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From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique

Donor transitions, where externally funded programs transfer to country ownership and management, are increasingly common. The Countrywide Mortality Surveillance for Action – Mozambique (COMSA) project established a nationwide surveillance system capturing vital events at the community level with fu...

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Autores principales: Rodríguez, Daniela C., Macicame, Ivalda, Adriano, Antonio, Chicumbe, Sergio, Duce, Pedro, Kante, Almamy, Mavie, Victor A., Mbalane, Etelvina, Nhachungue, Sheila, Titus, Nordino, Van Dyk, Fred, Amouzou, Agbessi
Formato: Online Artículo Texto
Lenguaje:English
Publicado: The American Society of Tropical Medicine and Hygiene 2023
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10160856/
https://www.ncbi.nlm.nih.gov/pubmed/37037432
http://dx.doi.org/10.4269/ajtmh.22-0284
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author Rodríguez, Daniela C.
Macicame, Ivalda
Adriano, Antonio
Chicumbe, Sergio
Duce, Pedro
Kante, Almamy
Mavie, Victor A.
Mbalane, Etelvina
Nhachungue, Sheila
Titus, Nordino
Van Dyk, Fred
Amouzou, Agbessi
author_facet Rodríguez, Daniela C.
Macicame, Ivalda
Adriano, Antonio
Chicumbe, Sergio
Duce, Pedro
Kante, Almamy
Mavie, Victor A.
Mbalane, Etelvina
Nhachungue, Sheila
Titus, Nordino
Van Dyk, Fred
Amouzou, Agbessi
author_sort Rodríguez, Daniela C.
collection PubMed
description Donor transitions, where externally funded programs transfer to country ownership and management, are increasingly common. The Countrywide Mortality Surveillance for Action – Mozambique (COMSA) project established a nationwide surveillance system capturing vital events at the community level with funding from the Bill and Melinda Gates Foundation. COMSA was implemented in partnership between Johns Hopkins University (a U.S.-based academic institution) and the Instituto Nacional de Saúde (National Institute for Health) and Instituto Nacional de Estatística (National Institute for Statistics), two Mozambican public institutions. Midway through the project, the Gates Foundation directed COMSA’s partners to develop and implement a transition plan that ensured COMSA’s activities could be institutionalized after Gates Foundation funding ended. Here we describe the process and activities that COMSA underwent for transition planning, including stakeholder engagement and advocacy, securing financial commitments, documenting operational activities, capacity building, and supporting strategic planning. Facilitators included a project model that already embedded significant implementation and management responsibility with local agencies, high-level commitment to COMSA’s activities from local stakeholders, establishing dedicated personnel and budget to manage transition, and fortuitous timing for financing. Challenges included needing to engage multiple government agencies to ensure buy-in, navigating tensions around future roles and responsibilities, reviewing and adjusting existing implementation structures, and the reality that this transition involved shifting financing from one development partner to another. Transition implementation was also constrained by the COVID-19 pandemic because key stakeholders were engaged in response efforts. COMSA’s experience highlights lessons and threats for future programs facing donor transition in uncertain environments.
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spelling pubmed-101608562023-05-06 From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique Rodríguez, Daniela C. Macicame, Ivalda Adriano, Antonio Chicumbe, Sergio Duce, Pedro Kante, Almamy Mavie, Victor A. Mbalane, Etelvina Nhachungue, Sheila Titus, Nordino Van Dyk, Fred Amouzou, Agbessi Am J Trop Med Hyg Research Article Donor transitions, where externally funded programs transfer to country ownership and management, are increasingly common. The Countrywide Mortality Surveillance for Action – Mozambique (COMSA) project established a nationwide surveillance system capturing vital events at the community level with funding from the Bill and Melinda Gates Foundation. COMSA was implemented in partnership between Johns Hopkins University (a U.S.-based academic institution) and the Instituto Nacional de Saúde (National Institute for Health) and Instituto Nacional de Estatística (National Institute for Statistics), two Mozambican public institutions. Midway through the project, the Gates Foundation directed COMSA’s partners to develop and implement a transition plan that ensured COMSA’s activities could be institutionalized after Gates Foundation funding ended. Here we describe the process and activities that COMSA underwent for transition planning, including stakeholder engagement and advocacy, securing financial commitments, documenting operational activities, capacity building, and supporting strategic planning. Facilitators included a project model that already embedded significant implementation and management responsibility with local agencies, high-level commitment to COMSA’s activities from local stakeholders, establishing dedicated personnel and budget to manage transition, and fortuitous timing for financing. Challenges included needing to engage multiple government agencies to ensure buy-in, navigating tensions around future roles and responsibilities, reviewing and adjusting existing implementation structures, and the reality that this transition involved shifting financing from one development partner to another. Transition implementation was also constrained by the COVID-19 pandemic because key stakeholders were engaged in response efforts. COMSA’s experience highlights lessons and threats for future programs facing donor transition in uncertain environments. The American Society of Tropical Medicine and Hygiene 2023-04-10 2023-05 /pmc/articles/PMC10160856/ /pubmed/37037432 http://dx.doi.org/10.4269/ajtmh.22-0284 Text en © The author(s) https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution (CC-BY) License (https://creativecommons.org/licenses/by/4.0/) , which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
spellingShingle Research Article
Rodríguez, Daniela C.
Macicame, Ivalda
Adriano, Antonio
Chicumbe, Sergio
Duce, Pedro
Kante, Almamy
Mavie, Victor A.
Mbalane, Etelvina
Nhachungue, Sheila
Titus, Nordino
Van Dyk, Fred
Amouzou, Agbessi
From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique
title From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique
title_full From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique
title_fullStr From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique
title_full_unstemmed From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique
title_short From External to Local: Opportunities and Lessons Learned from Transitioning COMSA-Mozambique
title_sort from external to local: opportunities and lessons learned from transitioning comsa-mozambique
topic Research Article
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10160856/
https://www.ncbi.nlm.nih.gov/pubmed/37037432
http://dx.doi.org/10.4269/ajtmh.22-0284
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