Clinton Health Access Initiative Health Financing Technical Assistant Jobs in Ethiopia
Job Description
Overview: The Clinton Health Access Initiative, Inc. (CHAI) is a global health organization committed to saving lives and reducing the burden of disease in low-and middle-income countries (LMICs), while strengthening the capabilities of governments and the private sector in those countries to create and sustain high-quality health systems that can succeed without our assistance. For more information, please visit: http://www.clintonhealthaccess.org
CHAI Ethiopia is currently carrying out a wide range of programs to support the Ministry of Health of Ethiopia in improving the health status of the country by ensuring access and quality of health services. We are committed to increasing our effectiveness through an innovative program approach that optimizes quality, impact and scale. Being the one of largest CHAI field offices worldwide, we currently employ around 120 staff working in the following programs: Maternal, Newborn and Child Health, Cancer, HIV, Lab Services, Child Survival, Vaccines Introduction, Health Financing.
CHAI has been working closely with Ethiopian Health Insurance Services (EHIS) since its establishment through provision of technical assistance to help strengthen efforts towards improving design and implementation of health insurance.
Program Description:
The government of Ethiopia adopted a two-pronged health insurance systems: Community Based Health Insurance (CBHI) and Social Health Insurance (SHI) to provide financial risk protection to citizens and improve access to health services.
CBHI is aimed and targets peoples who are in the informal sector mainly residing in rural, pastoral, semi pastoral areas as well as urban poor while Social Health Insurance (SHI) is aimed and targeted the formal sector employees.
CBHI which started as a pilot program in 2011 in thirteen woredas and now has reached 894 (84%) of the woredas in the country with a total membership coverage of 9.8 million households of which 1.74 million members are indigents.
More than 3,000 health facilities were contracted to deliver health services to the beneficiaries of CBHI in the same year. Various program reviews and studies have shown that CBHI is improving service utilization, health care quality, financial protection and women empowerment.
These are a results of strong government commitment as well as integrated efforts of various stakeholders including development and implementing partners.
Despite the encouraging achievement in expansion of CBHI and its impact, there are, however, many gaps that need to be bridged.
These include, among others: two-third of the eligible households in the informal sector nationwide are yet to be covered; the coverage of poor households under CBHI schemes is low and similarly expansion to pastoral areas is also very low; the current CBHI design is characterized by small and fragmented schemes; implementation capacity of the EHIS needs to be strengthened via designing different capacity building programmes so that it can successfully dispose its responsibilities; and the formal sector is not covered through public insurance as the Social Health Insurance (SHI) implementation had been delayed.
Cognizant to the above facts The Health Insurance Strategic Plan II (2020/21 – 2024/25) has set ambitious objectives to cover 85% of the woredas in the country with enrolment rate of 80% among the eligible population.
To achieve this, it is crucial that CBHI is scaled to all regions and majority of the woredas, mandatory membership and enforcement mechanism are introduced, and coverage expanded to all households under the poverty line through harmonization and strengthening of indigent selection process with other social protection programs.
Furthermore, it is planned to roll-out of Social Health Insurance for formal sector employees starting from the next Ethiopian fiscal year through phased implementation approach to provide coverage for public service employees and pensioners.
Hence, for effective implementation of the strategic plan and meeting the envisioned strategic objectives and targets at all levels, it is imperative to strengthen community mobilization interventions to improve membership enrollment and retention, and enhance membership management.
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