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SIAPS Annual Report: Program Year 6

To learn more about SIAPS program activities worldwide, please read our annual report for program year 6.

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Laboratory Information Management and Utilization Training

The training materials in this compilation were developed by technical advisors from SIAPS. The training was conducted in November 2014. This will serve as a guide for trainings in LIMU. Sessions follow the spectrum of information management from data organization, analysis, and interpretation to the utilization of information for information sharing, planning, and decision making. A stakeholder analysis, which is important to prepare and disseminate audience-specific reports, is also included.

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Factors Associated With First-Line to Second-Line ART Regimen Switching Identified in the APMR Data Systems in Swaziland

In Swaziland, many observations have revealed that approaches to using the patient and logistics data from the Antiretroviral Therapy Patient Monitoring and Reporting (APMR) and RxSolution data systems were not always comparable, and results of data analysis from these electronic systems have not been adequately incorporated into decision-making processes. To bridge such gaps, a capacity-building initiative was started to ensure adequate training and demonstration of how the data in these electronic systems could be used for targeted programmatic data analysis and research to improve decision making. Through engagements with the MOH, a joint decision was made to study the factors associated with switching regimens from first-line to second-line ART that were identified in the APMR data management systems.

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Strengthening the Pharmaceutical System in Sierra Leone after Ebola

SIAPS received two years of funding from the U.S. Agency for International Development (USAID) in September 2015 to provide technical assistance to rebuild and strengthen the post-Ebola pharmaceutical supply chain management system and improve the supply chain and rational medicine use in Sierra Leone. To support these goals, SIAPS provides technical assistance for systems strengthening activities including governance and leadership, supply chain management and information for decision making.

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Rapport Consolidé des Ateliers de Formation Des Utilisateurs en Vue de L’implémentation du Système de Logistique Intégrée en Guinée

Du décembre 13, 2016 à l’avril 8, 2017, se sont déroulés, sur l’ensemble du territoire, des formations destinées aux utilisateurs en vue de l’implémentation du système de logistique intégrée en Guinée. L’objectif était de renforcer les connaissances, les compétences, et les aptitudes des utilisateurs afin d’assurer la remontée des données logistiques et la disponibilité constante des produits de qualité, à tous les niveaux. Les ateliers de formation ont regroupé les responsables impliqués dans la gestion des stocks au niveau central, au niveau de la ville de Conakry et au niveau des régions de Boké, Kindia, Mamou, Labé, Faranah, Kankan, et N’Zérékoré. À l’issue de ce déploiement, 511 utilisateurs ont été formés sur le Système d’Information pour la Gestion Logistique (SIGL) Intégrée. Ils sont désormais bien outillés pour produire et transmettre les données sur les médicaments qu’ils gèrent au niveau de leurs structures respectives.

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Strengthening Capacity for Monitoring and Evaluating Mozambique’s Regulatory System

In Mozambique, SIAPS has been working with the Ministry of Health’s (MOH) pharmaceutical department (PD), which functions as the country’s regulatory authority, to strengthen its capacity at the national level. The PD’s main function is to ensure access to safe, effective, and quality pharmaceuticals through the public and private sectors that contribute to the best possible health outcomes. One of the PD’s priorities has been to develop a monitoring and evaluation (M&E) system to assess department performance; improve transparency and ensure accountability; help guide the planning, coordination, and implementation of regulatory activities; and foster a culture of evidence-based decision making.

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Supportive Supervision and Mentorship Site Visit for Pharmacy Services in the Shiselweni Region, Swaziland

With support from SIAPS and in collaboration with other development partners, the Central Medical Stores (CMS) conducts supportive supervision and mentorship (SSM) visits to health facilities. Through these visits, the capacity of health personnel is built to effectively manage pharmaceuticals and services, improve the rational use of pharmaceuticals, and strengthen supply chain management at all levels of health care delivery.

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Swaziland Develops Key Performance Indicators to Improve Warehouse Management

In 2014, SIAPS supported the Ministry of Health (MOH), Central Medical Stores (CMS), and Swaziland Health Laboratory Services (SHLS) by conducting a workshop to build capacity and improve performance of staff that works in warehouse operations. The Imperial Health Services warehouse was used as a model to showcase warehousing best practices.

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Pharmaceutical Leadership and Governance Initiative in the Free State Province, November 2015–May 2016

The PLGI was implemented in the Free State Province from September 2015 to May 2016. Thirty-two pharmacists from primary health care (PHC) centers, hospitals, districts, and the provincial health depot successfully completed the program. The results achieved, together with the challenges faced by the pharmacy district teams, were presented at a final presentation workshop held in Bloemfontein in May 2016.

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Leadership Development Program in the Northern/Tygerberg Sub-Structure, September 2012–May 2013

The LDP was offered to health care professionals in the Northern/Tygerberg Sub-Structure (NTSS), Western Cape Province. Twenty-four health care professionals (12 facility managers and 12 pharmacy supervisors) from primary health care facilities across the sub-structure were enrolled in the program in September 2012. The results achieved, together with the challenges faced by the NTSS facility teams, were presented at a final presentation workshop held in Cape Town in November 2014. Seven of the twelve teams (58%) had achieved their desired measurable results by the end of the six-month period.

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