Written test Question and answer for the position of Technical Specialist MEAL

Q-1: Please write a success story using the below hints:

A pregnant woman with Post-Partum Hemorrhage named Samira was referred to Patgram Upazila Health Complex (UHC) in Lalmonirhat from a Union Health and Family Welfare Center. The service provider of the UHC was admitted here there following proper procedures and started treatment. The pregnant woman delivered a healthy baby and the mother & baby were discharged after 3 days with proper orientation of follow-up visits. The mother & baby maintained the follow-up visits schedule and now the baby is in good health with proper growth.

"A Journey to Health: A Pregnant Woman's Story of Perseverance and Hope"

Samira was a young woman who was overjoyed at the prospect of becoming a mother. She had been eagerly awaiting the arrival of her first child and was excited to start this new chapter in her life. Unfortunately, things did not go as smoothly as she had hoped. After delivering her baby, Samira began to experience severe bleeding and was quickly referred to Patgram Upazila Health Complex (UHC) in Lalmonirhat from a Union Health and Family Welfare Center.

When Samira arrived at the UHC, the service provider immediately admitted her and started treating her for post-partum hemorrhage. The medical staff at the UHC were well-trained and experienced, and they followed all the necessary procedures to provide Samira with the best possible care. They monitored her closely and provided her with the necessary medications and treatments to help her recover.

Despite the challenges she faced, Samira was determined to overcome this setback and give her baby the best possible start in life. She was grateful for the care she received at the UHC and was impressed by the dedication and professionalism of the medical staff. Samira was also pleased to see that her baby was healthy and growing well.

After three days of treatment, Samira and her baby were discharged from the hospital with the proper orientation for follow-up visits. The medical staff at the UHC provided Samira with detailed instructions on how to care for her baby and herself and also explained the importance of maintaining a schedule of follow-up visits.

Samira was determined to follow the instructions she had been given and to ensure that her baby received the best possible care. She made sure to keep all of her follow-up appointments and was pleased to see that her baby was growing and thriving. Samira was also happy to see that she was recovering well from the post-partum hemorrhage and was grateful for the care she received at the UHC.

In conclusion, Samira’s story serves as an inspiration to others who may be facing similar challenges. It reminds us that even when faced with adversity, it is possible to overcome obstacles and achieve success with the help of dedicated healthcare providers. Samira’s story also highlights the importance of access to quality healthcare and the importance of following up with medical appointments to ensure the best possible outcome.

 

Q2: KOICA-SPP Project works to contribute to “reduced maternal and neonatal mortality in Rangpur division” where increased access to quality health services and improved knowledge of the community on maternal health” are outcomes. Please prepare Indicator Performance Tracking Table (IPTT) matrix to capture the progress of 2 possible outputs level indicators of the two mentioned outcomes. The IPTT will be for one year and quarterly progress will be tracked.

Top of Form

Here is an example of an Indicator Performance Tracking Table (IPTT) matrix to capture the progress of 2 possible outputs-level indicators of the two mentioned outcomes for one year with quarterly progress tracking:Bottom of Form

Output Indicator	Unit of Measure	Baseline	Target	Q1 (Jan-Mar 23)	Q2 (Apr-Jun 23)	Q3 (July-Sep 23)	Q4 (Oct-Dec 23)	Year Total (Jan-Dec 23)	Remarks/reason for the variance
Number of individuals utilizing quality health services from community clinics/unions or Upazila Hospital	# of individuals	350	550	120	100	186	167	573
% of pregnant mothers take an additional 2 hours of rest a day during the pregnancy period.	% of the pregnant mother	30%	70%	45%	56%	64%	59%	56%	Due to over workload in HH mothers can’t take rest after lunch

  Q3: KOICA-SPP Project has a learning question, e.g. is emergency referral transportation facilities effective in hard-to-reach area for increasing access to health services?. So, please explain the possible methodologies and tools to capture the learning aligned with the learning question.

To capture the learning on the effectiveness of emergency referral transportation facilities in hard-to-reach areas, several methodologies and tools can be used, including:

1.       Questionnaire Surveys(Multi-stakeholder): Surveys can be conducted with patients, healthcare providers, and communities to gather their opinions and experiences with emergency referral transportation facilities.
2.       . Key informant interviews (KII): Interviews with stakeholders involved in the provision of health services can provide valuable insights into the challenges and successes of emergency referral transportation.
3.       Health facility assessments: Assessments can be performed on the availability and use of emergency referral transportation facilities in healthcare facilities in hard-to-reach areas.
4.       . Data analysis: Data from various sources, such as hospital records, transport logs, and geospatial data, can be analyzed to assess the impact of emergency referral transportation facilities on access to health services.
5. .      Case studies: Case studies can be conducted to examine specific examples of the use of emergency referral transportation facilities in hard-to-reach areas and their impact on access to health services.
6.       Focus group discussions: Focus group discussions can be held with patients, communities, and healthcare providers to gather more in-depth information on their experiences with emergency referral transportation facilities.
7.       Mixed-methods approach: A combination of the above methodologies can provide a comprehensive understanding of the impact of emergency referral transportation facilities in hard-to-reach areas.
8.       Time-series analysis: Time-series analysis can be used to track changes in access to health services over time, both before and after the implementation of emergency referral transportation facilities.
9.         Cost-effectiveness analysis: Cost-effectiveness analysis can be used to assess the financial impact of emergency referral transportation facilities, including the cost of providing the service and the impact on healthcare costs.
10. 10.  Evaluation of patient outcomes: Evaluation of patient outcomes, such as morbidity and mortality rates, can be used to assess the impact of emergency referral transportation facilities on patient health outcomes. This can be done through the use of medical records and patient follow-up surveys.

 Q4: What do you know about eMIS under the Directorate General of Family Planning? What is the basic difference between FPMIS and eMIS? Please share the steps and your experience, if you have, to scale up eMIS in the new district(s).

eMIS, or the Electronic Medical Information System, is a computerized and online system for collecting and managing data for the Directorate General of Family Planning in Bangladesh. It has web and apps version to manage data collection and data processing.  It aims to improve the quality, accuracy and efficiency of health data collection and reporting. The eMIS system covers a range of activities including service statistics, logistics management, human resources management and monitoring and evaluation. The system is expected to provide timely and accurate information to support the planning, implementation, and evaluation of family planning programs in Bangladesh.

Answer to Question No 4 (b)

FPMIS stands for Family Planning Management Information System, while eMIS refers to Electronic Medical Information System.

The basic difference between FPMIS and eMIS is that FPMIS is a broader system that encompasses all aspects of family planning program management. It is designed based on family base health management, while eMIS focuses specifically on the electronic collection and management of medical information. it is designed to be based on individual health information management.

While both systems share the goal of improving data collection and reporting for family planning programs, FPMIS may include components such as logistics management, human resources management, and monitoring and evaluation, in addition to medical information management. On the other hand, eMIS is specifically designed to provide a platform for the electronic collection and management of health data, including service statistics, and to support the planning, implementation, and evaluation of family planning programs.

Answer to Question No 4 (c)

I don't have personal experience working with that eMIS system but in Suchana program we use a similar type of eMIS system. Here I share the experience based on this system a general outline of the steps involved in scaling up eMIS in a new district:

1.  Assess the current state of health data collection and reporting in the district: This step involves conducting a thorough assessment of the current practices, processes and systems used for collecting, managing and reporting health data.
2. Develop a plan for implementation: Based on the assessment, a plan should be developed that outlines the steps and timeline for implementing eMIS in the district, including identifying and addressing any potential challenges and risks.
3.  Share the plan with potential stakeholders: At this proposed plan will be shared with potential stakeholders related to health service providers. Take feedback from them and fine-tune the proposed plan.
4. Provide training and capacity building: To ensure successful implementation, training and capacity building activities must be carried out for all stakeholders involved, including health workers, data managers and administrators, and other relevant staff.
5.  Install Apps and configure eMIS (create user IDs): The next step is to install apps into the mobile and create user iD’s of assigned users and ensure that it is integrated with other relevant systems and platforms. All logistics (smartphone, available internet) should be on board before the kick of the system in the new district. Data entry and verification authority should be pre-defined.
6. Test and pilot eMIS: Before fully launching eMIS in the district, it is important to test and pilot the system to identify and resolve any technical or operational issues that may arise.
7. User support team formation: A user support team should be on board for any kind of technical and logistical support. This team will take care of all users troubleshooting and make it resolved. Based on these issues team will guide the developer team to improve the system and make this platform user-friendly.
8. Launch and monitor eMIS: Once the pilot phase is complete, eMIS can be launched in the district and closely monitored to ensure that it is functioning effectively and efficiently.
9. Evaluate and refine eMIS: Regular evaluations should be conducted to assess the impact and effectiveness of eMIS and make any necessary refinements to the system to improve its performance over time.  

It is important to note that scaling up eMIS requires a systematic and well-coordinated approach, with strong engagement and support from all stakeholders involved. This includes government agencies, healthcare providers, data managers, and other relevant parties.