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What PBF can achieve; Example from Rwanda

What PBF can achieve; Example from Rwanda. Claude SEKABARAGA , MD, MPH World Bank , Nairobi Hub. January 2010. U5MR (per 1,000) in sub-Saharan Africa – MDG4 Target and Actual. Source: Global Monitoring Report 2008. Actual U5MR (DHS) vs. MDG4 target in Rwanda – 35% reduction from 2005 - 2008.

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What PBF can achieve; Example from Rwanda

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  1. What PBF can achieve; Example from Rwanda Claude SEKABARAGA, MD, MPH World Bank, Nairobi Hub. January 2010

  2. U5MR (per 1,000) in sub-Saharan Africa – MDG4 Target and Actual Source: Global Monitoring Report 2008

  3. Actual U5MR (DHS) vs. MDG4 target in Rwanda – 35% reduction from 2005 - 2008

  4. REDUCTION OF INFANT MORTALITY 1/3 in years

  5. 63% of increase in three years

  6. 25% of increase in three years

  7. IMIHIGO: Performance based services for territorial administration • Strong political commitment to results • Contract between the President of the Republic and the district mayors and different local administration levels; • Key health indicators integrated in the contract (in 2007: ITNs, Mutuelles, FP, safe deliveries, hygiene..) • Quartely review with Prime Minister, President attending twice a year

  8. Autonomy of providers institutions • Based on Bamako Initiative • Delegation of management • Health centers and hospitals fully autonomous • Subsidized by the government: PBF, needs based block grant (initially for wages) • Support to planning: Strategic and operational planning are the fundament of the approach.

  9. Human resources management • Decentralization of wages; • Community through facility committee have the authority to hire and fire; • Community through facilities receive block grant from government; • “People follow the money”; • Retention of health personnel in rural areas increased.

  10. Trend in the financing of district health personnel

  11. Evolution of the number of selected staff in rural and urban districts (public sector)

  12. RESULTS BASED FINANCING PRINCIPLES

  13. PURCHASER Health Results Financial Incentives PROVIDER What is Results Based Financing? Financing mechanism for defined quantity and quality outputs and outcomes. • Incentives targeting provider’s behavior to produce more results and to comply on quality standards; • Incentives targeting household or individual behavior to use more services

  14. Why to finance results vs. inputs? Financing strategy Actions for results Objective Supervision, training, audit and Sanction? Investment? Equipment, consumables, Drugs, salaries, etc. Result TIME Payment result Verification of quantity and quality

  15. RBF PRIORITY AREAS AND BENEFITS • Based on major bottlenecks; • Priority to composite indicators and avoid selective performance; • Quantity preventive interventions and quality of both prevention and curative services; • Promotion of local creativity and spirit for performance; • Improvement of remuneration of personnel and equipment linked to services to community: ACCOUNTABILITY.

  16. Evaluator/verificator Purchaser Regulator Provider How to finance results? Beneficiary

  17. Concerns • What systems are needed to implement RBF successfully? • Does the regulatory framework require change? • How will results be routinely monitored (HMIS?) and verified? • How to sustain? How will the government decide if it will continue to fund through RBF mechanism? • How will you show impact? • How will you show cost-effectiveness?

  18. THE PERFORMANCE FINANCING SYSTEM

  19. SUSTAINABILITY OF RWANDA PBF FINANCING

  20. Results: Services produced (after 27 months of extention)

  21. FAMILY PLANNING 194% increase 60 50 55 50 45 2 40 R = 0.8635 35 30 25 Percentage 17 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 2006 2007

  22. Impact on quality of prenatal care

  23. Impact on institutional delivery

  24. GoR In kind transfers Total amount:12.2 M USD Development Partners in kind transfers Total amount:60.6 M USD COMMUNITY, HEALTH CENTER and DISTRICT HOSPITAL

  25. COMMUNITY PBF • To reduce child mortality: Malaria, pneumonia, diarrhea and monitoring of malnutition),and family planning; • Five CHW (a lady and a man for IMCI package) by village; • Organized in cooperatives and paid based on a package of services produced and checked by health center in term of quantity and quality.

  26. Conclusion BUILDING CULTURE OF RESULTS MORE THAN INPUTS AND PROCEDURES • For ACCOUNTABILITY: • Separation of functions: Purchasers, providers and direct beneficiaries; • Clear link between public funds and direct services to community; • Priority on high impact interventions (Family planning & reproductive health, prevention interventions and family & community services)

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