Improving access to chronic medication using the …...Conclusion- 2 Media Excerpts “ Umzinyathi...
Transcript of Improving access to chronic medication using the …...Conclusion- 2 Media Excerpts “ Umzinyathi...
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Mrs SS Mazibuko
Manager: Pharmaceutical Services
Health Systems Trust Conference
05 May 2016
Improving access to chronic medication using the Central
Chronic Medicine Dispensing and Distribution (CCMDD)
delivery model at healthcare facilities in Umzinyathi District
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Presentation Outline
Background to CCMDD
Non-Communicable Diseases
Communicable Diseases
Medicine Delivery Models
Umzinyathi District
Socio-Economic Status
Introduction of CCMDD
Strategic Analysis of CCMDD
Good Governance Principles
Application of Good Governance Principles in Central Chronic Medicine Dispensing and Distribution (CCMDD), Umzinyathi
Conclusion
Performance against set targets
Way forward
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Non-Communicable Diseases • Noncommunicable diseases
(NCDs), also known as chronic diseases, are not passed from person to person. They are of long duration and generally slow progression**
• Over 38 million people died globally from NCDs in 2012**
• Of those over 28 million deaths were from low and middle income countries**
• Burden of disease study concluded-prevalence of NCDs is on the rise country wide*
• Over 50% of deaths and 33% of the burden of disease in SA are attributable to NCDs 2013
Stats SA mortality and causes of death report
Mayosi BM, Flisher AJ, Lalloo UG, Sitas F, Tollman SM, Bradshaw D. The burden of non-
communicable diseases in South Africa. The Lancet. 2009;374(9693):934-47.
*
**http://www.who.int/mediacentre/factsheets accessed 28 Apr 2016
**
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Communicable Diseases
• Rapid ART scale up
activities including changes in guidelines-Increased uptake
• Expected and projected case loads: – Puts strain on overstretched public
facilities
– Compounds Human Resource Shortages
– Adds to medicine shortages
– Declining quality of care
*Annual Performance Plan 2016/17-2018/19
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Pre-NHI Chronic Medicine Delivery Models
Public Sector:
The only delivery route for medicine was health care facilities:
– Limited operating hours
– Long waiting times
– Overburden on DoH infrastructure and Human Resources
Private sector:
– Longer operating hours
– Shorter waiting times
– Delivery at home
– Collection at alternate sites e.g. Post Offices
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Umzinyathi-NHI Pilot District • First five years of NHI to focus on
implementing sustainable innovations and strengthening the health system
• April 2012: Ten districts to pilot NHI, including Umzinyathi in KZN
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Umzinyathi District Population distribution per municipality (District Health Plan 2016/17)
Umzinyathi District Map (IDP
2014/15)
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Socio-Economic Status-Umzinyathi • Umzinyathi is classified as Socio Economic
Quintile 1- ranking amongst the poorest districts in the country*.
• Msinga ranks number 1 as the most deprived local municipality in South Africa, with Ward 16 being the most deprived ward**
*South African Multiple Deprivation Index ** District Health Barometer 201314, HST Publication
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Introduction of CCMDD in uMzinyathi
• December 2013-Operational Planning Meeting – Project Manager and team members appointed by
District Manager
– Project Plan developed-milestones, timelines
• Facilities identified for participation, prioritized in terms of PHC headcount
• Sample per sub-district to ensure comprehensive district representation
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Strategic Analysis- CCMDD Potential Risks
• CCMDD-new project: roles and responsibilities not clear;
• No Standard Operating Procedures;
• Budget Implications;
• Medicines being stored and distributed by external party-KZN Service Provider (Medipost);
• Patient Protection-rational prescribing;
• Need for good governance was identified.
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Application of Pharmaceutical Leadership Development Program (PLDP) training
• Appointed CCMDD project manager had undergone the PLDP, facilitated by Management Sciences for Health, funded by USAID.
• One of the modules outlined good governance in healthcare
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Definition of Good Governance • Used with flexibility;
• There is no single definition that is universally accepted;
• The United Nations Development Program identifies 9 interdependent principles that characterise good governance (UNDP 1997)
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.
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Strategic vision
Participation
Transparency
Consensus orientation
Effectiveness and efficiency
Accountability
Responsiveness
Application of the Good Governance Principles in the CCMDD Project in Umzinyathi District
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Strategic Vision- Media DG:Health
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• NDoH support visit to Umzinyathi district:
– addressed potential Pick up Points (PuPs);
– and management teams.
Outcomes of the support visit:
– Increased awareness;
– Buy in of influential stakeholders;
– Mobilization of resources
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Strategic Vision cont..
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• Appointment of CCMDD facility champions
• PHC Co-ordinators-change management agents
• Incorporation of relevant district programme managers into CCMDD district task team:
– HAST
– Chronic Disease & Mental Health
– Quality
– Operation Sukuma Sakhe (OSS)
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Strategic Vision cont..
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Participation • Inclusion of external
stakeholders into district task team:
– HST (CCMDD M&E),
– HST (Integrated Chronic Services Management& Quality Assurance),
– Medipost,
– Medilogistics
• Monthly Operational Planning Meetings
• Establishment of Facility CCMDD Committees, members including:
– Community Care givers,
– Councillors
– Local Izindunas
• Operation Sukuma Sakhe
• Forum including other government departments;
• Community Involvement at War Rooms
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Participation-CCMDD Symposium
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Transparency • Development of the CCMDD
Manual
• Monthly CCMDD reports to the district executive management
• Monthly reports from :
– Medipost
– Medilogistics
– HST
• Training and development of SOPs
• Continuous support on the implementation of SOPs
• Development of CCMDD Audit tools
• Inclusion of these tools in the CCMDD manual
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Transparency cont.. • Setting of CCMDD targets;
• Target attainment monitoring charts developed by Medipost and issued to facilities for notice board display;
• Marketing material received from HST and NDoH and put up in all facilities and also put in strategic places like local taxi ranks, churches and schools.
• CCMDD Banners sponsored by MSH and used in all NHI Roadshows and CCMDD Launches
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Consensus Orientation
• Clinic Committee members and local ward councilors appointed as CCMDD Facility Committee members
• Pharmacy and Therapeutics Committees at district and sub-district level involvement. Multi-disciplinary approach.
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Accountability
• Terms Of Reference (TOR) formulated and enforced for:
– District CCMDD task team;
– Sub-district CCMDD committees;
– Facility CCMDD Committees
TOR include roles and responsibilities of internal and external stakeholders
Umzinyathi CCMDD project manager part of the NDoH CCMDD task team-reporting monthly
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Effectiveness, Efficiency • Involvement of UKZN-School of Public Health,
scientific study conducted.
– Aim: To assess the impact of the CCMDD project on operational efficiency and client experiences at PHC facilities in Umzinyathi District between January 2014 and February 2015
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Responsiveness Implementation of CCMDD in Umzinyathi
• Implementation in a phased in approach, utilizing the Plan-Do-Study-Act (PDSA) Quality Improvement Cycles.
• Reflection after each cycle, giving an opportunity to improve.
PDSA Quality Improvement Cycle
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Reflections after PDSA Cycle 1 Challenges Remedial Action
Resistance to change-affecting program uptake. • PHC Co-ordinators appointed as change agents.
No external Pick up Points(PuPs) contracted for
CCMDD.
• Other benefits of CCMDD emphasized, even in the
absence of external PuPs.
Patient cards being taken out monthly,
benefits of CCMDD not experienced by
either the patients or the DoH staff.
• SOP on data management received from
NDoH, communicated and implemented.
Network challenges- 3G modems not
working effectively
• Hung modems outside windows if necessary,
to get better connection. Clothed modems in
condoms when raining.
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Mitigating Challenge
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Reflections after PDSA Cycle 2 Challenges Remedial Action
No facility ownership of the program • Appointment of CCMDD Champions
Poor support/Inadequate drive at sub-district
level
• District task team expanded to include
PHC Supervisors
Inadequate feedback received during district
quarterly meetings
• Establishment of quarterly sub-district
CCMDD meetings
No-coordinated routine training forum • Sub-district CCMDD meetings used as
training platforms
No standardised format of communicating
information;
Information not cascaded to all stakeholders
involved in CCMDD;
SOPs not implemented;
• Development of a CCMDD Manual, which
has since been adopted by the rest of the
KZN districts.
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Reflections after PDSA Cycle 2
Challenges Remedial Action Irrational Medicine Prescribing • Script Verification by 2nd person at
referring facility;
• Script Verification Checklist formulated
and made part of the CCMDD Manual.
Uncertainty at facilities regarding
impact of decreasing patient
headcount at PHC
• SOP formulated and forwarded to PDoH
for comment.
Patient Prescriptions not scanned
routinely
• GPS Tracking Clocking System utilised by
Medipost to monitor clinic administrators
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Reflections after PDSA Cycle 2 Challenges Remedial Action
Patient’s prescriptions renewed
before time, resulting in Service
Provider generated reports
showing high dormant numbers of
patients
Communication regarding patient review
interval;
Medipost updated medicine labels outside
parcels, and highlighted Repeat 6 of 6
No DoH generated reports on
CCMDD
Appointment of contract CCMDD PAs from
15 January 2016
Training on Rx Solution electronic pharmacy
software-as a database for patients and
parcels on CCMDD
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Reflections after PDSA Cycle 3 Challenges Remedial Action
No budget monitoring for CCMDD
Patients
• Rx Solution with database of medicine
grouped according to the different
budget items.
Difficulty in scanning parcel bar codes by
site administrators for adherence
reports, due to Tablet specification.
• Going back to using laptops, so that
electronic scanners can be utilised, to
fast track adherence scanning. Site
agents will be supplied with different
sim cards to manage the connectivity
challenges.
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Results-Good Governance • Only 2 Provinces attained
100% of 2015/16 National CCMDD patient enrollment targets.
• KZN surpassed target reaching 138%.
• Umzinyathi in KZN reached 97% patient enrolment, and 100% fixed facility enrollment by March 201516.
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Way forward • PHC internet connectivity
• CCMDD video taken during one of the facility
launches. Video is being pruned and will be
played in DoH facility waiting rooms as part of
Educational Material.
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Conclusion- 2 Media Excerpts
“ Umzinyathi is one of the country’s 11 NHI pilot districts, and if the decentralized delivery system works here, it could be rolled out in other parts of the country” Sunday Tribune May
31, 2015
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March 2016
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Conclusion • Good governance at different levels of the
District Health System has had a positive effect on the CCMDD project in Umzinyathi, taking us a step closer towards the realization of Universal Health Coverage.
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Acknowledgements • Mr Mndebele-Umzinyathi District Manager
• Umzinyathi District Health Team
• Pharmaceutical Services
– NDoH
– KZN PSD
– Sub-district
– PHC
• HST
• SIAPS/MSH