The document discusses the GFF process in Cameroon, including national health statistics, challenges in maternal and child health, and the importance of investment cases. It outlines the operationalization steps for developing the investment case, highlighting the involvement of stakeholders and the role of the private sector in financing. The GFF aims to improve health outcomes by increasing resources for maternal and child health in the country while addressing key bottlenecks and enhancing data quality.

1. A M A N I A D I D J A , M D M P H
H E A D O F C H I L D A N D N E W B O R N H E A L T H
M O H C A M E R O O N
The GFF PROCESS IN
CAMEROON
.
Investment
Case
Safe Mothers & Newborns Leadership Workshop
Nairobi, Kenya, 11th - 16th June 2017

2. CAMEROON
6/18/17
q Population:19.4 million inhabitants (RGPH, 2007)
q Average annual population growth rate: 2.6%
q Median age of the population: 17.7 years
q Population under 15 years: 43.6%
q Women: 51% of the population.
q population living in Extreme poverty : 40 %
q Life expectancy :51 years.
q National health budget : 5% of the GDP

3. RMNCAH CHALLENGES
— MMR: 782 / 100,000 in 2011 (DHS 2011).
— Infant- child mortality remains high in poor parts of the
country,(173 & 154 /1,000 LB)
— Households bear the largest share of health
expenditure: 70.42%
— Insecurity : Boko-Haram
— Quality of care is undermined by limited HR,
infrastructure, poor governance;
— Inter–region equity gap+ intra-region equity gap
— Lack of robust data for decision- making, transparency
and accountability.

4. WHAT IS THE GFF?
— Launched in 2015
— “the key financing platform in support of the UNSG’s
EWEC global movement, with the aim to accelerate
efforts to end preventable MNCAH deaths and improve
the health and quality of life of women, adolescents
and children by 2030
— Goal: increase resources spent on maternal and child
health in 63 of the world’s poorest countries.
— Cameroon is one of the 12 GFF Trust Fund supported
countries.

5. LE
PROCESSUS
D’ELABORATION
DU
DOSSIER
D’INVESTISSEMENT
ET
SON
OPERATIONALISATION
6/
Elaboration
de
la
cartographie
de
ressources
11/
Rédaction
du
dossier
d’investissement
10/
Budgétisation
12/
Restitution
du
dossier
d’investissement
7/
Elaboration
des
cadre
logique
et
de
suivi
évaluation,
et
des
activités
8/
Consultation
des
régions
14/
Adoption
du
dossier
d’investissement
15/
Rencontres
bilatéraux
d’appui
technique
aux
PTF
et
secteurs
privés
pour
5.3/
Identification
des
solutions
aux
goulots
5.2/
Identification
et
analyse
des
goulots
d’étranglement
5/Atelier
de
réflexion
technique
6.1
Identification
des
problèmes
et
interventions
à
haut
impact
appropriées
4/Réunions
de
plaidoyer
pour
l’implication
technique
de
tous
3/Analyse
situationnelle
(EQUIST)
2/
Constitution
des
comités
d’élaboration
et
de
suivi
du
processus
1/
Ralliement
des
parties
prenantes
et
lancement
officiel
16/
Rencontres
régionaux
d’assistance
technique
pour
l’opérationalisation
9/
Atelier
de
consensus
technique
sur
le
cadre
logique,
le
cadre
de
suivi
évaluation,
et
les
activités
13/
Rencontres
bilatéraux
de
plaidoyer
avec
le
secteur
privé
et
partenaires
techniques
SUIVI
REGULIER
DU
PROCESSUS
FIN
DEBUT

6. INVESTMENT CASE DESIGN
Preparatory work
— Official Launching of the GFF process at national level
— Validated chronogram for the investment case.
— Coordination platform created and operational
— Priorization workshop held with participation of main
stakeholders (UN, CSO, others public sectors,
parliamentarians, Bilaterals, INS, private sectors , mobile
phones companies)
— Inclusive and participative process
Review of national data
— Source of data: DHS (2004, 2011), MICS (2011, 2014),
EmONC2015, CRVS, Qualitative studies
— Tools: EQUIST (for RMNCH), One Health

7. INVESTMENT CASE DESIGN (2/2)
— Finalize the situation analysis: include
adolescent needs assessment, CRVS evaluation
— Prioritize the interventions
— Develop of the investment case based on the
existing Reproductive, Maternal, Newborn, Child
and Adolescent National Strategic plan 2014-2020
— Costing : Budgeting: One Health Tool

8. INVESTMENT CASE
A comprehensive National RMNCAH Investment Case
o Evidence informed
o Equity-focused and logical
o Main causes of deaths per target group
o Coverage of high impact interventions,
o All this linked with geographic/regional and
urban/rural differences
o Identified interventions by the 3 service delivery
platforms
o Highlight key bottlenecks, causes of bottlenecks
and priority, solutions/strategies

9. IMPLICATION OF THE PRIVATE SECTOR:
THE CASE OF DIB (1/2)
— Development Impact Bond- Results-based
financial instrument
— Private investors who agree to subscribe
— Gov. make payments if KMC succeed
— GCC- Invest C$7 Million by leveraging private
Sector
— The Government contribute C$2 M through
the GFF
— Donors: MINSANTE, BM / GFF Trust Fund,
GCC, Micronutrient Initiative

10. IMPLICATION OF THE PRIVATE
SECTOR: THE CASE OF DIB (2/2)
— Funds available in advance;
— Project concentrated in areas of high needs
— Contractual focus on results - # inputs
— Financial returns of investors related to
independently verified results.
— Improved outcomes for low birth weight infants;
Estimate = 4,000 per year
— Comparative Advantage: DIB combines GCC,
GFF, Government, and Cameroon's experience in
performance-based financing
— Launch of DIB in September 2017

11. CHALLENGES
— Ensuring a coherent approach in the country:
inclusiveness + alignment is needed at country level
with different strategic documents;
— Align the HSS and GFF process timelines,
outcomes :that has to be aligned and coherent not only
with the SDGs targets but also the country strategic
documents.
— harmonization of indicators , but also the need to
be ambitious in other to meet the SDGs goal

12. LESSONS LEARNED(1/2)
— Improve data quality and completeness
upfront : adolescent health, CRVS, RMNCH sub
national data with equity breakdown, and structural
barriers
— Inclusive capacity building on the
prioritization tool(EQUIST) accelerated the
consensus+ appropriation
— Prioritizing VS. Compromising. All stakeholders
wants their issue to be fully addressed, with disregard
of value for money

13. LESSONS LEARNED (1/2)
— Harmonize the cost categories used both in the
budget and in the resource mapping in anticipation
of the generation of funding gaps
— A consensus on the logical framework and
interventions must be obtained before budgeting is
done

14. CONCLUSION
— RMNCAH is still a big challenge
— The GFF was a great opportunity
¡ to design and sharpen the health financing policy
¡ Generate discussion and a UHC strategy
¡ To identify and reduce sources of inefficiencies
¡ To design a CRVS strategic plan and reinforce the HIS
¡ to optimize our work with private sector, test innovative
strategies like the DIB for KMC