Strategic management: a critical element in implementing private medicine retailer programmes in Kenya
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The document discusses delivering effective healthcare in sub-Saharan Africa through improving treatment of malaria and childhood fevers. It analyzes the implementation of a program to train private medicine retailers in three sites in Kenya. Key findings include: common program activities like retailer training and demand creation differed across sites; four critical features enabled effective implementation - a local technical team present over time, managing relationships between technical and health teams, stability in district leadership, and a transparent financial system with flexibility. Effective policy implementation requires good relationships, communication, and some local autonomy over finances.
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- 1. Delivering Effective Health Care for All Monday 29 th March, 2010
Editor's Notes
- My presentation is based on a study that examined the influence of implementation process on the outcomes of PMR programmes within the context of scaling up in a district level setting in Kenya.
- The sites were a MoH-led program in Kwale district, Two NGO-led program-one led by Merlin in conjunction with the MoH in Kisii Central district and the other led by AMREF/USAID in Bungoma district
- In terms of change in retailer knowledge and practices
- To build these relationships has implications over time- to manage relationships
- -Spell out roles and responsibilities- addresses potential sources of tension. For example in one site there was an established MoU at the onset that spelled out roles and responsibilities The consequences- things happening on time As the quote illustrate are not in place plans/activities are not implemented
- Flexible financial process allows adaptation of the program at local levels addressing local needs – consequences avoiding tensions