Pillar II breakout groups: Key action points identified Karen Newman RHSC June 2011 Country Ownership and Commodity Quality Inform and advocate to governments on issues relating to product quality and procurement as well as supply systems to facilitate informed decision-making Promote dialogue within and between regional groupings and other international bodies on common approaches and appropriate standards that would allow mutual recognition and cross-border trade. Learn lessons from GFATM and others about innovative and effective approaches to procurement and commodity strategic planning for affordable, available and quality- assured products. Defining resource needs at country level Emphasize that investing in reproductive health programmes and supplies is smart policy, and yields value for money, going beyond related health benefits to positively affecting wider environmental and socio- economic development priorities Co-ordinate across sectors to financially plan and effectively meet the increasing demand for reproductive health supplies Engage with district level decision-makers and implementers, and address health worker issues such as task shifting, training etc. to maximize efficiency and cost effectiveness Human Resources for managing supply chains Human Resource strengthening for supply chain managers is a cross-cutting issue for all health sectors Supply chain strengthening should be part of overall health sector strategy for human resource management Adopt a dual approach which includes: - Building supply chain components into basic training and development for health care workers; Building a cadre of health supply chain professionals Move towards a holistic focus on building Human Resource capacity for Supply Chain Management (training, supportive supervision, monitoring, incentives, etc), to obtain, train and retain supply chain professionals Co-ordination at Country level and Stewardship of the State Co-ordinate the work of all key actors: public, private, NGO, by: Appointing a high-level chair of coordination within government Facilitating private sector co-ordination Promoting coordination at lower (district) levels Creating a “Community of Practice” for sharing experience across sectors, produce guidance documents, etc Developing training programmes for public and private providers Incorporate private sector service data into Health Monitoring Information Systems. Implementing public/private partnerships for service delivery, eg contracting out, etc. Incorporating social marketing programmes and data within national reproductive health strategic plans to maximize effective coverage. Strengthening the Supply Chain Donors need to earmark funding for supply chain logistical strengthening Shift from vertical donor support for commodities to integrated Logistics Management Information Systems, which may involve support for integrated systems from basket/sector-wide funds, rather than for the commodities themselves Expand the definition of commodity security to include medical equipment and ancillary supplies (consumables) Strengthen capacity-building for LMIS, especially for “the last mile”. This includes in-service training in the essential basics of logistics for pharmacists and other health care workers Country Ownership: Advocacy and Demand Base more advocacy on research and evidence Include clients and service providers as advocates Connect national/local to global – e.g. Maputo Plan, UN Sec Gen’s Global Strategy, UNFPA’s Global Programme Across the Groups: Country Ownership means: - Taking stock of key partners and stakeholder groups in RH at national level, including government, media, traditional and religious leaders, young people, parliamentarians, etc, defining roles, and setting benchmarks Achieving a shared understanding of what country ownership means and how different stakeholders can engage and be engaged by government Developing a transparent health and development policy environment in which reproductive health has a clear role Ultimately: Defining, developing and building capacity for government stewardship of the health sector as a whole – including building the capacities of private providers, NGOs, civil society and other key stakeholders, to arrive at shared responsibility for a ‘whole sector approach’ to both policy development and service delivery.
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