Table 1 Summary findings: CRS- GHS partnership

Interviews conducted

2 NGO

2GHS

- Dubbed “CIMACS”

- Initiated by GHS with CRS as an expert partner/and funder.

- An MOU signed.

- GHS supported with health facilities and personnel.

- CRS trained Traditional Birth Attendants (TBAs) and community volunteers in social mobilization skills, provided logistics/incentives to attract pregnant women to deliver in health centres.

- Program officers of CRS and focal persons of GHS shared equally in program management and regularly exchanged project progress information.

- GHS held review meetings at sub-district, district and regional; quarterly, half yearly and annual basis, to evaluate progress with CRS/stakeholders.

- CRS maintained monitoring and evaluation systems e.g. conduct of baseline studies; mid- term and end-of-project evaluations.

- Quarterly and annual reports generated and shared with GHS/ donors as a requirement for continued support.

- GHS required to keep records of CRS support (material and cash) and to render accounts periodically.

Improvement in maternal and child health indicators-e.g. antenatal registration (25 %); antenatal clinic attendance (22 %); exclusive breastfeeding (25 %); institutional deliveries (55 %); [35] and increased drug and immunization uptake.

- Occasional tendency for some GHS staff to provide somewhat unreliable data not useful for effective programming;

- Occasional non-disclosure of full budget lines by GHS

- Lack of synchronization of each other’s timetables;

- CRS’ eagerness about timelines to demonstrate program performance to donors.

Driver of Collaboration

High under-five and maternal mortality recognized by GHS;

- Need to attract pregnant women to deliver in government health centres rather than with TBAs.

Time Frame

2009–2011