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Fostering Public-Private Partnerships to Improve Access to Family Planning in Rwanda

Pandit-Rajani, T., S. Sharma, and F. Muramutsa., Eds.: USAID, (2010)

Through public-private partnerships, the government of Rwanda can make more efficient use of public resources by targeting and meeting the needs of specific populations and thus help ensure family planning services and products will be available to all Rwandans in the long term. This report aims to inform stakeholders working to strengthen family planning through multisectoral partnerships about Rwanda’s family market.

Paying Primary Health Care Centers for Performance in Rwanda

Basinga, P., Gertler, P.J., Binagwaho, A., et al., Eds.: The World Bank, (2010)

Paying for performance (P4P) provides financial incentives for providers to increase the use and quality of care. P4P can affect health care by providing incentives for providers to put more effort into specific activities, and by increasing the amount of resources available to finance the delivery of services. This paper evaluates the impact of P4P on the use and quality of prenatal, institutional delivery, and child preventive care using data produced from a prospective quasi-experimental evaluation nested into the national rollout of P4P in Rwanda. Treatment facilities were enrolled in the P4P scheme in 2006 and comparison facilities were enrolled two years later. The incentive effect is isolated from the resource effect by increasing comparison facilities’ input-based budgets by the average P4P payments to the treatment facilities. The data were collected from 166 facilities and a random sample of 2158 households. P4P had a large and significant positive impact on institutional deliveries and preventive care visits by young children, and improved quality of prenatal care. The authors find no effect on the number of prenatal care visits or on immunization rates. P4P had the greatest effect on those services that had the highest payment rates and needed the lowest provider effort. P4P financial performance incentives can improve both the use of and the quality of health services. Because the analysis isolates the incentive effect from the resource effect in P4P, the results indicate that an equal amount of financial resources without the incentives would not have achieved the same gain in outcomes.

Evaluation of the Capacity Project's Human Resources Information Systems (HRIS) Strengthening Process in Swaziland, Uganda and Rwanda

de Vries D, Blair G, Morgan K, (2009)

The Capacity Project worked to strengthen HRIS in several low-resource countries to assist decision-makers and human resources managers in identifying and responding to critical gaps in HRH. The findings and recommendations in this report cover the Capacity Project’s implementation of HRIS in Swaziland, Rwanda and Uganda.

Implementation of the Learning for Performance Approach in Rwanda: Final Report

Combary, P., Sinzahera, J., Mukakarara, V., et al. , (2009)

The Capacity Project used the Learning for Performance (LFP) approach to develop the family planning (FP), HIV/AIDS and gender components included in the competency-based A1 nursing and midwifery pre-service curricula. LFP was also used to adapt the Rwanda national FP curriculum to an on-the-job training approach. This study documents the implementation of the and the lessons learned from its application in preservice education and in-service training in Rwanda.

Task Shifting for Scale-up of HIV Care: Evaluation of Nurse-Centered Antiretroviral Treatment at Rural Health Centers in Rwanda

Shumbusho, F., van Griensven, J., Lowrance, D., Turate, I., Weaver, M.A., et al., Eds.: PLoS Medicine, (2009)

The shortage of human resources for health, and in particular physicians, is one of the major barriers to achieve universal access to HIV care and treatment. In September 2005, a pilot program of nurse-centered antiretroviral treatment (ART) prescription was launched in three rural primary health centers in Rwanda. We retrospectively evaluated the feasibility and effectiveness of this task-shifting model using descriptive data.

Where, Why And For How Much: Diversity In Career Preferences Of Future Health Workers In Rwanda

Lievens, T., Serneels, P. & Butera, D., Eds.: Human Resources for Health, (2008)

Health Systems for Outcomes Publication | The government of Rwanda has identified human resources for health as one of its policy priorities. This study aims to contribute to building a better understanding of health worker choice and behaviour, and to improve evidence based polcies.


Newman, C., Kabagwira, A., Scislowicz, J., et al., Eds.: IntraHealth International, (2008)

This study examines the ability of political, legal, health, and communities to respond to gender-based violence in Kigali, Rwanda.

Institutions for Health Care Delivery: A Formal Exploration of What Matters to Health Workers

Serneels, P. & Lievens, T., Eds.: Human Resources for Health, (2008)

Health Systems for Outcomes Publication | Using qualitative data from Rwanda, this study focuses on four institutional factors that affect health worker performance and career choice: incentives, monitoring arrangements, professional norms and health workers’ intrinsic motivation. It also provides illustrations of three institutional innovations that work, at least in the context of Rwanda: performance pay, the establishment of community health workers and increased attention to the training of health workers.

Synthesis of Focus Group Discussions with Health Workers in Rwanda

Tomas Lievens and Pieter Serneels, Eds.: Human Resources for Health, (2006)

Health Systems for Outcomes Publication | This report summarizes the findings of a qualitative study on health workers’ performance and career in Rwanda to identify bottlenecks, strengths and shortcomings for human resources in the health sector, as perceived by both health workers and users of health services.

Rwanda: National Human Resources for Health Policy

Ministry of Health, Rwanda, (2014)

The Human Resources for Health policy (HRH) will provide guidelines and the direction toward strengthening the planning, management, utilization and monitoring of health sector human resources; not forgetting responses to the contemporary challenges and developments in the sector including the mobility and motivation of human resources; and advancements in technology.

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