Transformative Insights: Past Consultancies & Programs in Health and Development

 

Integrated Community Case Management (iCCM) in Sub- Saharan Africa Successes & Challenges with Access, Speed & Quality, Thematic Review Report, September 2018.

Open Access: https://dokumen.tips/documents/integrated-community-case-management-iccm-in-sub-saharan-.html?page=1

Brief Description/Outline:

<style=”text-align: left;”>The report presents the experiences and lessons learned through assessment of the iCCM programme implementation in selected eighteen countries (18) in Sub-Saharan Africa. The study explored, and documented successes, challenges, and lessons learnt from existing iCCM programmes; and makes suggestions and recommendation to inform implementing countries and partners on best practices that may be adopted for improving the programme expansion or scale up in terms of access, quality of services and future sustainability based on countries’ context and various governments continued leadership commitment.

Achievements/Outcomes

 

  • ICCM Policy, Integration, Leadership and Coordination:

    • Countries that had managed to reform national policies and financing in favour of strengthening decentralized health services including community health systems, registered faster scale up of iCCM programme both geographically and access by population.
    • The study further established that, in almost all the 18 countries iCCM traverses multiple directorates in the MOHs and hence, programmes that were well resourced and more visible such as the malaria and Maternal Neonatal and Child Health (MNCH) programmes were given more attention and visibility, while others such as pneumonia and diarrhoea home based care that were relatively resource poor were invisible with lesser attention in terms of resources and priorities.

    Demand creation and implementation of BCC for iCCM

    • The participatory approach for BCC that involved policy makers, partners, stakeholders, CHWs and households was attributed to increased uptake of iCCM package by Children under-5.

    Human Resources for Health, Quality of Services and CHWs Incentives

    • CHWs are also rarely institutionalized as a formal part of the healthcare system. In most of the studied countries, community health providers (CHWs) are unpaid volunteers, while in a few they have salaried CHWs who are MOH employees.
    • There should be strengthening of the linkages between CHWs and health facilities as feedback loop to strengthen capacity building on data for decision-making.

Kenya Service Availability and Readiness Assessment Mapping (SARAM) Report, MoH Kenya. September 2013

Open Access: http://guidelines.health.go.ke:8000/media/Kenya_Saram_Report.pdf

Brief Description/Outline

  • The Kenya Service Availability and Readiness Assessment Mapping (SARAM) of 2013 is the first Health Services Census to be conducted in Kenya. It provides information on:

    1. the status of provision of the defined Kenya Essential Package of Health and related Services (KEPH),
    2. inputs required for delivery of health services and
    3. readiness for provision of the Kenya Essential Package for Health (KEPH).

    Achievement/Outcomes

  • Readiness for provision of Child health services

    • The general service readiness for provision of KEPH-defined child health services. Readiness is highest at the Primary Care and Community levels, and lowest at national referral facilities. Similarly, the public facilities are most ready to provide immunization services, as compared to other facilities.

Maanisha Community Focused Initiatives to Control HIV/AIDS in Lake Victoria Region, Kenya, 2006

Open Access: https://cdn.sida.se/publications/files/sida40263en-maanisha-community-focused-initiatives-to-control-hivaids-in-lake-victoria-region-kenya.pdf

Brief Description/Outline

The Maanisha Programme had been aimed at reducing HIV/AIDS incidence in the Lake Victoria region, covering 20 districts in Nyanza and Western provinces, with a focus on capacity building and grant making to Civil Society Organizations (CSOs) and the private sector. Although the five-year initiative (July 2004 to June 2009) had experienced a one-year delay in its implementation, an external mid-term evaluation had been conducted by the Health & Economics Development Consortium Group to assess its progress, outcomes, and impacts. This evaluation had guided improvements in the program’s efficiency, informed adjustments to strategies, and offered recommendations based on identified gaps and lessons learned for the remaining duration of the Maanisha cycle.

Achievements/Outcome

  • The Maanisha programs new approach for building capacity of CSOs, private sector organizations and other relevant local actors, have been the key milestones for ensuring community’s grassroots empowerment through involvement in planning and implementation of sustainable HIV/AIDS interventions based on local situation.
  • In comparison with previous and other ongoing programmes for HIV/AIDS response programmes in the region, the Maanisha supports community driven initiatives by adapting a “minimum risk approach (MRA)” of Grant making scheme, administered through community demand driven (reactive approach).
  • Regarding the previously un-addressed HIV/AIDS cross-cutting issues such as gender, poverty, human rights and social cultural interventions, the programme adapted a new approach by enhancing strategic working relationship and support to key networks who are involved mainly in the above stated HIV/AIDS cross-cutting interventions.

Kenya: Poverty Reduction Strategy Annual Progress Report—2003/2004

Open Access: https://www.imf.org/external/pubs/ft/scr/2007/cr07158.pdf

Brief Description/Outline

This is the first Annual Progress Report (APR) on the Investment Programme for the Economic Recovery Strategy for Wealth and Employment Creation (IP-ERS) 2003-2007.

Achievements/Outcomes

  • There is scope for strengthening the use of resource allocation through the budget in support of ERS objectives.
  • Progress in Public Expenditure Management is fundamental to improving the effectiveness of spending through the budget. While some progress is being achieved, this is slow and incremental. Accelerated achievement of PEM targets is achievable if given the appropriate political backing and high-level oversight system.
  • Need to strengthen the planning process at ministry and sector level: There is a weakness in monitorability, which stems from the inadequate comprehensiveness, cohesion, clarity, and linkage to the ERS of the ministerial; strategic Plans and Annual work plans.