Basic Package of Health Services and Essential Package of Hospital Services:

MOVE is implementing the Basic Package of Health Services (BPHS) and Essential Package of Hospital Services (EPHS) project under SEHATMANDI contracted by the Ministry of Public Health and funded by World Bank (WB) in Daikundi province. The project ensure access to BPHS/EPHS for 466,580 populations in the province throughout 1 Provincial Hospital , 3 District Hospitals, 2 CHC+ ,5 Comprehensive Health Centers, 15 Basic Health Centers, 28 Primary Health Centers, 1 prison health, 2 mobile health team and 373 health posts.  During reporting period, Daikundi –BPHS/EPHS project continued as per project plan and much increases in services deliveries arisen, while the project started in winter session , MOVE successes to  following to successful take- over of the project, gap assessment has taken place at health facilities and health posts levels. The findings analyzed, the identified gaps have been fully supported by conducting trainings, administrative and technical support and follow up. Currently health facilities are functional and providing services based on BPHS/EPHS requirements. PH, DHs, CHC+ and CHCs are providing round the clock services which strictly followed by the sub and head-offices.

EPHS Project Main Achievements:

Based on SEHATMANDI project plan Daikundi provincial hospital as part of BPHS/EPHS project contracted with MOVE welfare organization and the project started since Jan 2019. Soon after takeover of Nili PH, MOVE started implementation of project by establishing ,a recruitment committee consists of (MOVE HQ , Hospital Management team & MOVE PO and PPHD representatives) in order to review the educational documents of PH existed technical staffs, by reviewed of the documents MOVE administrative unit prepared staff contract based on committee findings in addition for segregation of staff tasks the job description for all staffs provided and the staff orientated regarding their new tasks including of P4P management.

In order to identify the needs and actual situation regarding (services, medical equipment, supply and other logistic related issues) of the hospital an assessment from Nili hospital done by Daikundi BPHS/EPHS management team and the findings shared with MOVE main office.  In addition of assessment done the Hospital different sections supervised and monitored by Hospital management team and head of wards in regard follow up action plan prepared for farther follow up.  The hospital management team established committees including of (P4P, HMIS, IP, date review committee, complain handling & quality improvements) for improvement of service provision and regular follow up of activities in deferent sections. The hospital emergency room renovated successfully, (based on assessment identified the capacity of emergency room found poor,  with facility of two beds ) MOVE team arranged new room for hospital emergency section and increased the capacity of emergency room in to 6 beds.  The health service provision at Nili provincial hospital are normally going on including of OPD , IPD, Diagnostic services. The hospital Ambulance system was functional.

MOVE provincial team with coordination of WHO received necessary medical equipment’s for Nili hospital the major equipment’s were listed (Vital sign monitor 5,Defebrilator 1,U/S portable 1,Anasthezia M 1 ,ECG Machine 1,Digital X-ray 1 etc…) the approximately cost of donated items estimated 70000 USD.

BPHS Projects Main Achievements:

The Basic Package of Health Services is successfully implementing according to the projects plan, BPHS components were efficiently implemented based on MoPH policy and community demands. Staffing patterns recommended by BPHS is kept at minimum requirement of the BPHS, based on the conducted TNA, field and offices staffs were trained in different topics based on BPHS recommended list. HFs are supplied with pharmaceutical, medical and non-medical items, much efforts applied to prevent stock out of these items, support services including, necessary renovations, electricity, drinking water through possible means to health facilities, ambulance services in high-way and referral facility has been maintained.

National health indicators are increased which shows a good situation in health service delivery at targeted Provinces. Emergency and response mechanism covers the man-made and natural emergencies as well as traffic calamities. The less established components, newly added components and sub-components of BPHS including eye care, blood bank facilities, psychosocial program, neonatology and physiotherapy at CHCs and DHs levels are further strengthened, public nutrition surveillance system is established in number of health facilities as pilot program. To tackle burden of preventive diseases, EPI section of HFs strengthened through establishment of fix vaccine centers in SHCs, outreach activities strengthened through provision of motorbikes to vaccinators and mobile health teams in very remote districts and white areas established. Infection prevention system enhanced through regular supplies, technical support and construction of incinerators in health facilities.  BPHS project supervision average increased in secure and insecure HFs through recruitment of field supervisors from local community and number of visits, which shows a visible performance in the reporting period, meanwhile, CHW home visit average increased. Awareness rising program for health service delivery is initiated by conducting an exhibition platform at provincial level. The health care services to IDPs are provided in the targeted provinces.

Community Based Health Care Program:

The CBHC program is running smoothly in the project catchment areas. 373 active health posts including are providing services to the people. CHWs got the quarterly re-supply of their kits, CHWs got scheduled refresher training, and furthermore, they received training on CAAC, CMH, C-IMCI, nutrition surveillance, PDQ and LDP.

 Emergency Management and Response:

MOVE actively assisted and contributed in preparing a contingency emergency plan, this emergency plans was revised each six months depending on the type of emergencies that are likely to occur. Communication mechanism from community (HP), to HF, provincial office & Kabul are established, provincial stakeholders including MOVE, PPHOs, UNICEF, WHO, ARCS and other sectors as main health service providers are alerted for providing staff, medicines and other medical supplies. We trained all head of facilities on emergency preparedness and response, all HFs established EPR committees at local level in which LHC members, police, other community action groups are also involved. These committees have a contingency emergency plan at local level and are responsible for investigation, verification, coordination, responses, support and maintain Early Warning System (DEWS).