Conference abstract
Leadership and governance for primary health care: Tanzania´s experience in training development and implementation
Pan African Medical Journal - Conference Proceedings. 2024:21(29).29
Apr 2024.
doi: 10.11604/pamj-cp.2024.21.29.2360
Archived on: 29 Apr 2024
Contact the corresponding author
Keywords: Primary health care, training, development and implementation, leadership, governance
Oral presentation
Leadership and governance for primary health care: Tanzania´s experience in training development and implementation
Mwandu Kini Jiyenze1,&, Beatus Chrisostomus Chikoti2, James Tumaini Kengia3
1Centre for Educational Development in Health Arusha (CEDHA), Arusha, Tanzania, 2USAID Afya Yangu (RMNCAH) project, Dar es Salaam- Tanzania, 3President´s Office-Regional Administration and Local Government (PORALG), Dodoma, Tanzania
&Corresponding author
Introduction: leadership and governance are a central element to improved health services delivery and health outcomes. Low- and middle-income countries (LMICs) lack a critical mass of competent health managers and leaders, and little has been documented on how LMICs develop and implement training to strengthen leadership and governance. We document how Tanzania developed and implemented a short course on leadership and governance (LG) for primary health care (PHC).
Methods: President Office- Regional Administration and Local Government, in collaboration with other actors, developed LG training for PHC through three main stages: training needs assessment, training materials development and pilot-testing. Before implementation, the training was registered with the Tanganyika Medical Council. The LG training package was delivered to 96 health managers at the PHC and regional levels. Implementation data were collected by administering a questionnaire to 68 health managers and were analysed using descriptive statistical methods.
Results: nearly all (97%, n=68) participants who participated in the end-training evaluations said the training sessions were relevant to their duties. Almost all (98%) participants were satisfied with the training, and 99% of participants rated it as good or very good. The key implementation challenge is inadequate finance for the training.
Conclusion: the government has developed training to strengthen leadership and governance, and evidence suggests that the training is relevant to the duties of health managers. The government and other actors should support the health managers in attending the training. Future research should also be conducted on the effectiveness of the training.
Leadership and governance for primary health care: Tanzania´s experience in training development and implementation
Mwandu Kini Jiyenze1,&, Beatus Chrisostomus Chikoti2, James Tumaini Kengia3
1Centre for Educational Development in Health Arusha (CEDHA), Arusha, Tanzania, 2USAID Afya Yangu (RMNCAH) project, Dar es Salaam- Tanzania, 3President´s Office-Regional Administration and Local Government (PORALG), Dodoma, Tanzania
&Corresponding author
Introduction: leadership and governance are a central element to improved health services delivery and health outcomes. Low- and middle-income countries (LMICs) lack a critical mass of competent health managers and leaders, and little has been documented on how LMICs develop and implement training to strengthen leadership and governance. We document how Tanzania developed and implemented a short course on leadership and governance (LG) for primary health care (PHC).
Methods: President Office- Regional Administration and Local Government, in collaboration with other actors, developed LG training for PHC through three main stages: training needs assessment, training materials development and pilot-testing. Before implementation, the training was registered with the Tanganyika Medical Council. The LG training package was delivered to 96 health managers at the PHC and regional levels. Implementation data were collected by administering a questionnaire to 68 health managers and were analysed using descriptive statistical methods.
Results: nearly all (97%, n=68) participants who participated in the end-training evaluations said the training sessions were relevant to their duties. Almost all (98%) participants were satisfied with the training, and 99% of participants rated it as good or very good. The key implementation challenge is inadequate finance for the training.
Conclusion: the government has developed training to strengthen leadership and governance, and evidence suggests that the training is relevant to the duties of health managers. The government and other actors should support the health managers in attending the training. Future research should also be conducted on the effectiveness of the training.
