INTEREST 2019 - teampata.org
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INTEREST 2019 Title: From overlooked to recognized: Building community partnerships in the era of treat all Helen Chorlton 1 , Linda Ndlovu 1 , Daniella Mark 1 , Agnes Ronan 1 , Luann Hatane 1 1 Paediatric-Adolescent Treatment Africa Background • Community engagement is vital for the HIV/AIDS response if we are to meet the super-fast track targets and sustainable development goals to end AIDS 1 . • Reaching these milestones will take more than just a tradional clinical approach to health care provision. • For PMTCT and paediatric HIV programmes to reach enre communies, efforts must extend beyond clinic doors. • There is a crical need for a service delivery mechanism that leverages clinic-community partnership to not only finding, test and iniate treatment in pregnant women and children, but also provides long-term retenon in care and access to social support. • We must engage community structures and organisaons as integral partners in health delivery, and build their credibility and capacity to co-implement high-quality, user-responsive models of care with clinics in a connuum of service excellence. Methods • From 2014-17, the Posive Acon for Children Fund (PACF) and Paediatric-Adolescent Treatment Africa (PATA) implemented the Clinic-Community Collaboraon (C 3 ) programme in nine sub-Saharan African countries: Cameroon, DRC, Ethiopia, Kenya, Malawi, Nigeria, Uganda, Zambia and Zimbabwe. • The aim of the C 3 programme was to link clinics and communies to deliver services together for improved PMTCT and paediatric case finding and treatment. • Thirty-six partnerships between clinics and community-based organisaons (CBOs) were established and supported to jointly acon PMTCT and paediatric HIV treatment, care and support services. • As part of the C 3 partnership iniaon process, clinic and CBO partners were asked to rate each other’s contribuons to PMTCT and paediatric HIV services on a scale from ‘very low’ to ‘very high’. • Assessments were undertaken at baseline, six months and 12 months into each partnership. Data were analysed with STATA13 using Chi-squared test for trends. Conclusions • C 3 is about working more effecvely as partners to deliver services together. There is a need to introduce mechanisms that facilitate this engagement in pracce. Beyond simply holding regular meengs and making referrals to one another, clinic-CBO partners should jointly plan, deliver and monitor services together and find ways to effecvely and meaningfully share resources and be equally accountable within a structured partnership. • Establishing and supporng clinic-CBO partnerships is feasible, at both local and naonal level. With the rapid scale-up of PMTCT and Test and Treat programmes in sub-Saharan Africa, there is increasing need for collaborave and scalable service delivery models that can find, test, link, iniate and offer long-term adherence support. • Long-term treatment adherence and retenon in care requires a holisc and integrated approach, we recommend increased focus on and investment in the clinic-CBO relaonship as a sustainable and effecve strategy for case management. STRUCTURAL ARRANGEMENT RELATIONSHIP arrangement are crucial Detailed joint planning that engages with data is vital in deter priority areas decision-making must be established at the outset resources Checks and balances must be integrated into both clinic and clinic-CBO partnerships problem solve and share responsibility Involvement of external partners for technical assistance, training partnerships accountability feasibility at the outset, as well as ongoing sustainability for and stakeholders COMMUNITY GROUPS HEALTH FACILITY COMMUNITY VILLAGE HEALTH TEAMS DISTRICT HEALTH TEAMS IMPLEMENTING PARTNERS HOUSEHOLDS Community volunteers, mentor mothers, peer leaders, expert clients and Village Health Teams Results • Overall, clinics and CBOs rated one another significantly higher in value-add to HIV services aſter partnership (82%) than they had before partnership (59%) (p=0.009). • Results indicate that clinics, in parcular, increased their rang of CBOs as a result of partnership, from a mean pre-partnership rang of 46% to a mean post-partnership rang of 72% (p=0.04). • While this increase in rangs was also true of CBO rangs of clinics (72% vs 91%), this was not stascally significant. “We have learnt to appreciate each other (since the baseline assessment) and because of our mutual appreciaon of each other we are currently developing new clinic service areas.”- Referral Health Centre at 6 months (Nigeria) “There is value seen in the relaonship, the CBO should ensure that women enrolled for ANC services are followed up and retained in care and treatment while the Clinic should ensure that quality services are offered to the clients by their staff when they come for services”- CBO representave at 6 months (Kenya) Based on these results, and wider learning from C 3 , increased health system-community engagement improves mutual percepon and partnership readiness at local level. This is parcularly important for clinics who may underesmate the value of CBOs as crical partners in health service delivery. Rang - ‘high’/’very high’ Baseline 6 months 12 months p-value Combined rangs 59% 73% 82% P=0.009 Clinic rang of CBO 46% 69% 72% P=0.04 CBO rang of clinic 72% 77% 91% P=0.12 Key Lessons Key lessons and insights from the C 3 (clinic-community collaboraon) programme in effecve clinic-CBO relaonship building and the development of a helpful step-by-step tool. 1 2 3 4 5 6 Plan and resource Collaborate and implement Document, review and monitor How to record and monitor the work you are doing together Messaging for broader impact How to coordinate and sustain the partnership within a local health response Steps towards collaboration Key Message Internaonal organisaons, development partners, governments and funders must recognise that fiscal commitments must target clinic-CBO relaonship building. Tools, capacity building support and structural mechanisms that are regularly monitored are needed for effecve clinic-CBO collaboraon. This strengthened collaboraon results in improved coordinaon and cooperaon in service delivery. 1 Start free, stay free, AIDS free: A super-fast-track framework for ending AIDS among children, adolescents and young women by 2020. Geneva: UNAIDS; 2016 Paediatric-Adolescent Treatment Africa Registered as: Paediatric AIDS Treatment for Africa. NPC. NPO 2007/01297/08. PBO 930034219 Contact us www.teampata.org /PaediatricAdolescentTreatmentAfrica/ /teampata www. viivhealthcare.com/community-partnerships References 1. Health Systems Trust. The 90-90-90 Compendium: Volume 4. The role of communies and individuals in combang the epidemic. Durban: Health Systems Trust; 2018 2. Start free, stay free, AIDS free: A super-fast-track framework for ending AIDS among children, adolescents and young women by 2020. Geneva: UNAIDS; 2016 3. Stronger together: From health and community systems to systems for health. Geneva: UNAIDS; 2016
Transcript of INTEREST 2019 - teampata.org
INTEREST 2019 Title: From overlooked to recognized: Building community partnerships in the era of treat allHelen Chorlton1, Linda Ndlovu1, Daniella Mark1, Agnes Ronan1, Luann Hatane1
1 Paediatric-Adolescent Treatment Africa
Background • Community engagement is vital for the HIV/AIDS
response if we are to meet the super-fast track targets and sustainable development goals to end AIDS1.
• Reaching these milestones will take more than just a traditional clinical approach to health care provision.
• For PMTCT and paediatric HIV programmes to reach entire communities, efforts must extend beyond clinic doors.
• There is a critical need for a service delivery mechanism that leverages clinic-community partnership to not only finding, test and initiate treatment in pregnant women and children, but also provides long-term retention in care and access to social support.
• We must engage community structures and organisations as integral partners in health delivery, and build their credibility and capacity to co-implement high-quality, user-responsive models of care with clinics in a continuum of service excellence.
Methods • From 2014-17, the Positive Action for Children Fund
(PACF) and Paediatric-Adolescent Treatment Africa (PATA) implemented the Clinic-Community Collaboration (C3) programme in nine sub-Saharan African countries: Cameroon, DRC, Ethiopia, Kenya, Malawi, Nigeria, Uganda, Zambia and Zimbabwe.
• The aim of the C3 programme was to link clinics and communities to deliver services together for improved PMTCT and paediatric case finding and treatment.
• Thirty-six partnerships between clinics and community-based organisations (CBOs) were established and supported to jointly action PMTCT and paediatric HIV treatment, care and support services.
• As part of the C3 partnership initiation process, clinic and CBO partners were asked to rate each other’s contributions to PMTCT and paediatric HIV services on a scale from ‘very low’ to ‘very high’.
• Assessments were undertaken at baseline, six months and 12 months into each partnership. Data were analysed with STATA13 using Chi-squared test for trends.
Conclusions • C3 is about working more effectively as partners to
deliver services together. There is a need to introduce mechanisms that facilitate this engagement in practice. Beyond simply holding regular meetings and making referrals to one another, clinic-CBO partners should jointly plan, deliver and monitor services together and find ways to effectively and meaningfully share resources and be equally accountable within a structured partnership.
• Establishing and supporting clinic-CBO partnerships is feasible, at both local and national level. With the rapid scale-up of PMTCT and Test and Treat programmes in sub-Saharan Africa, there is increasing need for collaborative and scalable service delivery models that can find, test, link, initiate and offer long-term adherence support.
• Long-term treatment adherence and retention in care requires a holistic and integrated approach, we recommend increased focus on and investment in the clinic-CBO relationship as a sustainable and effective strategy for case management.
STRUCTURAL ARRANGEMENT RELATIONSHIP
arrangement are crucial
Detailed joint planning that engages with data is vital in deter
priority areas
decision-making must be established at the outset
resources
Checks and balances must be integrated into both clinic and
clinic-CBO partnerships
problem solve and share responsibility
Involvement of external partners for technical assistance, training
partnerships
accountability
feasibility at the outset, as well as ongoing sustainability for and stakeholders
COMMUNITY GROUPS
HEALTH FACILITY
COMMUNITY
VILLAGE HEALTH TEAMS
DISTRICT HEALTH TEAMS
IMPLEMENTING PARTNERSHOUSEHOLDS
Community volunteers, mentor mothers, peer leaders, expert clients and Village Health Teams
Results • Overall, clinics and CBOs rated one another significantly
higher in value-add to HIV services after partnership (82%) than they had before partnership (59%) (p=0.009).
• Results indicate that clinics, in particular, increased their rating of CBOs as a result of partnership, from a mean pre-partnership rating of 46% to a mean post-partnership rating of 72% (p=0.04).
• While this increase in ratings was also true of CBO ratings of clinics (72% vs 91%), this was not statistically significant.
“We have learnt to appreciate each other (since the baseline assessment) and because of our mutual appreciation of each other we are currently developing new clinic service areas.”- Referral Health Centre at 6 months (Nigeria)
“There is value seen in the relationship, the CBO should ensure that women enrolled for ANC services are followed up and retained in care and treatment while the Clinic should ensure that quality services are offered to the clients by their staff when they come for services”- CBO representative at 6 months (Kenya)
Based on these results, and wider learning from C3, increased health system-community engagement improves mutual perception and partnership readiness at local level. This is particularly important for clinics who may underestimate the value of CBOs as critical partners in health service delivery.
Rating - ‘high’/’very high’ Baseline 6 months 12 months p-value
Combined ratings 59% 73% 82% P=0.009
Clinic rating of CBO 46% 69% 72% P=0.04
CBO rating of clinic 72% 77% 91% P=0.12
Key Lessons Key lessons and insights from the C3 (clinic-community collaboration) programme in effective clinic-CBO relationship building and the development of a helpful step-by-step tool.
1
2
3
4
5
6
Plan and resource
Collaborate and implement
Document, review and monitorHow to record and monitor the work you are doing together
Messaging for broader impactHow to coordinate and sustain the partnership within a local health response
Steps towards collaboration
Key Message International organisations, development partners, governments and funders must recognise that fiscal commitments must target clinic-CBO relationship building. Tools, capacity building support and structural mechanisms that are regularly monitored are needed for effective clinic-CBO collaboration. This strengthened collaboration results in improved coordination and cooperation in service delivery. 1 Start free, stay free, AIDS free: A super-fast-track framework for ending AIDS among children, adolescents and young women by 2020. Geneva: UNAIDS; 2016
Paediatric-Adolescent Treatment AfricaRegistered as: Paediatric AIDS Treatment for Africa.NPC. NPO 2007/01297/08. PBO 930034219
Contact uswww.teampata.org
/PaediatricAdolescentTreatmentAfrica/
/teampatawww.viivhealthcare.com/community-partnerships
References1. Health Systems Trust. The 90-90-90
Compendium: Volume 4. The role of communities and individuals in combatting the epidemic. Durban: Health Systems Trust; 2018
2. Start free, stay free, AIDS free: A super-fast-track framework for ending AIDS among children, adolescents and young women by 2020. Geneva: UNAIDS; 2016
3. Stronger together: From health and community systems to systems for health. Geneva: UNAIDS; 2016
