHO/WHO effectively fulfilling its role within partnerships for health and development

The challenges in countries... Health and Development Poor nutrition and hunger Inadequate access to safe water and sanitation High maternal mortality and child ill-health Endemic infectious diseases and outbreaks Low access to essential medicines and immunization safety HIV/AIDSpandemic Demographic transition, non-communicable diseases and mental health Institutional capacities, health systems and increasing demands on human resources Natural disasters and complex emergencies

The challenges in countries... GLOBAL INITIATIVES Global Fund to Fight AIDS, TB and Malaria (CCM); 3by5, GAVI, Tobacco, etc... DONOR INITIATIVES International Financing Institutions, Harmonization/ Effectiveness of Development Assistance NATIONAL CO-ORDINATION ICC, PRSP; SWAPs; Roundtables; Consultative Group Meetings... UN SYSTEM PROCESS AND REFORM CCA/UNDAF, WHO-UNICEF, WHO-UNFPA... STRONG NATIONAL CAPACITY FOR HEALTH AND DEVELOPMENT REGIONAL INITIATIVES

2011PAHO MOH MOEC MOF PMO SECTOR PRIVADOSOCIEDAD CIVIL GOBIERNO NACP CTU CCAIDS INT NGO PEPFAR Norad CIDA RNE GTZ Sida WB UNICEF UNAIDS PAHO/WHO CF GFATM USAID NCTP HSSP GFCCP DAC CCM T-MAP 3/5 SWAP UNTG PRSP Source: Mbewe, WHO En un escenario nacional exigente y lleno de actores

2011PAHO Capacidad de los socios …Y existen muchos retos de navegación… Polítcas del país Cambios en el rendimiento económico ALIANZAS ASOCIACIONES REDES Determinantes sociales Mandatos de las NNUU Reforma de las NNUU Integración del sistema Iniciativas globales

The origins of the Country Cooperation Strategy The formulation of the Country Cooperation Strategy started in Learning by doing approach 2002 launching of the Country Focus Initiative. Six elements: 1.Use of the Country Cooperation Strategies (CCS) 2.Improving core competencies and capacities of WCTs 3.Enhancing technical support in response to CCSs 4.Enabling effective operations of WCOs 5.Collecting/ collating country-specific information and intelligence 6.Better work with the UN system and development partners 2003 Country Focus Initiative Country Focus Policy

WHAT is the WHO Country Cooperation Strategy (CCS)? The CCS is meant to be an overall frame that serves as a reference for all PAHO/WHO work in and with a particular country

WHAT is the WHO Country Cooperation Strategy (CCS)? The Country Cooperation Strategy (CCS) reflects a medium term strategic framework ( 4 to 6 years) for PAHO/WHO cooperation in and with a Member State The CCS engages the three levels of the Secretariat into supporting One plan and Budget

WHAT is the WHO Country Cooperation Strategy (CCS)? *Help develop a country focus across the Organization – It is one element of the WHO Country Focus Policy; *Promote a one WHO approach to country work; *Help us think more strategically about our priorities and our roles and functions at country level, as our corporate strategy indicates; *Helps reduce fragmentation in the way we support countries and at helping us being more responsive to country realities. The CCS is meant to:

Country Cooperation Strategy Articulation with WHO managerial process Global and live process Global and Regional directions and priorities are taken into account when elaborating or updating the country strategic objectives, strategic approaches The elaboration of strategic objectives and approaches stated in the CCS are taken into consideration in the elaboration of the Regional and Organization-wide strategic plans. Similarly the country's expected results are considered when developing Regional and Organization-wide expected results

2011PAHO …La orientación es … UN PROCESO CCS DE ALTA CALIDAD PREPARACION COORDINACION CON AUTORIDADES NACIONALES PREPARACION COORDINACION CON AUTORIDADES NACIONALES ANÁLISIS ESTRATÉGICO DEL DESARROLLO SANITARIO NACIONAL PROSPECTIVO Y PARTICIPATIVO ANÁLISIS ESTRATÉGICO DEL DESARROLLO SANITARIO NACIONAL PROSPECTIVO Y PARTICIPATIVO DEFINICIÓN CONCERTADA DE LA ESTRATEGIA Y DE LOS CONTENIDOS DE C.T. DE LA OPS DEFINICIÓN CONCERTADA DE LA ESTRATEGIA Y DE LOS CONTENIDOS DE C.T. DE LA OPS IDENTIFICACIÓN DE LAS IMPLICACIONES POLÍTICAS, TÉCNICAS Y ADMINISTRATIVAS IDENTIFICACIÓN DE LAS IMPLICACIONES POLÍTICAS, TÉCNICAS Y ADMINISTRATIVAS MARCOS E INSTRUMENTOS PLANES NACIONALES DE DESARROLLO – PLANES NACIONALES DE SALUD CCA/UNDAF – PRSP – SWAP – Análisis del Sector Salud - Iniciativa de Datos Básicos de Salud – Medición de rendimiento de las Funciones Esenciales de Salud Pública – Perfiles de Sistemas de Salud y seguimiento de los procesos de Reforma del Sector Salud - Evaluación de la función rectora de las autoridades nacionales sanitarias - Observatorio de Recursos Humanos - Caracterización de la Exclusión Social en Salud

Two features that foster internal coherence and staff development: * A one WHO CCS team involving the PWR and someone from his/her office, one representative from the regional office and one from headquarters, to ensure a united strategy; * Emphasis on facilitation: exercising a challenge and support function to ensure rigorous analysis in key discussions. THE WHO COUNTRY COOPERATION STRATEGY PROCESS

Remaining challenges... Considering the implications for HQ HQ Regions and Country offices Regions and Country offices Shifting staff and financial resources Shifting staff and financial resources across Areas of Work across Areas of Work decentralizing within Areas of Work decentralizing within Areas of Work Monitoring, learning and adjusting Monitoring, learning and adjusting within WHO, within WHO, with Member States with Member States with UN and donor agencies with UN and donor agencies

The PWR must reconcile national priorities with collective regional priorities and must proactively work to achieve the RER indicator targets set out in the Strategic Plan CCS – SP – BWP Relationship National Priorities Country Cooperation Strategy (CCS) Biennial Workplan (BWP) Collective Regional Priorities Strategic Plan (SP) Collective Regional Priorities

2011PAHO OMS MTSP Objetivos Estratégicos (OE) OWERS Estrategia de Cooperación en el País (ECP) BWP* subregional BWP* de país * BWP = Biennial Workplan Estrategia de Cooperación hacia los países y EC Multi-País en el proceso de planificación de la OPS/OMS AGENDA MUNDIAL DE SALUD DE OMS 11 o GPW Planes Estratégicos de los regiones RERs conecta a OWERs Estrategía de cooperación subregional (ECS) Prioridades Nacionales Prioridades subregionales Prioridades Regionales Colectivamente, CCS informa la planificación, el presupuesto, y la distribución de recursos para el trabajo de la OMS en los países En un país en particular, la ECP dirige la planificación y revisión de la presencia de la OMS en el país Plan Nacional de Salud

Draft sample template for mapping main priorities for technical cooperation SO1 To reduce the health, social and economic burden of communicable diseases. SO2 To combat HIV/AIDS, Malaria and Tuberculosis SO3 To prevent and reduce disease, disability and premature death from chronic noncommunicable conditions, mental disorders, violence and injuries. SO4 To reduce morbidity and mortality and improve health during key stages of life, including pregnancy, childbirth, the neonatal period, childhood and adolescence, and improve sexual and reproductive health and promote active and healthy ageing for all individuals SO5 To reduce the health consequences of emergencies, disasters, crises and conflicts, and minimize their social and economic impact SO6 To promote health and sustainable development, prevent and reduce risk factors for health conditions associated with use of tobacco, alcohol, drugs and other psychoactive substance use, unhealthy diets, physical inactivity and unsafe sex SO7 To address the underlying social and economic determinants of health through policies and programmes that strengthen health equity and integrate pro-poor, gender-responsive, and human rights-based approaches. SO8 To promote a healthier environment, intensify primary prevention and influence public policies in all sectors so as to address the root causes of environmental threats to health SO9 To improve nutrition, food safety and food security, throughout the life- course, and in support of public health and sustainable development. SO10 To improve health services through better governance, financing, staffing and management, informed by reliable and accessible evidence and research SO11 To ensure improved access, quality and use of medical products and technologies SO12 To provide leadership, strengthen governance and foster partnership and collaboration in engagement with countries, to fulfil the mandate of WHO in advancing the global health agenda as articulated in the 11th General Programme of Work SO13 To develop and sustain WHO as a flexible, learning Organization, enabling it to carry out its mandate more efficiently and effectively

Relación de Componentes y Subcomponentes de CCSs en AMRO con el Plan de Trabajo de OMS

More info… SenPaíses.asphttps://intranet.paho.org/d/csu/EjerciciosCC SenPaíses.asp on_strategy/en/ on_strategy/en/