9/8/2023 0 Comments Sas kenya![]() ![]() Fear of being diagnosed with COVID-19 discouraged healthcare seeking. Residents had difficulty reaching healthcare facilities. ![]() Cost of healthcare increased while household income reduced. With COVID-19, a reduction in access to healthcare services was reported in all sites, including preventive services. Mental health services and those addressing gender-based violence were perceived to be limited or unavailable. In all sites, pharmacists and patent medicine vendors were key providers of treatment and advice for minor illnesses. Pre-COVID, stakeholders described various preventive, diagnostic and treatment services, including well-used antenatal and immunisation programmes and some screening for hypertension, tuberculosis, HIV and vectorborne disease. Perceived common illnesses in all sites included respiratory, gastric, waterborne and mosquitoborne illnesses and hypertension. In seven slums in Bangladesh, Kenya, Nigeria and Pakistan, we explored stakeholder perspectives and experiences of healthcare access for non-COVID-19 conditions in two periods: pre-COVID-19 and during COVID-19 lockdowns.īetween March 2018 and May 2020, we engaged with 860 community leaders, residents, health workers and local authority representatives. We consider access to healthcare before and during COVID-19 with those working and living in slum communities. Lockdowns for pandemic control have health, social and economic consequences. With COVID-19, there is urgency for policymakers to understand and respond to the health needs of slum communities. 18 Department of Geography, Faculty of Social Sciences, University of Ibadan, Ibadan, Oyo State, Nigeria.17 University of Liberal Arts Bangladesh, Dhaka, Bangladesh. ![]() 16 Department of Community Medicine, Faculty of Public Health, College of Medicine, University of Ibadan, Ibadan, Oyo State, Nigeria.15 Department of Periodontology and Community Dentistry, Faculty of Dentistry, College of Medicine, University of Ibadan, Ibadan, Oyo State, Nigeria.14 Nigerian Academy of Science, Lagos, Nigeria.13 Warwick Clinical Trials Unit, Warwick Medical School, University of Warwick, Coventry, UK.12 Lancaster Medical School, Lancaster University, Lancaster, UK.11 Institute for Global Sustainable Development, University of Warwick, Coventry, UK.10 Department of Obstetrics and Gynaecology, Faculty of Clinical Sciences, College of Medicine, University of Ibadan, Ibadan, Oyo State, Nigeria.9 Institute of Applied Health Research, College of Medical and Dental Sciences, University of Birmingham, Birmingham, UK.7 Division of Health Sciences, Warwick Medical School, University of Warwick, Coventry, UK 8 Centre for Health Policy, School of Public Health, University of the Witwatersrand, Johannesburg, South Africa.6 Department of Sociology, Faculty of Social Sciences, University of Ibadan, Ibadan, Oyo State, Nigeria.5 Division of Health Sciences, Warwick Medical School, University of Warwick, Coventry, UK.4 African Population and Health Research Center, Nairobi, Kenya.3 Community Health Sciences Department, Aga Khan University, Karachi, Pakistan.2 National Institute for Health Research Project, University of Ibadan, Ibadan, Oyo State, Nigeria.1 Centre for Health, Population and Development, Independent University Bangladesh, Dhaka, Bangladesh.To read the full case study or 2-page summary, click the menu buttons on your left. Post-transition, Nuru Kenya is managed entirely by Kenyan staff, although it continues to receive financial support from Nuru International. This case study is an example of a phased transfer of ownership and responsibility from INGO Nuru International to Nuru Kenya, including the exit of all international staff. Nuru International built sustainability into the foundations of its approach, planning the exit of international staff from the outset and developing local capacity to take over management. Over a period of almost a decade, Nuru Kenya collaborated closely with local communities to design, implement, adapt, and ultimately transition ownership of its programming. This transition, referred to by Nuru staff as the full turnover to the local team provides a potent example of what is possible when an organization places locally owned and locally led development at the forefront of its organizational strategy and its measurements of success. This report examines the organizational transition planned and implemented by the staff of the INGO Nuru International in Migori County (Kuria West), Kenya, focusing particularly on the transition of the organization’s international staff from Nuru Kenya in June 2015. ![]()
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