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𝘘1 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘣𝘢𝘳𝘳𝘪𝘦𝘳𝘴 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘮𝘰𝘳𝘦 𝘰𝘧 𝘵𝘩𝘪𝘴 𝘮𝘰𝘥𝘦𝘭?

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𝘘1 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘣𝘢𝘳𝘳𝘪𝘦𝘳𝘴 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘮𝘰𝘳𝘦 𝘰𝘧 𝘵𝘩𝘪𝘴 𝘮𝘰𝘥𝘦𝘭?

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Good leadership hinges on organizational leadership

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Good leadership hinges on organizational leadership

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𝘘2 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 1-2 𝘵𝘩𝘪𝘯𝘨𝘴 𝘸𝘦 𝘤𝘢𝘯 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘥𝘰 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 𝘧𝘦𝘸 𝘮𝘰𝘯𝘵𝘩𝘴 𝘵𝘰 𝘧𝘰𝘴𝘵𝘦𝘳 𝘨𝘳𝘦𝘢𝘵𝘦𝘳 𝘪𝘮𝘱𝘢𝘤𝘵 𝘢𝘯𝘥 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘪𝘯 𝘵𝘩𝘪𝘴 𝘢𝘳𝘦𝘢?

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𝘘2 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 1-2 𝘵𝘩𝘪𝘯𝘨𝘴 𝘸𝘦 𝘤𝘢𝘯 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘥𝘰 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 𝘧𝘦𝘸 𝘮𝘰𝘯𝘵𝘩𝘴 𝘵𝘰 𝘧𝘰𝘴𝘵𝘦𝘳 𝘨𝘳𝘦𝘢𝘵𝘦𝘳 𝘪𝘮𝘱𝘢𝘤𝘵 𝘢𝘯𝘥 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘪𝘯 𝘵𝘩𝘪𝘴 𝘢𝘳𝘦𝘢?

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Ownership should be with the countries. Issue is about listening to the countries. EPW can be a path finder but evolution over time need to be reflected.

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Roadmap for health and well-being in small countries of the WHO European Region. Good example on how to do 

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Roadmap for health and well-being in small countries of the WHO European Region. Good example on how to do 

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Plan inter-divisional work well in advance.
Agree roles between divisions incl. technical leadership.
SOP to cover responsibility, funding, lead, reporting.

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A sharing tool also for program managers should be available. Follow up systematic

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A sharing tool also for program managers should be available. Follow up systematic

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Pre-mission briefings with participation of various teams, introducing technical staff to national counterparts, revise objectives of the mission, agenda and other documentation

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Using examples from other agencies such as the environment performance reviews of UNECE

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Using examples from other agencies such as the environment performance reviews of UNECE

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Benefit is political engagement and stepped up excellence in technical advise

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Collaboration between divisions should start before missions planning so RO should have tools to facilitate this. When it comes to missions, collaborations are already established.

Explore if there is a staff member who would be responsible for pooling together technical staff and experts for these missions.

Workplans do not have space to reflect inter-divisional. Reporting and accountability have to reflect this effort.

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1. Regular communication and promotion of WHO’s work as a portfolio rather than single stand-alone activities 

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1. Regular communication and promotion of WHO’s work as a portfolio rather than single stand-alone activities 

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2. Using the map for fundraising opportunities that will include issues, which are common for the region and to which common commitments can be given 

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2. Using the map for fundraising opportunities that will include issues, which are common for the region and to which common commitments can be given 

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Oppertunitiees for resouce mobilising ?

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3. Setting priorities for limited resources 

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3. Setting priorities for limited resources 

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4. Moving towards multi-programming

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Barriers - defining the audience when we “move” stocktakes with gov involvement; discrepancy in data & values & indicators - WHO and the country.

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Sustainability for developing instruments for constant use by the country (repository & dashboard)

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Political aggregation as a background very important

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Use subregional approach to stimulate more multiprogramme activities (e.g. Mental health and PHC)

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Multi technical Programmes working together under road map initiative

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Multi technical Programmes working together under road map initiative

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Focus on identifying financing opportunities for roadmap based initiatives

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Because of the partnerships high level cost effectiveness

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Because of the partnerships high level cost effectiveness

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Back up subregional roadmaps by subregional technical capacities

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Explore other subregional initiatives, e.g. Nordics together with Baltics

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Improtant to agree from outset:
Coordination and mission leadership
Funding
Capture in workplans

Plan - through advance planning of inter-divisional work, we could secure resources and efficient pooling.

Have a desk officer acting almost like incident managers in IMST to coordinate missions. Explore matrix structure.
Define a model to work in agile environment - IMST mechanism as a model, consulting and private sector - what ever the structure is and then agree SOP how the structure is deployed.

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Subregions may be the networks that reflect constant geopolitical changes in the WHO European region, i.e moving from the South East European Health Network to the Western Balkans Roadmap

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Subregions may be the networks that reflect constant geopolitical changes in the WHO European region, i.e moving from the South East European Health Network to the Western Balkans Roadmap

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Maintaining energy and momentum of the Roadmap to further advance health agenda

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Linking it with other process in RO such as country strategic outlooks, RD & DG country briefings, intelligence.

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Accountability  for shared missions

Quality assurance - how do we ensure this?

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Sub country initiatives in principle retain on the level of declarations. Action, action and action for results: this is relevant strategy.

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Organization is tired of reporting, although some knowledge systems and information mechanisms are key but have a perception problem. How can we sell? What is in it for those who provide input?

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Look at other organisations how they organise missions (IMF)

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1) Many examples of good practice especially with technical and geographical networks of CCs eg labtaskforce

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1) Many examples of good practice especially with technical and geographical networks of CCs eg labtaskforce

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2) Barriers can be political issues, resources and lack of national recognition
3) integrate CC capacity building in on-going technical work (eg part of country missions). Also twinning/joining tech networks pre designation
Looking at ways for transferring and amplifying deliverables across region
Investing in  visibility with MOH
Regular meetings with CCs

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We need to take sharing information within the region forward in the most practical way

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Continue the work and discussions, and try out what is there because one can only anticipate as we have info at hand. Reach out to (interested) colleagues and try out and refine together with them.

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1. Develop one or more mechanisms to consolidate data more efficiently (e.g. through integrating reporting mechanisms, automation processes,..)
2. Pilot refined approach of sharing and receiving daily updates on the most critical insights from within the region (FP: CSE)
3. Pilot ready-to-use business intelligence and country support dashboards (tracking EURO activities) with technical units and interested COs (FP: CPS)