The effect of Catchment-Based Clinical Mentorship (CBCM) on Primary Health Care (PHC) Facilities’ readiness: A pre-post quasi-experimental study in Afar and Benishangul Gumuz Regions of Ethiopia
1
Emory University, Addis Ababa, Ethiopia
2
Emory University Woodruf School of Nursing, Atlanta, Georgia, United States
Popul. Med. 2026;8(Supplement Supplement 1):
ABSTRACT
BACKGROUND:
Catchment-Based Clinical Mentorship (CBCM) is a proven strategy to improve Primary Health Care (PHC) facilities’ readiness, quality of care, service utilization, and ultimately health outcomes. To strengthen maternal and neonatal health services, Emory University Ethiopia, in collaboration with UNICEF, KOICA, the Ministry of Health, and regional health bureaus, implemented CBCM in 24 conflict-affected PHC facilities in Afar and Benishangul Gumuz regions.
METHODS:
The CBCM followed the national RMNCAH guideline and used a group mentoring model (1 mentor to 4 mentees). Senior midwives from catchment hospitals lived onsite at each health center for one week every month over six months, providing hands-on, skills-based mentorship. Mentees graduated after completing six rounds. Pre-, mid-, and post-mentorship knowledge and skills assessments were conducted using standard checklists. Monitoring and evaluation were guided by the Kirkpatrick model across four levels: reaction, learning, behavior change, and results. Supportive supervision was conducted regularly by Emory regional offices and government teams, and monthly and quarterly reports were submitted through the RHB–Emory–UNICEF reporting system. A pre–post quasi-experimental design assessed changes in facility readiness using a composite indicator covering service availability, documents, equipment, drugs, and supplies.
RESULTS:
The CBCM significantly improved PHC facilities’ readiness. Overall readiness increased from 63.3% to 78.8% (mean difference: 15.5%; 95% CI: 12.3–18.8; p<0.001). Maternal and neonatal service availability rose from 82.2% to 95.4%; documents from 49.5% to 75.5%; essential drugs from 56.1% to 66.2%; and equipment from 65.2% to 78.2% (all p<0.01). Key drivers included stakeholder engagement, service integration, health worker commitment, resource sharing, and regular supervision. Challenges included limited facility capacity, staff turnover, insecurity, and transportation barriers.
CONCLUSIONS:
The CBCM is a cost-effective strategy that significantly strengthens PHC facility readiness. Scaling up the approach across regions, while leveraging key enablers and addressing implementation challenges, is strongly recommended.
Catchment-Based Clinical Mentorship (CBCM) is a proven strategy to improve Primary Health Care (PHC) facilities’ readiness, quality of care, service utilization, and ultimately health outcomes. To strengthen maternal and neonatal health services, Emory University Ethiopia, in collaboration with UNICEF, KOICA, the Ministry of Health, and regional health bureaus, implemented CBCM in 24 conflict-affected PHC facilities in Afar and Benishangul Gumuz regions.
METHODS:
The CBCM followed the national RMNCAH guideline and used a group mentoring model (1 mentor to 4 mentees). Senior midwives from catchment hospitals lived onsite at each health center for one week every month over six months, providing hands-on, skills-based mentorship. Mentees graduated after completing six rounds. Pre-, mid-, and post-mentorship knowledge and skills assessments were conducted using standard checklists. Monitoring and evaluation were guided by the Kirkpatrick model across four levels: reaction, learning, behavior change, and results. Supportive supervision was conducted regularly by Emory regional offices and government teams, and monthly and quarterly reports were submitted through the RHB–Emory–UNICEF reporting system. A pre–post quasi-experimental design assessed changes in facility readiness using a composite indicator covering service availability, documents, equipment, drugs, and supplies.
RESULTS:
The CBCM significantly improved PHC facilities’ readiness. Overall readiness increased from 63.3% to 78.8% (mean difference: 15.5%; 95% CI: 12.3–18.8; p<0.001). Maternal and neonatal service availability rose from 82.2% to 95.4%; documents from 49.5% to 75.5%; essential drugs from 56.1% to 66.2%; and equipment from 65.2% to 78.2% (all p<0.01). Key drivers included stakeholder engagement, service integration, health worker commitment, resource sharing, and regular supervision. Challenges included limited facility capacity, staff turnover, insecurity, and transportation barriers.
CONCLUSIONS:
The CBCM is a cost-effective strategy that significantly strengthens PHC facility readiness. Scaling up the approach across regions, while leveraging key enablers and addressing implementation challenges, is strongly recommended.
| eISSN: | 2654-1459 |
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