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Decentralizing services
Decentralizing health services by devolving decision-making and
funds to district or local authorities and strengthening their
capacity can make services more responsive to public health needs.
Such decentralized services are also more accountable to the
people they serve, and yet are still linked to central government,
which sets overall policies and monitors how authority is exercised
and how public money is spent.
Recent
decentralization efforts in the United Republic of Tanzania have
handed over authority to 35 districts, allowing them to set their
own priorities within overall national guidelines, allocate funds,
manage a strong monitoring and evaluation system, and train,
hire and transfer specialist staff. Likewise, in Indonesia and
Uganda, district governments have recently been given the authority
to plan their own development and allocate funds accordingly.
The limited expertise and experience of local government staff
in policy formulation, planning, and monitoring and evaluation
is a challenge to the success of decentralization. Higher levels
of government and local universities, however, can help to strengthen
local capacity in these areas.
Inter-country initiatives
Institutional partnerships in and between countries are playing
a vital role in capacity building. Several WHO collaborating
centres in the South-East Asia region are working together to
offer public health training for young people. In Thailand, for
example, the Ministry of Public Health has trained more than
90 graduates who now run the epidemiological services in Thailand,
and this programme has now been extended to neighbouring countries
in the Mekong delta.
The Asian Collaborative Training Network for Malaria involves
nine countries with rotating country directorship, and supports
managerial capacity in malaria programmes with regional training
courses. The World Health Organization's collaborating centre
in Thailand is supporting capacity development in HIV/AIDS care
by offering training courses on the management and care of HIV/AIDS
patients. In New Delhi (India), the National Institute of Communicable
Diseases organizes paramedical training and short courses in
outbreak investigation and response and the All India Institute
has a two-year epidemiology training programme in Chennai. Another
collaborator, the South-East Asian Ministers of Education Organization
(SEAMEO) is working with WHO on mapping of tropical diseases
in the Mekong region. Also in India, the management of TB with
DOTS and a course on leadership training are being offered by
WHO collaborating centres.
Cultivating broad-based partnerships
Effectively addressing the immediate needs for improved and expanded
health care means introducing changes and diversifying at a pace
appropriate to each country's capacity, while planning longer-term
improvements to infrastructure, institutional arrangements and
capacity. The stakeholders in this process should also include
academics, research institutes, NGOs, the private-sector and
civil society. This is already happening in more advanced developing
countries in Asia, where academic institutions already play a
prominent role. Through exchanges at the health, scientific,
R&D and policy levels, their potential is applied specifically
to resolving local challenges in infectious disease control.
NGO
and civil society participation
NGOs and civil society contribute to health-related activities
through their knowledge of people's needs and by organizing grassroots
activities. Although the performance of NGOs varies widely, they
are often more effective and innovative than governments in delivering
services directly to the poor. NGOs and civil society can also
support the development of better governance. Once people themselves
particularly women and ethnic minorities become organized
in civil society organizations, they can influence local and
national policy by articulating their health needs and holding
authorities accountable. At the same time, they can lessen the
control of power and funds by local elites.
Throughout the developing world, such groups are becoming more
active and powerful in providing an alternative health service.
For example, in Zambia, village councils formed partnerships
with health authorities to tackle malaria. Then, supported by
a donor, they stocked up on insecticide-treated nets, diagnostics
and antimalarials for the prevention, rapid diagnosis and treatment
of malaria. Faith-based organizations have played prominent and
effective roles in health care delivery in many countries. The
Christian Health Association of Kenya, for example, is involved
in government policy-making, technical assistance and health-staff
training, and advocates the waiver of health-service user fees
for the poor.
Private practitioners
Private doctors provide health services to a significant proportion
of the population in many developing countries, and their services
are often put to greater use than public health services. Private
practitioners are a valuable resource, located close to, and
often trusted by, the community. They represent major opportunities
to tackle global public health problems. However, private health
care often places a huge financial burden and often provides
services that are not always appropriate to people's needs.
For
example, evidence from India illustrates both the strengths and
weaknesses of private practitioners in the case of TB control.
Studies show how the positive aspects such as their proximity
to TB patients and acceptance of their services by these patients
despite costs are often countered by their inappropriate
TB management practices. This is generally a result of their
ignorance about sound public health practice. Yet, one example
of a private hospital working with a local TB control programme
in India to implement DOTS demonstrates that this collaboration
can be very effective. Bold and sensitive initiatives for bringing
private and public health care providers together for a common
cause could go a long way toward controlling major infectious
diseases.
Corporate involvement
The ExxonMobil Corporation is playing a vital role in Roll Back
Malaria (RBM) initiatives in five African countries: Angola,
Cameroon, Chad, Equatorial Guinea and Nigeria. Launched in 2001
and initially targeted at the company's employees and their families,
the aim is to extend malaria services to the community to give
all people in these malaria-endemic areas access to essential
medicines and prevention measures.
Led by national health ministries, these initiatives have been
undertaken in full cooperation with RBM partners, including nongovernmental
organizations and private foundations. Each programme has its
own focus. In Angola, it is performing baseline studies on insecticide-treated
nets (ITNs). In Cameroon, it is the development of comprehensive
ITN programmes, ranging from insecticide-treatment techniques
to staff education and training. In Chad and Equatorial Guinea,
the focus is on education and training for doctors and nurses
who diagnose and treat malaria. In Nigeria, plans are under way
to launch 12 village-based health clinics, which will be equipped
with staff and resources to handle medicine distribution; they
will also provide training in malaria prevention and control
for pharmacists and health workers, in addition to making insecticide-treated
nets available. Broader awareness-raising campaigns are being
conducted together with these country initiatives, which may
be expanded in the future.
The Coca Cola company has also recently formed a partnership
with the Joint United Nations Programme on HIV/AIDS (UNAIDS)
to work on marketing and distribution of education and health
materials. Coca Cola is using the results of decades of market
research and advertising knowledge to help develop public awareness
and information campaigns. The company is also providing the
resources of its Africa-wide network of manufacturers and distributors
to spread education and information materials, as well as HIV
testing kits, across the continent.
Listening to the poor
It is often mistakenly assumed that external agents deliver the
benefits while the poor are passive beneficiaries. However, many
interventions can be provided more effectively when resources
are allocated to support basic social services so that the poor
are empowered to help themselves. For example, microcredit schemes
provide an important source of income, especially when a family
is impoverished due to chronic or debilitating illness. In Nepal,
a poor country with a high burden of TB, microcredit schemes
linking regular group meetings with distribution of anti-TB medicines
have provided income-generating opportunities, while at the same
time promoting better compliance with TB regimens.
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