Publications - NANGO

Harnessing the use of data and technology to enhance community-led monitoring and accountability tracking

The current clarion call to place communities at the centre of disease response and investments in community systems strengthening is part of a growing recognition that communities play a critical role in health outcomes. The COVID-19 pandemic has shown the importance of community engagement and community-led responses in preventing and controlling the spread of infectious diseases. The global campaign, 'Communities Making a Difference,' launched in 2019 through UNAIDS is aimed at mobilising resources and support for community-led responses to health crises. It emphasises the need to invest in community systems strengthening, which involves building the capacity of communities to respond to health challenges. This includes developing community-based surveillance systems, enhancing community health worker programmes, and supporting community-led interventions. By empowering communities to take charge of their health, we can create more resilient and effective health systems that are better equipped to respond to emerging health threats. To read more, download the attachment below:

Harnessing-the-use-of-data-and-technology-to-enhance-community-led-monitoring-and-accountability-tracking.pdf

Enhancing Community-Led Response Systems in Emergencies and Crisis in Zimbabwe

Health disasters and emergency response mechanisms employed globally differ due to fundamental differences in established response structures. This is regardless of the nature of emergencies varying from climate, environmental, health, or manmade disasters. Developing countries in the global south such as Zimbabwe lack both human and financial resources to establish equally efficient disaster response infrastructure which is readily available in their developed counterparts. One clear instance where this was quite evident was during the Covid-19 pandemic. Developed countries had the infrastructure to house and attempt to treat people, develop and distribute vaccines, as well as to reach hard-to-reach areas; the same could not be said of developing countries. To read more, download the attached file;

Enhancing-Community-Led-Response-Systems-in-Emergencies-and-Crisis-in-Zimbabwe-.pdf

Rethinking Community-Led Response in Light of the New Global Fund Strategy

Community-Led Response (CLR) is a technique initiated and implemented by local Community-Based Organisations (CBOs) and other civil society groups, networks of Key Populations (KP), People Living With HIV (PLHIV), and other affected groups, or other community entities that gather quantitative and qualitative data about HIV/AIDS, Tuberculosis, Malaria, and the Covid-19. Community-led responses are therefore actions and strategies that seek to improve the health and human rights of their constituencies, that are specifically informed and. implemented by and for communities themselves and the organisations, groups, and networks that represent them. The technique's focus remains on getting input from recipients of HIV services, Tuberculosis and Malaria in a routine and systematic manner that will translate into action and change. Globally, there is a clarion call for countries to adopt CLR in a bid to come up with people-centred approaches to HIV response and other disease components including Tuberculosis, Malaria, and Covid-19. For instance, there have been some running campaigns on Communities making a difference in the response and this has gained traction over time in building community systems for quality healthcare service provision. Therefore, if a country comes up with robust mechanisms for CLR, it would translate into community empowerment and communities can play a critical role in terms of health service delivery through monitoring, documenting experiences, contributing through advocacy work, and provision of perceptions on how certain challenges around health care services can be addressed. More importantly, this will help in bridging the gap between communities and facilities. In Zimbabwe, some shifts continue to gravitate towards the implementation of the CLR technique especially in organisations under the NANGO Health sector through Community-Led Monitoring (CLM) projects, Community Systems Strengthening (CSS), and investments in community structures through community cadres, peer educators, community ART refill groups and school clubs, etc. To read more, download the attached document.

Rethinking-Community-Led-Response-in-Light-of-the-New-Global-Fund-Strategy.pdf

NANGO Strategic Plan 2023-2025:

Since its formation, NANGO has evolved in view to adapt to changes in the operating environment. Despite shifts in the operating environment, the coordination role of NANGO has become even more relevant and continues to guide the organisation's evolutionary and value proposition path. This new strategic plan (2023 - 2025) is largely hinged on the rich history and foundations of NANGO as the umbrella body of Non-Governmental Organisations (NGOs) operating in Zimbabwe. This strategy encapsulates our commitment to deliver concrete results that ensure inclusiveness, proactiveness, and shared values amongst NGOs in Zimbabwe. This strategy, with full membership ownership throughout the process, is a result of extensive consultations involving a wide range of stakeholders whose input contributed to the definition of key priorities and the associated key results areas. It lays out ambitious aspirations to reset the NANGO brand hence the theme, “Building An Association That Is Fit For Purpose”. The process of developing this strategy took into cognisance the fluidity of the operating environment thus it provides scope for flexibility and responsiveness to issues emerging in the operating environment. To read more, download the attached document:

NANGO-Strategic-Plan-2023-2025-1.pdf

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