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Fundamentals of WBI Results 12_11

2h version
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Capacity 4Change

on 28 May 2014

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Transcript of Fundamentals of WBI Results 12_11

Strengthened legal system
to protect whistle blowers or to address unethical behavior by public officials
Institutional Capacity Change 1
(Pharma case)
6.
Improved consensus and teamwork
New implementation know-how
4.
2.
1.
Fundamentals of WBI

Results

Growth & Competitiveness
Governance
Climate Change
Health Systems
Urban
Public Private Partnerships
Others
Results Areas
Innovative solutions
Collaborative Governance
Open Knowledge
Fragile States
Development Goal
Change
Improved access to
medication for citizens of
Tanzania, Kenya and Uganda
for better health outcomes.
Institutional Capacity Change
Weak advocacy and monitoring

by CSOs to hold the government accountable and demand transparency
Rules, regulations and procurement plans are
not publicized or easily accessible

for public comments or inputs
Legal systems lack mechanisms

to protect whistle blowers or to address unethical behavior by public officials
Challenges that hinder achievement in healthcare services in Tanzania, Kenya and Uganda
Answer these questions in relation to the Pharma case study.
Strengthened advocacy and monitoring

by CSOs to hold the government accountable and demand transparency in pharmaceutical procurement policies and practices
Improved access
to information for public comments and inputs
3.
approach to
What is the
capacity development
WBI mobilizes different combinations of the three
service clusters
to help tackle development challenges in
seven thematic areas
To measure and track the results of its initiatives,
WBI uses its own
?
Focus on
results.
Catalyze
change.

Capacity Development and Results Framework
Other people/groups
people or organizations
Who could help achieve this ?
Enhanced knowledge or skills
Strengthened coalitions
Enhanced networks
If challenges are met, what would it look like?
Strengthened coalition
Enhanced advocacy skills
?
How to empower the change agents
to take action
with the potential to
mobilize
resources and others, and
lead
or
influence
change
of CSOs, media, academia to share a common vision to hold government accountable
Structured Learning
Knowledge Exchange
Innovation Lab
Development Marketplace
Competitions and Grand Challenges
Open Government and Open Aid
Participation and Oversight by Non-Government Actors
Citizen Feedback Using ICT
Multi-stakeholder Collaborative Action
Strengthened advocacy and monitoring
by CSOs to hold government accountable and demand transparency in pharmaceutical procurement policies and practices
CSOs
Media
Academia
Raised awareness
Given the ICOs of Pharma case...
Improved coordination

of departments/agencies involved in pharmaceutical procurement
Lack of coordination
of departments/agencies involved in pharmaceutical procurement
Process
Act
Convene
Influence
To achieve
Strengthened advocacy and monitoring
by CSOs to hold the government accountable and demand transparency in pharmaceutical procurement policies and practices
?
Who can make it happen
Enhanced networks
New implementation know-how
Change agents
convene
other
stakeholders into coalitions to take action
Change agents plan ways to
influence
the government
Change agents
design and start implementing

a monitoring plan and advocate
for accountability and
transparency of the government
New implementation know-how
Change
Enhanced networks
Process
Strengthened advocacy and monitoring
by CSOs to hold government accountable
and demand transparency in pharma
procurement policies and practices
Knowledge Exchange
Lesson learning
Coalitions among stakeholders
Electronic networking platform
Training of Trainers
?
?
What benefits would the stakeholders seek
Is there
inclusive ownership
?
Are the
policy instruments efficient
?
Are
organizational arrangements effective
?
?
Mapping it all together
Improved understanding
of CSOs, media, academia to influence procurement agencies to abide by procurement regulations and good practices
by CSOs, media and academia about good pharmaceutical procurement process to monitor government procurement
Answer in relation to the Pharma case.
Strengthening governance in procurement of pharmaceuticals in Tanzania, Kenya and Uganda
For example, are diverse stakeholders engaged, demanding accountability and transparency? Are leaders committed?
For example, do formal policies, procedures and rules support the goal?
For example, do systems, processes and resource management work?
What stops the organization or group from adapting to achieve the goal?
connect to global knowledge
coalesce stakeholders to make change happen
scan and incubate innovations
These six improved capacities of change agents are used by WBI to
track
and
monitor
progress toward achieving the Institutional Capacity Changes.
Learning objective:
Intermediate Capacity Outcomes
Enhanced advocacy
Strengthened coalitions
Improved understanding
To gain an understanding of WBI's approach to results
Strengthened coalition
Enhanced advocacy skills
of NGOs, media, academia to share a common vision to hold government accountable
Improved understanding
of CSOs, media, academia to influence procurement agencies to abide by procurement regulations and good practices
by CSOs, media and academia about good pharmaceutical procurement process to monitor government procurement
DG
ICC
ICO
change agents ...
?
What would empower change agents to take action
What are the challenges that hinder achievement
Remember:
WBI monitors and reports
results on two levels
Teams are expected to monitor and report progress at these two levels
Innovative solutions
Collaborative Governance
Open Knowledge
Structured Learning
Knowledge Exchange
Innovation Lab
Development Marketplace
Competitions and Grand Challenges
Open Government and Open Aid
Participation and Oversight by Non-Government Actors
Citizen Feedback Using ICT
Multi-stakeholder Collaborative Action
connect to global knowledge
coalesce stakeholders to make change happen
scan and incubate innovations
Growth & Competitiveness
Governance
Climate Change
Health Systems
Urban
Public Private Partnerships
Others
Results Areas
Fragile States
Pharma case
Taking actions
Convening power
Influence and Leadership
They have (or potentially could have) knowledge, skill base and experience related to the needed change and will know when there has been enough process and discussion and how to move from contemplation to action.
They are (or potentially could be) able to assess the situation and build relationships with other stakeholders involved in the change process.
They have (or potentially could have) strong influence and can take leadership over the needed changes.
Change Agents
Are there other constraints?
For example, are there adequate financial resources?
a WBI result
a WBI result
Strengthened coalition
Knowledge
exchange
Enhanced advocacy skills
of CSOs
media, academia to share a common vision to
hold government accountable
Improved understanding
of CSOs, media, academia to influence procurement agencies to abide by procurement regulations and good practices
by CSOs, media and academia about good pharmaceutical procurement process to monitor government procurement
Convening
and coalescing stakeholders
Lesson
learning
Electronic
networking
platform
Training
of
Trainers
Improved access to medication for
citizens of Tanzania, Uganda and Kenya
for better health outcomes
Be flexible.
Monitor progress.
Adaptively manage changes along the way.
Remember:
?
How to think about the
change agents and the
change process
= change in stakeholder ownership, policy
instruments and
organizational arrangements
= change in agents' ability or disposition to take appropriate action
Inclusive
Ownership
Efficient Policy
Instrument
Effective
Organizational
Arrangements
WBI's approach to
results.

Focus on
results.
Catalyze
change.

This is
...consider
WBI services
that would help the change agents advance the change
of CSOs, media, academia
to share a common vision to hold government accountable
Case Background
Pharmaceuticals are an essential part of a functioning health system, and claim a large share of health care spending. Poor governance in procurement contributes to overpriced products, stock outs and oversupply/wastage. This reduces access to pharmaceuticals of good quality at affordable prices for those most in need, undermining health services and health outcomes.
Common governance issues include the following:
•Rules, regulations, procurement plans, committee and drug regulatory decisions are not publicized or easily accessible, or are not available for public comment or input as they are developed. Therefore, data on which monitoring could be based is often unavailable even if there is civil society engagement.
•Legal systems often lack mechanisms to protect whistle blowers or to address unethical behavior by public officials at all ranks.
•In some countries, the Ministry of Health forms a tender committee with oversight responsibility for procurement of health sector goods. However, approvals for the various stages of the procurement process remain within the jurisdiction of other agencies, often under the Ministry of Finance. These departments and agencies often fail to work together in an efficient manner, causing procurement delays that are especially problematic for medicines.
WBI has launched a multi-year initiative targeting stakeholders from government, civil society, and the private sector in Tanzania, Kenya and Uganda, with the aim of improving the governance of pharmaceutical procurement. The initiative’s strategy is that a multi-stakeholder approach is potentially more effective for improving transparency and accountability in pharmaceutical procurement than external assistance for improving government’s capacity to procure alone.
The initiative will work with the stakeholders to identify priority areas for learning and action to improve governance in procurement of pharmaceuticals – which could include knowledge sharing events, workshops, best practice case studies, video conferences, an interactive website or social network, and other peer learning and problem solving activities and events.
Full transcript