SECTOR WIDE APPROACH TO STRENGTHENING HEALTH IN … Strategy.pdfthrough the Bihar Technical...

Knowledge Management StrategySEPTEMBER 2015

Bihar Technical Assistance Support Team (BTAST) Knowledge product developed by

OneWorld Foundation India

SECTOR WIDE APPROACH TO STRENGTHENING HEALTH IN BIHAR (SWASTH) Government of Bihar Initiative

Supported by Department for International Development (DFID), UK

ACKNOWLEDGEMENT This Knowledge Management Strategy was written by Tej Prakash Yadav and team at OneWorld Foundation India and was reviewed by BTAST.

DESIGNED BY: Rupinder Kaur and Bhairab Giri Goswami at OneWorld Foundation India

CONTENTS1. Executive summary 4

2. Overview 5

2.1. Background 5

2.2. Need for knowledge management 5

2.3. Knowledge management strategy for SWASTH: Process and scope 6

3. Vision, mission and objectives 7 3.1. Vision and mission 7

3.2. Objectives 7

3.3. Key stakeholders and audiences 7

4. Strategic directions and functions 9

5. Conclusion 10

6. Annexure 11

4 Knowledge Management Strategy

THE reach of and access to essential health care services has remained a challenge for rural poor

in Bihar. In this context, a Sector Wide Approach to Strengthening Health (SWASTH) was launched in 2010 as a Government of Bihar (GoB) initiative, supported by the Department for International Development (DFID). This initiative is provided technical support through the Bihar Technical Assistance Support Team (BTAST). Various interventions under the programme are intended to “improve the health and nutritional status of people in Bihar, particularly the poorest of the poor, and thereby accelerate the state’s progress towards the Millennium Development Goals (MDGs)”. Accordingly, the programme adopts an integrated approach to address health, nutrition, water, sanitation and hygiene related challenges in the state. The programme comes to an end in 2016.

The SWASTH initiative has generated a wealth of knowledge and lessons, some of which have been recorded through various programmatic documents during the implementation period and through monitoring, and evaluation work. The process of supporting the SWASTH initiative has also enabled, within BTAST, a rich understanding of the opportunities, successes and challenges of providing technical support to governments. As the programme cycle nears completion, BTAST needs to harness this knowledge and lessons from the SWASTH initiative and convert these into a useful knowledge bank for key stakeholders and audiences. Targeted dissemination of the knowledge products in turn could support the scale-up and sustainability of the interventions supported through SWASTH, beyond the programme period in terms of the key intended outcomes, as well as enable replication of interventions elsewhere.

This knowledge management strategy for SWASTH is designed as a framework for guiding the knowledge collation and dissemination activities of BTAST. With a view to provide an effective knowledge base that can support universal, equitable and integrated health outcomes across communities, this strategy aims

to harness the learnings from SWASTH in the areas of health; nutrition; water, sanitation and hygiene (WASH); and gender as a cross-cutting concern. It will contribute towards:

• Ensuring sustainability of the sector wide approach and convergence model in continuing the work of GoB;

• Informing and influencing future policy andpractice at the state, national and global levels across SWASTH sectors, particularly in other areas which face resource constraints or resource management challenges; and

• Identifying best practices and success stories as well as challenges to enable adaptation of the programmes and approaches in the future.

The key objectives of this strategy are:

• Enhancing internal knowledge management processes;

• Providing access to information on work undertaken under the SWASTH initiative;

• Generating evidence and analyses supporting the adoption of SWASTH;

• Fostering collaborations and partnerships through consultative processes and knowledge sharing platforms; and

• Developing materials and undertaking knowledge activitiesforpolicyinfluenceandadvocacy.

The range of stakeholders in the SWASTH knowledge process include DFID, UK; the three departments of GoB that are primary stakeholders in the SWASTH initiative; BTAST and the consortium partners that manage BTAST; other external health, nutrition, and water, sanitation and hygiene (WASH) sector professionals, and knowledge management and research organisations working with BTAST; other state governments; and policymakers at the national and international level.

1. Executive summary

5Knowledge Management Strategy

2.1. Background

Bihar is India’s third most populated state. The data of National Sample Survey Organisation (NSSO) shows that Bihar performs poorly on human development indicators, compounded by poverty in both rural and urban areas. These include key human development indicators like infant mortality rate, maternal mortality rate, and malnutrition among women and children. The delivery of healthcare services and its access by poor and marginalised communities remain a challenge. Vector and water borne diseases continue to pose problems in the health sector.

In the face of these challenges and informed by an understanding that health; water, sanitation and hygiene; and nutrition related interventions implemented in an integrated approach could improve the wellbeing and health of people, the Government of Bihar (GoB) has launched Sector Wide Approach to Strengthening Health (SWASTH) with the support of the Department of International Development (DFID), United Kingdom. The Bihar Technical Assistance Support Team (BTAST), which provides technical assistance to GoB, as a part of the support provided by DFID-UK, is managed by CARE (UK), Care India, IPE Global and Options Consultancy Services, UK - the key consortium partners. BTAST supports the programme by working closely with Department of Social Welfare (DoSW); Department of Health and Family Welfare (DoHFW); and the Public Health Engineering Department (PHED) in helping develop and design programmes, build local capacities, and record lessons through Monitoring, Learning and Evaluation (MLE).

The goal of SWASTH is to “improve the health and nutritional status of people in Bihar, particularly the poorest of the poor, and thereby accelerate the state’s progress towards the Millennium Development Goals (MDGs)”. Its mission is “increased use of quality, essential health, nutrition, water and

sanitation services especially by poorest people and excluded groups.”

SWASTH was launched in 2010 and will be coming to a close in March 2016.

2.2. Need for Knowledge Management

BTAST has collected evidence and produced data through programmatic documents, and some studies conducted over the programme implementation period. The team has employed various tools and methodologies to collect and document learnings. These include gathering concurrent monitoring data

to assess outcomes, studies such as evaluations, action research, rapid assessments, exploratory studies, as well producing programmatic documents like process documents, standard operating procedures, strategy papers, etc.

At the same time, enabling access to this data and information in different formats and across stakeholders, as well as conversion of tacit knowledge into explicit knowledge has remained a gap that needs to be addressed through a

robust knowledge management process. Further, as the programme cycle nears completion, it is now necessary to harness the knowledge and lessons from the SWASTH initiative and convert these into a useful knowledge bank for key stakeholders and audiences. An effective knowledge bank and targeted dissemination of the knowledge products in turn would support sustainability of the intervention, as well as enable their replication elsewhere.

Knowledge from the SWASTH initiative can be harnessed towards promoting an integrated approach to improving health outcomes among the primary stakeholders in the Bihar government. This approach would focus on strengthening health systems,

2. Overview

Development Challenges: Facts & Figures

As per the Census of India, 2011, Bihar’s population of 104 million includes 16.96 per cent Scheduled Castes, and 21 of 23 Dalit sub-castes are Mahadalits or the poorest among poor. The state has the highest birth and fertility rates in the country. The literacy rate is 73.4 per cent for males and 53.3 per cent for females. The state also performs below national average on incidence of under nourished children, stunting and wasting, anaemia among adolescents and women; provision of toilets, education, gender discrimination, and equity challenges.


supporting WASH and nutrition programmes which impact on health outcomes, as well as contributing to increased awareness among people about health, nutrition and WASH. Lessons from SWASTH regarding the delivery of interventions in complex socio-political environments such as Bihar, which face challenges of efficient and effective resourcemanagement, couldhelp inform future policymaking and programming in relevant regions of India and elsewhere.

2.3. Knowledge Management strategy for SWASTH: Process and scope

This Knowledge Management (KM) strategy has been developed through a consultative and participatory process, led by OneWorld Foundation India (a knowledge management and communication agency contracted to support BTAST knowledge management work). The consultative process included engaging extensively with BTAST’s MLE team, thematic teams (Health, WASH, nutrition, and gender and district programme implementation teams; BTAST consortium partnersandgovernmentofficialsthroughatwo-dayworkshopon3th-4thAugust2015attheBTASTofficein Patna. The vision, mission and strategic objectives anddirectionsoftheKMstrategywereidentifiedanddefined at this workshop. The workshop includedfocus group discussions, and other group work and exercises with each team.

This KM strategy provides a direction for the implementation of KM activities under the SWASTH

programme generally, as well as informs the design of knowledge products and outputs to be prepared by OneWorld Foundation India. This will also act as a guiding tool for BTAST’s advocacy work and any other relevant activities that may be undertaken, and the consortium partners on behalf of BTAST. Since, the support from DFID to the SWASTH programme is expected to end by March 2016, this strategy sets some immediate goals as well as a few long term goals that can be adopted by the GoB in its processes. Some of these goals may be relevant even when the DFID support to SWASTH has ended, and alsobeyondthescopeofworkdefinedforOneWorldFoundation India.

This document primarily:

• Provides the rationale for KM for SWASTH

• Definesthevision,missionandstrategicobjectives

• Identifies key objectives and approaches forknowledge management for SWASTH

• Maps key stakeholders and audiences, their level ofinfluenceandKMpriorities

This strategy should be read in conjunction with the stated goal, purpose and objectives of the SWASTH initiative. For details of what is covered under this strategy, please refer to the inception report and activities planned during the financial year 2015–2016 submitted by OneWorld Foundation India.

BTAST’s WASH team participates in a group discussion during the KM workshop


3.1. Vision and mission

The vision of SWASTH’s knowledge management initiative is to provide an effective knowledge base to support universal and equitable health outcomes across communities.

SWASTH’s knowledge management strategy aims to harness the learnings of SWASTH in the areas of health; nutrition; WASH; and gender as a cross-cutting concern towards:

• Ensuring sustainability of the sector wide approach and convergence model in continuing the work of GoB

• Informing and influencing future policy andpractice at the state, national and global levels across SWASTH sectors, particularly in other areas which face resource constraints or resource management challenges. Identifying best practices and success stories as well as challenges to enable adaptation of the programmes and approaches in the future

3.2. Objectives

The key objectives of this strategy are:

• Enhancing internal knowledge management processes

Ensuring process documentation of learnings for record and institutional memory, e.g., a knowledge management workshop for the staff, regular newsletters sharing BTAST’s activities with all staff members and stakeholders

• Providing access to information on work undertaken under the SWASTH initiative

Showcasing progress including results, outcomes and achievements in the form of success stories, learning briefs, lessons learnt and best practices for stakeholders and other audiences. This can be done through various ways, e.g., by setting up a microsite/ website for storing and disseminating knowledge materials, participating in Community of Practices (CoPs), conducting knowledge sharing and advocacy workshops with stakeholders

• Generating evidence and analyses supporting the adoption of the SWASTH approach

Generating evidence to knowledge and learnings gathered by BTAST to inform parallel and future programmes in the state, country as well as in other contexts, especially highlighting theflexibilitiesandadaptationsundertakeninthe implementation of the programme, given its specific context.Alsogeneratingandcollatingevidence to support policymaking and sector specificpracticesintheareasofhealth,WASHand nutrition

• Fostering collaborations and partnerships through consultative processes and knowledge sharing platforms

Enhancing consultative engagement and processes across sectors and stakeholders, through appropriate knowledge sharing platforms (online and offline repositories,microsite/ website, conferences, workshops, etc.)

• Informing policy actions

Adapting and refining the learnings from theprogramme for developing advocacy materials, creating and leveraging advocacy opportunities towards influencing policy and futureprogrammes and interventions

3.3. Key stakeholders and audiences

The key stakeholders of the SWASTH intervention are spread across various government departments at both state and national level, sectors like WASH, health and nutrition, implementation partners of BTAST, development partners working in Bihar and outside. Since, SWASTH is an initiative of GoB supported by DFID–UK,thegovernmentdepartmentsandofficialsincluding policy-makers impact various processes and interventions at a greater level. These government departments include DoHFW; DoSW; and PHED, GoB. A number of other government organisations and departments are also key stakeholders in the journey ofBTAST–SWASTH.

In addition to these, the consortium partners of BTAST, i.e., Care India, Care UK, IPE Global and

3. Vision, mission and objectives


Options, UK provide strategic direction and support toSWASTH–BTAST,hencedirectlyinfluencingtheknowledge management practices and direction within the organisation.

Besides, BTAST interacts and engages (both directly and indirectly) with development partners working in Bihar to maximize the impact of its interventions. It includes organisations like Bill and Melinda Gates Foundation (BMGF), UNICEF, Water and Sanitation Project (WSP) of World Bank, World Health Organization (WHO), UNFPA, United Nations Development Programme, WaterAid, Micronutrient Initiative, etc. There are various professional bodies and think tanks like ADRI, AN Sinha Institute and Institute of Development Studies, Sussex, United Kingdom, which indirectly influence theinterventions of BTAST.

BTAST by collecting, collating and curating learnings and evidence gathered from SWASTH intervention should reach out to a range of audiences. This includes various departments at the national level and state governments like Madhya Pradesh, Odisha and Uttar Pradesh. In the discussions during the development of the knowledge management strategy it was also felt that development partners working in Bihar and outside, e.g. BMGF, UNICEF, WSP, etc., may have interest in replicating and scaling up SWASTH interventions.

In this context, it would be important to map out Indian states and other global locations that are resource constrained like the state of Bihar and require an integrated approach like SWASTH. (Please see Annexure - 1 for the sector wise details of stakeholders based on their influence.)

Questions for a group exercise conducted during KM workshop for BTAST


Five key strategic directions have been identifiedfor knowledge management for BTAST and SWASTH programme. These directions will help in achieving intended results from the knowledge management strategy. These will be achieved by designing and developing a number of knowledge products by sectoral teams of BTAST, its MLE team, consortium partners, OneWorld Foundation India and other agencies hired by BTAST.

a. Enhance internal knowledge management processes

To create a culture of knowledge management and sharing within the organisation, there is a need to strengthen the internal knowledge processes. The processitselfwouldrequireregularknowledgeflowfromfieldofficesofBTAST, specialistsworkingwithvarious government departments, conversion of tacit knowledge into explicit knowledge, etc. This would also require an orientation of existing staff and employees working under the SWASTH programme. This will enable them to contribute to different knowledge management processes and ensure regular knowledge flowfrom district and sub-district level.

During the workshop conducted for preparing this strategy, it was pointed out that BTAST should advocate with certain government departments like PHED, Integrated Child Development Services (ICDS) and State Health Society to set up knowledge management cells. BTAST should come up with a newsletter where experiencesoffieldstaffandgrassroots storiescanbe shared for wider dissemination and outreach. Following activities can be undertaken to enhance internal knowledge management:

• Capacity building and training of BTAST staff in Patnaandotherfieldoffices

• Regular documentation and reporting practices

to support conversion of tacit knowledge into explicit knowledge

• Internal knowledge sharing workshops to promote culture of sharing and strengthening information flow

• Regular newsletter for information sharing and learning

• Advocate with government to set up knowledge management cells in respective departments

b. Adoption of SWASTH approach

Availability of learning materials, evidences, and targeted information and knowledge products like manuals, technical papers, and process documents for guidance will be important for the adoption of the SWASTH approach. The availability of information on the SWASTH model, implementation process of various interventions and its impact along with evidence will

be critical for its adaptation in other states. This could be innovation of the SWASTH model in the health sector, i.e., an integrated approach including health, nutrition, WASHandgenderasacross–cutting theme. Towards this end, the development of technical briefs, learning documents, training manuals, training videos and process documents will play an important role. BTAST should undertake following activities to promote adaptation and adoption of the SWASTH approach:

• Development of knowledge products like

training manuals, process documents, technical briefs and guides

• Development of best practice documents and policy briefs

• Production of training videos for self-learning and adoption

• Advocacy workshops and conferences to share learnings with partners and government departments

4. Strategic directions and functions


c. Access to information on SWASTH’s work

The access to information and knowledge resources on SWASTH approach is quite limited. Hence, efforts should be made to collect and collate the knowledge and information from various sources and make them available publically. This can be done by developing and regularly managing a website for the SWASTH programme. The website will act as one stop reference for researchers, academia, policy makers and programme implementers on SWASTH’s integrated approach.

To begin with, BTAST should create an offlineknowledge database which will essentially be a collection of monitoring reports, monthly reports, proposals, research reports, surveys, etc., generated as a result of SWASTH’s work. Besides, SWASTH can adopt a targeted approach for making available and promoting access to information to relevant information and knowledge products. BTAST should undertake the following activities to strengthen access to information on SWASTH’s work:

• Developmentofanaccessibleofflineknowledgebase

• Development of a knowledge portal to showcase outcomes of SWASTH programmes and highlight impacts

• Organise conferences and workshops to showcase lessons learnt from the SWASTH approach

• Regular participation of SWASTH staff in various CoPs

d. Foster collaborations and partnerships

SWASTH should work in the direction of fostering new partnerships and collaborations with development partners working in the state of Bihar and outside. This would require a culture of knowledge capturing, sharing and application to deliver expected results.

SWASTH should engage and network with CoPs on issues of health, nutrition, WASH and gender. Learning and sharing events, advocacy workshops involving stakeholdersandkeyaudienceswillplayasignificantrole in fostering collaborations and partnerships. Following activities will be undertaken to foster new collaborations and partnerships:

• Organise conferences and advocacy workshops to showcase lessons learnt from the SWASTH approach

• Regular engagement with organisations working in the sector that align with BTAST’s work

• Sharing through best practices, policy briefs, technical papers, etc.

e. Inform policy actions

One of the major objectives of SWASTH’s knowledge management is to positively influence the policymaking at both state and national level. SWASTH can develop tools and organise workshops to assess the needs of policy makers and further develop KM products accordingly. Not only this, tools like policy briefs can be prepared to identify policy gaps and share learnings from SWASTH approach, which can help in bridging such gaps. This will be critical for the sustainability of the SWASTH approach and replication of interventions in other states. It can be done through:

• Mapping of organisations and government departments interested in SWASTH approach

• Effective advocacy and liaising with government officials,donorsanddevelopmentpartners

• Development of policy papers and best practice documents

• Organise conferences and advocacy workshops to share lessons learnt from SWASTH approach

5. ConclusionThis knowledge management strategy for SWASTH is a guiding tool for knowledge management activities to be undertaken by BTAST. To strengthen and build a culture of knowledge management, BTAST needs to enhance the internal KM processes and make learnings available in public domain in immediate future. As a mid-term strategy, BTAST should work towards promoting adoption and adaptation of the SWASTH approach, use learnings to inform policy actions and foster new partnerships and collaborations to enhance sustainability.


HEALTH:Keystakeholdersandtheirlevelofinfluence

Primary stakeholders Secondary stakeholders Peripheral stakeholders

Chief Minister WHO India Health Action Trust (IHAT), Uttar Pradesh (UP)

Health Minister UNICEF Madhya Pradesh Technical Assistance SupportTeam(FHI–360)

Development Commissioner Bill & Melinda Gates Foundation Future Group International

Principal Secretary Care Bihar World Bank

Secretary, Health cum Executive Director

Norway India Partnership Initiative Ministry of Health & Family Welfare-Government of India. (MoHFW, GoI)

Managing Director, Bihar Medical Services & Infrastructure Corporation (BMSICLI

Jhpiego FIND

Director-in-Chief, Dept. of Health and Family Welfare

UNFPA Indian Institute of Technology, Patna

Addl. Executive Director, State Health Society

UNDP Indian Institute of Health Management & Research University (IIHMR University)

State Programme Manager IntraHealth PARAS HMRI Hospital

StateProgramOfficers(Health) Kalacore (DFID consortium) Tata Institute of Social Sciences

Deputy Directors (Health) Ernst & Young Public Health Foundation India

Superintendent–MedicalCollegeand Hospital

Micronutrient Initiative State Health and Resource Centre, Chhattisgarh

Civil Surgeons in each district (38) AN Sinha Institute Health & Economics Association

RegionalDeputyDirector–9 ADRI (Planning & Finance Dept.) PricewaterhouseCoopers India (HR & OD)

Dist. Programme Managers (National Health Mission in each district - 38)

Rajendra Memorial Research Institute of Medical Sciences (RMRI)

National Institute of Health & Family Welfare

District Magistrate All India Institute of Medical Sciences, Patna, Bihar

Administrative Staff College of India

Nursing Councils BBC Media Action HOSMAC–Hospitalconsulting

IndianMedicalAssociation–Biharchapter

Population Council India International Planned Parenthood Federation

Bihar State AIDS Control Society (BSACS)

Academy of Hospital Admin. Indian Nursing Council

State Health Resource Centre Population Services International

ASHA Resource Centre Tri Legal, Gurgaon State Food and Drug Agency International Finance Corporation

Quality council of India (QCI) Information and Public Relations Department (IPRD), Govt of Bihar

State RMNCH+A Unit Media Agencies Dept. of Finance, Govt. of Bihar

Médecins Sans Frontières (MSF)

Annexure - 1


WASH:Keystakeholdersandtheirlevelofinfluence

Primary Secondary Peripheral

Minister, PHED Bihar Education Project, GoB ScientificResearchLabs(SRL)

Development Commissioner Integrated Child Development Scheme

Envirotech East Pvt Ltd

Principal Secretary, PHED Rural Development Ranjan Plastics

Joint Secretary Women’s Development Corporation

CAfirms(4nos)

Engineer-in–Chief UNICEF Chief Engineers (urban/ Design/ mechanical / zonal -4)

Water Sanitation Program

OfficeronSpecialDuty,Procurement Global Sanitation Fund

Finance Controller Population Services International

Nodalofficers(BTASTdealswithNodalofficerin PHED)

World Bank

DeputyNodalOfficer WaterAid Director, PMU (Swachh Bharat Mission) AN Sinha Institute Director, Water Quality SRIL District Magistrate Feedback Foundation Executive Engineers ACE Asst.Engineer/Sub-DivisionalOfficers(SDOs) EEDS Junior Engineers RDCS (Ranchi Design and

Consulting Services)

Lab Assistants/ Chemist/ Sample collectors Ernst &Young Dist.ProgrammeManager–Jeevika Healing Fields Foundation (HFF) Hand pump mechanic and helpers Nawality Welfare Society Block Programme Manager - Jeevika Solar Alternatives Associate

Programs

Cluster level federations Anganwadi Kendra

Anganwadi Workers (AWWs)

Self Help Groups

WATSAN Committees

Swacchata Doots (2 in each Panchayats)

–Primary/MiddleSchools&Vidyalaya Shiksha Samiti (VSS)

Communitybeneficiary(withemphasisonMahadalit)

Swacchata Doots (2 in each Panchayats)

–Primary/MiddleSchools&Vidyalaya Shiksha Samiti (VSS)




NUTRITION:Keystakeholdersandtheirlevelofinfluence


Community (Children 0-6 / mothers / pregnant women, adolescent girls)

Anganwadi Vikas Samiti (Teacher/ Ward/ Panchayat)

Registered Medical Practitioners

FrontLineHealthWorkers– Anganwadi Workers (AWWs), Anganwadi Helpers (AWHs) Accredited Social Health Activist (ASHA), Auxiliary Nurse Midwife (ANM), Uddeepikas, etc.

Panchayati Raj Institutions Traditional–Dai

Lady Supervisor MedicalOfficerIn-charge– Primary Health Centre

Local NGOs (Gram Varta Partners)

ChildDevelopmentProjectOfficer Lady Health Visitor FBOs

District Magistrate Civil Surgeon Bill & Melinda Gates Foundation

DistrictProgrammeOfficer– Integrated Child Development Services (ICDS)

Jeevika–DistrictProgrammeManger

Population Council India

DistrictProgrammeManager– National Health Mission (NHM)

Public Health Engineering Department

UNICEF

Secretary, Social Welfare Dept. Department of Education WHO

Director, ICDS (incl. directorate) BPARD Save The Children

Women’s Development Corporation ISSNIP (ICDS System Strengthening Initiative)

UNICEF

Jeevika Information & Public Relation Department (IPRD)

Save The Children

Nutrition Monitoring Unit Oxfam

StateHealthSociety– Executive Director

Care

BMSS (Bihar Mahila Samakhya Society)

Plan

Population Services International

FHI 360 World Health Partners BBC Media Action Micronutrient Initiatives Department of Finance Asian Development Research Institute AN Sinha Institute Media


VHSNDsandVHSNCs:Keystakeholdersandtheirlevelofinfluence


PrincipalSecretary–Health Secretary, Social welfare Project Concern International (PCI)

ExecutiveDirector–NHM/Addl.ED Secretary, PHED UNICEF

State Health Society

Director ICDS

Development partners WHO

State Program Manager BMGF supported Anannya program

CEO Jeevika

Norway India Partnership Initiative

StateProgramOfficer–VHSNDSHS

StateProgramofficer-VHSNDICDSDirectorate

Bill & Melinda Gates Foundation

District Magistrate Print media (coverage)

Civil surgeon Similar departments in other states (ICDS)

Bihar Innovation Lab

DistrictProgramOfficer–ICDS

Executive Engineer (PHED)

DistPanchayatiRajOfficer

MedicalOfficerIn-charge

ChildDevelopmentProjectOfficer

LadySupervisor–ICDS

Accredited Social Health Worker

Anganwadi Worker

Auxiliary Nursing Midwife

VHSNC members


Primary Secondary Peripheral

Social Welfare Department District Magistrate BMGF

Secretary, Social Welfare Dist. Program Manager (WDC) UN Women

Director, Social Welfare Kishanganj–Rahat UNFPA

Women Development Corporation (WDC) NGO in Purnea Engender Health

Managing Director, WDC Bhojpur NGO UNICEF (VAW)

State Program Manager, WDC Nirantar DFID

WDC–NodalOfficers(school,health,specialcell–piloted and scaled up)

Institute of Development Studies Principal Secretary (Health), Bihar

WDC–BTASTConsultants AMALTAS Consulting Exe. Director, State Health Society, Bihar

Judiciary–BiharStateLegalServicesAuthority(SLSA), Exec. Chair, High Court

Sambodhi Research Odisha Government

(Member Secretary / DLSA (District Legal Services Authority) (31 districts)

Madhya Pradesh Government

HelplineOfficials(POs) West Bengal Government

Counselors (Helpline) MoHFW @ national level

MahilaThana,StationHouseOfficer(SHO) National Health Mission

NodalOfficersatSHS(GenderTraining) ADRI/ Intl. Growth Centre, Patna

DistrictHealthSociety–3Mastertrainers(DPCs/Dist Community Mobiliser (ASHA), Dist. M&E)

Patna Women’s Studies, Patna University

AN Sinha Institute

GENDER :Keystakeholdersandtheirlevelofinfluence


Bihar Technical Assistance Support Team (BTAST)Sector Wide Approach to Strengthening Health in Bihar (SWASTH)

MainOffice:HouseNo.10,IASColony,Kidwaipuri,Patna-800001,Bihar,India.Phone: +91 612 2535577/2523049 | Fax: +91 612 2285674

Website: http://swasth.btast.oneworld.net/

Disclaimer: SWASTH is supported by the Department for International Development (DFID)-UK and implemented by the Government of Bihar, in collaboration with the Bihar Technical Assistance Support Team. However, the views expressed in this document do not necessarily reflect either DFID’s or Govt. of Bihar’s official policies or views.

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