Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon
The World Bank and the government of Cameroon launched a performance-based financing (PBF) program in Cameroon in 2011. To ensure its rapid implementation, the performance purchasing role was sub-contracted to a consultancy firm and a nongovernmental organization, both international. However, since...
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| Format: | Journal Article |
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Taylor and Francis
2017
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| Online Access: | http://hdl.handle.net/10986/26641 |
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okr-10986-266412021-05-25T10:54:37Z Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon Sieleunou, Isidore Turcotte-Tremblay, Anne-Marie Yumo, Habakkuk Azinyui Kouokam, Estelle Taptue Fotso, Jean-Claude Magne Tamga, Denise Ridde, Valery PERFORMANCE-BASED FINANCING RESULTS-BASED FINANCING POLICY TRANSFER SCALING-UP PURCHASING ROLE The World Bank and the government of Cameroon launched a performance-based financing (PBF) program in Cameroon in 2011. To ensure its rapid implementation, the performance purchasing role was sub-contracted to a consultancy firm and a nongovernmental organization, both international. However, since the early stage, it was agreed upon that this role would later be transferred to a national entity. This explanatory case study aims at analyzing the process of this transfer using Dolowitz and Marsh's framework. We performed a document review and interviews with various stakeholders (n = 33) and then conducted thematic analysis of interview recordings. Sustainability, ownership, and integration of the PBF intervention into the health system emerged as the main reasons for the transfer. The different aspects of transfer from international entities to a national body consisted of (1) the decision-making power, (2) the “soft” elements (e.g., ideas, expertise), and (3) the “hard” elements (e.g., computers, vehicles). Factors facilitating the transfer included the fact that it was planned from the start and the modification of the legal status of the national organization that became responsible for strategic purchasing. Other factors hindered the transfer, such as the lack of a legal act clarifying the conditions of the transfer and the lack of post-transition support agreements. The Cameroonian experience suggests that key components of a successful transfer of PBF functions from international to national organizations may include clear guidelines, co-ownership and planning of the transition by all parties, and post-transition support to new actors. 2017-05-16T19:41:46Z 2017-05-16T19:41:46Z 2017-04-13 Journal Article Health Systems & Reform 2328-8604 http://hdl.handle.net/10986/26641 en_US CC BY-NC-ND 3.0 IGO http://creativecommons.org/licenses/by-nc-nd/3.0/igo World Bank Taylor and Francis Publications & Research :: Journal Article Publications & Research Africa Cameroon |
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Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
en_US |
| topic |
PERFORMANCE-BASED FINANCING RESULTS-BASED FINANCING POLICY TRANSFER SCALING-UP PURCHASING ROLE |
| spellingShingle |
PERFORMANCE-BASED FINANCING RESULTS-BASED FINANCING POLICY TRANSFER SCALING-UP PURCHASING ROLE Sieleunou, Isidore Turcotte-Tremblay, Anne-Marie Yumo, Habakkuk Azinyui Kouokam, Estelle Taptue Fotso, Jean-Claude Magne Tamga, Denise Ridde, Valery Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon |
| geographic_facet |
Africa Cameroon |
| description |
The World Bank and the government of Cameroon launched a performance-based financing (PBF) program in Cameroon in 2011. To ensure its rapid implementation, the performance purchasing role was sub-contracted to a consultancy firm and a nongovernmental organization, both international. However, since the early stage, it was agreed upon that this role would later be transferred to a national entity. This explanatory case study aims at analyzing the process of this transfer using Dolowitz and Marsh's framework. We performed a document review and interviews with various stakeholders (n = 33) and then conducted thematic analysis of interview recordings. Sustainability, ownership, and integration of the PBF intervention into the health system emerged as the main reasons for the transfer. The different aspects of transfer from international entities to a national body consisted of (1) the decision-making power, (2) the “soft” elements (e.g., ideas, expertise), and (3) the “hard” elements (e.g., computers, vehicles). Factors facilitating the transfer included the fact that it was planned from the start and the modification of the legal status of the national organization that became responsible for strategic purchasing. Other factors hindered the transfer, such as the lack of a legal act clarifying the conditions of the transfer and the lack of post-transition support agreements. The Cameroonian experience suggests that key components of a successful transfer of PBF functions from international to national organizations may include clear guidelines, co-ownership and planning of the transition by all parties, and post-transition support to new actors. |
| format |
Journal Article |
| author |
Sieleunou, Isidore Turcotte-Tremblay, Anne-Marie Yumo, Habakkuk Azinyui Kouokam, Estelle Taptue Fotso, Jean-Claude Magne Tamga, Denise Ridde, Valery |
| author_facet |
Sieleunou, Isidore Turcotte-Tremblay, Anne-Marie Yumo, Habakkuk Azinyui Kouokam, Estelle Taptue Fotso, Jean-Claude Magne Tamga, Denise Ridde, Valery |
| author_sort |
Sieleunou, Isidore |
| title |
Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon |
| title_short |
Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon |
| title_full |
Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon |
| title_fullStr |
Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon |
| title_full_unstemmed |
Transferring the Purchasing Role from International to National Organizations During the Scale-Up Phase of Performance-Based Financing in Cameroon |
| title_sort |
transferring the purchasing role from international to national organizations during the scale-up phase of performance-based financing in cameroon |
| publisher |
Taylor and Francis |
| publishDate |
2017 |
| url |
http://hdl.handle.net/10986/26641 |
| _version_ |
1764462308712513536 |