Baylor-Uganda’s in ACTION District-Led Programming INNOVATION
A program’s success depends on expertise at the district level. District-Led Programming ensures District health teams have the technical District-Led capacity and resources to effectively plan, manage, coordiProgramming is locally nate, and monitor local health services including sustained led management that focuses on: response to HIV/AIDS epidemic control. • service delivery • health workforce • information • medicines • financing and governance
The Challenge
In order for districts to have true ownership of social services, including HIV programs, they need to build the skills that lead to success including: • Good governance, leadership and management capabilities • Improved data usage for decision making to ensure quality social services • Better coordination to reduce fragmented programs and duplication of efforts
The Solution
Baylor-Uganda has pioneered an innovative approach that ensures country ownership through building robust partnerships, developing strong local capacity, and improving accountability. The model, developed for HIV programs, is being used across health services to improve outcomes.
The Innovations Capacity Building by “Twinning” Pairing project technical staff and district health teams for improved skills and knowledge transfer, and coordination of service delivery. Leadership Training Providing training for health facility leaders on fundamental skills to motivate staff, improving performance and patient outcomes. Results-Based Financing (RBF) Linking grant payments to agreed upon results in order to improve accountability and enhance performance.
The Successes
Baylor-Uganda’s innovations and commitment to its local partners has delivered great successes and serve as a national model for District-Led Programming.
Twinning • 49 coaches mentoring HWs and CBOs on applying quality management best practices • 93 trained clinical mentors to provide technical guidance on TB/HIV case management • 20 model sites developed as learning centres for performance improvement • 201 completed Continuous Quality Improvement projects in last 12 months
Leadership/Governance • 27% reduction in staff late arrivals • 43% reduction in client waiting time • 34% increase in facilities holding at least 3 monthly staff meetings • 100% HIV coordination and health unit management committees functionalized
Financing • 25 Community based organizations finanaced through RBF • > 44,000 clients referred between community and health facility quarterly for services • Over $1,000,000 disbursed annualy through RBF