Table 1.
Description of MOTECH program activities and inputs
| Program Activities | Description and Inputs |
|---|---|
| Development | |
| Program Design | National leadership meetings held among central program leadership, regional and district health management teams |
| Content development, provider training materials | GF staff worked with GHS Family Health Division and Health Promotion Unit at National level, and with District counterparts to develop messaging content, training materials, and marketing materials |
| Telecommunications | • Voice message program national negotiations and ongoing partnership with Telecommunications Companies • Infrastructure establishment to manage call system |
| Technology | Platform support and server hosting |
| Personnel | Central, Regional, and District staff time allocated to develop the program for each district |
| Start Up | |
| National level | Established MOTECH National Steering Committee |
| District Profiling | Data on health system and telecommunication infrastructure compiled by DHMT for central database |
| District capacity building | Establish partnerships with Regional and District Health Management Teams • Establish Regional MOTECH sub-Steering Committee for Greater Accra and Volta regions • Establish district Technical Working groups • Placement of 1 full time GF staff in each district and concurrent appointment of one DHMT staff member to serve as “District MOTECH Coordinator” and lead day to day operations. Both staff work under direction of District Director of Health. |
| Content Localization | Standardization, translation, and testing of Voice health messaging content |
| Equipment | Phone purchases for facilities |
| Customer Support | Customer service referral system for technical or programmatic issues |
| Training | • Orientation for leadership • Nurse training on Simplified Registers and technical data entry application, • Sub-District orientation on program |
| Community Mobilization | District Launch events, Durbars and other marketing |
| Partnership Building | • Regional steering committee meeting for program planning in district; • Technical steering committees in the district meet monthly for 4 months to direct start up |
| Vehicle Maintenance | Cost to maintain and use existing vehicles without new capital cost purchase |
| Office Maintenance | Central Office space |
| Telecommunications | Airtime for voice messages, Nurse data upload cost |
| Personnel & Benefits | Grameen, Regional, and District staff time allocated to initiating the program for each district |
| Technology | Platform support, server hosting, system modification to absorb call capacity |
| Implementation | |
| Technical Groups | DHMT included program tasks in current workflow |
| M&E | Routine data entry application for use in monitoring |
| Continued Training | Refresher training, Training of new hires |
| Equipment & Materials | Replacement/resupply of phones and Simplified Registers |
| Field Office Maintenance | GHS District Office space |
| Office Maintenance | Central Office space— Grameen Foundation |
| Personnel & Benefits | Central, Regional, and District staff time allocated to maintaining the program |
| Telecommunications | Airtime for voice messages, Nurse data upload cost |
| Technology Maintenance | Data platform, IT technical assistance |
*Modified from Willcox M et al. 2017 (Willcox M, et al. Is Mobile Technology for Community Health good value for money? Evidence on the cost effectiveness of mobile health in Ghana. Submitted for publication)