Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Veterinary governance in Karamoja, Uganda


Published on

Presentation by the USAID/Uganda Karamoja Resilience Support Unit, Kampala, Uganda, July 2017

Published in: Science
  • Be the first to comment

  • Be the first to like this

Veterinary governance in Karamoja, Uganda

  1. 1. Veterinary Services in Karamoja: Governance and Coordination Issues Andy Catley July 2017 Karamoja Resilience Support Unit
  2. 2. Outline • Areas of progress in disease control and veterinary service delivery • Why does veterinary governance matter? • Why does coordination matter? • Current challenges • Ways forward
  3. 3. Areas of progress: disease control Uganda achieves rinderpest eradication in 2008 “… the most dreaded bovine plague known, belonging to a select group of notorious infectious diseases that have changed the course of history” cf. measles in Uganda
  4. 4. Areas of progress: service delivery 2017 - Private systems have emerged over 20 years – but need to be strengthened 1996 – Government veterinary office, Kaabong
  5. 5. Veterinary governance Key functions of veterinary services include: • Control of animal diseases of national economic importance, especially those related to the safe trade of animals and animal products • Control of other animal diseases, less related to trade but with important impacts on production • Control of zoonoses These functions depend on the effective structure, management and regulation of veterinary services, but … • A mix of public and private sector actors, and NGOs • Comprises both professional and para-professional workers • Wide range of diseases, affecting different livestock species • Effectiveness of veterinary public sector highly dependent on wider governance issues, across all public sectors e.g. • Decentralization • Budgets • Capacity for timely and progressive policy and legislative reform
  6. 6. Assessing veterinary governance International standards • World Organization for Animal Health (OIE – Office international des epizooties) • Recognize that the risks of animal disease spread from a country relate to the capacity of national veterinary services • External evaluation of national veterinary services using the tool “Performance of Veterinary Services” (PVS) • PVS tool based on a set of “critical competencies” • Each critical competency is rated by the evaluators NB. The OIE recognized CAHWs as a type of veterinary paraprofessional in 2004
  7. 7. Critical competences - coordination OIE Critical Competency Highest level of advancement Coordination capability - “ The capability to coordinate resources and activities (public and private sectors) with a clear chain of command, from the central level to the field level …” There are internal coordination mechanisms and a clear and effective chain of command for all activities, and these are periodically reviewed/audited and updated. Coordination challenges Decentralization: lines of command between MAAIF and DVOs Coordination between districts - Within Karamoja e.g. - Service providers - Disease control strategies and programs - Between Karamoja and neighbours Cross-border coordination – control of “trans- boundary animal diseases”
  8. 8. Critical competences - paraprofessionals OIE Critical Competency Highest level of advancement Veterinary paraprofessionals and other technical personnel There are effective management procedures for formal appointment and performance assessment of veterinary para-professionals.a Competencies of veterinary para- professionals The training of veterinary para-professionals is of a uniform standard and is subject to regular evaluation and/or updating. a aUnder the OIE Code, includes CAHWs CAHWs in Karamoja • “Formal appointment” requires formal recognition? • MAAIF allows CAHWs in Karamoja – but CAHWs are not recognized in veterinary legislation • No MAAIF Minimum Guidelines and Standards for CAHWs • CAHW training is variable (but with moves towards a common manual) • Clear need for coordination and use of good practices for selection, training, supply and supervision across districts, NGOs and private sector
  9. 9. Ways forward for donors and NGOs 1. Recognize that the sustainability and quality of veterinary services, and effective disease control in Karamoja depends on veterinary governance centrally and locally 2. Recognize that nationally, and in the long-term, Uganda’s capacity to access lucrative international markets for livestock products will depend on the quality of it’s veterinary governance 3. Engage MAAIF and discuss options for improved coordination in Karamoja e.g. establish a MAAIF desk for the coordination of veterinary services and disease control across Karamoja’s seven districts, including: • Development of a “Veterinary Service Development Strategy” for Karamoja with multiple stakeholders • Regular regional-level coordination events with private sector and NGOs • Common adoption of standardized good practices for CAHWs, including supervision and refresher training 4. Legal recognition of CAHWs is a critical step towards quality assurance. • Learn from other countries e.g. Ethiopia, and other sectors e.g. human health • Support specialist technical assistance to MAAIF in veterinary legislation
  10. 10. The Karamoja Resilience Support Unit is implemented by Tufts University. For further information please contact or visit Karamoja Resilience Support Unit