Download a PDF of this issue - Field Exchange - Emergency ...

Download a PDF of this issue - Field Exchange - Emergency ... Download a PDF of this issue - Field Exchange - Emergency ...

fex.ennonline.net
from fex.ennonline.net More from this publisher
19.11.2014 Views

Field article Children with HIV who are severely malnourished are also treated using the national CMAM protocols. Access to CMAM supplies UNICEF procures and provides anthropometric equipment, Ready to Use Therapeutic Food (RUTF), therapeutic milk (F-75, F-100), Rehydration Solution for Malnutrition (ReSoMal) and Combined Mineral and Vitamin mix (CMV) for the programme. USAID is also procuring RUTF, F-75 and F-100 to support two regions and has committed funds for procuring CMAM supplies to support scale up in 2012. The RUTF and equipment are stored at the National MOH/GHS warehouse. The supplies are then requested by facilities at national, regional and district level and distributed through the existing GHS supply chain system. Stock reporting has been incorporated into the weekly tally sheets and monthly reports to systematise and improve stock control and reduce the risk of ‘stock-outs’ due to delayed requests for re-supply. Health care providers have been trained to use the system, whereby they report on inventory levels on a monthly basis and make requests to the DHD for supplies when they reach a minimum stock level. Quality of CMAM services Standardised treatment protocols and job aids have been developed and are being used at all CMAM operational districts, facilities and communities. Adherence to the protocols is high, although there are variations between individuals and facilities. Experience to date has indicated that the main determinants of good adherence to standardised treatment protocols are the intensity of supervision and support received during the initial two to three months of setting up inpatient and outpatient care facilities from the national SAM SU and regional SAM STs, and the level of training received by the implementers. The national SAM SU and regional SAM STs provide monthly and quarterly supportive supervision to the regions, districts and facilities. The DHMT also carries out weekly/bi-weekly supportive supervision. The focus of the support and supervision is on adherence to CMAM protocols, admission procedures, use of the action protocol, the quality of screening and assessment of malnutrition using MUAC tapes, testing for bilateral pitting oedema, and the quality of individual and service data recording and reporting. The quality of the management of SAM is high partly due to this intensive supportive supervision. The CMAM monitoring tools for care include outpatient care treatment cards, tally sheets, client registers and reporting forms, bin cards or tally sheets for supplies, supervision checklists for regional and district levels. There is generally good record keeping and reporting by the service providers. CMAM service performance is reviewed monthly at all levels: sub-metropolitan area, municipality, district, regional and national levels. CMAM data are currently managed by the nutrition officers and not yet integrated into the Health Information Management System (HIMS). Discussions are ongoing with the Centre for Health Information Management (CHIM) to review existing nutrition indicators in the system to also include CMAM indicators. CMAM data are collated at the district level and the data are then sent to the regional level where they are entered into an Excel database before being submitted to the national GHS/Nutrition Department. CMAM service performance Table 4 and Figure 3 provide a summary of the total number of children who were managed and some service performance indicators (from inception to August 2011). Cure rate: Overall, 71% of children were discharged cured, which is below the recommended Sphere target of >75%. The cure rate was offset by the high default explained below. Death rate: Overall, 2% of children died, which is an acceptable rate for the management of SAM and below the Sphere standard of

Field article MOH, Ghana MUAC measurement of a child with SAM in Nyakrom hospital, Ghana highly motivated by the rapid clinical improvement of children with SAM. The approach of training most CHNs at the learning sites, as opposed to training only two or three CMAM focal people, enhanced team work and support for the programme. It maximised the chances of continuity of care and helped to convince implementers that CMAM is a government-owned intervention with a longterm perspective that requires the involvement of all health care providers. Ensuring intensive and close monitoring and mentoring of implementers by adopting frequent supportive supervisory visits at initiation of services was a successful approach. It contributed to good quality service provision and also proved to be an effective motivator for staff implementing the programme. Distribution of RUTF during the start of the programme used the same channels as other health supplies (employing the same transport and warehouse). This reinforced GHS ownership, minimised perceptions of the intervention as ‘vertical’ and increased the likelihood of the distribution system being sustained. The CMAM programme did not select new volunteers, but used the same CHVs as for other health programmes. This minimised the risk of volunteers requesting a special motivation scheme and enhanced the integration of active SAM case finding with their activities. Mother-to-mother sensitisation was used successfully, based on the ideas of ‘positive deviance’ whereby mothers/caregivers of recovering children are encouraged to sensitise caregivers of malnourished children to the existence and effectiveness of CMAM. The CHNs initiated the use of new information technology (SMS messages and telephones) to communicate with the CHVs prompting them to conduct follow-up activities. This helped to increase the proportion of defaulters who returned. At the district level, collaboration between managers of different interventions within the DHMT ensured the integration of trainings and sensitisation meetings. For example, resources for the National TB programme and NIDs were used to sensitise community workers on CMAM and/or provide refresher training to community volunteers. This kind of synergy optimised the output of the programme, ensuring that more communities were sensitised and more volunteers trained than the available CMAM budget allowed. Challenges Despite the successes of CMAM implementation, some challenges and/or weaknesses have been identified (either through the CMAM review or through internal review) that need to be addressed: • There is a lack of funding to support scale up to all the Phase 2 regions. • Community mobilisation did not specifically target the traditional medicine practitioners (TMPs). As such, children with SAM who are taken to these informal providers first, due to the belief that SAM is a spiritual problem (‘evil eye/curse’), are not identified and referred. • The defaulter rate is high. This is because some of SAM cases come from districts that have not initiated CMAM, making followup difficult once clients go back to their districts of origin. • It has been observed that volunteer fatigue sets in after a while, particularly in the urban areas. There is a need to find ways of sustaining the enthusiasm and commitment of volunteers. • Not all SAM cases being managed at the outpatient care facilities receive routine medication. This is because although treatment is supposed to be free to children under-five years, some health facilities are not able to provide free treatment to the children who are not registrants of the national health insurance (NHI) scheme. • Initial attempts to produce RUTF in-country failed after management issues with the selected company led to the inability of the company to meet conditions for start up. Risks to scaling up At present, there are a number of risks to the scale up of CMAM in Ghana. Although regional and district SAM STs help to reduce the workload of the national SAM SU, as CMAM expands nationally, the SAM SU will not have sufficient staff to successfully manage this phase of scale up. Inadequate funding for training, mentoring and supervision is a constraint, especially in Phase 2 regions that are not the focus of development partners. This will require continuous advocacy for resource mobilisation to support the scale up. Ensuring adequate and sustained availability of CMAM supplies (RUTF, F-75, F-100) remains a challenge. The high quality of CMAM service might be compromised if initial supportive supervision is not maintained during Phase 2 scale up. Way forward The next steps for CMAM activities in Ghana are to: • Develop a five-year CMAM scale-up strategy (2012–2016). • Integrate CMAM into pre-service training curricula for medical, nutrition, dietetics and nursing students. • Conduct a coverage survey to determine the extent of SAM within the community, the current access and uptake of CMAM services and the barriers to access and uptake that exist. • Include CMAM supplies, especially RUTF and CMV, into the national essential medicines list and hence the NHI drug list. • Develop linkages between CMAM and informal health systems such as the TMPs. • Conduct a capacity assessment to identify and prioritise the introduction of CMAM activities within Phase 2 regions (Western, Eastern, Volta, Ashanti and Brong-Ahafo). • Strengthen Social Behaviour Change and Communication (SBCC) for CMAM and link with IYCN, using quality improvement tools and systems at the community level. • Facilitate the involvement of civil society organisations (CSOs) to strengthen the community outreach component of CMAM. • Continue to advocate for national production of RUTF. For more information, contact: Mr Michael Neequaye, email: mikeneeq@yahoo.co.uk Ghana Health Service: http://www.ghanahealthservice.org/ MINISTRY OF HEALTH 26

<strong>Field</strong> article<br />

Children with HIV who are severely malnourished<br />

are also treated using the national CMAM<br />

protocols.<br />

Access to CMAM supplies<br />

UNICEF procures and provides anthropometric<br />

equipment, Ready to Use Therapeutic Food<br />

(RUTF), therapeutic milk (F-75, F-100),<br />

Rehydration Solution for Malnutrition<br />

(ReSoMal) and Combined Mineral and Vitamin<br />

mix (CMV) for the programme. USAID is also<br />

procuring RUTF, F-75 and F-100 to support two<br />

regions and has committed funds for procuring<br />

CMAM supplies to support scale up in 2012.<br />

The RUTF and equipment are stored at the<br />

National MOH/GHS warehouse. The supplies<br />

are then requested by facilities at national,<br />

regional and district level and distributed<br />

through the existing GHS supply chain system.<br />

Stock reporting has been incorporated into the<br />

weekly tally sheets and monthly reports to<br />

systematise and improve stock control and<br />

reduce the risk <strong>of</strong> ‘stock-outs’ due to delayed<br />

requests for re-supply. Health care providers<br />

have been trained to use the system, whereby<br />

they report on inventory levels on a monthly<br />

basis and make requests to the DHD for<br />

supplies when they reach a minimum stock<br />

level.<br />

Quality <strong>of</strong> CMAM services<br />

Standardised treatment protocols and job aids<br />

have been developed and are being used at all<br />

CMAM operational districts, facilities and<br />

communities. Adherence to the protocols is<br />

high, although there are variations between<br />

individuals and facilities. Experience to date<br />

has indicated that the main determinants <strong>of</strong><br />

good adherence to standardised treatment<br />

protocols are the intensity <strong>of</strong> supervision and<br />

support received during the initial two to three<br />

months <strong>of</strong> setting up inpatient and outpatient<br />

care facilities from the national SAM SU and<br />

regional SAM STs, and the level <strong>of</strong> training<br />

received by the implementers.<br />

The national SAM SU and regional SAM STs<br />

provide monthly and quarterly supportive<br />

supervision to the regions, districts and facilities.<br />

The DHMT also carries out<br />

weekly/bi-weekly supportive supervision. The<br />

focus <strong>of</strong> the support and supervision is on<br />

adherence to CMAM protocols, admission<br />

procedures, use <strong>of</strong> the action protocol, the quality<br />

<strong>of</strong> screening and assessment <strong>of</strong> malnutrition<br />

using MUAC tapes, testing for bilateral pitting<br />

oedema, and the quality <strong>of</strong> individual and service<br />

data recording and reporting. The quality <strong>of</strong><br />

the management <strong>of</strong> SAM is high partly due to<br />

<strong>this</strong> intensive supportive supervision.<br />

The CMAM monitoring tools for care<br />

include outpatient care treatment cards, tally<br />

sheets, client registers and reporting forms, bin<br />

cards or tally sheets for supplies, supervision<br />

checklists for regional and district levels. There<br />

is generally good record keeping and reporting<br />

by the service providers. CMAM service<br />

performance is reviewed monthly at all levels:<br />

sub-metropolitan area, municipality, district,<br />

regional and national levels. CMAM data are<br />

currently managed by the nutrition <strong>of</strong>ficers and<br />

not yet integrated into the Health Information<br />

Management System (HIMS). Discussions are<br />

ongoing with the Centre for Health Information<br />

Management (CHIM) to review existing nutrition<br />

indicators in the system to also include<br />

CMAM indicators. CMAM data are collated at<br />

the district level and the data are then sent to<br />

the regional level where they are entered into<br />

an Excel database before being submitted to the<br />

national GHS/Nutrition Department.<br />

CMAM service performance<br />

Table 4 and Figure 3 provide a summary <strong>of</strong> the<br />

total number <strong>of</strong> children who were managed<br />

and some service performance indicators (from<br />

inception to August 2011).<br />

Cure rate: Overall, 71% <strong>of</strong> children were<br />

discharged cured, which is below the recommended<br />

Sphere target <strong>of</strong> >75%. The cure rate<br />

was <strong>of</strong>fset by the high default explained below.<br />

Death rate: Overall, 2% <strong>of</strong> children died, which<br />

is an acceptable rate for the management <strong>of</strong><br />

SAM and below the Sphere standard <strong>of</strong>

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!