The role of communities in building resilient health systems is complex and ever evolving. While two days is certainly not enough time to address all of the issues around communities and resiliency, Cracking the Nut Health was a great start. In the past month and a half, we hope that participants have taken the time to muse over the many discussions at this learning event, and started finding opportunities to incorporate these ideas into ongoing work.
More than 150 leading global health and development thinkers convened on June 15, 2016, for The Innovation Effect: Powering Disruptive Global Health Solutions in Washington, DC. This conference report provides an overview of the insights shared when attendees explored what happens when unique partnerships, disruptive technologies, transformed systems, and data-driven insights combine in often unexpected ways to create dramatic improvements in the health and well-being of people around the world.
“It is the ability to benchmark across countries, adjust variables, and produce data for planning, that transforms our ability to understand health systems,” said Dr. Ariel Pablos-Méndez, Assistant Administrator, Bureau for Global Health, at the recent launch of USAID’s Health Systems Benchmarking Tool. Unlike other web-based tools, the HSBT is intended for use in the field. It can be easily downloaded and is not reliant on Wi-Fi or large bandwidth. Download the tool...
The December Discussion Meeting held in Arusha, Tanzania is designed to be hands on and highly participatory events that become a rich learning experience for all attendees. In this report and the presentations, we share some of the discussions around strategies and approaches to improving data, quality, and use among participating countries and include highlights around the progress made in BID demonstration countries (Tanzania and Zambia), the successes and challenges they have had, and the way forward.
A selection of presentations from the meeting are available below.
An integrated supply chain is cost-effective, responsive, and reliable, and helps reduce stockouts. An integrated supply chain links all the actors involved in managing health products into one cohesive supply chain management organization. Countries typically move through an evolution process to achieve an integrated public health supply chain. While every country is different, the path to integration usually evolves, over time, through three sequential phases: (1) the ad hoc phase, where stakeholders have little common understanding of what the supply chain looks like; (2) the organized phase, where roles and procedures for basic logistics functions are clarified and sufficient financial and human resources are mobilized; and (3) the integrated phase, where people, functions, levels, and entities in the supply chain are linked and managed through an interconnected supply chain organization
Attention to global health by governments, policymakers, media, business leaders, and other institutions has increased markedly in recent decades. Since 2000, donor funding to address health challenges in low- and middle-income countries has grown substantially, new institutions and global goals have been developed, and a burgeoning community of stakeholders has emerged around global health.
This paper was produced by the African Strategies for Health (ASH) project in collaboration with the US Agency for International Development’s Africa Bureau (USAID/AFR). Funded by USAID/AFR, the overall objective of ASH is to contribute to improving the health status of populations across Africa through identification of and advocacy for best practices, enhancing technical capacity, and engaging African regional institutions to address health issues in a sustainable manner. ASH provides information on trends and developments across the continent to USAID and other development partners to enhance decision making regarding investments in health.
The Demographic and Health Surveys (DHS) project, funded primarily by the United States Agency for International Development (USAID) with support from other donors and host countries, has conducted over 230 nationally representative and internationally comparable household surveys in more than 80 countries since its inception in 1984. USAID has invested approximately 380 million United States dollars (US$) in the project, and each dollar has leveraged approximately US$ 0.33 in donor and host-country contributions. The first three of the DHS’s six phases were implemented between 1984 and 1997. Thereafter the project was folded into a family of USAID monitoring and evaluation projects and was renamed MEASURE DHS.1
Vaccination coverage rates are the most commonly used indicators of immunization program performance. Have you ever encountered different vaccination coverage estimates for the same country? In this issue of Snap Shots, we explain where these different coverage estimates come from and how they should and should not be used. We also point you to other references that we hope will help to clear up the coverage confusion.
The mHealth Compendiums contain case studies submitted by programs implemented primarily in Africa. They document a range of mHealth applications and include a program description, available results, lessons learned and project contacts. The compendiums serve as a comprehensive resource for implementers and donors to access information on innovative programs as well as references to other mHealth resources and tools.