In the past two decades, powerful international trends in "market-oriented" HEALTH sector REFORMs have been sweeping around the world for meeting new HEALTH needs and requirements. Major elements of these REFORMs are: - HEALTH sector restructuring- Privatization- User fees for public servicesIn recent years, for many reasons, Iran HEALTH sector has confronted with many challenges, for examples; inequity of access to care, unequal share of limited resources, high cost of treatments and rehabilitations, demographic, epidemiologic and economic transition, poor quality of care and so on. Therefore, Iran HEALTH sector needs REFORM, but the report acknowledges that many of societies HEALTH problems, especially in developing countries, are not solved by this REFORMs.Mixing the mean of "REFORM content" with "REFORM process" is one of the most important causes of this problem. However, the REFORM is not an economical or a political issue. On the contrary, it is a management topic and needs a management philosophy. Organizational change for meeting new HEALTH needs must be followed by this philosophy.Total Quality Management (TQM) is being adopted as a management philosophy that can be used in dealing with these challenges.

HEALTH REFORM is the outcome of dispersed policy initiatives in different sectors, at different levels and across time. Policy work which can drive coherent HEALTH REFORM needs to operate across the governance structures as well as the institutions that comprise HEALTHcare systems. Building policy capacity to support HEALTH REFORM calls for clarity regarding the nature of such policy work and the elements of policy capacity involved; and for evidence regarding effective strategies for capacity building.

Forest and colleagues have persuasively made the case that policy capacity is a fundamental prerequisite to HEALTH REFORM. They offer a comprehensive life-cycle definition of policy capacity and stress that it involves much more than problem identification and option development. I would like to offer a Canadian perspective. If we define HEALTH REFORM as re-orienting the HEALTH system from acute care to prevention and chronic disease management the consensus is that Canada has been unsuccessful in achieving a major transformation of our 14 HEALTH systems (one for each province and territory plus the federal government). I argue that 3 additional things are essential to build HEALTH policy capacity in a HEALTHcare federation such as Canada: (a) A means of “policy governance” that would promote an approach to cooperative federalism in the HEALTH arena; (b) The ability to overcome the “policy inertia” resulting from how Canadian Medicare was implemented and subsequently interpreted; and (c) The ability to entertain a long-range thinking and planning horizon. My assessment indicates that Canada falls short on each of these items, and the prospects for achieving them are not bright. However, hope springs eternal and it will be interesting to see if the July, 2015 report of the Advisory Panel on HEALTHcare Innovation manages to galvanize national attention and stimulate concerted action.

Among the many reasons that may limit the adoption of promising REFORM ideas, policy capacity is the least recognized. The concept itself is not widely understood. Although policy capacity is concerned with the gathering of information and the formulation of options for public action in the initial phases of policy consultation and development, it also touches on all stages of the policy process, from the strategic identification of a problem to the actual development of the policy, its formal adoption, its implementation, and even further, its evaluation and continuation or modification. Expertise in the form of policy advice is already widely available in and to public administrations, to well-established professional organizations like medical societies and, of course, to large private-sector organizations with commercial or financial interests in the HEALTH sector. We need more HEALTH actors to join the fray and move from their traditional position of advocacy to a fuller commitment to the development of policy capacity, with all that it entails in terms of leadership and social responsibility.

In the political sphere and public policy-making can be found numerous instances of public policy that, despite inefficiency, resist on termination, continue to survive and in addition to wasting public resources and disrupting bureaucratic structure, may Lead to aggravation of the problem. Given the importance of this issue, unfortunately, so far in the field of policy-making in our country, no coherent studies have been conducted on the phenomenon of public policy resistance. Therefore, due to the existing ambiguity, the purpose of this study is to explain the concept of "policy resistance" and determine its characteristics and features. Due to the richness of policy resistance theories, a qualitative research was used in this research. Also, semi-structured interviews were conducted with 11 experts from government organizations and institutions in the field of policy to collect data. Thematic analysis method was used to analyze the collected data. According to the Thematic Network, it was found that the resistance of public policies has 3 Global Themes, 11 organizing themes and 41 basic themes. Finally, using case study strategy to test the Thematic Network with objective facts. this network was adapted to the HEALTH system REFORM plan (as one of the policies resistant to termination).

Background: The Ministry of HEALTH and Medical Education of Iran, along with the country movement towards achievements of Iran’s Vision 2025 put compilation of the HEALTH system REFORM plan on its agenda. In this article, we are trying to show the method we used for developing this plan and how this method considered the general condition of the country along with maintaining the standards of scientific and technical programs. All steps of this planning are described in the paper and finally we discuss the techniques and the appropriateness of the method compare with the experience of the other countries.