Introducing UHC Course for Health Leaders and Managers-a platform for recipients to reflect on what works and why it works

Many countries in Africa are taking action to scale up their domestic investment in health to accelerate achievement of Universal Health Coverage (UHC). However, realization of UHC requires health stewards who have capacity to navigate the ecosystems’ political, economic, and institutional challenges. In order to build this capacity, Amref Health Africa in partnership with Strategic Purchasing Africa Resource Center (SPARC) have developed a UHC course for Health Leaders and Managers.

This course provides a platform for recipients to reflect on what works and why it works and to share experiences for peer learning and identify their knowledge and skills gaps in UHC. The course presents an opportunity for experts to use Joint Learning Network, UHC 2030 and other local and global resources and adapt these to their country contexts. The course is designed for leaders in the public, private and civil society organizations in the health space, at national, and sub-national levels.

Click here to enroll

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Uzazi Salama Model

Amref Health Africa, PharmAccess Foundation and the M-PESA Foundation are committed to achieving lasting health change in Africa. This vision is closely aligned to the United Nations’ Sustainable Development Goal 3 – to ensure healthy lives and promote well-being for all at all ages. Essential to achieving SDG 3 is continuing the great progress made thus far in maternal and child health indicators. Globally,the maternal mortality ratio has declined by 37% since 2000, and over the period 2012 to 2017, almost 80% of live births worldwide occurred with the assistanceof skilled health personnel, up from 62% in the 2000 to 2005 period.

Six years later, we reflect on the program’s progress and comprehensively define the model that was successful in improving MNH indicators in Samburu County – an arid pastoralist region chosen as the primary location for Uzazi Salama because of its lagging health indicators and priority standing according to the Kenyan Ministry of Health. To-date, Uzazi Salama has made significant improvements in MNH indicators in Samburu against its initial targets, but there remains work to be done. The remainder of this report details the specific activities carried out by the project partners, the results of those activities, and areas for improvement in future replications. We put forth this discussion to inspire health sector actors to leverage Uzazi Salama as a model to improve existing MNH programs based on our learnings; and/or inspire these actors to work with us to replicate and scale Uzazi Salama to improve

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Amref Selected as Talent Partner for UNLEASH 2019

For the 3rd year running, Amref Health Africa has been selected to be an UNLEASH talent partner! As a talent partner, Amref Health Africa will support UNLEASH to source top talents from sub-Saharan Africa for the UNLEASH Innovation Lab in Shenzhen, taking place from 6-13 November 2019. The nomination process is outlined in the following files:

  • Talent nomination guidelines. This document outlines the selection criteria for talents eligible to participate in UNLEASH 2019 and provides talent partners with an overview of the process and deadlines for nominating talents.
  • Talent deck. This presentation provides an overview of the UNLEASH program and application process for interested candidates.

As a talent partner, UNLEASH has reserved nomination spots for applicants sourced from within Amref or within our network. All nominated applicants must submit an application at www.unleash.org using our unique nomination code. The application platform will open on 18 March 2019 and close on 18 April 2019.

Amref will be taking applications for nominations through our offices across the various countries in sub Saharan Africa so look out for the announcement from the office closest to you.

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Digital Health Ecosystem for African countries

Digital technologies will influence the future of well-being and economic growth worldwide. African economies are well-positioned to benefit from this accelerating technological change that will help to overcome limitations and the costs of physical infrastructure in important areas
of economic life.
The health sector is benefitting from this trend, in particular in Africa. Substantial investment in digital solutions in recent years have already improved health services in Africa. African leaders who gathered at the African Ministerial Dialogue on digital health leadership at the May 2017 World Health Assembly affirmed their commitment to digital health and identified the pathway towards realising strong Digital Health Ecosystems in their countries. A Digital Health Ecosystem is the holistic application of Information and Communication Technologies (ICT) to support and improve health care delivery, its coordination and integration across providers.
In this study, framework conditions, requirements and options for the successful, sustainable implementation of Digital Health Ecosystems in Africa are analysed with the goal to create an action-oriented framework for digital
infrastructure and services, based on a well-founded health policy context. Relevant partners include decision makers, health system operators and industry in African countries, development partners and companies with expertise in Digital Health Ecosystems and applications.
The study provides a basis for these actors to jointly develop Digital Health Ecosystems that address the respective needs and technical requirements of African countries.

The study results are summarised in seven key
messages and recommendations:
Seven Key Messages
1.
Digital health supports the Sustainable Development Goals and Universal Health Coverage.
To meet the health targets of the Sustainable Development Goals by 2030, progress must be accelerated, in particular in regions with the highest burden of disease. When implemented appropriately, digital health is a great enabler towards better health care and health coverage.
2.
The establishment of a national Digital Health Ecosystem should be based on an integrated framework.
A sustained transformation of health systems requires a holistic vision, driven by priorities and a unifying approach that ensures that all eHealth applications are integrated through a national digital health infrastructure platform—a Digital Health Ecosystem.
3.
There is no one-size-fits-all solution for digital health.
Implementing and sustaining digital applications in the health sector is demanding, complicated and time-consuming. There is no one-size-fits-all platform solution. Instead, each solution has to be tailored to local needs, circumstances and resources.
4.
Instead of developing individual pilots, governments
and development partners should focus on integration.
Stand-alone eHealth implementations and pilot projects that rarely reach scale or sustainability
should be avoided. Focus on a few health care
and/or public health priorities to guide nation-wide investments. Ensure coordination and integration
of all stakeholders.

5.
There are four building blocks for successfully
implementing a National Digital Health Ecosystem: a strategy, roadmap, implementation elements and evaluation.
Drafting an eHealth strategy will not do the job. Three additional building blocks are needed: An actionable, realistic roadmap on how to move from strategy to implementation and long-term sustainability, six implementation elements (national platform, core services, interoperability guidance, leveraging the “open” approach, change management, governance and legal framework) and measuring impact to guide further development.
6.
Fostering a Digital Health Ecosystem requires close coordination of all stakeholder, with strong leadership from governments.
Governments make decisions on health system structures, regulation and financing and determine the needs, priorities and investment procedures in Digital Health Ecosystems. To avoid the disparate development of siloed eHealth applications, a national framework must include close coordination between all stakeholders. Therefore, calls for tender specifications must fully align with the national digital health framework.
7.
Digital health investments should be based on a cooperative investment approach.
To translate opportunities into action, a cooperative investment approach is recommended. Customers, local Ministries of Health, health care providers and health professionals, national and international development partners and financiers, not-for-profit and commercial suppliers, providers of digital health software, hardware and services should come together and collaboratively pursue country or district-specific opportunities.

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Amref Health Africa Partners in a $35 Million Knowledge Management Project

he Johns Hopkins Centre for Communication Programmes (CCP) in partnership with Amref Health Africa, Busara Centre for Behavioural Economics, and FHI 360 has been awarded the U.S. Agency for International Development’s newest five-year, $35 million global knowledge management project.

Dubbed Knowledge SUCCESS (Strengthening Use, Capacity, Collaboration, Exchange, Synthesis, and Sharing), the new project will use the latest learnings from behavioural science and design thinking to make knowledge management easy, attractive, salient and timely.

Creating lasting health change in Africa

Amref has in the last 60 years invested heavily in the health sector with a mission of creating lasting health change in Africa.  This has accorded Amref immense knowledge and increased footprint in the region implementing models that work for the people of Africa. Amref sees this as a great opportunity to consolidate the amazing work going on in the Reproductive Health space in the region to enable continuous learning and improved programming for stakeholders in the region. Housed within Amref’s Institute of Capacity Development (ICD), Amref’s role will therefore include;

  1. Providing platforms to connect key players and stakeholders within government agencies, academic institutions, and NGOs in reproductive health to build a network of regional experts.
  2. Development and packaging of knowledge products from our own experiences and those of like-minded partners to ensure knowledge exchange for improved program delivery. These knowledge products will consolidate the latest evidence and best practices on family planning, reproductive health and other global health areas into tools that make it easy to share with the people on the ground who need it. The goal is to improve the health of men, women and families everywhere.
  3. Leveraging innovative technologies to build a knowledge hub which will include a repository of knowledge products and channels of information exchange amongst stakeholders in the region.

The new work will build on the success of CCP’s Knowledge for Health (K4Health) project, which wraps up in 2019. Knowledge SUCCESS will aid other projects funded by USAID that do supply, service delivery, demand generation and advocacy work. In order to fill its mandate to strengthen health systems and improve voluntary family planning and reproductive health programs, Knowledge SUCCESS will work closely with staff in the field to ensure that local organizations can gain the expertise they need to incorporate knowledge management approaches and techniques into what they do.

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