|Principle||Universal||Health, in general||Health, industry initiatives||Potential challenges for industry as development partner|
|Paris Declaration & Accra Agenda for Action (2005/2008) ||UHC 2030 Global Compact (2018) ||WHO Policy Brief for governments (2017) ||Access Accelerated guiding principles for industry (2019) |
|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.
“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.