Neftaly: Strengthening Program Management and Coordination

To ensure the effectiveness and sustainability of its tuberculosis intervention in Niger (2006–2011), Neftaly invested significantly in improving the quality of program management and coordination at all levels of implementation.

Key Strategies and Improvements

1. Establishment of a Centralized Management Structure
   Neftaly created a dedicated program management unit responsible for planning, oversight, and resource allocation. This centralized coordination improved accountability and streamlined communication between national, regional, and local actors.
2. Capacity Building for Leadership and Staff
   Program managers and health coordinators received training in leadership, strategic planning, financial management, and monitoring and evaluation. These efforts helped develop a skilled team capable of delivering results efficiently and responsively.
3. Integration with National TB Program (PNLT)
   Neftaly aligned its operations with Niger’s National Tuberculosis Control Program to ensure synergy, avoid duplication, and support national health system strengthening. Regular coordination meetings and joint planning exercises enhanced collaboration.
4. Use of Data for Decision-Making
   Improved data collection and analysis tools were introduced to support evidence-based decision-making. Program dashboards and real-time reporting systems allowed managers to track progress and address challenges quickly.
5. Multi-Level Coordination Mechanisms
   Neftaly facilitated coordination platforms involving health officials, local government representatives, NGOs, and community leaders. These platforms improved stakeholder engagement, promoted transparency, and ensured the program stayed responsive to local needs.
6. Efficient Resource Management
   Enhanced financial oversight, procurement systems, and logistical planning contributed to better use of resources, reduced waste, and timely delivery of TB services and supplies.

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Results and Impact

• Reduced delays in service delivery and reporting.
• Increased efficiency across program activities.
• Strengthened collaboration among partners and health institutions.
• Boosted stakeholder trust and program visibility.

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Conclusion:
By prioritizing strong management and coordination, Neftaly was able to deliver a high-impact TB program with lasting effects on both health outcomes and system capacity in Niger. These improvements laid the foundation for long-term public health success beyond the project’s duration.