1. Guyana Country Cooperation Strategy 2010-2015 and
Overview of PAHO/WHO Planning Process
Consultation with Counterparts and Partners
4 April 2011

2. COUNTRY COOPERATION STRATEGY (CCS)

3. PAHO/WHO Country Cooperation Strategy
It is a strategy that establishes a framework to guide PAHO/WHO’s organization-wide technical cooperation with the specific country in the medium-term (4-6 years)
Highlights what PAHO/WHO will do, how it will do it, and with whom, in order to guide planning, budgeting, and resource allocation

4. CCS Purpose
Improved alignment with the national agenda; fulfillment of global, regional, and sub-regional mandates; and harmonization with UN system and other agencies in the country
More efficient and effective use of limited resources
Less duplication and overlap
Guides the development of biennial work plans
Facilitates results-based planning and management

5. Benefits of the CCS
Guides the development of the PAHO/WHO Biennial Work Plan, BWP (operational plan), budgeting, and allocation of resources
Facilitates incorporation of country priorities into the WHO and PAHO Strategic Plans
Provides a tool for health advocacy, resource mobilization, and monitoring
Shapes the health dimension of the UN Development Assistance Framework (UNDAF) and other partnership platforms

6. Strategic Priorities and Focus Areas of Guyana CCS 2010-2015
Governance and management of the health system
Human resources for health
Quality health services
Social determinants of health
Environmental determinants of health
Public health information for decision making
Strengthening health systems
governance, organization and
management based on primary
health care approach
“Work backwards” from generic goals to intermediate objectives as defined for a specific country
“Work forwards” from functions to identify range of policy interventions (reforms) from all system functions that might contribute to these objectives (understanding that narrow, “magic bullet” solutions don’t work)
An example to illustrate: [click] take the goal of improving health status. There are many dimensions of health status, and the broad goal is not operational enough to be a guide to action. So first, countries must establish some more specific objectives related to health. [click] In this example, two national objectives related to heatlh improvement are selected: (a) reducing IMR and MMR; and (b) reducing morbidity and mortality related to hypertension.
But even these are fairly broad, and there is a need to develop even more specific intermediate objectives that are linked to these broad national objectives. [click] These start to look more like the results of a possible reform program. [talk through the examples]
Addressing the social and environmental determinants for improved health outcomes
Emergency preparedness and response 6

7. Strategic Priorities and Focus Areas of Guyana CCS 2010-2015
Communicable diseases
Reducing the burden of diseases
Non-communicable diseases
Integrated surveillance
Enhancing family and community health
Health of women
“Work backwards” from generic goals to intermediate objectives as defined for a specific country
“Work forwards” from functions to identify range of policy interventions (reforms) from all system functions that might contribute to these objectives (understanding that narrow, “magic bullet” solutions don’t work)
An example to illustrate: [click] take the goal of improving health status. There are many dimensions of health status, and the broad goal is not operational enough to be a guide to action. So first, countries must establish some more specific objectives related to health. [click] In this example, two national objectives related to heatlh improvement are selected: (a) reducing IMR and MMR; and (b) reducing morbidity and mortality related to hypertension.
But even these are fairly broad, and there is a need to develop even more specific intermediate objectives that are linked to these broad national objectives. [click] These start to look more like the results of a possible reform program. [talk through the examples]
Child and adolescent health
Leadership and management for results
Human resources
Infrastructure development
Operations of the office
Corporate enhancement 7

8. PAHO’s Values
Equity Striving for fairness and justice by eliminating differences that are unnecessary and avoidable
Excellence Achieving the highest quality in what we do
Solidarity Promoting shared interests and responsibilities and enabling collective efforts to achieve common goals
Respect Embracing the dignity and diversity of individuals, groups and countries
Integrity Assuring transparent, ethical, and accountable
performance

9. PAHO’s Core Functions Leadership and partnerships
Research and dissemination of knowledge
Norms and standards
Policy options based on ethics and evidence
Technical cooperation for strengthening capacity
Monitoring and assessing health situation and trends
Core Functions are used in implementing the CCS.

10. PAHO’s Cross Cutting Priorities
Gender
Ethnicity
Human rights
Health promotion
Primary health care
Social protection in health

11. Strategic Approaches Resource mobilization: internally and externally
Resource optimization at all levels of the Organization to better respond to Guyana as a Priority Country
Training and capacity building
Innovative technologies
Strategic information for decision making
Strategic approaches include core functions and cross cutting priorities.
The priority countries are Bolivia, Guyana, Honduras, Nicaragua and Haiti & Haiti has maternal and infant mortality rates—two of the
most sensitive health development indicators

12. Strategic Approaches Direct technical cooperation to address gaps
Technical leadership in public health
Sustainability of projects and initiatives
Compliance with international agreements
Technical Cooperation among Countries (TCC); South-South cooperation; sharing experiences

13. PLANNING PROCESS

14. Programming Framework
The Millennium Development Goals
WHO General Program of Work 2006–2015 & Medium Term Strategic Plan
The Health Agenda for the Americas
PAHO Strategic Plan 2008–2012
All cycles are not synchronized thus, making planning somewhat of a challenge.

15. Programming Framework
Country Cooperation Strategy Guyana
National Health Sector Strategy Guyana
Health in the Americas – Guyana chapter
Common Country Assessment/United Nations Development Assistance Framework (CCA/UNDAF)
All cycles are not synchronized thus, making planning somewhat of a challenge.

16. Relationship Between PAHO and WHO Strategic Planning
Health Agenda
for the Americas
WHO
11th General Program
of Work
(Global Health Agenda)
PAHO
Strategic Plan
Strategic Objectives*
Region-wide
Expected Results**
Program Budget
(and 10-11, 12-13)
Medium-term Strategic Plan
Strategic Objectives*
With respect to WHO’s highest level planning instrument, the General Programme of
Work (GPW), the Bureau sees its contribution both in terms of the Strategic Plan’s relationship to
the Health Agenda for the Americas (developed in alignment with the Global Health Agenda
contained in the 11th GPW) and the MTSP (developed by WHO to respond to the GPW), as well
as in the core functions, The PAHO’s contribution
to WHO’s Organization-wide Expected Results (OWERs) is explicit in the Region-wide Expected
Results (RERs). RERs have been developed with indicators that
aggregate directly to the global level.
Apply to Member States and Secretariat
Organization-wide
Expected Results
Secretariat manageable interest
Program Budget
(and 10-11, 12-13)
Key biennial
reporting link
Organization-wide
Expected Results
Pan American
Health
Organization
* Are directly equivalent; ** Are identical

17. PAHO/WHO Planning Instruments
General Program of Work
Global Health Agenda
(GPW/GHA)
Medium-Term
Strategic Plan
MTSP)
Program Budget
Health Agenda for the Americas
(HAA)
Country & Subregional Cooperation Strategies
PAHO Strategic Plan
(SP)
Strategic Objectives (SOs) and indicators that establish impact-level targets for PAHO. The PASB is accountable for
monitoring and reporting on achievement of the SOs.Region-wide Expected Results (RERs) and indicators contain baselines
information, as well as targets for 2009, 2011 and 2013.
The Program & Budget (PB) establishes what is expected to spend in order to
achieve the targets set for a two-year period. The RERs and indicators in the PB are
identical to those in the Strategic Plan.
The Biennial Work Plan (BWP) is the operational planning instrument of each Entity; the
BWP establishes the OSERs and its indicators for each entity, as well as the
products/services and tasks that will be carried out during a particular biennium.
PAHO Program Budget
(PB) (10-11, 12-13)
strategic planning
PAHO Biennial Workplans
(BWP) (10-11, 12-13)
operational planning

18. The PAHO/WHO Results Hierarchy
OWER SO
RER
OSER
P&S
Strategic Objectives
Organization-wide
Expected Result
Region-wide
Office-Specific
Products and
Services
WHO Mid-term Strategic Plan
PAHO Strategic Plan (& Program Budgets)
Biennial Workplan
Strategic Planning
Operational Planning
OWERs, RERs, OSERs are equivalent to outcomes at different levels. P/S are equivalent to outputs and are achieved through activities, tasks and subtasks. Results has indicators to which PAHO entities (country offices, centers, HQ projects) are linked.

19. Biennial Work Plan (BWP)
In the PAHO results-based management framework, the BWP:
is the expression of collective and individual accountabilities for results
indicates the agreed manner by which results are to be achieved within authorized resources
provides a basis for monitoring and assessing the performance of teams, and individual members

20. Main elements of the BWP
OSERS
AMPES Projects
OSERs are the starting points for the development of AMPES projects in an entity; they
must be developed prior to the development of the AMPES projects.
The BWP is implemented through AMPES Projects.
AMPES Projects are a logical means to organize the work and workforce of an Entity in
order to facilitate the achievement of the OSERs to which the entity is committed.
AMPES projects are not part of the results chain, but they are the basis of the
organizational structure at the entity level.
AMPES projects can be of two types: Programmatic and Management. Therefore,
Entity managers should create the AMPES Projects based on managerial and
programmatic considerations.
An AMPES Project represents a set of products/services, with related resources and
associated tasks, to be delivered by an entity. It supports one or more OSERs of the
entity, and as such contributes to one or more RERs and SOs.
Products and services

21. Guyana AMPES Projects 2010-11 and 2012-13
Health Systems and Services (HSS)
Communicable and Non-communicable Diseases (CND)
Social and Environmental Determinants of Health (SED)
Family and Community Health (FCH)
Management and Coordination Project (MCP)
MCP maintains country presence supporting technical projects. AMPES=American Planning, Programming, Monitoring and Evaluation System