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Background and Rationale
The Lebanese health sector has shown remarkable resilience and progress, despite an adverse geopolitical context. To a large extent this has been made possible by the performance of MoPH in its capacity of steward of the health sector
A review of achievements and the critical role of MoPH governance shows that the MoPH has gained considerable authority and respect in the sector: in terms of policy making, of sector regulation, and of brokerage between multiple stakeholders. It has developed an original and homegrown collaborative governance style, that mobilises two essential assets. First, strategic intelligence: a combination of scientific evidence, operational information, and an understanding of the geography of stakeholder interests. Second, social consensus: through systematic, open and transparent collaboration with stakeholder networks and sensitivity to the expectations of the public. MoPH’s governance track record has been, given circumstances, remarkable.
Nevertheless, the system remains vulnerable to Lebanon’s human and political geography, in a context of clientelism and politicisation. Furthermore, whereas MoPH has thus far managed to avoid direct confrontation with vested commercial interests, these remain present, with important stakes. Finally, the regional geopolitical context remains volatile: the health sector has thus far shown remarkable resilience, but likely future shocks need to be anticipated.
In this context MoPH’s collaborative governance must be consolidated and expanded, in two dimensions: a ‘technical’ one of institutionalising the reliance on evidence, information and alliance-building that has characterised MoPH work over the last two decades; and a ‘political’ one of building the social consensus and support for the collaborative efforts to rationalise the health sector.
Whilst MoPH capacities have grown considerably, not in the least through its collaboration with WHO and academia, current ad hoc arrangements need to morph into institutionalised capacity for producing strategic intelligence and preparation of collaborative decision and implementation processes, whilst bolstering the credibility and legitimacy of the MoPH leadership.
This can be done by equipping MoPH, in collaboration with WHO, with a Policy Support Observatory.
This can provide structured analytical and decision support capacity, in line with MoPH needs and taking full advantage of the various data sources that are being developed by MoPH and of its relations of collaboration with academia. Moreover, it can harness MoPH’s various collaborative networks which are instruments for implementation of shared policy objectives, and also, through the linkages with a wide range of constituencies, a powerful source of support and social consensus. Increased visibility of the technical work and achievements of the networks would not only enhance their stabilising influence, but also serve as a platform to market the innovations they represent for the Lebanese context (electronic medical record, continuity of care, person-centredness, active case-management,registration, capitation,…) and facilitate adoption of benchmark practices by contagion and diffusion
A review of achievements and the critical role of MoPH governance shows that the MoPH has gained considerable authority and respect in the sector: in terms of policy making, of sector regulation, and of brokerage between multiple stakeholders. It has developed an original and homegrown collaborative governance style, that mobilises two essential assets. First, strategic intelligence: a combination of scientific evidence, operational information, and an understanding of the geography of stakeholder interests. Second, social consensus: through systematic, open and transparent collaboration with stakeholder networks and sensitivity to the expectations of the public. MoPH’s governance track record has been, given circumstances, remarkable.
Nevertheless, the system remains vulnerable to Lebanon’s human and political geography, in a context of clientelism and politicisation. Furthermore, whereas MoPH has thus far managed to avoid direct confrontation with vested commercial interests, these remain present, with important stakes. Finally, the regional geopolitical context remains volatile: the health sector has thus far shown remarkable resilience, but likely future shocks need to be anticipated.
In this context MoPH’s collaborative governance must be consolidated and expanded, in two dimensions: a ‘technical’ one of institutionalising the reliance on evidence, information and alliance-building that has characterised MoPH work over the last two decades; and a ‘political’ one of building the social consensus and support for the collaborative efforts to rationalise the health sector.
Whilst MoPH capacities have grown considerably, not in the least through its collaboration with WHO and academia, current ad hoc arrangements need to morph into institutionalised capacity for producing strategic intelligence and preparation of collaborative decision and implementation processes, whilst bolstering the credibility and legitimacy of the MoPH leadership.
This can be done by equipping MoPH, in collaboration with WHO, with a Policy Support Observatory.
This can provide structured analytical and decision support capacity, in line with MoPH needs and taking full advantage of the various data sources that are being developed by MoPH and of its relations of collaboration with academia. Moreover, it can harness MoPH’s various collaborative networks which are instruments for implementation of shared policy objectives, and also, through the linkages with a wide range of constituencies, a powerful source of support and social consensus. Increased visibility of the technical work and achievements of the networks would not only enhance their stabilising influence, but also serve as a platform to market the innovations they represent for the Lebanese context (electronic medical record, continuity of care, person-centredness, active case-management,registration, capitation,…) and facilitate adoption of benchmark practices by contagion and diffusion
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