Empowering Women and Strengthening Health Systems and Services Through Investing in Nursing and Midwifery Enterprise Lessons from Lower-Income Countries: Workshop Summary (2015) / Chapter Skim
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6 Innovations and Organizational Strategies to Strengthen Health Systems
6 Innovations and Organizational Strategies to Strengthen Health Systems
Pages 53-66
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From page 53... ...
-- Monique Dolfing-Vogelenzang One of our lessons has been that really focusing on capacity building, and coupling that with program evaluation, can have impact just by building a stronger evidence base so that over time we are not repeating the same mistakes. -- Krishna Udayakumar You have a few really great innovators that are coming up with fantastic ideas for how to solve these problems, but they remain small scale because the government does not recognize them, be cause they do not necessarily get capital to invest in them, [and]
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From page 54... ...
opened this session with a quote from President John Kennedy regarding the space program in the 1960s: It means a degree of dedication, organization and discipline which have not always characterized our research and development efforts. It means we cannot afford undue work stoppages, inflated costs of material or tal ent, wasteful interagency rivalries, or a high turnover of key personnel.
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was initiated in 2009 by the Dutch company, PharmAccess, to enable primary health care providers in Africa access to investment capital so they can improve the quality of their services and expand their facility. The MCF investment strategy has two risk reduction programs as seen in Figure 6-1 that involve quality measurement and improvement known as SafeCare, and access to risk capital from local banks that are in part guaranteed by MCF.
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Global Lab for Innovation defines innovation as "a product, service, business model, or work process that accelerates the transformation of care. It may be point innovation or comprehensive, and it is technology-enabled but [focused on more 2 This section summarizes information presented by Molly Coye, University of California, Los Angeles (UCLA)
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The Global Lab for Innovation seeks to "de-risk" the choice by providing useful, systematic information across multiple platforms. This information is presented in a "scorecard" that allows decision makers to choose criteria suitable for their own context and find the innovations that best fit.
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SEAD brought in 11 organizations in its first year, and 6 organizations in its second year (some organizations include SughaVazhvu, a rural primary care clinic in India; salaUno, an eye care clinic in Mexico; and Jacaranda, a 3 This section summarizes information presented by Krishna Udayakumar, International Partnership for Innovative Healthcare Delivery (IPIHD)
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Udayakumar also shared a few lessons learned, namely that assessing an organization's stage of development and capabilities was a time-consuming process that required diving in deeply over several months. They also learned that focusing on specific regions would create greater impact than identifying organizations from all over the world; therefore, as mentioned previously, future cohorts will be in South Asia and the East African region.
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Assessments usually report on the number of interventions developed, coverage of family planning services, and other indicators. She remarked that many innovative approaches to health service delivery 4 This section summarizes information presented by Gina Lagomarsino and Carleigh Krubiner, Results for Development Institute (R4D)
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Four types of training inputs were identified: preservice training and certification, specialty training, continuing education, and bridging opportunities to enter the health workforce, which can serve as an entrance to nursing or midwifery practice. The 47 professional training programs identified under this heading included scholarships or direct funding for students, quality improvement of existing curricula, "training of trainers," supplemental training, enhanced task-sharing opportunities, recruiting of girls, and strengthening capacity of community health workers.
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such contraception, access abortion; spouses, reduction in the practice shifts; systems providing easy access control over spouse selection and of dowry; acceptability of divorce) ; to contraception, safe abortion, marriage timing; freedom from local campaigns against domestic reproductive health services domestic violence violence
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Legal Knowledge of legal rights; domestic Community mobilization for Laws supporting women's rights, support for exercising rights rights; campaigns for rights access to resources and options; awareness; effective local advocacy for rights and legislation; enforcement of legal rights use of judicial system to redress rights violations Political Knowledge of political system and Women's involvement or Women's representation in regional means of access to it; domestic mobilization in the local political and national bodies of government; support for political engagement; system/campaigns; support for strength as a voting bloc; exercising the right to vote specific candidates or legislation; representation of women's interests in representation in local bodies of effective lobbies and interest groups government Psychological Self-esteem; self-efficacy; Collective awareness of injustice, Women's sense of inclusion and psychological well-being potential of mobilization entitlement; systemic acceptance of women's entitlement and inclusion SOURCE: Malhotra et al., 2002.
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The brand recognition, which included a certain standard of quality, conferred higher status on the nurses and midwives. Twenty-three social franchise models were identified, ranging from maternal and child health clinics to clinics with a broader focus, stand-alone clinics to those embedded within larger health facilities, and one-woman shops to those with multiple staff personnel.
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Health market innovations: How strengthening health services in LMIC can empower nurses and midwives. Wash ington, DC: Results for Development Institute.
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2010. The world health report.
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