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PROGRAMME MANAGEMENT. Successful refractive error programs . Professor Kovin Naidoo Global Programs Director IAPB AFRICA Chairperson K.Naidoo@brienholdenvision.org. Health systems approach to eye health. Case Studies. Nigeria – Seeing is Believing
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PROGRAMME MANAGEMENT Successful refractive error programs Professor Kovin Naidoo Global Programs Director IAPB AFRICA Chairperson K.Naidoo@brienholdenvision.org
Case Studies • Nigeria – Seeing is Believing • Uganda – National Intervention for Uncorrected Refractive Errors (NIURE) • KwaZulu Natal – Seeing is Believing
NIURE, Uganda • 50 OCOs trained in refraction (3 from armed services) • Services provided in over 40 districts • Sensitisation conducted in 90% of the districts with trained OCOs • 3 Spectacle technicians trained • 1 optical workshop
Giving Sight in KZN 3 4 2 3 3 2 3 2 8 33 optometrists 11 Districts 123 clinics 100 000 patients 1 2
FCT Health & Human Services Secretariat Zamfara State Ministry of Health Seeing is Believing (SiB) NIGERIA MAP SHOWING PROJECT LOCATIONS
Nigeria FCT - ABUJA ZAMFARA STATE Total = 7562 Refractions 6917 Spectacles
What makes a strong Refractive Error Program1 Research National Policies Coordination Advocacy Refractive Error Programs Monitoring and evaluation Equity Collaboration Excellence Sustainability Ownership
Research Large scale RESC Presbyopia Cost effective RAAB RARE Systematic reviews • Catalyst for change • Motivation • Identification of gaps • On-going process • Baseline information • Determine impact • Continuous improvement
Leadership development • Should be integrated into refractive error programmes • Local leadership development • Skills needed for • Advocacy • Financial management • Governance • Sustainability
Partnerships • Include various stakeholders ranging from the community to corporate funders • Diversifying responsibilities • Government and local partners ensures sustainability of services beyond exit of civil society partners
Health Systems Policies • Integration with existing policies critical • Get change before starting if necessary
Monitoring and Evaluation • Integration into Health Management Information System • Internal and External evaluation
Ownership • Not seen as the NGO program • Local health officials take the lead
Human Resource Development • Management and administration training • Vision Centre Toolkit • Primary to Secondary Level cadres • Plan ahead • Regional Training Institutions
Strategic partnerships to support sustainability • Governments • Major Development Agencies • Rural agencies • Women's Groups • Professional Associations • Business Development Units • Micro-finance Groups
Exit Strategy • Exit or downgrade? • Continuous professional education • Mentoring • Development of other components of the eye care delivery system • KZNECC
References • World Health Organisation (WHO). 2010. Action plan for the prevention of avoidable blindness and visual impairment, 2009-2013. WHO Library Cataloguing-in-Publication Data, Geneva.
Acknowledgements • Pirindha Govender • Anne Ebri • Naomi Nsubuga