the mli model for advancing country ownership - Ministerial ...

What made the MLI Model successful
and distinctive?
MLI never intended to be a primary implementer;
its goal was always to help ministries of health clarify
their country’s priorities and leverage additional
resources for them to implement and realize their
objectives. By working effectively in partnership with
ministries of health, MLI was a catalyst to advance
a number of health policy and systems reforms
in its five focus countries and framed the country
ownership agenda for strategic global audiences.
Dr. Kisito Daoh, Chief Medical Officer, Ministry of Health and Sanitation, Sierra Leone.
Because MLI was a small program not tied to bilateral
funding, it was able to be nimble and flexible in
adapting to ongoing changes in context and needs.
This focus on country priorities, support for ministry
leadership, and the ability to adapt all contributed
over time to developing a solid foundation of trust
in relationships – something not easy to do in a
context where development remains a business
and trust is a luxury.
Successful when:
MLI focused on meeting country needs and building
long-term sustainability.
MLI focused on building relationships with
ministry leaders.
Ministry leaders committed time and attention to the work.
Ministry leaders and MLI committed resources for
planning, collaboration, implementation, monitoring,
evaluation, and documentation.
Ministry leaders and MLI maintained open and
honest communication.
Ministry leaders and MLI understood the different contexts
in which they were operating (i.e., realities of a country’s
cultural, economic, political and infrastructure context,
and of funding and policy constraints of MLI).
Distinctive because:
MLI placed country priorities first, acknowledging
the value and experience of local leadership, and
recognizing and supporting ministry leaders as
primary actors in development.
MLI developed a solid foundation of trust in
these relationships.
MLI facilitated this work by providing jointly selected
(MLI and the ministry) trusted advisors to work
side-by-side with the ministry.
MLI focused on “learning by doing” and raising the visibility
of the ministry's work.
MLI and ministry leaders expected a high level of
two-way transparency in their partnership.
MLI maintained flexibility to actively learn from and adjust
to political, contextual and funding changes.
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