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PAHOWHO COUNTRY COOPERATION STRATEGY 2004 2007 GUYANA

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PAHO/WHO Strategic Agenda For Guyana. VISION: ... PAHO/WHO's work in Guyana is based on a belief in the rights of all individuals, ... – PowerPoint PPT presentation

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Title: PAHOWHO COUNTRY COOPERATION STRATEGY 2004 2007 GUYANA


1
PAHO/WHO COUNTRY COOPERATION STRATEGY 2004 -2007
GUYANA
  • Dr. Bernadette Theodore Gandi
  • Guyana Day
  • October 4, 2004

2
What is a Country Cooperate Strategy CCS?
  • Expresses WHOs corporate strategy at country
    level for the medium term 3 5 yrs.
  • Represents a sound balance between country needs,
    regional and global priorities
  • Constitute a framework for WHO cooperation in and
    with the country concerned
  • Clarifies WHOs role at country level in
    supporting broad based development approaches,
    Poverty reduction and sector programs

3
CCS guiding principles
  • Being more selective fewer priorities
  • Fostering strategic thinking
  • Performance of WHO secretariat versus Member
    States
  • Ownership by the entire Organization
    guardianship by the PWR
  • Deepening preferred partner relationship
  • Working with development partners based on our
    comparative advantage.

4
Why did Guyana conduct a CCS?
  • Challenges to Technical Cooperation
  • Opportunities in Country
  • Time to undertake a critical review/evaluation of
    work done
  • Re-define vision
  • Re-align Country Office to achieve vision

5
Opportunities
  • Guyana is a beneficiary of the HIPC initiative
  • A priority country in the PAHO Strategic Plan
  • Focus on MDGs
  • Benefits from a significant increase in bilateral
    donor aid in the last two years
  • Thematic groups in priority areas including
    health to monitor and evaluate implementation of
    the PRSP
  • PAHO/WHO provides the secretariat to the Theme
    Group on Health chaired by the Minister of
    Health
  • Re- assignment, End of Contracts, migration
    within country office

6
Methodology
  • Country chapter on the Health in the Americas
  • Health Systems Profile
  • Health Sector Analysis
  • National Health Plan 2003 2007
  • Evaluation of the Essential Public Health
    Functions
  • Poverty Reduction Strategy Paper
  • National Development Strategy
  • Identification of Team
  • Desk Review of Documents
  • First Mission Consultative
  • Complementary data
  • from other partners

7
Methodology
  • Second Mission
  • Defining PAHO/WHO strategic agenda for Guyana
  • Conducting a performance audit
  • Gap analysis
  • Integration

8
Critical Development Challenges
  • Governance including continuing political
    conflict and escalating violence
  • Widespread poverty, inequity and disparities
    between social, ethnic and geographic groups
  • Migration of qualified professionals, including
    teachers and health professionals
  • Slow economic growth and lack of investment

9
Critical Health Challenges
  • Selected NCDs Cardiovascular diseases, diabetes
    and asthma
  • Major communicable diseases - HIV/AIDS, malaria
    and tuberculosis
  • Maternal and child health, reproductive health
    issues, nutritional deficiencies and ARI

10
Critical Health Challenges
  • Mental disorders, especially depression and
    substance abuse
  • Unintentional and intentional injuries
  • Reduction of behavioural and environmental risks,
    including occupational health hazards

11
Health Sector Development Strategic Issues
  • Establishing clear priorities for which services
    will be provided using public resources
  • Improving the managerial capacity of the sector
    in order to increase productivity and quality
  • Developing a human resource policy and plan for
    the sector

12
Health Sector Development Strategic Issues
  • Strengthening of public health leadership and
    advocacy capacity
  • Improving availability and access to information
    on epidemiological situation and system
    performance for policy and planning
  • Addressing the inequitable access to health care


13
External Assistance Challenges
  • Imbalance in distribution of health development
    aid
  • Low absorptive capacity for health development
    programs in the public sector
  • Development agency drive for short and medium
    term results may sacrifice long term
    sustainability

14
Challenges for Country Office
  • Providing technical leadership in public health
  • Supporting/facilitating partnerships amongst
    development partners to achieve common goal
  • Technical Capacity

15
PAHO/WHO Strategic Agenda For Guyana
  • VISION
  • By 2007, PAHO/WHO will be the lead international
    technical partner for health development in
    Guyana, recognized by all actors working for
    health in the country as an honest broker and the
    premier source of technical guidance and
    information in public health.

16
MISSION
  • To provide technical leadership in public
    health and bring together a wide range of local,
    regional and international partners to strengthen
    national capacity for health development.

17
VALUES
  • PAHO/WHOs work in Guyana is based on a belief
    in the rights of all individuals, irrespective of
    gender, race, age, religion or sexual orientation
    to basic conditions for health and on the values
    of the Organization.

18
WHO COUNTRY FUNCTIONS
  • Function 1 Supporting long-term implementation
    of routine activities
  • Function 2 Catalysing adoption and adaptation of
    technical strategies seeding large-scale
    implementation
  • Function 3 Supporting research and development
    monitoring health sector performance

19
WHO COUNTRY FUNCTIONS
  • Function 4 Information and knowledge sharing
    providing generic policy options standards
    advocacy
  • Function 5 Providing specific policy advice
    serving as broker influencing policy, action,
    and spending

20
Strategic Directions
  • SD1 Reducing excess mortality, morbidity and
    disability, especially in poor and marginalized
    populations.
  • SD2 Promoting healthy lifestyles and reducing
    risk factors to human health that arise from
    environment, economic, social and behavioural
    causes.

21
Strategic Directions
  • SD 3 Developing health systems that equitably
    improve health outcomes, respond to peoples
    legitimate demands, and are financially fair.
  • SD4 Framing an enabling policy and creating an
    institutional environment for the health sector.

22
Order of Priority
  • F5 Providing specific policy advice serving as
    broker influencing policy, action and spending
  • F3 Supporting research and development,
    monitoring health sector performance
  • F4 Information and knowledge sharing providing
    generic policy options standards advocacy
  • F2 Catalyzing adoption and adaptation of
    technical strategies seeding large scale
    implementation
  • F1 Supporting long term implementation of routine
    activities

23
Greater Emphasis on …
  • Influencing policy, action, and spending
  • Brokering role
  • Provision of technical evidence to support shifts
    in policies/strategies
  • Filling data gaps
  • Monitoring health sector performance
  • Building capacity for evaluation
  • Resource mobilization

24
Function 5
  • Providing specific policy advice serving as
    broker influencing policy, action and spending
  • Rational
  • Multiple donors
  • Skills need
  • Ability to create strategic alliances
  • Networking and negotiating skills
  • Technical capacity
  • Information management

25
Function 3
  • Supporting research and development monitoring
    health sector performance
  • Rationale
  • Commitment to MDGs
  • Fundamental function to support F5
  • Skills needed
  • Increased technical capacity to collect analyze
    data to identify inequities
  • Increased capacity in development
  • of indicators of success

26
Function 4
  • Knowledge in information sharing and providing
    specific policy advice
  • Rationale
  • CO must offer evidence based advice, examples of
    best practice
  • Tailor messages to specific audiences e.g.
    counterparts/policy makers
  • Skills needed
  • Social communication
  • and advocacy

27
Function 2
  • Catalyzing adoption and adaptation of technical
    strategies
  • Rationale
  • CO hub for organizational knowledge regarding
    technical solutions
  • Aware of relevant initiatives in priority areas
    that have been implemented in other areas
  • Seek opportunities to tap into activities of
    other development agencies that can be of mutual
    benefit
  • Skills needed
  • Increased
  • Advocacy
  • Programme Implementation
  • Networking Skills

28
Function 1
  • Supporting long term implementation of routine
    activities
  • Rationale
  • Direct technical support to routine programs on
    an on-going basis e.g. EPI
  • Strengthening national capacity to manage
    programs
  • Skills needed
  • Program Planning and management
  • Human Resource Management
  • Epidemiology

29
RECOMMENDATIONS
  • Review the human resource capacity of the CO
  • Increase in financial resources of the CO
  • Integrating project funds into main stream
    programs

30
Addressing Weaknesses
  • Review Basic Agreement with the GOG to ensure
    that it is supportive of the CCS
  • Communication Strategy to be developed
  • RE-aligning administrative support to provide M
    E
  • Defining the cost of technical cooperation to
    Guyana

31
Implication for PAHO/WHO
  • Success factors
  • The locus responsibility for all technical
    cooperation activities is the country office
  • Technical cooperation defined at the country
    level with support from RO and HQ
  • Increase mobilization and sharing of resources
    (financial and technical)

32
Actions to date
  • Post of Health Systems Advisor filled
  • STP Epidemiology recruited
  • STP for Maternal and Child Health recruited
  • STP to address malaria issues recruited

33
SUMMARY
  • Many challenges
  • Many opportunities
  • One Goal
  • One Team
  • TOGETHER WE WILL MAKE A DIFFERENCE
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