Expression of Interest (EOI) – Kenya

Expression of Interest (EOI)

Advice on landscape analysis of vaccination and primary health care in Kenya

About HENNET

The Health NGOs’ Network (HENNET) is a membership organisation that aims to promote the roles and involvement of civil society to transform Kenya’s health sector and improve its response to the health needs of Kenyans with a vision of a health Kenyan society. HENNET was established in 2005. The Network is governed by a Board of Directors with an Executive Committee as defined in the Constitution and is widely regarded by its peers as the right and convener of the CSO health sectorThe functionality and day-to-day operations are managed by the secretariat staff under the direction of the Executive Director.

Hennet has a zero tolerance policy towards corruption and sexual exploitation, abuse and intimidation

Vision: A healthy and strong Kenyan society

Mission: To foster links and strategic partnerships between health NGOs, government and the private sector so that they can better respond to the health needs of Kenyans.

Project Title: Advocacy for Immunization and Primary Health Care in Kenya

1. Objective ToRs

In a context of pandemic, climate change, but also scientific innovations, most Gavi eligible countries are increasingly confronted with growing needs for financing national immunization strategies. The full coverage of traditional vaccines, the introduction of new vaccines and the gradual withdrawal of Gavi support require countries to take ownership of the financing of their national immunization programs. These Terms of References (TORs) aim to provide decision makers with strategic options for domestic resource mobilization (DRM) that will ensure safe, sustainable and easily accessible financing for immunization in Kenya.

2. Specific objectives

The specific objectives of this study are (FY20/21- FY24/25):

1) Analyse: (a) the context and perspective of vaccination in Kenya; (b) the cost of vaccination and (c) financing of vaccination, including the financing gap at both county and national levels; (d) the vaccine supply chain – vaccine distribution in Kenya from central stores to the implementing facility; (e) the progress in adapting the new vaccine to the national vaccination schedule.

2) Develop a domestic resource mobilization (DRM) strategy for immunization based on evidence from the analytical study.

3. Scope of the work

3.1. Context analysis and perspective of immunization in Kenya

In this part of the study the emphasis is on:

a. Analysis of the impact of the macroeconomic context on the health sector and the vaccination system. The aim here is to see whether economic growth forecasts/predictions (2020-2030) can lead to an increase in the state budget and whether advocacy can make it possible to obtain an increase in the budget for the health sector in general and that of vaccination in particular.

b. Assessment of government commitment to immunization. Here we examine whether the 2021-2023 financial laws have prioritized immunization. The evaluation will focus on: (i) the total state budget, (ii) the allocation of the health budget, (iii) the health budget allocated to immunization, (iv) government expenditure on immunization per surviving child

c. analysis of the outlook for routine vaccination 2020-2030 and the new challenges in financing immunisation (e.g. introduction of new vaccines, increase in Gavi co-financing, full coverage of traditional vaccines on a case-by-case basis, phasing out of Gavi, etc.).

3.2. Cost analysis of vaccination in Kenya

In this section the

(a) calculation basis and the national vaccination calendar.

(b) total costs of vaccination, broken down by expenditure category (investment costs and recurring costs).

(c) distribution of investment and recurring costs in the total costs of vaccination.

(d) cost per fully vaccinated child (FIC)

(f) Immunization equity – vaccine distribution relative to county-level needs

(f) distribution of vaccination costs (operational costs and costs of vaccines and consumables) per FIC and the FIC evolution between 2020 and 2030.

3.3. Financing of vaccination in Kenya.

This section examines the following for the period 2020/21-2024/25:

(a) sources of financing for vaccinations at both national and provincial levels

(b) Total probable/available financing.

(c) Total financing required according to the health sector plans and the NVIP forecasts -2020-2030.

(d) the financing gap (2020-2030).

3.4. Proposed Domestic Resource Mobilization Strategy for Sustainable Immunization Financing in Kenya

In this section the following will be assessed:

(a)weakness of the current system for financing vaccinations.

(b) the strengths of the vaccination financing system.

(c) Capabilities to mobilize domestic resources for vaccination.

(d) Threats and risks that may permanently affect resource mobilization.

(e) Strategies for mobilizing domestic resources in LMIC that are effective

and will determine:

(e) vision, objectives and core principles for mobilising domestic resources for immunisation.

(f) strategic options for mobilising domestic resources (from government, private sector, decentralised local authorities, etc.) and the action plan for implementing each strategic option.

(g) costs of implementing the DRM strategy.

(h) cooperation and partnership for domestic resource mobilization.

4. Study results

The expected results of the research are:

(a) An analytical report on vaccination financing in Kenya

(b) A report on vaccination coverage in Kenya and all issues related to equity

(c) A domestic resource mobilization strategy for sustainable financing of vaccinations

(d) A summary of the domestic resource mobilization strategy

(e) A short plea for key decision makers.

5. Profile of the advisor

The advisor must demonstrate the following qualifications:

(a) Have a master’s degree in social sciences, health economics or public health.

(b) Minimum 5 years of experience in health financing, public health expenditure assessment and/or health budget advocacy in Kenya.

(c) Have a good command of health budgeting in general and vaccination costing in particular.

(d) Knowledge of the WHO One Health tool is a plus.