Rationale

The Local Capacity Initiative (LCI) is born from the desire to put in place a robust system of health care that is fully owned by the community. It is also a strategic approach that aims at boosting the uptake of ANC and PMTCT services in the various health districts.

Through the Local Capacity Initiative (LCI), the CBCHB will create and strengthen support structures, otherwise called dialogue structures in 10 districts to take an active part in leading, supporting, co-financing and co-managing health care programs. This project targets mobilizing, engaging and strengthening stakeholders namely;

District Medical Officers, district management teams, local councils and traditional authorities to own and take the lead in defining their own quality health care and working towards accomplishing it with resources mobilized by them.

This strategy aligns well with PEPFAR’s focus on community engagement to enhance and optimize health service uptake and the sustainability of health programs in resource limited countries such as Cameroon. This approach to health care also fits well with the current drive towards decentralization of services to local councils.

Project objectives

To Mobilize stakeholders to take ownership of ANC/PMTCT services to ensure sustainability
To revitalize and build the capacities of dialogue structures and rural councils for good governance, co-financing and co-management for sustainability of services
To monitor, document and disseminate progress made while building capacities for transitioning to local councils and district.

Traditional rullers during launching of LCI

Project Description Goal

To build the capacities of rural councils and district Management teams through capacity building and supervision for sustainable quality HIV and AIDS services in the NW and SW regions.

Project objectives

To Mobilize stakeholders to take ownership of ANC/PMTCT services to ensure sustainability
To revitalize and build the capacities of dialogue structures and rural councils for good governance, co-financing and co-management for sustainability of services
To monitor, document and disseminate progress made while building capacities for transitioning to local councils and district.

Objective 1:

Conduct baseline surveys
Launch project at regional level
Hold workshops with district teams
Hold workshops with district management committees and stakeholders to define roles and responsibilities of parties involved
Hold sensitization workshops in rural councils involved for councilors and stakeholders

Objective 2:

Organize capacity building workshops on management and leadership for councils and dialogue structures
Ensure service delivery is effective at various health facilities
Organize annual health fair in project districts
Mobilize resources for health care delivery

Objective 3:

Develop and implement action plans
Provide mentorship on facilitative supervision and Client Oriented Providers Efficient Services (COPE) for quality improvement
Provide feedback for quality improvement
Assess stakeholders’ technical, organizational, leadership and managerial capacities for improvement.

Well and functional health Management Committees with well-trained members to plan, implement and monitor health activities within their districts.
District management team following up to ensure respect of good governance principles at all levels within the district
Local councils playing a more defined and coordinated role including health care financing in the districts.
Improved monitoring and documentation of health outcomes by district teams
District health Management Committees empowered to monitor and ensure the smooth functioning of facilities within the district.

The project focuses on mobilizing district dialogue structures and rural councils to effectively assume their responsibilities, including health care financing.
The CBCHB will use a phase out approach to gradually transition health care service delivery to stakeholders throughout project life.

In year one, the project will cover the cost of all planned activities. But beginning from year 2, the various stakeholders will budget and support the cost of some activities themselves. It is planned that stakeholders will support 50{84ec4cb95822cdd51999142d55f558455317a1a37bb0171a27050da8bda2032b} of the cost of health care service delivery in PY2 and up to 80{84ec4cb95822cdd51999142d55f558455317a1a37bb0171a27050da8bda2032b} by PY3.

Results dissemination plan

Select and share best practices during implementation.
Present progress reports at district and regional coordination meetings
Hold an end of project meeting with council and traditional leaders and district teams for results dissemination.
Neutral health experts will be involved to identify best practices for replication

Key project staff

Project Director: Prof. Tih Pius Muffih, MPH, PhD
Accountant: Mr. Monju Johnson Vishi, MBA
Project Manager SWR: Mrs. Mboh Khan Eveline, MPH
Project Manager NWR: Ms. Kuni Esther, MSc
M&E Manager: Mr. Nshom Emmanuel, MSc
Project Coordinator NWR: Ms. Abuseh Jacqueline, BSc
Project Coordinator SWR: Ms. Ebot Akem, BSc

Districts concerned

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