In May 2015, World Vision, with the support of Global Affairs Canada (GAC), piloted a new model of partnership for the delivery of health and nutrition services in southern Somalia. This pilot saw World Vision modify its existing Local Non-Governmental Organisation (LNGO) partnering approach to work with the nascent Ministry of Health for the Southwest State (MoH-SWS).
For International Non Governmental Organizations’ (INGO) work to be sustainable in the health sector, civil society actors and local government must have the resources and capacity to fulfil their respective roles.
Since 2006, World Vision has supported the development of the National Tuberculosis (TB) Program (NTP), helping this institution deliver on its mandate to develop policy and monitor TB programming in Somaliland, Puntland and Southern Somalia. Since then, World Vision partnered with United Nations (UN), INGO and LNGO actors to deliver TB control programming in 64 districts in Somalia. Drawing on lessons learnt from over a decade of capacity development efforts with government entities and other civil society actors, in 2011, World Vision expanded the scope of its partnering efforts, putting in place policies, operational structures and developing methodologies to deepen engagement with LNGO partners in southern Somalia.
Understanding that civil society development must take place in tandem with institutional development,
World Vision began to pilot a new approach to government engagement in southern Over the past two years, the partnership between World Vision and the MoH-SWS has grown. With funding from multiple donors , World Vision is supporting 7 Mother Child Health (MCH) facilities, 16 IDP camp-level health posts and 2 mobile nutrition teams providing basic health & nutrition services to IDP, returnees and host community members. World Vision is helping the MoH-SWS fulfil its mandate in other ways, supporting financial incentives and training for facility-level staff members and administration and knowledge management specialists within the district level MoH-SWS structure.
Altogether, World Vision is providing incentives to 131 MoH staff members in the Southwest State.
How this came about and the lessons learnt during this two years of partnership are the focus of this case study. It is hoped that the case study can help other supporters of the health sector garner practical lessons on how to partner with the Ministry of Health at the state level to support sustainable health service delivery.