Chapter 5
Leadership and effective government
The preceding chapters have described how health systems can be transformed to deliver better health in ways that people value: equitably, people-centred, and with the knowledge that health authorities administer public-health functions to secure the well-being of all communities. These PHC reforms demand new forms of leadership for health. This chapter begins by clarifying why the public sector needs to have a strong role in leading and steering public health care reforms, and emphasizes the fact that this function should be exercised through collaborative models of policy dialogue with multiple stakeholders, because this is what people expect and because it is the most effective. It then considers strategies to improve the effectiveness of reform efforts and the management of the political processes that condition them.
In this chapter
- Governments as brokers for PHC reform
- Effective policy dialogue
- Managing the political process: from launching reform to implementing it
Figures
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Percentage of GDP used for health, 2005
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Health expenditure in China: withdrawal of the State in the 1980s and 1990s and recent re-engagement
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Transforming information systems into instruments for PHC reform
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Mutual reinforcement between innovation in the field and policy development in the health reform process
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A growing market: technical cooperation as part of Official Development Aid for Health. Yearly aid flows in 2005,deflator adjusted
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Re-emerging national leadership in health: the shift in donor funding towards integrated health systems support, and its impact on the Democratic Republic of the Congo’s 2004 PHC strategy
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