Managing external resources in the health sector: are there lessons for SWAps?

Drawing on the case studies presented in this issue, from Bangladesh, Cambo dia, Mozambique, Zambia and South Africa, and examples from other countries , this paper asks what general conclusions can be drawn about the managemen t of external resources, and specifically what lessons could inform the fut ure implementation of sector-wide approaches (SWAps) in the health sector. Factors constraining the management of aid by ministries of health are grou ped under three themes: context and timing, institutional capacities and th e interplay of power and influence in negotiations over aid. Two factors, o ften underplayed, were found to be important in facilitating management of resources: the inter-relationship of formal and informal relationships, and the extent to which incremental changes are tolerated. The main conclusion is that coordination and management of external resources is inherently un stable, involving a changing group of actors, many of whom enjoy considerab le autonomy, but who need each other to materialize their often somewhat di fferent goals. Managing aid is not a linear process, but is subject to set- backs and crises, although it can also produce positive spin-offs unexpecte dly. It is highly dependent on institutional and systemic issues within bot h donor and recipient environments. In promoting sector-wide approaches the key will be to recognize context-specific conditions in each country, to f ind ways of building capacity in ministries of health to develop and own th e future vision of the health sector, and to negotiate a realistic package that is explicit in its agreed objectives. The paper ends with identifying crucial actions that will enable ministries of health to take the lead role in developing and implementing SWAps.