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“We want to provide excellent services to our patients; the same level of care they would receive in Paris, Thailand, or the United States of America.” - Dr. Lombe Kilamba, an HIV Case Manager at Kilamba-Kiaxi Municipal Hospital

Originally published by Scientific American

“Rise of the superbugs.” “Global crisis.” “Nightmare bacteria.” “Deadly fungus.”

The media has caught on to the dire threat that antimicrobial resistance (AMR) presents, and it has certainly captured the urgency of the situation.

Global health professionals know this crisis has been years in the making and have been acting accordingly. We know, however, that we cannot contain the spread of AMR without strengthening health systems in low- and middle-income countries, which tend to have weaker surveillance systems for drug use and infectious disease management. Our efforts would be futile. It’s time to take stock of where we are and figure out our focus going forward; we have no time to lose.

The global health organization I work for, Management Sciences for Health (MSH), has been strengthening health systems in dozens of countries for almost 50 years, alongside governments, donors, global organizations like the Global Health Security Agenda (GHSA) Consortium and the World Health Organization (WHO) and other nonprofits. Based on results to date, here are four lessons we have learned:

This story was originally published by Global Health Now

It was January of 1925, and Nome’s children were dying. Diphtheria had struck the Alaskan town, but the curative serum the local doctor needed was in Nenana, nearly 700 miles away.

Sub-zero temperatures meant that shipping the serum by air was not an option, so the governor turned to sled dog teams, which had delivered mail on that route. Over 5 and 1/2 days, 20 mush teams and their human drivers set up a relay and delivered the lifesaving medicine, a trek known as the “Great Race of Mercy”—now commemorated every year in an event called the Iditarod.

The moral: Get help when you need it, no matter how unorthodox.

We need to employ that strategy in global health development by integrating private sector organizations into our health system solutions more often. They operate where governments cannot and are a rich source of flexibility and innovation. When a country’s government is frozen by conflict, natural disasters, financial crisis, or another crippling event, its health care system is all too likely to follow. Health workers flee or fall victim themselves, and hospitals run out of medicine and go dark. Others must step in to fill the void.

When community health programs are well-designed, managed, and sufficiently funded, they can yield substantial health and economic benefits. In addition to contributing to a healthier, more productive population, they can reduce the risk of costly epidemics while generating substantial cost savings for families and health systems (1). On the other hand, when poorly designed or managed and insufficiently funded, community health programs can fail to improve poor health outcomes and advance national health priorities.

Recognizing their potential in strengthening primary care and advancing Universal Health Coverage, countries are increasingly formalizing the role of the community health worker within their health systems. In fact, many countries have passed national community health policies to ensure that community health workers (CHWs) are well trained, incentivized, and equipped to provide a basic package of life-saving services within their communities.

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