WHO HEALTH ACTION IN CRISES INDUCTION BRIEFING GENEVA ... who health action in crises induction...

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Transcript of WHO HEALTH ACTION IN CRISES INDUCTION BRIEFING GENEVA ... who health action in crises induction...

  • WHO HEALTH ACTION IN CRISESWHO HEALTH ACTION IN CRISES INDUCTION BRIEFING INDUCTION BRIEFING GENEVA APRIL, 26 TO 30 2004GENEVA APRIL, 26 TO 30 2004

    THREE YEAR PROGRAMMETHREE YEAR PROGRAMME GENERAL PRESENTATIONGENERAL PRESENTATION ByBy

    EmilienneEmilienne AnikpoAnikpo N'TameN'Tame HAC HAC –– WHO WHO -- GENEVAGENEVA

  • OUTLINEOUTLINE

    1. INTRODUCTION1. INTRODUCTION 2. THE ROLE OF WHO IN CRISES AND 2. THE ROLE OF WHO IN CRISES AND EMERGENCIESEMERGENCIES 3. WHO STRENGHS AND WEAKNESES3. WHO STRENGHS AND WEAKNESES 4. DEVELOPING A PROGRAMME TO ENHANCE 4. DEVELOPING A PROGRAMME TO ENHANCE WHO PERFORMANCEWHO PERFORMANCE 5. OBJECTIVE OF THE TYP5. OBJECTIVE OF THE TYP 6. PRIORITY PROGRAMME OUTCOMES6. PRIORITY PROGRAMME OUTCOMES 7. BUDGET7. BUDGET 8. PROGRAMME INPLEMENTATION FRAMEWORK8. PROGRAMME INPLEMENTATION FRAMEWORK 9. CONCLUSION9. CONCLUSION

  • THE ROLE OF WHO IN THE ROLE OF WHO IN CRISES AND EMERGENCIESCRISES AND EMERGENCIES11

    WHO action in emergencies and WHO action in emergencies and crisis situations aims at reducing the crisis situations aims at reducing the avoidable death, illness and avoidable death, illness and disabilities that result from all types disabilities that result from all types of crisesof crises

  • THE ROLE OF WHO IN THE ROLE OF WHO IN CRISES AND EMERGENCIESCRISES AND EMERGENCIES22

    Identifying and ensuring that health Identifying and ensuring that health and nutrition related issues are and nutrition related issues are properly addressedproperly addressed Strengthening health and nutrition Strengthening health and nutrition surveillance systemsurveillance system Ensuring control CD and VPDEnsuring control CD and VPD Ensuring that risks related to the Ensuring that risks related to the environment are recognised and environment are recognised and properly managedproperly managed Ensuring good quality and access to Ensuring good quality and access to basic preventive and curative carebasic preventive and curative care

    Ensuring that Humanitarian Health Ensuring that Humanitarian Health assistance is in line with international assistance is in line with international standards, local priorities and does standards, local priorities and does not compromise future health not compromise future health developmentdevelopment Advocating and negotiating for Advocating and negotiating for secure access, neutrality and secure access, neutrality and protection of health workers and protection of health workers and services services Ensuring that lessons learnt in a Ensuring that lessons learnt in a crisis are used to improve health crisis are used to improve health sector preparedness for future crises sector preparedness for future crises and disaster reductionand disaster reduction Defining an integrated health policy Defining an integrated health policy for preparedness, response, recovery for preparedness, response, recovery and mitigationand mitigation

  • WHO STRENGTHS AND WHO STRENGTHS AND CAPACITYCAPACITY

    Resolutions 46.6 and 48.2 of the WHA define the scope of the Resolutions 46.6 and 48.2 of the WHA define the scope of the Organisation work in terms of humanitarian action, emergency Organisation work in terms of humanitarian action, emergency preparedness, national capacity building and advocacy for preparedness, national capacity building and advocacy for humanitarian principles;humanitarian principles; Technical and institutional knowledge accumulated and assessed Technical and institutional knowledge accumulated and assessed over timeover time KnowKnow--how, analytic support, technical advice and how, analytic support, technical advice and sectoralsectoral coordination help local, national and international health coordination help local, national and international health stakeholders respond best and together to health challenges in stakeholders respond best and together to health challenges in crisescrises RDG for HAC tasked to ensure direction & leadership and involve RDG for HAC tasked to ensure direction & leadership and involve the whole organization in the whole organization in cisiscisis related work, in close partnership related work, in close partnership with UN agencies and NGOs. with UN agencies and NGOs.

  • WHO WEAKNESSES AS WHO WEAKNESSES AS PERCEIVED FROM OUTSIDEPERCEIVED FROM OUTSIDE11

    "WHO is not seen as a overall priority partner in "WHO is not seen as a overall priority partner in emergencies, not by itself and not by ECHO.emergencies, not by itself and not by ECHO. WHO is primarily oriented towards middle and long WHO is primarily oriented towards middle and long term approach and has not organised its tools, funds, term approach and has not organised its tools, funds, personnel and corporate philosophy to tackle personnel and corporate philosophy to tackle emergencies. emergencies. Traditionally WHO is working closely with the MOH Traditionally WHO is working closely with the MOH which is sometimes an advantage but may be a liability which is sometimes an advantage but may be a liability in some cases to respond to emergencies.in some cases to respond to emergencies. Not at all WHO staff show a genuine interest in Not at all WHO staff show a genuine interest in participating in emergency operations"participating in emergency operations"

    Source: ECHO, Brussels, April, 21Source: ECHO, Brussels, April, 21, 2004, 2004

  • WHO WEAKNESSES AS WHO WEAKNESSES AS PERCEIVED FROM OUTSIDEPERCEIVED FROM OUTSIDE22

    ""……Major bottlenecks identified: Major bottlenecks identified: link to MOH too strong, link to MOH too strong, wrong people recruited for the job at hand,wrong people recruited for the job at hand, no funding, no field orientation, no funding, no field orientation, no interest in emergencies, no interest in emergencies, not enough in frontline of emergenciesnot enough in frontline of emergencies

    No direct established link between the HAC No direct established link between the HAC focal point and ECHO focal point and ECHO office"office"______________________________________________________ ECHO people do recognize that the kind ECHO people do recognize that the kind of backof back--up WHO is capable to provideup WHO is capable to provide

  • DEVELOPING A PROGRAMME TO DEVELOPING A PROGRAMME TO ENHANCE WHO PERFORMANCE:ENHANCE WHO PERFORMANCE: New leadership, new focusNew leadership, new focus

    WHO Senior management acknowledged in WHO Senior management acknowledged in 2002 the need to strengthen its capacity 2002 the need to strengthen its capacity A joint evaluation revealed the potential impact A joint evaluation revealed the potential impact of the increased WHO technical capacity at of the increased WHO technical capacity at country, subcountry, sub-- regional and Regional levelsregional and Regional levels Realistic timeframe (3 years)Realistic timeframe (3 years) WHO HAC strategy available since last quarter WHO HAC strategy available since last quarter of 2003 pins down key ideas and provides of 2003 pins down key ideas and provides basis for broader and intensive consultationsbasis for broader and intensive consultations

  • DEVELOPING A PROGRAMME TO DEVELOPING A PROGRAMME TO ENHANCE WHO PERFORMANCE: ENHANCE WHO PERFORMANCE: Strategic thinkingStrategic thinking

    Over 300 key WHO staff and partners consulted:Over 300 key WHO staff and partners consulted: -- WHO country RepresentativesWHO country Representatives -- Senior Management Senior Management ADG'sADG's, Directors of , Directors of

    Technical departments, Technical departments, DPMsDPMs, , RDsRDs -- HAC staff in Geneva and all 6 regional HAC staff in Geneva and all 6 regional

    EHA/HAC/PED focal points (EHA/HAC/PED focal points (VersoixVersoix)) ………… reshaping the strategy and starting a reshaping the strategy and starting a

    process of internal review of support functions process of internal review of support functions with other departmentswith other departments

  • DEVELOPING A PROGRAMME TO DEVELOPING A PROGRAMME TO ENHANCE WHO PERFORMANCE: ENHANCE WHO PERFORMANCE: Strategic thinkingStrategic thinking ((cntcnt))

    Over 40 Missions and Donors consulted:Over 40 Missions and Donors consulted: general support for the strategic general support for the strategic direction and proposaldirection and proposal Key areas in the draft proposal that need Key areas in the draft proposal that need more clarification identifiedmore clarification identified

  • DEVELOPING A PROGRAMME TO DEVELOPING A PROGRAMME TO ENHANCE WHO PERFORMANCE : ENHANCE WHO PERFORMANCE : Planning process Planning process

    Step 1Step 1: each Region and Geneva outline plan of work and budgets : each Region and Geneva outline plan of work and budgets for next three yearsfor next three years

    Step 2Step 2: HAC Geneva consolidates all seven plans in line with HAC : HAC Geneva consolidates all seven plans in line with HAC strategystrategy

    Step 3Step 3: All six WHO regions and Geneva gather in Cairo to : All six WHO regions and Geneva gather in Cairo to develop a common programme framework, leading to a develop a common programme framework, leading to a consolidated and unified global HAC programme, reflecting consolidated and unified global HAC programme, reflecting regional prioritiesregional priorities

    Step 4Step 4: Regional and HQ HAC teams in the Cairo meeting agree : Regional and HQ HAC teams in the Cairo meeting agree on key issues: levels of services, objectives per crisis phases,on key issues: levels of services, objectives per crisis phases, key key products