KM Strategy-BTAST

Knowledge Management
Strategy
september 2015
Bihar Technical Assistance Support Team (BTAST) Knowledge product
developed by
OneWorld Foundation India
Sector Wide Approach to Strengthening Health in Bihar (SWASTH)
Government of Bihar Initiative
Supported by Department for International Development (DFID), UK

ACKNOWLEDGEMENT
This KM Strategy was written by Tej Prakash Yadav at OneWorld Foundation India and was reviewed by BTAST.

contents
1. Executive summary 4
2. Overview 5
2.1. Background 5
2.2. Need for knowledge management 5
2.3. Knowledge management strategy for SWASTH: Process and scope 6
3. Vision, mission and objectives 7
3.1. Vision and mission 7
3.2. Objectives 7
3.3. Key stakeholders and audiences 7
4. Strategic directions and functions 9
5. Conclusion 10
6. Annexure 11

4 Knowledge Management Strategy
The reach of and access to essential health care
services has remained a challenge for rural poor
in Bihar. In this context, a Sector Wide Approach to
StrengtheningHealth(SWASTH)waslaunchedin2010
as a Government of Bihar (GoB) initiative, supported
by the Department for International Development
(DFID). This initiative is provided technical support
through the Bihar Technical Assistance Support Team
(BTAST). Various interventions under the programme
are intended to “improve the health and nutritional
status of people in Bihar, particularly the poorest of
the poor, and thereby accelerate the state’s progress
towards the Millennium Development Goals (MDGs)”.
Accordingly, the programme adopts an integrated
approach to address health,nutrition,water,sanitation
and hygiene related challenges in the state. The
programme comes to an end in 2016.
The SWASTH initiative has generated a wealth of
knowledge and lessons, some of which have been
recorded through various programmatic documents
during the implementation period and through
monitoring, and evaluation work. The process
of supporting the SWASTH initiative has also
enabled, within BTAST, a rich understanding of the
opportunities, successes and challenges of providing
technical support to governments. As the programme
cycle nears completion, BTAST needs to harness this
knowledge and lessons from the SWASTH initiative
and convert these into a useful knowledge bankfor key
stakeholders and audiences. Targeted dissemination
of the knowledge products in turn could support
the scale-up and sustainability of the interventions
supported through SWASTH, beyond the programme
period in terms of the key intended outcomes, as well
as enable replication of interventions elsewhere.
This knowledge management strategy for SWASTH is
designed as a framework for guiding the knowledge
collation and dissemination activities of BTAST. With
a view to provide an effective knowledge base that
can support universal,equitable and integrated health
outcomes across communities, this strategy aims
to harness the learnings from SWASTH in the areas
of health; nutrition; water, sanitation and hygiene
(WASH); and gender as a cross-cutting concern.It will
contribute towards:
• Ensuring sustainability of the sector wide
approach and convergence model in continuing
the work of GoB;
• Informing and influencing future policy and
practice at the state, national and global levels
across SWASTH sectors, particularly in other
areas which face resource constraints or resource
management challenges; and
• Identifying best practices and success stories as
well as challenges to enable adaptation of the
programmes and approaches in the future.
The key objectives of this strategy are:
• Enhancing internal knowledge management
processes;
• Providing access to information on work
undertaken under the SWASTH initiative;
• Generating evidence and analyses supporting the
adoption of SWASTH;
• Fostering collaborations and partnerships
through consultative processes and knowledge
sharing platforms; and
• Developing materials and undertaking knowledge
activities for policy influence and advocacy.
The range of stakeholders in the SWASTH knowledge
process include DFID, UK; the three departments of
GoB that are primary stakeholders in the SWASTH
initiative; BTAST and the consortium partners that
manage BTAST; other external health, nutrition,
and water, sanitation and hygiene (WASH) sector
professionals, and knowledge management and
research organisations working with BTAST; other
state governments; and policymakers at the national
and international level.
1. Executive summary

5Knowledge Management Strategy
2.1. Background
Bihar is India’s third most populated state.The data of
National Sample Survey Organisation (NSSO) shows
that Bihar performs poorly on human development
indicators, compounded by poverty in both rural and
urban areas. These include key human development
indicators like infant mortality rate, maternal
mortality rate, and malnutrition among women and
children. The delivery of healthcare services and its
access by poor and marginalised communities remain
a challenge.Vector and water borne diseases continue
to pose problems in the health sector.
In the face of these challenges and informed by an
understanding that health; water, sanitation and
hygiene; and nutrition
related interventions
implemented in an
integrated approach could
improve the wellbeing
and health of people, the
Government of Bihar (GoB)
has launched Sector Wide
Approach to Strengthening
Health (SWASTH) with the
supportoftheDepartmentof
International Development
(DFID), United Kingdom.The
Bihar Technical Assistance
Support Team (BTAST),
which provides technical
assistance to GoB, as a part
of the support provided
by DFID-UK, is managed
by CARE (UK), Care India,
IPE Global and Options
Consultancy Services, UK - the key consortium
partners. BTAST supports the programme by working
closely with Department of Social Welfare (DoSW);
Department of Health and Family Welfare (DoHFW);
and the Public Health Engineering Department
(PHED) in helping develop and design programmes,
build local capacities, and record lessons through
Monitoring, Learning and Evaluation (MLE).
The goal of SWASTH is to “improve the health and
nutritional status of people in Bihar, particularly
the poorest of the poor, and thereby accelerate
the state’s progress towards the Millennium
Development Goals (MDGs)”. Its mission is “increased
use of quality, essential health, nutrition, water and
sanitation services especially by poorest people and
excluded groups.”
SWASTH was launched in 2010 and will be coming to
a close in March 2016.
2.2. Need for Knowledge Management
BTAST has collected evidence and produced data
through programmatic documents, and some studies
conducted over the programme implementation
period. The team has employed various tools and
methodologies to collect and document learnings.
These include gathering concurrent monitoring data
to assess outcomes,studies
such as evaluations,
action research, rapid
assessments, exploratory
studies, as well producing
programmatic documents
like process documents,
standard operating
procedures, strategy
papers, etc.
At the same time, enabling
access to this data and
information in different
formats and across
stakeholders, as well
as conversion of tacit
knowledge into explicit
knowledge has remained
a gap that needs to be
addressed through a
robust knowledge management process. Further,
as the programme cycle nears completion, it is now
necessary to harness the knowledge and lessons
from the SWASTH initiative and convert these into
a useful knowledge bank for key stakeholders and
audiences. An effective knowledge bank and targeted
dissemination of the knowledge products in turn
would support sustainability of the intervention, as
well as enable their replication elsewhere.
Knowledge from the SWASTH initiative can be
harnessed towards promoting an integrated approach
to improving health outcomes among the primary
stakeholders in the Bihar government. This approach
would focus on strengthening health systems,
2. Overview
Development Challenges:
Facts & Figures
As per the Census of India, 2011, Bihar’s
population of 104 million includes 16.96 per
cent Scheduled Castes, and 21 of 23 Dalit
sub-castes are Mahadalits or the poorest
among poor. The state has the highest birth
and fertility rates in the country. The literacy
rate is 73.4 per cent for males and 53.3 per
cent for females. The state also performs
belownational average on incidence of under
nourished children, stunting and wasting,
anaemia among adolescents and women;
provision of toilets, education, gender
discrimination, and equity challenges.

supporting WASH and nutrition programmes which
impact on health outcomes, as well as contributing
to increased awareness among people about health,
nutrition and WASH. Lessons from SWASTH regarding
the deliveryof interventions in complexsocio-political
environments such as Bihar, which face challenges of
efficient and effective resource management, could
help inform future policymaking and programming in
relevant regions of India and elsewhere.
2.3. Knowledge Management strategy for
SWASTH: Process and scope
This Knowledge Management (KM) strategy has been
developed through a consultative and participatory
process, led by OneWorld Foundation India (a
knowledge management and communication agency
contracted to support BTAST knowledge management
work). The consultative process included engaging
extensively with BTAST’s MLE team, thematic teams
(Health, WASH, nutrition, and gender and district
programme implementation teams; BTASTconsortium
partners and government officials through a two-day
workshop on 3th-4th August 2015 at the BTAST office
in Patna. The vision, mission and strategic objectives
and directions of the KM strategy were identified and
defined at this workshop. The workshop included
focus group discussions, and other group work and
exercises with each team.
This KM strategy provides a direction for the
implementation of KM activities under the SWASTH
programme generally, as well as informs the design
of knowledge products and outputs to be prepared
by OneWorld Foundation India. This will also act as
a guiding tool for BTAST’s advocacy work and any
other relevant activities that may be undertaken,and
the consortium partners on behalf of BTAST. Since,
the support from DFID to the SWASTH programme
is expected to end by March 2016, this strategy
sets some immediate goals as well as a few long
term goals that can be adopted by the GoB in its
processes. Some of these goals may be relevant even
when the DFID support to SWASTH has ended, and
also beyond the scope of work defined for OneWorld
Foundation India.
This document primarily:
• Provides the rationale for KM for SWASTH
• Defines thevision,mission and strategicobjectives
• Identifies key objectives and approaches for
knowledge management for SWASTH
• Maps key stakeholders and audiences, their level
of influence and KM priorities
This strategy should be read in conjunction with the
stated goal, purpose and objectives of the SWASTH
initiative. For details of what is covered under this
strategy, please refer to the inception report and
activities planned during the financial year 2015 –
2016 submitted by OneWorld Foundation India.
BTAST’s WASH team participates in a group discussion during the KM workshop

3.1. Vision and mission
The vision of SWASTH’s knowledge management
initiative is to provide an effective knowledge base
to support universal and equitable health outcomes
across communities.
SWASTH’s knowledge management strategy aims
to harness the learnings of SWASTH in the areas
of health; nutrition; WASH; and gender as a cross-
cutting concern towards:
• Ensuring sustainability of the sector wide
approach and convergence model in continuing
the work of GoB
• Informing and influencing future policy and
practice at the state, national and global levels
across SWASTH sectors, particularly in other
areas which face resource constraints or resource
management challenges. Identifying best
practices and success stories as well as challenges
to enable adaptation of the programmes and
approaches in the future
3.2. Objectives
The key objectives of this strategy are:
• Enhancing internal knowledge management
processes
Ensuring process documentation of learnings
for record and institutional memory, e.g., a
knowledge management workshop for the staff,
regular newsletters sharing BTAST’s activities
with all staff members and stakeholders
• Providing access to information on work
undertaken under the SWASTH initiative
Showcasing progress including results,
outcomes and achievements in the form of
success stories, learning briefs, lessons learnt
and best practices for stakeholders and other
audiences. This can be done through various
ways,e.g.,by setting up a microsite/ website for
storing and disseminating knowledge materials,
participating in Community of Practices (CoPs),
conducting knowledge sharing and advocacy
workshops with stakeholders
• Generating evidence and analyses supporting the
adoption of the SWASTH approach
Generating evidence to knowledge and
learnings gathered by BTAST to inform parallel
and future programmes in the state, country as
well as in other contexts,especially highlighting
the flexibilities and adaptations undertaken in
the implementation of the programme,given its
specific context. Also generating and collating
evidence to support policymaking and sector
specific practices in the areas of health, WASH
and nutrition
• Fostering collaborations and partnerships
through consultative processes and knowledge
sharing platforms
Enhancing consultative engagement and
processes across sectors and stakeholders,
through appropriate knowledge sharing
platforms (online and offline repositories,
microsite/ website, conferences, workshops, etc.)
• Informing policy actions
Adapting and refining the learnings from the
programme for developing advocacy materials,
creating and leveraging advocacy opportunities
towards influencing policy and future
programmes and interventions
3.3. Key stakeholders and audiences
The key stakeholders of the SWASTH intervention are
spread across various government departments at
both state and national level,sectors likeWASH,health
and nutrition, implementation partners of BTAST,
development partners working in Bihar and outside.
Since, SWASTH is an initiative of GoB supported by
DFID–UK, the government departments and officials
including policy-makers impact various processes and
interventions at a greater level. These government
departments include DoHFW; DoSW; and PHED, GoB.
A number of other government organisations and
departments are also key stakeholders in the journey
of BTAST–SWASTH.
In addition to these, the consortium partners of
BTAST, i.e., Care India, Care UK, IPE Global and
3. Vision, mission and objectives

Options, UK provide strategic direction and support
to SWASTH–BTAST, hence directly influencing the
knowledge management practices and direction
within the organisation.
Besides, BTAST interacts and engages (both
directly and indirectly) with development partners
working in Bihar to maximize the impact of its
interventions. It includes organisations like Bill and
Melinda Gates Foundation (BMGF), UNICEF, Water
and Sanitation Project (WSP) of World Bank, World
Health Organization (WHO), UNFPA, United Nations
Development Programme, WaterAid, Micronutrient
Initiative, etc. There are various professional bodies
and think tanks like ADRI, AN Sinha Institute
and Institute of Development Studies, Sussex,
United Kingdom, which indirectly influence the
interventions of BTAST.
BTAST by collecting, collating and curating learnings
and evidence gathered from SWASTH intervention
should reach out to a range of audiences. This
includes various departments at the national level
and state governments like Madhya Pradesh, Odisha
and Uttar Pradesh. In the discussions during the
development of the knowledge management strategy
it was also felt that development partners working in
Bihar and outside, e.g. BMGF, UNICEF, WSP, etc., may
have interest in replicating and scaling up SWASTH
interventions.
In this context, it would be important to map out
Indian states and other global locations that are
resource constrained like the state of Bihar and
require an integrated approach like SWASTH. Please
see annexure - 1 for the sector wise details of
stakeholders based on their influence.
Questions for a group exercise conducted during KM workshop for BTAST

Five key strategic directions have been identified
for knowledge management for BTAST and SWASTH
programme. These directions will help in achieving
intended results from the knowledge management
strategy. These will be achieved by designing and
developing a number of knowledge products by
sectoral teams of BTAST, its MLE team, consortium
partners, OneWorld Foundation India and other
agencies hired by BTAST.
a. Enhance internal knowledge
management processes
To create a culture of knowledge management and
sharing within the organisation, there is a need to
strengthen the internal knowledge processes. The
process itself would require regular knowledge flow
from field offices of BTAST, specialists working with
various government departments, conversion of tacit
knowledge into explicit knowledge, etc. This would
also require an orientation of existing staff and
employees working under
the SWASTH programme.
This will enable them to
contribute to different
knowledge management
processes and ensure
regular knowledge flow
from district and sub-
district level.
During the workshop
conducted for preparing
thisstrategy,itwaspointed
out that BTAST should
advocate with certain
government departments
like PHED, Integrated
Child Development
Services (ICDS) and State
Health Society to set up
knowledge management
cells. BTAST should come up with a newsletter where
experiences of field staff and grassroots stories can
be shared for wider dissemination and outreach.
Following activities can be undertaken to enhance
internal knowledge management:
• Capacity building and training of BTAST staff in
Patna and other field offices
• Regular documentation and reporting practices
to support conversion of tacit knowledge into
explicit knowledge
• Internal knowledge sharing workshops to promote
culture of sharing and strengthening information
flow
• Regular newsletter for information sharing and
learning
• Advocate with government to set up knowledge
management cells in respective departments
b. Adoption of SWASTH approach
Availability of learning materials, evidences, and
targeted information and knowledge products like
manuals,technical papers,and process documents for
guidance will be important for the adoption of the
SWASTH approach. The availability of information on
theSWASTHmodel,implementationprocessofvarious
interventions and its impact along with evidence will
be critical for its adaptation
in other states.This could be
innovation of the SWASTH
model in the health sector,
i.e., an integrated approach
including health, nutrition,
WASHandgenderasacross–
cutting theme. Towards this
end, the development of
technical briefs, learning
documents, training
manuals,training videos and
process documents will play
an important role. BTAST
should undertake following
activities to promote
adaptation and adoption of
the SWASTH approach:
• Development of
knowledge products like
training manuals, process documents, technical
briefs and guides
• Development of best practice documents and
policy briefs
• Production of training videos for self-learning
and adoption
• Advocacy workshops and conferences to share
learningswithpartnersandgovernmentdepartments
4. Strategic directions and functions

c. Access to information on SWASTH’s work
The access to information and knowledge resources
on SWASTH approach is quite limited. Hence, efforts
should be made to collect and collate the knowledge
and information from various sources and make
them available publically. This can be done by
developing and regularly managing a website for
the SWASTH programme. The website will act as
one stop reference for researchers, academia, policy
makers and programme implementers on SWASTH’s
integrated approach.
To begin with, BTAST should create an offline
knowledge database which will essentially be a
collection of monitoring reports, monthly reports,
proposals, research reports, surveys, etc., generated
as a result of SWASTH’s work. Besides, SWASTH can
adopt a targeted approach for making available
and promoting access to information to relevant
information and knowledge products. BTAST should
undertake the following activities to strengthen
access to information on SWASTH’s work:
• Development of an accessible offline knowledge
base
• Development of a knowledge portal to showcase
outcomes of SWASTH programmes and highlight
impacts
• Organise conferences and workshops to showcase
lessons learnt from the SWASTH approach
• Regular participation of SWASTH staff in various
CoPs
d. Foster collaborations and partnerships
SWASTH should work in the direction of fostering new
partnerships and collaborations with development
partners working in the state of Bihar and outside.
This would require a culture of knowledge capturing,
sharing and application to deliver expected results.
SWASTH should engage and network with CoPs on
issues of health,nutrition,WASH and gender.Learning
and sharing events, advocacy workshops involving
stakeholders and key audiences will play a significant
role in fostering collaborations and partnerships.
Following activities will be undertaken to foster new
collaborations and partnerships:
• Organise conferences and advocacy workshops
to showcase lessons learnt from the SWASTH
approach
• Regular engagement with organisations working
in the sector that align with BTAST’s work
• Sharing through best practices, policy briefs,
technical papers, etc.
e. Inform policy actions
One of the major objectives of SWASTH’s knowledge
management is to positively influence the policy
making at both state and national level. SWASTH
can develop tools and organise workshops to assess
the needs of policy makers and further develop KM
products accordingly. Not only this, tools like policy
briefs can be prepared to identify policy gaps and
share learnings from SWASTH approach, which can
help in bridging such gaps. This will be critical for
the sustainability of the SWASTH approach and
replication of interventions in other states. It can be
done through:
• Mapping of organisations and government
departments interested in SWASTH approach
• Effective advocacy and liaising with government
officials, donors and development partners
• Development of policy papers and best practice
documents
• Organise conferences and advocacy workshops to
share lessons learnt from SWASTH approach
5. Conclusion
This knowledge management strategy for SWASTH is a guiding tool for knowledge management
activities to be undertaken by BTAST. To strengthen and build a culture of knowledge management,
BTAST needs to enhance the internal KM processes and make learnings available in public domain
in immediate future. As a mid-term strategy, BTAST should work towards promoting adoption
and adaptation of the SWASTH approach, use learnings to inform policy actions and foster new
partnerships and collaborations to enhance sustainability.

Health : Key stakeholders and their level of influence
Primary stakeholders Secondary stakeholders Peripheral stakeholders
Chief Minister WHO India Health Action Trust (IHAT), Uttar
Pradesh (UP)
Health Minister UNICEF Madhya Pradesh Technical Assistance
Support Team (FHI – 360)
Development Commissioner Bill & Melinda Gates
Foundation
Future Group International
Principal Secretary Care Bihar World Bank
Secretary, Health cum Executive
Director
Norway India Partnership
Initiative
Ministry of Health & Family Welfare-
Government of India. (MoHFW, GoI)
Managing Director, Bihar Medical
Services & Infrastructure
Corporation (BMSICLI
Jhpiego FIND
Director-in-Chief, Dept. of Health
and Family Welfare
UNFPA Indian Institute of Technology, Patna
Addl. Executive Director, State
Health Society
UNDP Indian Institute of Health Management &
Research University (IIHMR University)
State Programme Manager IntraHealth PARAS HMRI Hospital
State Program Officers (Health) Kalacore (DFID consortium) Tata Institute of Social Sciences
Deputy Directors (Health) Ernst & Young Public Health Foundation India
Superintendent – Medical College
and Hospital
Micronutrient Initiative State Health and Resource Centre,
Chhattisgarh
Civil Surgeons in each district
(38)
AN Sinha Institute Health & Economics Association
Regional Deputy Director – 9 ADRI (Planning & Finance
Dept.)
PricewaterhouseCoopers India (HR & OD)
Dist. Programme Managers
(National Health Mission in each
district - 38)
Rajendra Memorial Research
Institute of Medical Sciences
(RMRI)
National Institute of Health & Family
Welfare
District Magistrate All India Institute of Medical
Sciences, Patna, Bihar
Administrative Staff College of India
Nursing Councils BBC Media Action HOSMAC– Hospital consulting
Indian Medical Association –
Bihar chapter
Population Council India International Planned Parenthood
Federation
Bihar State AIDS Control Society
(BSACS)
Academy of Hospital Admin. Indian Nursing Council
State Health Resource Centre Population Services
International
ASHA Resource Centre Tri Legal, Gurgaon
State Food and Drug Agency International Finance
Corporation

Quality council of India (QCI) Information and Public
Relations Department (IPRD),
Govt of Bihar

State RMNCH+A Unit Media Agencies
Dept. of Finance, Govt. of Bihar
Médecins Sans Frontières (MSF)
Annexure - 1

WASH : Key stakeholders and their level of influence
Primary Secondary Peripheral
Minister, PHED Bihar Education Project, GoB Scientific Research Labs
(SRL)
Development Commissioner Integrated Child Development
Scheme
Envirotech East Pvt Ltd
Principal Secretary, PHED Rural Development Ranjan Plastics
Joint Secretary Women’s Development
Corporation
CA firms (4 nos)
Engineer - in – Chief UNICEF
Chief Engineers (urban/ Design/ mechanical /
zonal -4)
Water Sanitation Program
Officer on Special Duty, Procurement Global Sanitation Fund
Finance Controller Population Services International
Nodal officers (BTAST deals with Nodal officer
in PHED)
World Bank
Deputy Nodal Officer WaterAid
Director, PMU (Swachh Bharat Mission) AN Sinha Institute
Director, Water Quality SRIL
District Magistrate Feedback Foundation
Executive Engineers ACE
Asst. Engineer/ Sub-Divisional Officers (SDOs) EEDS
Junior Engineers RDCS (Ranchi Design and
Consulting Services)

Lab Assistants/ Chemist/ Sample collectors Ernst &Young
Dist. Programme Manager – Jeevika Healing Fields Foundation (HFF)
Hand pump mechanic and helpers Nawality Welfare Society
Block Programme Manager - Jeevika Solar Alternatives Associate
Programs

Cluster level federations
Anganwadi Kendra
Anganwadi Workers (AWWs)
Self Help Groups
WATSAN Committees
Swacchata Doots (2 in each Panchayats)
– Primary/ Middle Schools & Vidyalaya
Shiksha Samiti (VSS)

Community beneficiary (with emphasis on
Mahadalit)

Swacchata Doots (2 in each Panchayats)
– Primary/ Middle Schools & Vidyalaya
Shiksha Samiti (VSS)

Mahadalit)

Mahadalit)

Annexure - 1

Nutrition : Key stakeholders and their level of influence
Community (Children 0-6 /
mothers / pregnant women,
adolescent girls)
Anganwadi Vikas Samiti
(Teacher/ Ward/ Panchayat)
Registered Medical Practitioners
Front Line Health Workers –
Anganwadi Workers (AWWs),
Anganwadi Helpers (AWHs)
Accredited Social Health Activist
(ASHA), Auxiliary Nurse Midwife
(ANM), Uddeepikas, etc.
Panchayati Raj Institutions Traditional – Dai
Lady Supervisor Medical Officer In-charge –
Primary Health Centre
Local NGOs (Gram Varta
Partners)
Child Development Project Officer Lady Health Visitor FBOs
District Magistrate Civil Surgeon Bill & Melinda Gates
Foundation
District Programme Officer –
Integrated Child Development
Services (ICDS)
Jeevika – District Programme
Manger
Population Council India
District Programme Manager –
National Health Mission (NHM)
Public Health Engineering
Department
UNICEF
Secretary, Social Welfare Dept. Department of Education WHO
Director, ICDS (incl. directorate) BPARD Save The Children
Women’s Development Corporation ISSNIP (ICDS System
Strengthening Initiative)
UNICEF
Jeevika Information & Public Relation
Department (IPRD)
Save The Children
Nutrition Monitoring Unit Oxfam
State Health Society –
Executive Director
Care
BMSS (Bihar Mahila Samakhya
Society)
Plan
Population Services
International
FHI 360
World Health Partners
BBC Media Action
Micronutrient Initiatives
Department of Finance
Asian Development Research
Institute
AN Sinha Institute
Media
Annexure - 1

VHSNDs and VHSNCs : Key stakeholders and their level of influence
Principal Secretary – Health Secretary, Social welfare Project Concern International
(PCI)
Executive Director – NHM/ Addl. ED Secretary, PHED UNICEF
State Health Society
Director ICDS
Development partners WHO
State Program Manager BMGF supported Anannya program
CEO Jeevika
Norway India Partnership
Initiative
State Program Officer – VHSND SHS
State Program officer- VHSND ICDS
Directorate
Bill & Melinda Gates Foundation
District Magistrate Print media (coverage)
Civil surgeon Similar departments in other
states (ICDS)
Bihar Innovation Lab
District Program Officer – ICDS
Executive Engineer (PHED)
Dist Panchayati Raj Officer
Medical Officer In-charge
Child Development Project Officer
Lady Supervisor – ICDS
Accredited Social Health Worker
Anganwadi Worker
Auxiliary Nursing Midwife
VHSNC members
Annexure - 1

Primary Secondary Peripheral
Social Welfare Department District Magistrate BMGF
Secretary, Social Welfare Dist. Program Manager (WDC) UN Women
Director, Social Welfare Kishanganj – Rahat UNFPA
Women Development Corporation (WDC) NGO in Purnea Engender Health
Managing Director, WDC Bhojpur NGO UNICEF (VAW)
State Program Manager, WDC Nirantar DFID
WDC– Nodal Officers (school, health, special cell –
piloted and scaled up)
Institute of Development Studies Principal Secretary (Health),
Bihar
WDC– BTAST Consultants AMALTAS Consulting Exe. Director, State Health
Society, Bihar
Judiciary – Bihar State Legal Services Authority
(SLSA), Exec. Chair, High Court
Sambodhi Research Odisha Government
(Member Secretary / DLSA (District Legal Services
Authority) (31 districts)
Madhya Pradesh
Government
Helpline Officials (POs) West Bengal Government
Counselors (Helpline) MoHFW @ national level
Mahila Thana, Station House Officer (SHO) National Health Mission
Nodal Officers at SHS (Gender Training) ADRI/ Intl. Growth Centre,
Patna
District Health Society – 3 Master trainers (DPCs/
Dist Community Mobiliser (ASHA), Dist. M&E)
Patna Women’s Studies,
Patna University
AN Sinha Institute
Gender : Key stakeholders and their level of influenceAnnexure - 1

Bihar Technical Assistance Support Team (BTAST)
Sector Wide Approach to Strengthening Health in Bihar (SWASTH)
Main Office: House No. 10, IAS Colony, Kidwaipuri, Patna - 800 001, Bihar, India.
Phone: +91 612 2535577/2523049 | Fax: +91 612 2285674
Website: http://swasth.btast.oneworld.net/
Disclaimer: SWASTH is supported by the Department for International Development (DFID)-UK and implemented by the Government
of Bihar, in collaboration with the Bihar Technical Assistance Support Team. However, the views expressed in this document do not
necessarily reflect either DFID’s or Govt. of Bihar’s official policies or views.

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