1

Planning
Dr.A.S.M.Fouzad (MBBS, Cert in OHS, MSc(Comm Med), MBA)
Environmental Occupational Health & Food Safety Unit
RDHS Kalmunai
2
3 Outline of presentation
1. Planning –definition, Types, Steps in planning, principles,
2. M&E – Purpose, difference between M&E, Indicators
3. Role of NGOs, INGOs, UN Agencies in health
 4 What is planning?
• Planning is the process of bridging the gap between current
status and desired future status.
• Process of setting goals, objectives, developing strategies and
outlining tasks and schedules in order to achieve organizational
goals
• In a very simple term, planning is a process of deciding “what
to do, how to do, when to do and where to do”.
 5 Features of good plan
1. Comprehensiveness –it would cover all relevant areas in the
maximum feasible way.
2. Efficiency-it would ensure optimal utilization of resources.
3. Effectiveness-the outputs of the plan would meet the objectives.
4. Informative - the plan is detailed and easy to understand and carry
all relevant information
5. Logical - the plan is consistent and has rational relationships of
process or events in which one stage would facilitate the other event.
6. Transparent - the objectives of a plan is clearly stated and there are
no hidden surprises.
7. Accountability- being answerable
 Types of plans
6
1. Based on time frame
 Short term (1-2 years)- These are, basically detailed action plans.
 Medium term (3-5 years)-These plans do not detail implementation to
a degree of short term plan. But they are, summaries of activities to be
done. They can be called medium term strategic plans.
 Long term (5-10 years)-These are more towards strategies to be
implemented.
 Planning for extensive periods of time is proven to fail as the changes
of environment cannot before seen for longer periods of time
7 2. Based on the time frame and the level
 Strategic plan (strategy = the approach / to determine the direction)-
5-10yrs,developed by top level management, focused on entire
organization and frame work for lower level management.
 Tactical plans (3-5yrs, model/blueprint for strategic plan. Some scope
to modify demands. Recognize new needs and obtain new resources,
narrow scope, done by middle level management.
 operational plan/ action plan (planning of the activities /
microplanning)-needs are defined by present trends. Uses currently
available resources, support tactical plan, can be single plan/ ongoing
plan. Done by front line management.
 8
3. Scope (level)-based on hierarchy of goals

Policy planning (long term)

 primarily concerned with developing long and medium term health
goals and criteria.
Programme planning
 aims at selecting from alternative strategies those that can achieve
medium-term objectives.
Operational planning
 more specific and localized dealing with service and development
projects.
Place of planning in the managerial Process
9
 Planning is considered the most important element of the
management process
 The higher the level of management, the more the involvement
and time devoted to planning
 A good plan is the basis of any successful programme or project
 Sufficient time should be given to the process of planning
 Rationale for health planning
10
 Cope with major health problems in a sustainable manner
 Regulate the health development in a balanced manner
 Ensure effective coordination and avoid unnecessary duplication of
efforts
 Promote optimum utilization of resources
 Keep down social costs
 Ensure equitable distribution of health resources and services
 Facilitate monitoring and evaluation of health services
 Ensure progressive improvements in health systems management
 Principles of health planning
11 The government policy in the field of public health must be clearly defined.
 The general form and scope of the plan must be determined.
 The national health policy must be in conformity with the economic and social
development of the country
 Health planning must be carried out by some competent agency
 The health plan must take into account the demographic, social, cultural,
economic and administrative conditions of the country.
 The plan must be comprehensive in populations coverage and the scope and type
of health services as much as possible.
 The plan must provide for the coordination of all programmes including those of
other sectors, aimed at protecting and promoting health.
 The plan must be flexible to allow for certain variations in the course of planning
period.
 The plan must be realistic in terms of finance, manpower and management
12
Pre-requisites of successful planning
 An explicit development policy framework
 Strong social support and political commitment
 A strong and efficient administrative system
 A competent agency for carrying out health planning
 Availability of necessary statistical information
 Well-defined and coordinated objectives of planning
 Proper balance of sectoral plans
 Cooperation of all stakeholders
 Planning Model - Simplified
13 Asks and answers the following questions:

1. Where are we now?

2. Where do we want to be?

3. How do we get there?

4. How are we doing?

14 Planning process
Where are we now?
(present situation, is it
satisfactory?)
Where do we want to be?
(Expected situation, about future)
How do we get there ?
How will we know when we get
there?
Situational analysis and
prioritizing, Internal - External
assessment; Stakeholder -
Customer identification
Goals, Objectives and Targets
Strategies and activities
Developing indicators for
monitoring progress and
evaluating results(M&E)
 PLANNING CYCLE
15 Planning is the broad foundation on which much of the management is based.
Planning thus involves a succession of steps.
1. Analysis of the Health Situation/ Situation Analysis
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 The first step in health planning is analysis of the health situation. It
involves the collection, assessment and interpretation of information in such
a way as to provide a clear picture of the health situation.
 The following items of data are the minimum essential requirements for
health planning:
(a) The population, its age and sex structure;
(b) Statistics of morbidity and mortality;
(c) The epidemiology and geographical distribution of different
diseases;
(d) Medical care facilities such as hospitals, health centres, and other
health agencies - both public and private;
17 (e) The technical manpower of various categories;
(f) Training facilities available ; and
(g) Attitudes and beliefs of the population towards disease , its cure
and prevention.
 The analysis and interpretation of the above data brings out the
health problems, health needs and health demands of the
population.
 Situation analysis is primarily an assessment of the extent to
which health services address the health needs.
  It aims to describe and analyze the situation, to explain what is happening
18
and to identify factors which are facilitating or preventing progress
Eg.SWOT analysis, PEST/PESTLE,
 This tool helps in identifying the strengths, weaknesses,
opportunities and threats of an organization.
Base line surveys
 This is a generic method, of getting information about the existing
situation, in both internal and external environments.
 Desk review- using NHIS/ past review reports/supervision reports
 Survey, Field visit and observations with checklists
 Interviews/key informant interview
 Stake holder meetings –internal and external
 2. Problem analysis and prioritization

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• A problem is a difficulty or an obstacle seen to exist between a present situation and a
desired future objective
• A problem is a perceived gap between what it is and what it should be.
• The planners should identify the problem by the means of problem statement.
The problem statement may answer the Following questions.
 What is the problem?
 Where is the problem?
 When did the problem occur?
 What is the duration?
 Who face the problem?
 Why did this problem occur?
 Analysis of the problem

20
 Analyze the relationship between the selected problem and its
contributory factors (Causes)
 Consider the consequences due to the existence of the problem
(Effects).
 Tools used in problem analysis are
Problem Tree method
Fish bone technique/ Ishikawa diagram
 Problem prioritization
21
In situation analysis, you would be ended up in a plethora of
problems. But due to limited availability of resources, the problem
have to be prioritized.
 80: 20 rule
 Urgent and important model
 Nominal Group Technique
 Modified Delphi Technique
 Focus Group Discussions (FGD)
22
23
24 Problem tree analysis

 Provides an overview
of all the known causes
and effects to an
identified problem

 Provides a guide as to
the complexity of a
problem by identifying
the multiple causes
 Problem tree analysis
25
26 Fishbone analysis

 It is a tool for discovering all the

possible causes for a particular effect

 The major purpose of this diagram is

to act as a first step in problem solving
by creating a list of possible causes
27
 3. Setting Goals and Objectives
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Goals and objectives should align with organization’s mission and
vision
Goals
 Long -ranged, positive statements which express an idealized
vision. It describes future expected outcomes or states. They
provide programmatic direction. They focus on ends rather than
means.
 Goals are purposefully stated in general and abstract form so
they encompass enough to remain fairly constant .
 As such they serve to provide direction, purpose & continuity to
the planning process & indeed to society itself
 Development of objectives

29  Objectives tell how to meet a goal and should include a description

of “what” outcome is desired, “when” it is expected, and “where”
it will take place.
 Objectives and goals are needed to guide efforts. Unless objectives
are established, there is likely to be haphazard activity, un-
economical use of funds and poor performance.
 Objectives must be established at all levels, down to the smallest
organizational unit. At upper levels , objectives are general; at
successively lower levels, they become more specified and
detailed.
 Objectives are the intended result of a successful activity /
programme. It should be SMART
30

S - Specific to avoid differing interpretations,

M - Measurable to allow to monitor & evaluate,
A - Appropriate to problems, goals & strategies,
R - Realistic /Relevant achievable, challenging & meaningful,
T - Time bound with a specific time period for achieving them.
  The objectives may be short-term or long-term. In setting these objectives, time and
31
resources are important factors.
 Objectives are not only a guide to action. but also a yard-stick ( standard used for
comparison) to measure work after it is done.
 Modern management techniques such as "cost-benefit“ analysis, and "input-output"
study of health services are being used for defining goals, objectives and targets in
more definite terms than till now.
 Transforming the problem tree into an objectives tree by restating the problems as
objectives.
 Problem statement is converted into a positive statement(Objectives)
 Top of the tree is the end that is desired
 Lower levels are the means to achieving the end
32
33 4. Assessment of resources
 The term resources implies the manpower, money, materials,
skills , knowledge and techniques needed or available for the
implementation of the health programmes.
 Estimate financial requirements for the necessary resources-
Capital and Recurrent cost by items
 These resources are assessed and a balance is struck between
what is required and what is available , or likely to be available in
terms of resources.
 5. Fixing priorities
34  Once the problems, resources and objectives have been determined , the
next most important step in planning is establishment of priorities in
order of importance or magnitude, since the resources always limited.
 In fixing priorities, attention is paid to financial constraints, mortality
and morbidity data. diseases which can be prevented at low cost, saving
the lives of younger people in whom there has been considerable social
investment; and also political and community interests and pressures.
 Once priorities have been established, alternate plans for achieving
them are also formulated and assessed in order to determine whether
they are practicable and feasible.
 Alternate plans with greater effectiveness are chosen.
 6. Identifying the strategies and developing action plan
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 It includes broad line of actions to be taken to achieve the
objectives and targets.
 Common strategies identified are; Advocacy, Inter-sectoral
coordination, improve quality of services, Research
 There can be several strategies to achieve a particular
objective.
 Hence it is important to identify all the possible strategies and
select most feasible strategy through an alternative strategy
analysis
36  For each proposed health programme, the resources (inputs) required
are related to the results (outputs) expected.
 Each stage of the plan is defined and costed and the time needed to
implement is specified.
 The plan must contain working guidance to all those responsible for
execution. It must also contain a "built-in" system of evaluation.
 It will be left to the central planning authority and the government to
consider modifications of the plan relating to allocation of resources.
 Activities need to contribute to achievement of objectives and targets.
 Estimate financial requirements for the necessary resources: physical,
material, human resources etc.
 7 . Programming and implementation
37 Once the health plan has been selected and approved by the policy making
authorities, programming and implementation are begun.
 Plan of execution depends upon the existence of effective organization. The
organizational structure must incorporate well-defined procedures to be followed
and sufficient delegation of authority to and fixation of responsibility of different
workers for achieving the predetermined objectives during the period prescribed.
 It is at the implementation stage that shortcomings often appear in practice. Many
well considered plans have fallen down because of delays in critical supplies,
inappropriate use of staff, and similar factors.
 The main considerations at the implementation stage include: (a) definition of roles
and tasks (b) the selection, training, motivation and supervision of the manpower
involved (c) organization and communication, and (d) the efficiency of individual
institutions such as hospitals or health centres.
 8 .M o n ito rin g a n d ev a lu a tio n

 38
M&E will be part of planning and No plan is complete without it.
 M&E are two separate, but interrelated strategies to collect data and report the findings
on how well (or not) the programme is performing.
 M&E is done by different stakeholders which includes following:
-Government officials/Health authorities
-Those who plan and implement the program
-Civil society (Citizens, NGOs, Media, Private Sector etc.)
-Donors (those who provide funds)
 M&E are two essential processes in assessing progress of any health programme.
 Monitoring
39 Monitoring is the continuous tracking of programme performance. It is an
ongoing activity of collection and analysis of information to assess the progress
of our programme. Monitoring can be done in several ways as:
 Tracking inputs (what resources are used for the programme)
e.g. How much funds being utilized (out of allocated), How much drugs
distributed to peripheral hospitals
 Tracking activities (what actually took place)
e.g. How much training programmes being conducted (out of planned)
 Tracking outputs (the products or services delivered in the programme)
e.g. How many health workers trained during a programme.
 Evaluation is a "measures the degree to which objectives and targets are fulfilled
40 and the quality of the results obtained”.

 Evaluation is the process of determining the extent to which objectives are met
and this is usually done at the end of the programme.
 The purpose of evaluation is to assess the achievement of the stated objectives of
a programme, its adequacy, its efficiency and its acceptance by all parties
involved. While monitoring is confined to day-to-day or ongoing operations,
evaluation is mostly concerned with the final outcome and with factors
associated with it.
 It measures the productivity of available resources in achieving clearly defined
objectives. It measures how much output or cost-effectiveness is achieved.
 It makes possible the reallocation of priorities and of resources on the basis of
changing health needs"
Outline the process of monitoring the plan implementation
41
 select indicators
 recording and reporting
 analysis and assessment
 dissemination and action
 responsibility
Outline the process of evaluation
 when, how, by whom
 identify difficulties likely to be faced in the plan implementation
 identify the key supports required
 discuss the main assumptions and risks
 Evaluation
42 Evaluation is the process of determining the extent to which
objectives are met.
 This is usually done at the end of a programme. However this may be
done in the midway of the programme (mid term evaluation).
 Evaluation is a one step process and can be done in several ways.
This depends on objective of evaluation.
 Evaluation involve three things- done after intervention
complete/partial, measuring how well we did against the plan and
research.
 There are two main approaches.
1. Process-Based Evaluation
 Are geared to fully understanding how a program works - how does it produce that
43
results that it does.
 These evaluations are useful if programmes are long-standing and have changed
over the years. In Process based evaluation, following questions should be answered.
 On what basis do customers (patients or public) decide that products or services are
needed?
 What is required of employees (health workers) in order to deliver services and how
they are trained?
 How do customers access into the programme and what they really required?
 What is the general process of conducting the programme?
 What do customers and employees consider strengths and weaknesses (complaints)
of the programme?
 What customers and employees recommend to improve and whether they think the
programme is no longer needed?
 2. Outcomes-Based Evaluation
44
 It is important in determining whether the program actually delivered
the intended outcome. In outcome evaluation following steps should
be carried out.
 Identify the major outcomes that you want to evaluate. Prioritize
outcomes and select 2-3 most important outcomes.
 For each outcome set an observable indicator. Then set targets (where
were we at the beginning of the program and intended level of
achievement in the end)
 Identify what information is needed to assess indicators and sources
of information.
45 Key M&E questions
 Was the program implemented as planned
 Did target population benefit from the program?
 At what cost?
 Are improved health outcomes caused by program efforts/
services?
 Which program activities were more(or less) important /
effective?
 Can we do better?
 Purposes of M&E
46
1. To assess the effectiveness and impact of programs, projects, or
policies.
2. To identify strengths and weaknesses of initiatives and make
improvements.
3. To provide accountability and transparency to stakeholders, funders,
and beneficiaries.
4. To inform decision-making and resource allocation.
5. To measure progress towards set goals and objectives.
6. To learn from experiences and make evidence-based decisions for
future initiatives.
7. To comply with reporting requirements of donors, organizations, or
governments.
8. To document and communicate achievements and lessons learned.
 Monitoring
47 Continuous- assessment by programme
managers (done by internal)
Keeps track, oversight, analyse and
document progress (changes in program)
Focuses on implementation of input,
process and outputs ,continued relevance
Answers what activities implemented and
results achieved
Alerts managers to problems and provide
options for corrective actions
cost- recurrent, consistent
Evaluation
Periodic- Internal and external analysis
(done by external and internal parties)
In-depth analysis, compares planned with
actual achievements (achievements
assessed)
Focuses on efficiency, effectiveness,
overall relevance, impact and sustainability
Answers why and how results achieved
Provide management with strategy and
policy options
High cost, needs to be planned
 Indicators/Key performance Indicators(KPI)
48
 Indicator is a ―Variable which valuates status and that measures change
of a situation directly or indirectly. (direct and indirect indicators)
 Could be numbers, rate or ratio. Indicators help in monitoring and
evaluation. Indicators covering all the stages of the programme are
needed.
Types of Indicators
 Count Indicators
 Proportion indicators
 Rate indicators
 Ratio Indicators
 Index or Composite indicators
 Input indicators – Measure inputs to the programme (eg: % of Health
49
education programmes conducted out of planned)
 Process indicators- Number of training workshop conducted
 Output indicators - Measure outputs of the programme (eg: % Increase in
knowledge on life skills)
 Outcome indicators - Measure outcomes of the programme (eg: Teenage
pregnancy rate)
 Impact indicators – Measure impact of the programme (eg: Maternal
mortality ratio)
 Program indicators- Increase in number of beneficiary served
 M&E indicators- Number of project activities completed within a specific
timeframe
The Power of Measuring Results
50
 If you do not measure results, you can not tell success from failure
 If you can not see success, you can not reward it
 If you can not reward success, you are probably rewarding failure
 If you can not see success, you can not learn from it
 If you can not recognize failure, you can not correct it
 If you can demonstrate results, you can win public support
51 Helpful Questions in selecting the indicators
 What is the indicator suppose to measure?
 What will be the cost of measuring the data?
 Relevance?
 Specificity
 Sensitivity
Selecting Indicators
52 A good performance indicator must be “CREAM”
 Clear (Precise and unambiguous)
 Relevant (Appropriate to subject at hand)
 Economic (Available at reasonable cost)
 Adequate (Must provide a sufficient basis to assess performance)

 Monitorable (Must be amenable to independent validation)

Eg
53 number of maternal deaths per year
 number of health facilities providing essential obstetric care
 tetanus incidence rate in infants per year
 Infant mortality rate
 sex ratio of family planning counsellors
 Proportion(percentage) of all new family planning clients in last quarter
who were male
 percentage of births in last quarter attended by trained medical personnel
 rating of an IEC campaign by a panel of experts (“highly effective” /
“moderately effective”or“ineffective”)
 Role of NGO, INGO and UN
54
Agencies in Health
 1. NGOs (Non-Governmental Organizations)
55  NGOs are private organizations that operate independently of the
government and aim to address specific social or humanitarian issues,
including health.
 Their roles in health can vary, but generally, NGOs focus on implementing
programs, advocating for policy changes, and providing resources and
services to communities.
 managing joint projects and programs; piloting innovative service delivery
approaches; involving communities; developing human resources, and
strengthening infrastructure and information systems. However, in some
cases, this assistance has been ‘vertical’, focusing on a specific disease
(e.g. HIV/AIDS), and not seen as strengthening the overall health system
 NGOs often work at the grassroots level, partnering with local
communities to address their health needs.
 Examples of health-focused NGOs include Médecins Sans Frontières
(Doctors Without Borders), Oxfam, and Save the Children.
 NGOs, international NGOs, and UN agencies play important roles in improving health
and
56
healthcare systems around the world.
 NGOs have following characteristics
1.Engaging in suffering relief activities
2.Promoting interests of the poor
3.Protecting the environment
4.Providing basic social services
5.Advocating community development
 Types of NGOs
1.Charitable
2.Participatory
3.Service
4. Empowering
  1. NGOs can work for greater understanding and positive attitudes toward primary health
57 care by:
a)Promoting dialogue both within and among NGOs;
b) Sustaining dialogue with governmental authorities;
c) Providing information and creating new ways of explaining primary health
care to the general public and
d) Strengthening means of communication to accomplish this.
 2. NGOs can assist national policy formation in the areas of health care and integrated
human development. They can present health care needs based on their contacts with
communities, and they can also interpret primary health care plans to relevant donor
agencies.
 3. NGOs can establish means for greater collaboration and coordination of primary health
care activities. This can be done among NGOs and between them and governments,
locally, nationally, and internationally.
 4. NGOs can contribute to primary health care in many ways through program
implementation. They can:
a) Provide assistance to develop and/or strengthen local NGO capabilities and activities
with particular attention to local community development groups;
  b) conduct reviews and assessment of existing health and development programs and assist communities in
the exercise of their own role in such reviews;
58 c) Develop innovative programs placing primary health care in the context of comprehensive human
development;
 d) Ensure that their existing programs and new initiatives promote full participation by individuals and
communities in the planning, implementation, and control of these programs;
 e) Expand their training efforts to respond to the needs of primary health care programs. e.g., training of
health workers, supervisors, administrators, planners, and various agricultural and development workers;
 f) Extend their efforts to develop locally sustainable and appropriate health technologies and use of
resources, with particular attention to energy, water, agriculture, sanitation, and medical care;
 g) Contribute to the creation of new and effective methods of health education which enable both
individuals and communities to assume greater responsibility for their own health;
 h) Recognize the essential role of women in health promotion and in the full range of community
development concerns;
 i) Further extend their capacity to work with poor, disadvantaged, and remote populations, enabling them to
break the cycle of deprivation and in this way contribute to the search for greater social justice.
  Global health diplomacy
59 building a culture of discourse and collaboration between governments and
those NGOs that operate at the grass-roots, community level and have the
greatest access to people in need.
To engage in the discourse of global health diplomacy, NGO diplomats faced
with two challenges: to convey the interests of larger publics and to
contribute to inter-state negotiations in a predominantly state-centric system
of governance.
 NGOs in schools of public health (SPH)
A few other organizations have provided direct funding recently for the
development and capacity building of SPHs, although there often is a need
for additional funding partners for particular aspects of a school.
Example is BRAC (formerly Bangladesh Rural Advancement Committee),
the largest NGO in the world,
 Role of NGOS in global health research
NGOs are contributing at all stages of the research cycle, fostering the relevance and
60 effectiveness of the research, priority setting, and knowledge translation to action.
They have a key role in stewardship (promoting and advocating for relevant global health
research), resource mobilization for research, the generation, utilization and management of
knowledge, and capacity development.
 COHRED (Council for Health Research in Development) works in partnership with WHO,
the World Bank and other organizations to strengthen the role of health research at the
country level.
 The Canadian Coalition for Global Health Research (CCGHR) is developing into a
network of health researchers, funding agencies, NGOs, and other stakeholders committed
to support the pursuit of effective global health research.
 NGOs often play a critical role in interpreting the evidence and translating its relevance for
local communities and level of involvement by the community depends on relevance and
opportunity for action and advocacy.
2. International NGOs
61 INGOs are similar to NGOs but operate on a global scale, beyond
national borders.
 They typically have a wider reach and carry out programs in multiple
countries. INGOs often collaborate with local NGOs and organizations to
address global health challenges.
 Their roles encompass program implementation, advocacy, policy
development, resource mobilization, and technical support.
 INGOs play a crucial role in providing emergency relief during health
crises and natural disasters.
 The Gates Foundation, World Vision, and CARE International are some
well-known international NGOs working in health.
 INGO in SL
62 A multitude of partners are active in the health sector in Sri Lanka.
 The WHO coactively partners and cooperates with the MOH, other
government agencies, UN agencies, development partners, private
sector, academia and NGOs in implementing its programs and
activities.
 There are 23 UN agencies, including WHO, which work closely with
the Government of Sri Lanka, guided by the United Nations
Sustainable Development Framework, 2018-2022.
 Sri Lanka has been designated by WHO as a fast-track country for
NCDs to receive “One-WHO”-integrated technical support at the
global, regional and national levels.
 To support reconciliation efforts following the civil war, WHO partners with the UN,
63 MOH and local organizations in implementing the community-based psycho-social
support program under the Peacebuilding Priority Plan (PPP).
 Development partners such as the World Bank, ADB and JICA engage and coordinate
with WHO for technical support on health policy and planning in the sector.
 for example, the Health System Enhancement Project of ADB, the NCD Prevention
Project of JICA and the World Bank Health Sector Development Project.
 As the Vice Chair of the Oversight Committee and as the representative of
international partners in the Country Coordinating Mechanism (CCM), WHO
continues to provide technical assistance for effective implementation of activities
funded by the Global Fund to fight AIDS, Tuberculosis and Malaria.
 WHO also co-chairs the Development Partners Working Group in
64 Health and Nutrition.

 WHO received support for implementing activities in response to

floods and landslides and dengue control from the South-East Asia
Regional Health Emergency Fund, USAID, UN Central Emergency
Response Fund and DFAT(Dept of Foreign affairs&trade), Australia.
 It also facilitates support to other member states in the region on
public health– e.g., twinning agreement between the MoH in Sri
Lanka and Timor Leste on strengthening immunization services,
training of fellows from DPRK(Democratic peoples republic of
korea) in cancer management and cardiac angiography.
3. UN Agencies (United Nations)
65 UN agencies are part of the United Nations system and work towards achieving
global development goals, including health-related objectives.
 Several UN agencies have specific mandates to improve health outcomes and
support countries in strengthening their healthcare systems.
 Some major UN agencies involved in health include the World Health
Organization (WHO), United Nations International Children's Emergency Fund
(UNICEF), and United Nations Fund for Population Activities (UNFPA).
 Their roles include setting global health standards, providing technical
guidance and support to countries, conducting research, coordinating
international health responses, and promoting health equity.
 The roles of NGOs, international NGOs, and UN agencies often
66
intersect and complement each other.
 They collaborate with each other, governments, communities, and
other stakeholders to address health challenges, reduce inequalities,
and work towards achieving global health goals such as the
Sustainable Development Goals (SDGs).
 Together, these organizations contribute significantly to improving
health outcomes worldwide.
  WHO has recognized the need for concerted inter-sectoral action
67 with the participation of all actors in health development and the
importance of NGOs in the delivery of health services is gaining
increasing recognition at present.
 The-most popular areas of intervention of NGOs‘ are health
education and community organization for PHC, nutrition, child
care and community development activities with health-related
components.
  Local Funded and sub-national NGOs are largely involving in a mix of
68 health and non health activities such as nutrition, family planning, water
and sanitation, and social diseases in health and development activities,
while water and sanitation, leadership training and vocational training was
a typical combination of non-health and health related activities.
 E.g.: Young Men‘s Christian Associations, Young Women‘s Christian
Associations, Sarvodaya, Save the Children's Federation, Saukyadana,
Social and Economic Development Centre (SEDEC), Red Cross and the
St. John Ambulance Association, Family Planning Association, Nutrition
Society of Sri Lanka.
69

Thanks