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PROGRAMME MANAGEMENT

PROGRAMME MANAGEMENT. Successful refractive error programs . Professor Kovin Naidoo Global Programs Director IAPB AFRICA Chairperson K.Naidoo@brienholdenvision.org. Health systems approach to eye health. Case Studies. Nigeria – Seeing is Believing

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PROGRAMME MANAGEMENT

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  1. PROGRAMME MANAGEMENT Successful refractive error programs Professor Kovin Naidoo Global Programs Director IAPB AFRICA Chairperson K.Naidoo@brienholdenvision.org

  2. Health systems approach to eye health

  3. Case Studies • Nigeria – Seeing is Believing • Uganda – National Intervention for Uncorrected Refractive Errors (NIURE) • KwaZulu Natal – Seeing is Believing

  4. NIURE, Uganda • 50 OCOs trained in refraction (3 from armed services) • Services provided in over 40 districts • Sensitisation conducted in 90% of the districts with trained OCOs • 3 Spectacle technicians trained • 1 optical workshop

  5. Giving Sight in KZN 3 4 2 3 3 2 3 2 8 33 optometrists 11 Districts 123 clinics 100 000 patients 1 2

  6. FCT Health & Human Services Secretariat Zamfara State Ministry of Health Seeing is Believing (SiB) NIGERIA MAP SHOWING PROJECT LOCATIONS

  7. Nigeria FCT - ABUJA ZAMFARA STATE Total = 7562 Refractions 6917 Spectacles

  8. Tanzania Vision Centres

  9. What makes a strong Refractive Error Program1 Research National Policies Coordination Advocacy Refractive Error Programs Monitoring and evaluation Equity Collaboration Excellence Sustainability Ownership

  10. Advocacy

  11. Research Large scale RESC Presbyopia Cost effective RAAB RARE Systematic reviews • Catalyst for change • Motivation • Identification of gaps • On-going process • Baseline information • Determine impact • Continuous improvement

  12. Leadership development • Should be integrated into refractive error programmes • Local leadership development • Skills needed for • Advocacy • Financial management • Governance • Sustainability

  13. Partnerships • Include various stakeholders ranging from the community to corporate funders • Diversifying responsibilities • Government and local partners ensures sustainability of services beyond exit of civil society partners

  14. Health Systems Policies • Integration with existing policies critical • Get change before starting if necessary

  15. Monitoring and Evaluation • Integration into Health Management Information System • Internal and External evaluation

  16. Ownership • Not seen as the NGO program • Local health officials take the lead

  17. Human Resource Development • Management and administration training • Vision Centre Toolkit • Primary to Secondary Level cadres • Plan ahead • Regional Training Institutions

  18. Strategic partnerships to support sustainability • Governments • Major Development Agencies • Rural agencies • Women's Groups • Professional Associations • Business Development Units • Micro-finance Groups

  19. Exit Strategy • Exit or downgrade? • Continuous professional education • Mentoring • Development of other components of the eye care delivery system • KZNECC

  20. References • World Health Organisation (WHO). 2010. Action plan for the prevention of avoidable blindness and visual impairment, 2009-2013. WHO Library Cataloguing-in-Publication Data, Geneva.

  21. Acknowledgements • Pirindha Govender • Anne Ebri • Naomi Nsubuga

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