# data[].attributes.headline
𝘘1 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘣𝘢𝘳𝘳𝘪𝘦𝘳𝘴 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘮𝘰𝘳𝘦 𝘰𝘧 𝘵𝘩𝘪𝘴 𝘮𝘰𝘥𝘦𝘭?

# data[].attributes.subject
𝘘1 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘣𝘢𝘳𝘳𝘪𝘦𝘳𝘴 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘮𝘰𝘳𝘦 𝘰𝘧 𝘵𝘩𝘪𝘴 𝘮𝘰𝘥𝘦𝘭?

# data[].attributes.headline
𝘘2 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 1-2 𝘵𝘩𝘪𝘯𝘨𝘴 𝘸𝘦 𝘤𝘢𝘯 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘥𝘰 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 𝘧𝘦𝘸 𝘮𝘰𝘯𝘵𝘩𝘴 𝘵𝘰 𝘧𝘰𝘴𝘵𝘦𝘳 𝘨𝘳𝘦𝘢𝘵𝘦𝘳 𝘪𝘮𝘱𝘢𝘤𝘵 𝘢𝘯𝘥 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘪𝘯 𝘵𝘩𝘪𝘴 𝘢𝘳𝘦𝘢?

# data[].attributes.subject
𝘘2 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 1-2 𝘵𝘩𝘪𝘯𝘨𝘴 𝘸𝘦 𝘤𝘢𝘯 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘥𝘰 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 𝘧𝘦𝘸 𝘮𝘰𝘯𝘵𝘩𝘴 𝘵𝘰 𝘧𝘰𝘴𝘵𝘦𝘳 𝘨𝘳𝘦𝘢𝘵𝘦𝘳 𝘪𝘮𝘱𝘢𝘤𝘵 𝘢𝘯𝘥 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘪𝘯 𝘵𝘩𝘪𝘴 𝘢𝘳𝘦𝘢?

# data[].attributes.headline
𝘘1 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘣𝘢𝘳𝘳𝘪𝘦𝘳𝘴 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘮𝘰𝘳𝘦 𝘰𝘧 𝘵𝘩𝘪𝘴 𝘮𝘰𝘥𝘦𝘭?

# data[].attributes.subject
𝘘1 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘣𝘢𝘳𝘳𝘪𝘦𝘳𝘴 𝘵𝘰 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘪𝘯𝘨 𝘮𝘰𝘳𝘦 𝘰𝘧 𝘵𝘩𝘪𝘴 𝘮𝘰𝘥𝘦𝘭?

# data[].attributes.body
-Agile environment

-Rapid change in cities but this is also a challenge
– legislation, authority may not be with the city ( jurisdiction issue), legal mandate

-Cities are a perfect laboratory

-We need to practical

-Support public health services

-Urban preparedness

-Urban lens can be added to programmes, contextualization

-Cross programmatic approach should be tackle with managerial tools (it is not a scientific issue)

-Problem solving orientation

-Capacity to reach cities, we work with national networks, association of mayors

# data[].attributes.headline
𝘘2 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 1-2 𝘵𝘩𝘪𝘯𝘨𝘴 𝘸𝘦 𝘤𝘢𝘯 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘥𝘰 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 𝘧𝘦𝘸 𝘮𝘰𝘯𝘵𝘩𝘴 𝘵𝘰 𝘧𝘰𝘴𝘵𝘦𝘳 𝘨𝘳𝘦𝘢𝘵𝘦𝘳 𝘪𝘮𝘱𝘢𝘤𝘵 𝘢𝘯𝘥 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘪𝘯 𝘵𝘩𝘪𝘴 𝘢𝘳𝘦𝘢?

# data[].attributes.subject
𝘘2 - 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 1-2 𝘵𝘩𝘪𝘯𝘨𝘴 𝘸𝘦 𝘤𝘢𝘯 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘥𝘰 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 𝘧𝘦𝘸 𝘮𝘰𝘯𝘵𝘩𝘴 𝘵𝘰 𝘧𝘰𝘴𝘵𝘦𝘳 𝘨𝘳𝘦𝘢𝘵𝘦𝘳 𝘪𝘮𝘱𝘢𝘤𝘵 𝘢𝘯𝘥 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘪𝘯 𝘵𝘩𝘪𝘴 𝘢𝘳𝘦𝘢?

# data[].attributes.body
•Consultations with Mayors

•Regional WRs-head of programmes consultation addressing practical actions

•Mapping out governance and commitments in countries

# data[].attributes.headline
Key fora in our Region: European Parliament and CIS Countries Parliament 

# data[].attributes.subject
Key fora in our Region: European Parliament and CIS Countries Parliament 

# data[].attributes.headline
Practical tool: training course on Health Diplomacy. 

# data[].attributes.subject
Practical tool: training course on Health Diplomacy. 

# data[].attributes.headline
Current work on a plan for long term engagement with Parliamentarians. 

# data[].attributes.subject
Current work on a plan for long term engagement with Parliamentarians. 

# data[].attributes.body
Work together with Eastern Partnership countries as well as Council of Europe

# data[].attributes.headline
Promote interregional cooperation through inter-parliamentary actions 

# data[].attributes.subject
Promote interregional cooperation through inter-parliamentary actions 

# data[].attributes.body
Action plan of engagement needed too ideally to be presented at the next retreat.

# data[].attributes.body
At CIS level there is a Parliamentary Assembly with who we have a MoU.
There are interparliamentary assemblies between the EU and other countries.They come together twice a year. Health featured in the agenda during COVID so good entry point.

# data[].attributes.headline
Networks Beyond parliaments, such as women's networks also very valuable parrtners

# data[].attributes.subject
Networks Beyond parliaments, such as women's networks also very valuable parrtners

# data[].attributes.headline
Word of caution on reputational risks of engagement not done right

# data[].attributes.subject
Word of caution on reputational risks of engagement not done right

# data[].attributes.headline
Use the power of parliamentarians to make budgetary decisions

# data[].attributes.subject
Use the power of parliamentarians to make budgetary decisions

# data[].attributes.headline
Issues such as Tobacco control, One Health and UHCP lend themselves particularly well to engagement with parliamentarians 

# data[].attributes.subject
Issues such as Tobacco control, One Health and UHCP lend themselves particularly well to engagement with parliamentarians 

# data[].attributes.body
Spreading of negative and misinformation on social media, especially for younger generations.

# data[].attributes.headline
Words of caution on engagement when conflict of interests exist

# data[].attributes.subject
Words of caution on engagement when conflict of interests exist

# data[].attributes.body
Lack of understanding of EURO flagships and how to engage. Also extends to general lack of information sharing across the organization.

# data[].attributes.body
Not all target populations have access to social media platforms therefore need to have various mediums and channels to disseminate information.

# data[].attributes.body
WHO is too technical and poorly defined. Even the titles "health promotion" and "health literacy" can be difficult for the general public to understand. Places responsibility on the individual.

# data[].attributes.body
Some Member States may be hesitant or even resistant to work with certain communities/population groups e.g. civil society organizations

# data[].attributes.body
Ongoing challenge to put communities at the center of what we do which limits the ability to tailor responses.

# data[].attributes.body
In EURO we are fragmented on how we address and work on the topics of health promotion and health literacy.

# data[].attributes.body
Target digital spaces, platforms and networks to spread evidence informed information in an engaging manner.

# data[].attributes.headline
Traditional partners such as MoH may be weary of WHO engagement with Parliamentarians 

# data[].attributes.subject
Traditional partners such as MoH may be weary of WHO engagement with Parliamentarians 

# data[].attributes.headline
Long term relationship building with Parliamentarian Health Committees

# data[].attributes.subject
Long term relationship building with Parliamentarian Health Committees

# data[].attributes.headline
Examples from Western Pacific could provide good templates for engagement 

# data[].attributes.subject
Examples from Western Pacific could provide good templates for engagement 

# data[].attributes.body
Establish an internal mechanism or medium to have conversations about work. Could be a working group to share learning, communication and plan joint work.

# data[].attributes.body
Q1 WHO management and structures are not friendly to inter program collaboration

# data[].attributes.headline
Example of successful engagement with three committees of Belarusian Parliament  

# data[].attributes.subject
Example of successful engagement with three committees of Belarusian Parliament  

# data[].attributes.body
Who is the client? Countries can also be fragmented in their approaches.

# data[].attributes.body
We do Inter programmatic work in an ad Vic non systematic way. That may be right and agile or do we need more systematic approach?

# data[].attributes.headline
Updates on rules of engagement with Parliamentarians would be very welcome in the interest of timely action

# data[].attributes.subject
Updates on rules of engagement with Parliamentarians would be very welcome in the interest of timely action

# data[].attributes.body
Lack of clarity in WHO roles to work at sun national level

# data[].attributes.body
EURO has an opportunity to create to "start fresh" and create a simple approach with clear, easy to understand definitions.

# data[].attributes.body
Continue to reach out to groups that are often not "sitting around the table" e.g. youth, homeless

# data[].attributes.headline
Important to clarify the role and mandate of WHO 

# data[].attributes.subject
Important to clarify the role and mandate of WHO 

# data[].attributes.headline
Barriers include: competing interests between government and parliament. Follow up can also be a barrier 

# data[].attributes.subject
Barriers include: competing interests between government and parliament. Follow up can also be a barrier 

# data[].attributes.body
Countries may be fragmented in their approaches.  Our role is to bridge this fragmentation but this means we need to align ourselves better across programs

# data[].attributes.headline
Clarity needed on who the focal points are

# data[].attributes.subject
Clarity needed on who the focal points are

# data[].attributes.body
1. Vertical approach and fragmentation of lab inside WHO and not integrated in health system.
2. Low priority of lab among other health systems blocks and no counterpart in MOH.
3. Limited mindset for lab coordination or pathway to change at country level.
4. Poorly planned resources for public health and primary care labs.

# data[].attributes.body
Governance fragmentation, Human Resources externally and internally, collaborating centers are not always as strong as we think which affects delivery,

# data[].attributes.body
There is a need to balance individual level interventions with population level interventions.

# data[].attributes.body
Agree on common framework and approach and let technical programs do their things within that overall agreed framework

# data[].attributes.body
First work on fragmented policy framework and governance which can be difficult and time consuming

# data[].attributes.headline
Sometimes the window if opportunity to work with parliamentarians. Especially in small offices where there is not capacity to follow the legal process closely 

# data[].attributes.subject
Sometimes the window if opportunity to work with parliamentarians. Especially in small offices where there is not capacity to follow the legal process closely 

# data[].attributes.body
1. Established lab coordination group at RO.
2. Six countries have lab strategies.
3. Multisectoral approach to lab across 3 ministries in KAZ.
4. Work on clinical diagnosis quality in KGZ

# data[].attributes.body
Leverage the experience from COVID to emphasize that communities are at the center. If there is not by-in from the community, there will not be uptake in interventions. Community engagement is critical.

# data[].attributes.body
Capacity building of each other and each other’s programs and scientific background

# data[].attributes.headline
Good example from Lithuania on mobilising WHO support on short notice to provide evidence to Parliament on alcohol legislation 

# data[].attributes.subject
Good example from Lithuania on mobilising WHO support on short notice to provide evidence to Parliament on alcohol legislation 

# data[].attributes.body
1. Make an action plan for RO lab team
1A create change at country level - 5 countries have lab strategies in this biennium.
2. Ease coordination at RO with public health and health systems programmes.
3. Incorporate lab into public health and primary care missions.
4. Task WRs to streamline lab components across programmes.

# data[].attributes.headline
Baltic Assembly is also a fora of cross country parliamentarian platforms

# data[].attributes.subject
Baltic Assembly is also a fora of cross country parliamentarian platforms

# data[].attributes.body
Speed if development was n the field and slowness of reactions from WHO

# data[].attributes.body
Identify WHO comparative advantage and focus and build agile you have Inter program action only for those

# data[].attributes.body
Map countries that really need our support instead of aiming to deliver for entire region

# data[].attributes.body
Continue to develop internal strategy.

# data[].attributes.body
Ethics and values in lead

# data[].attributes.headline
Capacity building on engagement with Parliamentarians should start with WRs who are at the frontline of these interactions

# data[].attributes.subject
Capacity building on engagement with Parliamentarians should start with WRs who are at the frontline of these interactions

# data[].attributes.body
1) It is not done when gender is a competing priority (as in this parallel session ;-))
2) programmatic confusion, technical vs. enabler (4.2.6)

3) Low capacity in County Offices and MoH, overburdened staff

4) Ownership across teams

5) political backlash

# data[].attributes.body
Opportunistic applications to test and incubate ideas before developing formal inter program collaboration

# data[].attributes.body
Time consuming and workloads

# data[].attributes.body
- build in to the pandemic and war: Gender expertise in WHE/IMST
- create a pool of consultants for country support
- invest in NPOs working on country priorities
- reboots of building capacity

# data[].attributes.body
·         The digital fever

o   Establish action plans and strategies – by engaging other sectors beyond health because digital health has other partners outside of health

·         Lack of human resources and country capacity

o   No NPOs working on digital health; difficult to work on digital health if there are no people in the field

o   Data and digital health is now one unit making it easier to collaborate and mobilize resources

·         Lack of coordination within and outside WHO

o   Digital health is not a programme itself, need to work close collaboration with various technical units as an enabling function

·         Main barriers are UN partners because it is difficult to work with existing projects to include digital health

·         Alex: barriers: rigidity of the health systems and the legal norms/regulation that governance it. System is set up that makes it difficult to change and doesn’t happen overnight

·         Michel: WHO definition is fraud/prone with inequity. Digital health is to be sure that health sector is getting fair share in a digitalized world. Making sure health is not operating in silos in a digitalized world.

·         Hanni: Does WHO has a strategy to engage with the private sector? There are a lot of competition especially within EURO

·         Silviu -Pilot Project:

o   The barriers is the governance and political instability; lack of human resources; relay on WHO CC but can not get the support from WHO CC;

# data[].attributes.body
Alexandre: KOS

·         Good example: it is possible to collaborate

·         Bad example: KOS having digital vaccination doesn’t work outside of KOS

·         What is KOS comparative advantage. Service beyond patience record into mainstream; manage expectation and learning from countries. WHO integrated the e-governance system; e-health in UKR

Silviu -Pilot Project:

o   good example: how we position in tele-medicine in GEO in partnership with UNICEF and UNFPA. WHO is building legal and regulation as part of the PHC reform allowing WHO to take the lead in digital health.

o   The challenge now is to continue to play the leading role.

Marija: ISR is good in IT has a lot of experience especially during pandemic. Good to highlight the experience.

Sergey: learning from Mongolia which started digitalization long time ago. PM announced that Mongolia to become a digitalized nation. All the investment done before was not well coordinated are now being erased. Need guidance on normative issues related to digital health. Need to explore who is implementing. It is private companies and there is huge competition making it difficult for WHO to navigate the relationships with private companies. Mongolia is good in using digital devices (good example/innovation of new technology) but health information system component is very difficult

# data[].attributes.body
Michel: Need to have a survey on the landscape on what is and what is not digital health, that facilitate health

Hanni: don’t need to start from scratch. Need to consider partnering with IT analysts and IT strategist. A lot of analysis has been done on the barriers, ethical and legal challenges. WHO need to set the right framework for governance and standards. Working with HQ to team up with the IT analysts and specialists

Yuka: need to set up early warning systems. Is there a space for ad hoc application like the system set up in war in Bosnia/Balkans in the 1990s

Jihane: WHO’s advantage is evidence, on UHC and getting services out there. To have one information system.

Bettina: process vs outcome – the unit is to work with technical unit to advance digital health. Small country initiatives (11/12 countries) – four possible advantages for rapid success stories

·         Health information system: MNE systems are not combined (PHC, health system, etc – requiring help from WHO)

·         Countries don’t have a proper denominator to calculate the mortality

·         ICE is the world leader in terms of innovation on digital health

·         Social media channels in the small countries – they are getting from everywhere else but there can be the producers of information

·         May 2030 – big topic areas

Silviu -Pilot Project:

o   1-3 things to do: legal review; assessment

o   Digitalize facilities doesn’t just mean getting equipment. WB is selling loans and investment plans which is unsustainable

Donna: Partnerships and collaboration: huge opportunity with WHO CC e.g. to advocate for us in countries, to address mis-information, a network of WHO CC in digital health can strengthen country impact

Jihane: before the digital, is to make a proper health information system. Need to be MoH to reinforce digital health. UN – ITU is running this at the country level (in MKD). WHO need to be strategic to catch up

Jihane: inter-divisional collaboration is extremely important. E.g. vaccination and digitalization

o   1-2 things:

§  Guidelines on how to assess digital system is useful; maybe can develop a rapid assessment

§  To define the boundaries what is our role and what is others’ role before the RC. To refine with ppl in the country

Erwin: 1-2 things– there should be some guidance for a common system for bottom up process

Michel: 1-2 things- need to map country at risk, need to have better mapping of country on health sector in digitalizing as countries are not comparable. ISR is digitalization of the entire PHC – it is a major success of the pandemic. Need to focus on law of privacy which is very relax but in EU people are very concerns with privacy which is a major barrier