dc.contributor.author |
Abuya, Timothy
|
en_ZA |
dc.contributor.author |
Amin, Abdinasir
|
en_ZA |
dc.contributor.author |
Molyneux, Sassy
|
en_ZA |
dc.contributor.author |
Akhwale, Willis
|
en_ZA |
dc.contributor.author |
Marsh, Vicki
|
en_ZA |
dc.contributor.author |
Gilson, Lucy
|
en_ZA |
dc.date.accessioned |
2015-11-11T11:55:24Z |
|
dc.date.available |
2015-11-11T11:55:24Z |
|
dc.date.issued |
2010 |
en_ZA |
dc.identifier.citation |
Abuya, T., Amin, A., Molyneux, S., Akhwale, W., Marsh, V., & Gilson, L. (2010). Importance of strategic management in the implementation of private medicine retailer programmes: case studies from three districts in Kenya. BMC health services research, 10(Suppl 1), S7. |
en_ZA |
dc.identifier.uri |
http://hdl.handle.net/11427/14864
|
|
dc.identifier.uri |
http://dx.doi.org/10.1186/1472-6963-10-S1-S7
|
|
dc.description.abstract |
BACKGROUND: The home-management of malaria strategy seeks to improve prompt and effective anti-malarial drug use through the informal sector, with a potential channel being the Private Medicine Retailers (PMRs). Previous evaluations of PMR programmes focused on their impact on retailer knowledge and practices, with limited evidence about the influence of implementation processes on the impacts at scale. This paper examines how the implementation processes of three PMR programmes in Kenya, each scaled up within a district, contributed to the outcomes observed. These were a Ministry of Health programme in Kwale district; and two programmes supported by non-governmental organizations in collaboration with government in Kisii Central and Bungoma districts. METHODS: The research methods included 24 focus group discussions with clients and PMRs, 19 in-depth interviews with implementing actors, document review and a diary of events. The data were analysed using the combination of a broad policy analysis framework and more specific scaling up/diffusion of innovations frameworks. RESULTS: The Kisii programme, a case study of successful implementation, was underpinned by good relationships between district health managers and a "resource team", supported by a memorandum of understanding which enabled successful implementation. It had flexible budgetary and decision making processes which were responsive to local contexts, and took account of local socio-economic activities. In contrast, the Kwale programme, which had implementation challenges, was characterised by a complex funding process, with lengthy timelines, that was tied to the government financial management system which constrained implementation Although there was a flexible funding system in Bungoma, a perceived lack of transparency in fund management, inadequate management of inter-organisational relationships, and inability to adapt and respond to changing circumstances led to implementation difficulties. CONCLUSIONS: For effective scaling up of PMR programmes, the provision of technical support and adequate resources are vital, but not sufficient on their own. An active strategy to manage relationships between implementing actors through effective communication mechanisms is essential. Successful outcomes may be realised if a strong and transparent management system, including management of financial resources, is put in place. This study provides evidence of the value of assessing implementation processes as part of impact evaluation for public health programmes. |
en_ZA |
dc.language.iso |
eng |
en_ZA |
dc.publisher |
BioMed Central Ltd |
en_ZA |
dc.rights |
This is an Open Access article distributed under the terms of the Creative Commons Attribution License |
en_ZA |
dc.rights.uri |
http://creativecommons.org/licenses/by/2.0 |
en_ZA |
dc.source |
BMC Health Services Research |
en_ZA |
dc.source.uri |
http://www.biomedcentral.com/bmchealthservres/
|
en_ZA |
dc.subject.other |
District Health System |
en_ZA |
dc.subject.other |
Innovation Implementation |
en_ZA |
dc.subject.other |
Bungoma District |
en_ZA |
dc.subject.other |
Policy Analysis Framework |
en_ZA |
dc.subject.other |
User Organization |
en_ZA |
dc.subject.other |
Medicine Retailer |
en_ZA |
dc.subject.other |
Implementation Process |
en_ZA |
dc.subject.other |
Financial Management System |
en_ZA |
dc.subject.other |
Training Prog |
en_ZA |
dc.title |
Importance of strategic management in the implementation of private medicine retailer programmes: case studies from three districts in Kenya |
en_ZA |
dc.type |
Journal Article |
en_ZA |
dc.rights.holder |
2010 Abuya et al; licensee BioMed Central Ltd. |
en_ZA |
uct.type.publication |
Research |
en_ZA |
uct.type.resource |
Article
|
en_ZA |
dc.publisher.institution |
University of Cape Town |
|
dc.publisher.faculty |
Faculty of Health Sciences |
en_ZA |
dc.publisher.department |
Health Economics Unit |
en_ZA |
uct.type.filetype |
Text |
|
uct.type.filetype |
Image |
|
dc.identifier.apacitation |
Abuya, T., Amin, A., Molyneux, S., Akhwale, W., Marsh, V., & Gilson, L. (2010). Importance of strategic management in the implementation of private medicine retailer programmes: case studies from three districts in Kenya. <i>BMC Health Services Research</i>, http://hdl.handle.net/11427/14864 |
en_ZA |
dc.identifier.chicagocitation |
Abuya, Timothy, Abdinasir Amin, Sassy Molyneux, Willis Akhwale, Vicki Marsh, and Lucy Gilson "Importance of strategic management in the implementation of private medicine retailer programmes: case studies from three districts in Kenya." <i>BMC Health Services Research</i> (2010) http://hdl.handle.net/11427/14864 |
en_ZA |
dc.identifier.vancouvercitation |
Abuya T, Amin A, Molyneux S, Akhwale W, Marsh V, Gilson L. Importance of strategic management in the implementation of private medicine retailer programmes: case studies from three districts in Kenya. BMC Health Services Research. 2010; http://hdl.handle.net/11427/14864. |
en_ZA |
dc.identifier.ris |
TY - Journal Article
AU - Abuya, Timothy
AU - Amin, Abdinasir
AU - Molyneux, Sassy
AU - Akhwale, Willis
AU - Marsh, Vicki
AU - Gilson, Lucy
AB - BACKGROUND: The home-management of malaria strategy seeks to improve prompt and effective anti-malarial drug use through the informal sector, with a potential channel being the Private Medicine Retailers (PMRs). Previous evaluations of PMR programmes focused on their impact on retailer knowledge and practices, with limited evidence about the influence of implementation processes on the impacts at scale. This paper examines how the implementation processes of three PMR programmes in Kenya, each scaled up within a district, contributed to the outcomes observed. These were a Ministry of Health programme in Kwale district; and two programmes supported by non-governmental organizations in collaboration with government in Kisii Central and Bungoma districts. METHODS: The research methods included 24 focus group discussions with clients and PMRs, 19 in-depth interviews with implementing actors, document review and a diary of events. The data were analysed using the combination of a broad policy analysis framework and more specific scaling up/diffusion of innovations frameworks. RESULTS: The Kisii programme, a case study of successful implementation, was underpinned by good relationships between district health managers and a "resource team", supported by a memorandum of understanding which enabled successful implementation. It had flexible budgetary and decision making processes which were responsive to local contexts, and took account of local socio-economic activities. In contrast, the Kwale programme, which had implementation challenges, was characterised by a complex funding process, with lengthy timelines, that was tied to the government financial management system which constrained implementation Although there was a flexible funding system in Bungoma, a perceived lack of transparency in fund management, inadequate management of inter-organisational relationships, and inability to adapt and respond to changing circumstances led to implementation difficulties. CONCLUSIONS: For effective scaling up of PMR programmes, the provision of technical support and adequate resources are vital, but not sufficient on their own. An active strategy to manage relationships between implementing actors through effective communication mechanisms is essential. Successful outcomes may be realised if a strong and transparent management system, including management of financial resources, is put in place. This study provides evidence of the value of assessing implementation processes as part of impact evaluation for public health programmes.
DA - 2010
DB - OpenUCT
DO - 10.1186/1472-6963-10-S1-S7
DP - University of Cape Town
J1 - BMC Health Services Research
LK - https://open.uct.ac.za
PB - University of Cape Town
PY - 2010
T1 - Importance of strategic management in the implementation of private medicine retailer programmes: case studies from three districts in Kenya
TI - Importance of strategic management in the implementation of private medicine retailer programmes: case studies from three districts in Kenya
UR - http://hdl.handle.net/11427/14864
ER -
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en_ZA |