LDP+ Uganda Success Story

  • Published Date: May 2015
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Since 2012, the USAID-funded Leadership, Management & Governance (LMG) Project has built the health service delivery capacity of International Planned Parenthood Federation Africa Regional Office (IPPFARO) Member Association Learning Centers (LCs) in Ghana, Mozambique, Cameroon, and Uganda. Using the Leadership Development Program Plus (LDP+), the LMG Project strengthens the leadership skills of IPPF LC staff, enabling them to address challenges they face in the workplace, and those that impede access to sexual and reproductive health (SRH) care.

At the beginning of an LDP+, teams create a shared vision. For example, “To make the Family Health Clinic the first and the best choice for FP and SRH services.” This is followed by training on team-led leadership and management where all staff work together to embrace the challenges that stand in the way of achieving the shared vision. For example, low client service indicators, inadequate drug supplies, low youth participation, or high incidence of sexually transmitted infections among sex workers. After the LDP+ training, teams address their specific challenges together. In Uganda, at a five month follow-up, teams reported positive results and commitment to continue using the LDP+ approach.

In Mbarara, South-western Uganda, the Reproductive Health Uganda (RHU) team decided to station a service provider at a corner near the clinic popular among young people. While many young people frequent the corner, the number visiting the clinic for SRH services was scarce. Five months after stationing a service provider at the corner, the number of young people coming for SRH services at the clinic increased from a monthly average of less than of 100 to over 150.

“This has not only improved youth participation in addressing their own needs, but also contributed to the client load for the clinic because many now freely visit the clinic for services,” says Donanta Muhereza, RHU clinic service provider. In Gulu, Northern Uganda, the issue was inadequate drugs supply. “There was a problem of continuous stock out of drugs, especially antibiotics,” said Anicia Filda, head of RHU Gulu. “We had no issues with the clientele, but you could end up sending away clients without drugs.” With the LDP+ intervention, this is history. “This center had literally no drugs. We identified the main challenge as low drug supply, then we implemented our strategy, and now we have the right drug volume in our store,” said RHU medical coordinator, Namuyobo.

In Kapchorwa, North-eastern Uganda, the challenge was low monthly client load. The branch served fewer than 1,300 clients in May 2014. They set a target of reaching out to a monthly average of 5,600 clients by November 2014. In November, the branch served more than 11,000 clients, surpassing their target by 51 percent.

Similarly, in Lira, Northern Uganda, the team set a goal of increasing the number of clients served with SRH services from of 600 clients per month to 840. After implementing strategies to achieve it, at least 20 outreach visits were conducted, serving more than 4,500 clients. This is an average of 1,125 clients per month, surpassing the set target of 840 clients by 134 percent.

Elly Mugumya, Project Director, Leadership, Management and Governance project at IPPFARO, says, “It was a job well done, but it is important is to appreciate those who were behind the success. Most importantly is that it has been demonstrated that training in leadership and management can lead to improved health outcomes.”

“We are committed to the LDP+ and the built-in teamwork,” said Jackson Chekweko, RHU Executive Director. “If people are united for a purpose, if they are united around their vision and their objective, and they are clear on how to measure their progress, our work is simplified. We are looking at this as an institutional tool to take RHU to another level.”