Réforme des structures intermédiaires de santé en République démocratique du Congo

Mbeva, Jean Bosco Kahindo; Schirvel, Carole; Godelet, Eliane; Wodon, Alain; Porignon, Denis; Bonami, Michel

doi:10.3917/spub.146.0849

Cited by 8 publications

(12 citation statements)

References 9 publications

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“…Après la réforme, l’analyse a porté sur les nouvelles fonctions définies tant pour la DPS que l’IPS. Les 4 fonctions prises en compte pour la DPS sont l’appui et l’encadrement des Zones de santé, la gestion des ressources, l’information sanitaire, la recherche et la communication et l’inspection-contrôle 13 . Ces fonctions regroupent les 8 fonctions d’avant la réforme.…”

Section: Méthodeunclassified

Réforme et performance de l’Inspection de la santé et de la Division de la santé au Sud-Kivu en République Démocratique du Congo

Mopene¹,

Molima²,

Kahindo³

et al. 2020

African Journal of Primary Health Care & Family Medicine

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Section: Méthodeunclassified

Réforme et performance de l’Inspection de la santé et de la Division de la santé au Sud-Kivu en République Démocratique du Congo

Mopene¹,

Molima²,

Kahindo³

et al. 2020

African Journal of Primary Health Care & Family Medicine

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“…The PHA reform consisted of a triple reorganisation. First, the functional reorganisation involved separating the inspection and control function of the provincial level from technical support to the health districts 84. Second, the structural reorganisation aimed at transforming the organisational structure of the PHA to suit its role better.…”

Section: Introductionmentioning

confidence: 99%

“…Following positive results of an action-research conducted in the provinces of North Kivu and Oriental Kasai between 2008 and 2011, the PHA reform was scaled up to all the 26 new provinces of the DRC between 2014 and 2015. The structure of the PHA was reorganised around four core professions: the technical support to health districts, the health information, communication and research, the control and inspection and the management of resources 84. The new structure of the PHA office includes also working groups, which are ad hoc structures where PHA staff meet to discuss and reflect on specific issues, such as technical support to health districts, health information management, medicine supply to health districts, health financing coordination and epidemiological surveillance.…”

Section: Introductionmentioning

confidence: 99%

Capacity building of district health management teams in the era of provincial health administration reform in the Democratic Republic of Congo: a realist evaluation protocol

et al. 2023

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IntroductionIn 2006, the Congolese Ministry of Health developed a health system strengthening strategy focusing on health district development. This strategy called for reforming the provincial health administration in order to better support the health district development through leadership and management capacity building of district health management teams. The implementation is currently underway, yet, more evidence on how, for whom and under what conditions this capacity building works is needed. The proposed research aims to address this gap using a realist evaluation approach.Methods and analysisWe will follow the cycle of the realist evaluation. First, we will elicit the initial programme theory through a scoping review (completed in December 2022, using MEDLINE, Health Systems Evidence, Wiley Online Library, Cochrane Library, Google Scholar and grey literature), a review of health policy documents (completed in March 2023), and interviews with key stakeholders (by June 2023). Second, we will empirically test the initial programme theory using a multiple-embedded case study design in two provincial health administrations and four health districts (by March 2024). Data will be collected through document reviews, in-depth interviews, non-participant observations, a questionnaire, routine data from the health information management system and a context mapping tool. We will analyse data using the Intervention-Context-Actor-Mechanism-Outcome configuration heuristic. Last, we will refine the initial programme theory based on the results of the empirical studies and develop recommendations for policymakers (by June 2024).Ethics and disseminationThe Institutional Review Board of the Institute of Tropical Medicine and the Medical Ethics Committee of the University of Lubumbashi approved this study. We will also seek approvals from provincial-level and district-level health authorities before data collection in their jurisdictions. We will disseminate the study findings through the publication of articles in peer-reviewed academic journals, policy briefs for national policymakers and presentations at national and international conferences.

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“…Besides, this problem is serious in African organizations in general and in particular in the healthcare organization of the Democratic Republic of Congo, as many of them have not yet implemented information technology and are using more handwriting data that leads to management and decision making not based on fact or information extracted (Mbeva et al, 2014). Therefore, obtaining knowledge or information is a major preoccupation of healthcare organizations, both hospitals, and clinics.…”

Section: Introductionmentioning

confidence: 99%

Assessing KM Capabilities in two African Healthcare Organizations: Case Study

Ekionea¹,

Fillion²

2021

EJKM

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This study aims to better understand the process for the development of organizational capabilities specific to knowledge management (KMC) in the context of healthcare organizations. This process lies within the framework of apprenticeship training that promotes a process for organizational training and knowledge acquisition that can be spread over time and at different levels of intellectual development. Healthcare organizations are among those organizations that still struggle to adequately use the existing knowledge of their employees, due to the lack of good knowledge management. Although most of them are modernizing with computers and new technologies, is there effective knowledge management of employees, and what is their level of KMC? Besides, massive data and information is collected every day in health facilities, do they use it for effective decision-making and to strengthen their knowledge? This paper presents an analysis and develops a model that presents five levels of intellectual progress using the KMC maturity model as a development model to assess the KMC levels of two hospital organizations in the Democratic Republic of Congo which is one of the countries of sub-Saharan Africa. Our model includes three dimensions: 1. knowledge infrastructures in knowledge management; 2) knowledge management process; 3) knowledge management competency. These three dimensions aim to seek improvements or to develop the KMC of our studied health facilities. Finally, we wish to emphasize that the conclusions of this study are not representative of quantitative research but rather qualitative research that aims to comprehend the phenomenon of the knowledge management capabilities (KMC) in a context through this case study. From a practical point of view, this article provides for the identification of factors that influence the nature and effectiveness of the use of KMC in healthcare facilities. Also, promote the use of the KMC maturity model as a model for evaluating health organizations aimed at helping the health sector to set new standards for information flow and to manage their KM well. This paper presents an analysis and develops a model of the factors that influence unlearning focused on the healthcare industry. It is comprised of three constituent components: 1) a framework characterizing the lens through which individuals view situations; 2) a framework for characterizing how individual habits change and 3) a framework for characterizing the manner in which emergent understandings are consolidated into existing knowledge and knowledge structures. This paper presents an analysis and develops a model of the factors that influence unlearning focused on the healthcare industry. It is comprised of three constituent components: 1)a framework characterizing the lens through which individuals view situations;2)a framework for characterizing how individual habits change and 3) a framework for characterizing the manner in which emergent understandings are consolidated into existing knowledge and knowledge structures.

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Réforme des structures intermédiaires de santé en République démocratique du Congo

Cited by 8 publications

References 9 publications

Réforme et performance de l’Inspection de la santé et de la Division de la santé au Sud-Kivu en République Démocratique du Congo

Réforme et performance de l’Inspection de la santé et de la Division de la santé au Sud-Kivu en République Démocratique du Congo

Capacity building of district health management teams in the era of provincial health administration reform in the Democratic Republic of Congo: a realist evaluation protocol

Assessing KM Capabilities in two African Healthcare Organizations: Case Study

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