Table 1 Aid effectiveness principles and potential challenges
From: Governing industry involvement in the non-communicable disease response in Kenya
Principle | Universal | Health, in general | Health, industry initiatives | Potential challenges for industry as development partner | ||
|---|---|---|---|---|---|---|
Paris Declaration & Accra Agenda for Action (2005/2008) [23] | UHC 2030 Global Compact (2018) [26] | WHO Policy Brief for governments (2017) [21] | Access Accelerated guiding principles for industry (2019) [30] | |||
Program strategy | Alignment | “Donors base their overall support on partner countries’ national development strategies, institutions and procedures” | “All partners should ensure their efforts are evidence-based and align with national priorities and policies” | “Ensuring that initiatives abide by all national regulations; align with national health plans and other development plans and goals” | “Align with government priorities and support national efforts to build sustainable access to NCD prevention, treatment and care services” | • Corporate strategic interests might not align with country priorities. • Preference for creating parallel company-controlled structures, over investing in adapting and improving existing systems. |
Harmonization | “Donors’ actions are more harmonized, transparent and collectively effective.” | “Ensure coordination and alignment of health system strengthening efforts at global, regional and country levels and appropriate linkages with other sectors.” | “Harmonization and coordination with existing programs and future initiatives should also take place to avoid duplication” | “Build a collaborative network of member companies, partner organizations, and other key stakeholders to share knowledge and support a more coordinated collective response to NCDs” | • Competition among companies for reputation and influence may impede willingness or ability to coordinate. • Harmonization can be more costly and slower than independent action. | |
Ownership, stakeholder inclusion | “Donors commit to respect partner country leadership and help strengthen their capacity to exercise it.” “All partners - including donors,foundations and civil society - participate fully” | “Making health systems everybody’s business – with engagement of citizens, communities, civil society and private sector” | “Decision-making should be open to the public and include NGOs and other non-governmental stakeholders.” | “Foster collaboration and open communication with local stakeholders at all stages of program development, execution and evaluation” | • Thorough stakeholder involvement requires additional time, investment, and complexity. • Giving away control and influence can jeopardize any preconceived ideas and priorities for engagement. | |
Program implementation | Managing by results | “Developing countries and donors shift focus to development results and results get measured.” | “Accountability for results” | “Process for monitoring and evaluation has been established” | “Apply appropriate monitoring and evaluation processes to understand how a program is contributing to its stated goal(s), including improved health, and broadly share learnings from successes and challenges” | • Substantial investment of financial and management resources that many corporations are not willing to make. |
Accountability | “Enhance mutual accountability and transparency in the use of development resources” | “All partners should … recognise their accountability to people and communities.” | “Have strong mechanisms to ensure financial, performance, and public accountability” | “Establish accountability measures, manage expectations, and build mutual understanding” | • Fear the reputational effects of reporting negative results. • Fear of sharing information considered proprietary. | |