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Strategic management: a critical element in implementing private medicine retailer programmes in Kenya

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C
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Santé & Médecine
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Delivering Effective Health Care for All Monday 29 th March, 2010
Background ,[object Object],[object Object],[object Object],[object Object],[object Object]
Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Intervention Components ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Critical features of district level implementation ,[object Object]
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Implications for policy and practice ,[object Object],[object Object],[object Object]

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Strategic management: a critical element in implementing private medicine retailer programmes in Kenya

Notes de l'éditeur

  1. My presentation is based on a study that examined the influence of implementation process on the outcomes of PMR programmes within the context of scaling up in a district level setting in Kenya.
  2. The sites were a MoH-led program in Kwale district, Two NGO-led program-one led by Merlin in conjunction with the MoH in Kisii Central district and the other led by AMREF/USAID in Bungoma district
  3. In terms of change in retailer knowledge and practices
  4. To build these relationships has implications over time- to manage relationships
  5. -Spell out roles and responsibilities- addresses potential sources of tension. For example in one site there was an established MoU at the onset that spelled out roles and responsibilities The consequences- things happening on time As the quote illustrate are not in place plans/activities are not implemented
  6. Flexible financial process allows adaptation of the program at local levels addressing local needs – consequences avoiding tensions