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Implementation of a Systematic Accountability Framework in 2014 to Improve the Performance of the Nigerian Polio Program

Monday, 7th of March 2016

Implementation of a Systematic Accountability Framework in 2014 to Improve the Performance of the Nigerian Polio Program

1. 1.        Sisay G. Tegegne1, 
2. 2.        Pascal MKanda2, 
3. 3.        Yared G. Yehualashet1, 
4. 4.        Tesfaye B. Erbeto1,
5. 5.        Kebba Touray1, 
6. 6.        Peter Nsubuga3, 
7. 7.        Richard Banda1 and 
8. 8.        Rui G. Vaz1

+Author Affiliations

1.        ¹World Health Organization, Country Representative Office, Abuja, Nigeria

2.        ²World Health Organization, Regional Office for Africa, Brazzaville, Congo

3.        ³Global Public Health Solutions, Atlanta, Georgia

1. Correspondence: S. G. Tegegne, World Health Organization, Nigeria Country Office, Abuja, Nigeria (gashutegegns@who.int).

 

Abstract below; http://jid.oxfordjournals.org/content/early/2016/01/27/infdis.jiv492.full

Background. An accountability framework is a central feature of managing human and financial resources. One of its primary goals is to improve program performance through close monitoring of selected priority activities. The principal objective of this study was to determine the contribution of a systematic accountability framework to improving the performance of the World Health Organization (WHO)–Nigeria polio program staff, as well as the program itself.

 

Methods. The effect of implementation of the accountability framework was evaluated using data on administrative actions and select process indicators associated with acute flaccid paralysis (AFP) surveillance, routine immunization, and polio supplemental immunization activities. Data were collected in 2014 during supportive supervision, using Magpi software (a company that provides service to collect data using mobile phones). A total of 2500 staff were studied.

 

Results. Data on administrative actions and process indicators from quarters 2–4 in 2014 were compared. With respect to administrative actions, 1631 personnel (74%) received positive feedback (written or verbal commendation) in quarter 4 through the accountability framework, compared with 1569 (73%) and 1152 (61%) during quarters 3 and 2, respectively. These findings accorded with data on process indicators associated with AFP surveillance and routine immunization, showing statistically significant improvements in staff performance at the end of quarter 4, compared with other quarters.

 

Conclusions. Improvements in staff performance and process indicators were observed for the WHO-Nigeria polio program after implementation of a systematic accountability framework.

 

© 2016 World Health Organization; licensee Oxford Journals.

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