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Awakening the Sleeping Giant - Nigeria's Investment in Women and Children's Health

This article discusses Nigeria's efforts to improve women and children's health through performance-based financing. It examines the diagnosis of the country's healthcare challenges, the design and implementation of the project, and the progress made so far. The article also highlights the unfinished reform agenda and the need for continued investment in healthcare.

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Awakening the Sleeping Giant - Nigeria's Investment in Women and Children's Health

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  1. Awakening the Sleeping Giant –How Nigeria isInvesting in Women and Children’sHealth NnennaIhebuzor; Wole Odutolu and GyuriFritsche (plus manyothers) BBL 12 November, 2015, Washington DC

  2. Content • The DIAGNOSIS: what is holding Nigeria down? • The DESIGN of the Project • two iterations of Performance-based Financing • The IMPLEMENTATION of the project • careful phasing and building local capacity first before expanding • PRE-PILOT results • SCALING-up and early results • The UNFINISHED REFORM AGENDA

  3. Nigeria Federation of 36 States and FCT Population: 170 million + High maternal mortality (576/100k live births) High Under 5 mortality (128/1000 live births) Low SBA coverage (39%) High fertility rate (5.7) Large annual birth cohort (>6m) Large variation across zones; rural-urban location; income; maternal education

  4. Mixed results on health impact U5MR decline but no change on nutrition Source: National Demographic and Health Surveys – National Population Commission and USAID

  5. Limited Progress on Service Delivery in Nigeria 1990-2013 - NDHS Percent Inconsistent with decline in MMR

  6. Largely dilapidated health infrastructure and low utilization of health services

  7. Poor management and irrational prescribing lead to large inefficiences

  8. A weak health administration leads to weak or absent supervision

  9. The DIAGNOSIS: what is holding Nigeria down? • Inadequate public financing (high OOP) • Inefficient health investments (building; equipment) • Lack of recurrent budgets (after paying salaries not much remaining) • Rigid human resources management (centralized; ghost workers) • Poor Governance (accountability; transparency; fragmentation) • Poor quality of services • Poor management • Lack of awareness on entitlements (population) • …….

  10. The DESIGN of the project: two iterations of Performance-based Financing • NSHIP $171.5M five year program – IDA $150M; HRITF $21.5M • Covering three States: Adamawa; Nasarawa and Ondo (11.2 million) • Two healthcare financing variants covering 50% of LGA each per state • Performance Based Financing [PBF]: payments based on quantity and quality of services and used for staff bonuses (50%) and facility operations (50%) • Decentralized Facility Financing [DFF]: payments are half of PBF earnings and used for operational costs only • Impact evaluation: randomized controlled trial

  11. The design is based on what we know works best currently • Basic and complementary health packages costed at $2.70 per capita per year (2/3 health center and 1/3 hospital) • Quality checklists weighted >40% on content of care • Health facility rationalization: primary contract holder and secondary contract holders • Enhanced autonomy (bank accounts) • Ability to procure drugs with certified distributors (stop CMS monopoly) • Business plans with ‘investment units’ (priming the pump)

  12. Performance-based Financing is a health reformone part is the provider payment mechanism: the purchase of services conditional on the quality

  13. Providers are paid conditional on the quality of services

  14. PBF is a Governance Operation • LGA PHC Dept. under Performance contracts • Including the DFF local government authorities • Quasi-public purchaser (State PHCDA) under Performance contract • TA embedded in Purchaser (TA and counter-verification) • Web-enabled application with a public front end • Start piloting demand side incentive scheme (May 2015) • Start piloting contracting private for profit sector (Sept 2015) • Overarching DLI framework at State and LGA level

  15. The IMPLEMENTATION of the project: careful phasing and building local capacity first before expanding

  16. In RED the PBF pre-pilot LGA’s: start Dec 2011

  17. MPA: Outpatient visits per capita per year Overall trend in pre-pilot facilities: 26.7percentage points Pre-pilot LGAs: 2012-2014 NSHIP 2014 Annual Review Meeting – 15-16 June 2015

  18. MPA: Institutional deliveries: % coverage Overall trend in PBF facilities: 17percentage points Pre-pilot LGAs: 2012-2014 NSHIP 2014 Annual Review Meeting – 15-16 June 2015

  19. MPA: Completely vaccinated child: % coverage Pre-pilot LGAs: 2012-2014 NSHIP 2014 Annual Review Meeting – 15-16 June 2015

  20. CPA in pre-pilot LGAs 2012-2014Hospitals have autonomy issues Outpatient visits per capita Inpatient days NSHIP 2014 Annual Review Meeting – 15-16 June 2015

  21. Quality in Primary Healthcare Centres 2011-2013 only pre-pilot LGAs 2014 includes scale-up LGAs  decrease in average quality Still improving the quality verification process NSHIP 2014 Annual Review Meeting – 15-16 June 2015

  22. Evolutions of quality in PHCs in 2014:first scale-up LGAs NSHIP 2014 Annual Review Meeting – 15-16 June 2015

  23. Quality in General Hospitals 2011-2013 only pre-pilot LGAs 2014 includes scale-up LGAs  decrease in average quality Still improving the quality verification process NSHIP 2014 Annual Review Meeting – 15-16 June 2015

  24. Redare PBF; Greenare DFF: phasing in during 2013 and 2014

  25. Scaling up three-State wide • Build local capacity: • Enugu PBF course June 2011 (2 week intense) • Mombasa PBF courses (2-3 per year 2 week intense > 100) • Internship program during first half 2014 (57 verifiers merit based recruitment; training for 4 months) • Akwanga PBF course May 2015 (2 week intense) • Phased approach: • 3 Pre-pilot LGAs December 2011 (420K covered) • 3 additional LGAs during 2013 • Gradual scaling up during 2014 (accelerated after July 2014) • Finalized scaling up Jan 2015 (three state wide: 50 LGAs: 11M covered)

  26. 2015: first nine months results after full scale-up

  27. Institutional deliveries: first nine months results

  28. FP modern methods first nine months results

  29. Various coverages for PBF first nine months results

  30. Deliveries now take place mostly in health centers

  31. ANC utilization increase in health centers

  32. Counter-verification: Patient trace back estimates 73% concordance for services delivered in Nasarawa Reasons for discordance: Poor record s management at HF: absent patient cards at HF, poorly managed patient card system Mis-information from clients: e.g. use of nick-names in communities versus official names at HF Fraudulent practices: HFs recording home visits as services provided at HF Nomadic groups: usually provide name of nearest village to them at the time of accessing services Displaced groups: pockets of communal clashes leading to NSHIP Joint Mission - August 2015

  33. QoCcounter-verification: results revealed large discordances between ex-ante and ex-post quality scores Ex-ante • Average Score: 76.1% • Max Score: 98.2% • Min Score: 56.4% • Standard Deviation: 11.2% Ex-post: • Average score was 40.6% • Max Score: 65.9% • Min Score: 14.1% • Standard Deviation: 16% Percentage point difference : • Average: 35.5% • Max: 60.7% • Min: 11.5% • Standard deviation: 13.9%

  34. Quality decrease due to better ex-ante reporting by district health teams (due to counterverifications) NSHIP Joint Mission - August 2015

  35. Patient Perceived QoC (1/1): Average global perceived quality score is 80% in Nasarawa, 95% in Ondo • Drugs Availability • Satisfied except in GH [even when the pharmacy was assessed as poor] Patient suggestions for improvement: 1. Provision of utilities (e.g. light, water) and clean [mosquito free] environment 2. Structures to provide space for privacy and confidentiality – e.g. for ANC or pediatric care 3. Equipment and health supplies – to minimize referrals to other HC 4. Staff availability and punctuality to work 5. Humanity of Care - empathy • Perceived Quality of Service • Satisfied • Dissatisfaction due to atttitude of HCW • Waiting Time • Moderately satisfied • Ranging between 15mins and 1hour ; exceeds 1hr for GH • Affordability of Payment • Unsatisfied • Payments paying ~N1000 per visit [min: N600 ; max N18000] • Reception • Satisfied • Aggregate of mutiple factors – environment, HCW attitude, cost, etc NSHIP Joint Mission - August 2015

  36. Unfinished reform agenda • Management strengthening (macro and micro) • Human resources for health reforms (labor market reforms; distribution) • Autonomy at General Hospital level (drug revolving fund) • Contracting private providers in urban areas (pilots started in Sept 2015) • Explore more community client satisfaction surveys (ICT solutions)

  37. Akwanga May 2015 PBF course: 38 technicians from 11 new States trained in PBF. Expanding Capacity.

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