Intensified action on seven behaviours by all development partners

1. Intensified action on seven behavioursby all development partners Session objectives • To review status of intensified action: progress, issues and challenges • To discuss possible modifications to the approach • To agree next steps

2. background… December 2012 IHP+ Country Teams Meeting message to health leaders • Is progress in putting agreed principles of effective aid/development cooperation into practice, but slower than expected • Countries have moved further than development agencies • Are some critical areas in which greater progress would lead to more rapid and sustained results. Become known as the 7 behaviours April 2013 All IHP+ signatory countries invited to express interest in championing intensified action Global health leaders commit to renewed action on 7 behaviours; support for 'twin-track' approach May 2013 IHP+ technical briefing at WHA discusses 7 behaviours

3. The 7 behaviours – not new, but important • Agreement on priorities that are reflected in a single national health strategy and underpinning sub-sector strategies, through a process of inclusive development and joint assessment, and a reduction in separate exercises. • Resource inputs are recorded on budgetand in line with national priorities. • Financial management systems are harmonized and aligned; requisite capacity building is being done or underway, and country systems strengthened and used. • Procurement/supply systems are harmonized and aligned; parallel systems phased out; country systems strengthened and used, with a focus on best value for money. • Joint monitoringof process and results, based on one information and accountability platform. • Opportunities for systematic learning between countries are developed and supported by agencies (south-south/triangular cooperation). • Provision of strategically planned and well-coordinated technical support.

4. Intensified action by all development partners Twin-track approach – to be mutually reinforcing • Country dialogue, review and action on the seven behaviours • Identify problems; underlying causes; priorities for action (government or development agency;local or global) • Findings shared with agency HQs; any patterns identified • International development agency review and action • Self-review of performance on each of the behaviours – not just what but why, and what can be done • Take feedback across country rapid reviews into account as well

5. Country rapid review and action Status • Seven behaviours a good framework for strategic discussion of current problems in development cooperation • Priorities identified; next steps discussed locally; shared with agency HQs Issues • Follow-up: less evidence of intensified action to implement agreed country-based actions, partly because targets and timelines not explicit enough • More attention needed to effect change in agency behaviour in response to country findings

6. International development agency review and action • Status • Some agencies have held internal discussions, but to date individual agency review of all 7 behaviours quite limited • Emergence of collective agency action focused on a single area: improving measurement of results by harmonizing and aligning agency reporting requirements • Issues • Time-limited focus on a single issue is attractive and works well where high-level political engagement needed • Focusing only on one issue at a time would mean that opportunities for responding to patterns of problems from country rapid reviews, that require change in a number of agency policies and procedures, could be neglected

7. Steering Committee invited to comment and advise on proposed next steps in two areas 1. Follow up on in-country action plans • Countries review responsibilities for achieving targets, adhering to timelines for actions agreed • Promote greater HQ staff engagement through informal teams consisting of members from key agencies in the country concerned; mandated to provide a link between follow-up at country level and HQs 2. Regaining momentum for comprehensive action within development agencies • For greater long-term impact at country level, the case for a more comprehensive internal review to inform agencies' own reform processes remains strong. • A combination of both approaches (collective single issue focus plus individual internal review) is most likely to achieve greater gains