DHIS2 and e-TB Manager Interoperability: Creating a Stronger Digital Health System in Bangladesh

In 2015, at the request of the Directorate General of Health Services (DGHS), SIAPS undertook a comprehensive mapping exercise of the existing HIS tools in the country to review their scopes and performances and explore opportunities to link the tools to improve efficiency.
The assessment included a deep dive into the DHIS2 platform to assess the system’s capacity, robustness, data security, and interoperability and strongly recommended that the country continue using DHIS2 for data aggregation, analysis, and reporting, with a caution that overload of individual patient data should be avoided. This recommendation triggered a thoughtful consideration to integrate the standalone e-TB Manager with DHIS2 so that patient summary data become available through DHIS2 for indicator reporting and decision making.

 

EML Harmonization Process in Ukraine

The availability of a unified essential medicines list (EML) with evidence-based clinical efficacy to be used by the Ministry of Health (MOH) for the state-guaranteed package of services is an essential part of the successful launch of the health care reform initiative in Ukraine. This required the development and institutionalization of a process to ensure sustainability into the future rather than a one-off list of essential medicines. The main task of SIAPS was the provision of technical assistance to the Government of Ukraine to solve the problem of medicines list harmonization, which was needed to review and update the NEML to be the sole list for procurement or reimbursement with public funds, and to develop legislative documentation to institutionalize the process. The work was performed in cooperation with the MOH and the State Expert Center.

Amélioration de la disponibilité et de l’accessibilité des produits et médicaments essentiels par l’opérationnalisation d’un système d’information pour la gestion logistique en Guinée

Malgré d’importantes ressources financières consacrées par le Gouvernement et les partenaires au développement pour renforcer la chaîne d’approvisionnement des produits de santé, des insuffisances majeures entravent le fonctionnement effectif du système de logistique en Guinée. Le programme SIAPS travaille avec le ministère de la Santé pour l’amélioration du système d’information. Dans le souci de rendre disponibles les données logistiques de routine pour des décisions plus éclairées, la DNPM et SIAPS ont pris la décision au second semestre 2016, de redynamiser le système de logistique intégrée avant la fin de l’année 2017. Trois actions majeures ont été abordées, à savoir : la révision annuelle des procédures du Système de logistique intégrée, la mise en œuvre du Manuel de procédures à tous les niveaux de la pyramide sanitaire et la mise en place d’une Unité de gestion logistique pour les produits de santé.

Manuel de Procédures de gestion Logistique Intégrée des Produits Pharmaceutiques

Le ministère de la santé a mis en place un système d’approvisionnement en médicaments essentiels financé à terme par un système de recouvrement des coûts et en produits de programmes de santé cédés gratuitement à la population. Dans le souci d’une utilisation optimale des ressources, il est nécessaire de mettre en place des procédures et des outils de gestion standardisés pour atteindre les objectifs du système de logistique intégrée, d’où l’actualisation du manuel de gestion logistique développé en 2006 puis revu en 2010 en prenant en compte les spécificités liées aux programmes et à l’intégration des services. Le présent manuel a été élaboré en adoptant une approche simple et « essentielle » à travers une démarche graduelle. Il s’agira de notions et techniques claires pour les utilisateurs, utiles pour les prises de décisions à tous les niveaux et n’entraînant pas de charge de travail supplémentaire. Quelques innovations au système, telles que l’adoption d’un système de commande forcée et l’outil de prévention des périmés, permettront de relever les défis actuels.

Square Hospital Limited: a Journey toward Medicine Safety in Bangladesh

As a pharmacist, Md. Jahidul Hasan has worked in several hospitals, but it was not until he joined Square Hospital Limited (SHL) that he learned about pharmacovigilance (PV). SHL is a 400-bed tertiary care private hospital in Dhaka, Bangladesh, that serves an average of 1,200 out-patients each day. The Directorate General of Drug Administration (DGDA), with technical assistance from SIAPS, officially launched Bangladesh’s national PV program in 2013. The DGDA first introduced the PV program at 20 private and public hospitals, including SHL, and 13 pharmaceutical companies. Since then, the DGDA and SIAPS have organized trainings for the PV focal persons in these hospitals and pharmaceutical companies to build their skills and knowledge on PV and increase adverse drug event (ADE) reporting.

Building Coalitions for Containing Antimicrobial Resistance: A Guide

This guide aims to help individuals, organizations, and governments develop, establish, and maintain effective multidisciplinary and multisectoral coalitions to combat AMR. This document provides guidance on building and strengthening coalitions to combat AMR through five key elements. It primarily focuses on the creation and establishment of new coalitions; however, these elements are relevant throughout the lifespan of a coalition, and revisiting each periodically may be important as coalitions grow and evolve, expand in scope or wane and need to be revitalized. In addition, the elements of coalition building may not necessarily occur in strict sequential order. Depending on the context and existing systems in place, coalitions may be able to use situational analyses that have already been conducted or utilize an existing active network. In each setting, it is important to understand the needs of the coalition and focus on the elements of this guide that align best with those needs.

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.

Sierra Leone Project Update: Continuous Results Monitoring and Support System

In May 2016, SIAPS began helping Sierra Leone institute a Continuous Results Monitoring and Support System (CRMS) to assess baseline challenges in pharmaceutical management and regularly track and support improvement in key areas. The CRMS uses a series of indicators related to medicine consumption and availability, disease case management, storage conditions and practices, inventory control and human resources. SIAPS is using this approach in Sierra Leone to improve pharmaceutical management in all health facilities as part of the post-Ebola recovery effort. The CRMS approach includes forming and training team members, planning logistics, visiting health facilities, collecting and analyzing data, providing real-time support and mentoring, preparing reports, and bringing key stakeholders together to review results and plan future activities.

Defeating malaria through pharmaceutical systems strengthening

SIAPS has received funding from the US President’s Malaria Initiative (PMI) to work in eight countries—Angola, Burundi, Democratic Republic of the Congo (DRC), Ethiopia, Kenya, Guinea, Mali, and South Sudan—to strengthen pharmaceutical systems for improved malaria control. This report synthesizes the pharmaceutical systems strengthening efforts of SIAPS and documents how the approach was used to support efforts to control malaria.

SIAPS Activity and Product Status Report: Year 6, Quarter 3

This report presents highlights of SIAPS’ activities organized both by intermediate result area, representing multiple countries where we work, as well as by our global, regional, and country portfolios for the April through June 2017 period.