Advance Africa’s Approach to Strategic Mapping

1. Advance Africa’s Approach to Strategic Mapping A Program Development and Process Improvement Tool for FP/RH Program Managers Issakha Diallo Boston, January 7, 2003

2. Context • Challenges of “Traditional” Strategic Planning: • Constantly evolving environment so that “fixed” multi-year plans become outdated quickly • Weak health system organization and functioning • Long procedures to mobilize needed resources • High turnover rates of key officials in MOHs • Excessive “verticalization” of health programs • Limited capacity in strategic planning • Central Level planning leaves periphery level less involved and therefore less motivated/committed

3. Context(cont.) • Common constraints for performance improvement: • Difficulty coordinating vertically run programs • Lack of focus on most cost effective interventions • Insufficient emphasis on results/outcomes • Lack of incentive mechanism for good performance • Lack of involvement of service delivery managers in decision making and planning, resulting in lack of commitment and motivation

4. Added Value of Advance Africa Approach to Strategic Mapping • Uses visual tools to facilitate looking at the “whole picture” to illustrate program gaps and opportunities--gaps and weaknesses in current programs become evident very quickly. • Focuses on actions that strengthen ongoing, existing programs, using existing resources to achieve maximum effectiveness. • Highly participative process involving broad spectrum of partners in RH results in local, collective ownership of both the problems and the solutions--

5. Added Value (cont.) • Consensus building approach facilitates integrated, non-vertical programming by improving coordination across multiple activities, among parties with diverse interests and program objectives. • It is an ongoing, “revolving” process of assessment, planning and action that enables program managers to continually adapt program strategies and activities based on constantly changing needs.

6. Linkage With Other Advance Tools and Approaches Strategic Mapping Best Practices ScalingUp • Integration • FP/HIV/AIDS • FP/RH • FP/Others • Increase CPR • Improve Quality FP/RH • Sustainability +

7. Field Observations Analysis: Gaps identified Action Planning Implementation Document Review—published andunpublished Stakeholder Interviews Strategic Mapping Framework I. Participatory Rapid Assessment II. Group Planning For Action III. Monitoring of Implementation Phase

8. I. Participatory Rapid Assessment Triangulation of collected data & Information Interviews with Key Informants/ Groups Analysis of Existing Data & information Cross Matching Of the 3 sources • Collect and analyze existing data and information • Triangulation of the various sources of information used • Organize and stimulate discussion for consensus building on major issues from findings Observational data and information

9. Analytical Framework for Rapid Assessment Phase Quality Demand Clients Access Sustainability

10. Grid to Summarize Results of the Rapid Assessment

11. Illustrative Mapping tools Grid to summarize the Determining factors

12. II. Group Planning Phase • Focus on solving identified problems, gaps/weaknesses using existing resources • Prioritize identified problems and gaps based on magnitude and solvability • Discuss and select major determining factors of each problems/gap • Select appropriate & accessible solutions for each (best practices) and the major activities

13. Group Planning (cont.) • Discuss the expected outputs/results and deadline for each main activity • Identify key players and ensure their commitment for action • Discuss the assumptions and potential constraints and difficulties • Discussion the coordination and supervision of the activities

14. Illustrative Framework of the Micro plan

15. III. Monitoring of Implementation • Evidence based approach • Use sensitive and simple indicators • Focus of service coverage measurement • Analyze major achievements and constraints • Ensure beneficiaries fully involved • Regularly repeated at constant intervals

16. The Senegal Example

17. Central Level Regional Level District Level Health Post Level Community Level MOH: Director of FP, HIV/AIDS USAID MSH FHI DISC ADEMAS BASICS Population Council INTRA Engender Health JHPIEGO ENABLE UNFPA GTZ WHO UNICEF ASBEF SANFAM CEFOREP CESAG Regional Directors of health, regional health program managers Representatives of ASBEF and other NGOs (World Vision) Service Providers in regional hospital. Doctor for the district hospital District hospital service providers (midwife, nurse) (Elected officials) ASBEF and other NGOs District Health Committee Health Post managers, Service Providers (ICP) Clients Community Health Workers (ASC) Village Chiefs Religious Leaders Leaders of community groups Principal Stakeholders and Participants in the Senegal Mapping Activity

18. Summary of Findings (1) Availability & integration of the Minimum Package of Information For HIV/AIDS and/or FP

19. Summary of Findings (2) Availability & integration of counseling services For HIV/AIDS and/or FP

20. Summary of Findings (3) Availability & integration of HIV/AIDS and/or FP Products and Services

21. Framework of the Senegal Micro Plan for the Corrective Measures

22. Future Directions • Document lessons learned from mapping activities • Refine methodology and tools • Produce manual for transferring mapping approach to African Institutions/partners • Share and transfer approach with other partners/organizations in Africa • Implement in other regions and countries