1 / 18

29 January 2013

The First National Conference on Health Leadership, Management and Governance The Devolution Experience in Ghana Dr. Elias Kavinah Sory Former Director General, Ghana Health Service. 29 January 2013. Presentation Outline. Ghana Profile Decentralization in Ghana

euclid
Download Presentation

29 January 2013

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The First National Conference on Health Leadership, Management and GovernanceThe Devolution Experience in Ghana Dr. Elias Kavinah SoryFormer Director General, Ghana Health Service 29 January 2013

  2. Presentation Outline • Ghana Profile • Decentralization in Ghana • De-concentration in the Health Sector • Leadership Development in the Health Sector • Challenges • Effective Approaches • Obstacles • Lessons Learned • Recommendations

  3. Map of Ghana in relation to Africa

  4. Ghana Profile • Area;238,533 sq km • Pop 24,791,073 • 10 administrative regions • 275 Districts • Political System: multi party democracy • Communication: Line and cell phones, broadcast media, internet

  5. Decentralisation in Ghana • Provided for under the 1992 • Local Government Act, 1993, act 462 • Ghana Health Service and Teaching Hospitals 1996, Act 525 • Local Government Act, 2003 At 656

  6. Decentralization in the Health Sector • National • Regional • District • Subdistrict • CHPS

  7. Leadership Development in the Health Sector • Strengthening District Health Systems (SDHS) • District Directors Group formation • Strategic Leadership and Management Course for Senior Staff, Ghana Institute for Management and Public Administration (GIMPA) • Knowledge Management for Leaders Training for Senior Staff, GIMPA • Health Administration and Management Course for Senior Staff, GIMPA

  8. Leadership Development in the Health Sector (continued) • District Health Systems Operation (DISHOP), Kintampo Rural Training School • Leadership Development Programme (LDP), Ghana Health Service

  9. Challenges • Direct Medical and Public Health Interventions may be regarded more important than LDP as it might be seen as having a support function. • Frequent change of Ministers at MOH draws back the smooth implementation of programmes • Perceived threat of losing turf generates resistance at higher level.

  10. Challenges (continued) • Inadequate funding and donor fatigue threatens sustainability • Certain political decisions directly affect the smooth implementation of the Programme. • In the case of frequent creation of new districts, there was the challenge of recruiting and training new ones when numbers were already inadequate.

  11. Effective Approaches • LDP placed in the Human Resource Development Division as part of GHS Structure. • Decentralize training to the regional and district levels • Public/Private Partnership of Facilitators and Sponsors. • Health Partners support (Focus, Unicef, USAID, Global Fund etc.)

  12. Effective Approaches (continued) • GHS as lead Implementing Agency of LDP in MOH. • All levels of the Health Sector (National, Regional , District ,SubDistrict are involved) • Clinical and Public Health Mix in LDP Training • Get Commitment of Director HRDD, D-G & his Deputy, Chief Director MOH, National Coordinator, GHS & External Facilitators. • Plan Workshops in consultation with local Managers, Facilitators and Sponsors.

  13. Obstacles • Budget unavailability/ inadequacies from GHS for LDP activities • Involvement but not Commitment of some GHS Divisional Heads • Inadequate involvement of other Agencies of the MOH in LDP • Inadequate involvement of other Stakeholders at the District Levels e.g. DISTRICT ASSEMBLIES, in LDP, • Inadequate Manpower • Module for Training

  14. Lessons Learned • Health Partners alone cannot be depended upon to fund vital programmes. Government Contribution is essential • Commitment by all (Ministry and its agencies and Health Partners) is essential for successful implementation of programmes. • Teams for training should have mix of professionals to enhance team concept. • Workshops should be held as near to points of implementation as possible to be effective .

  15. Lessons Learned (continued) • Changes that have occurred after teams have gone through have been phenomenal. Problems became challenges. More was done without additional funding. • Strong M&E is needed. Should be a key department of one of the Divisions. • Support by the Directors of the Ministry of Health and its Agencies assures acceptability

  16. Recommendations • Be confident and positive that with LDP, decentralization will become easier • There are always many competing programmes such as clinical care and public health interventions that take most of the budget. But investing in LDP will give greater returns in decentralization. • Budget for LDP at all Levels should be assured. The MOH should reflect LDP PRIORITY on their Agenda into BUDGETARY ALLOCATION

  17. Recommendations (continued) • Orientation of New Staff, particularly Directors, Heads of Units, Departments, and Institutions should include Leadership and Management • The programme should involve all stakeholders including health partners and other departments to assure acceptability and sustainability

  18. Thank you.

More Related