joint-aus-us-gov-review-hamlin-fistula-ethiopia-final-report.doc

As offered by dundee can help ensure that hfes

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(as offered by Dundee) can help ensure that HFE’s valuable work is properly documented, shared and used to advance learning and clinical practice. Qualitative research and operations research as recommended in the situation assessment will help HFE target services appropriately in all areas to understand more about reintegration and how post-operative women can be effective ‘ambassadors’ for case detection and referral. It is suggested HFE seeks support from universities in Ethiopia interested in undertaking such research. Organisation, management and governance 2005 to 2011 was a period of rapid growth with new medical facilities being established in different regions and a threefold growth in staff numbers. This process of change was accompanied by increasing internal tensions which resulted in senior staff leaving the organisation, board members resigning or being removed, and a new board appointed. Well- established relationships with key supporters were fractured and partnerships redefined. Considerable time and energy was then invested in “fire fighting” activities to deal with fallout of these changes; a period of consolidation is now needed. A new management team has been established (with an experienced chief executive recruited through an international competitive process), a new strategy is being developed, and plans for further investment in new management systems and processes are also being developed. A planned process of strategic investment in appropriate management structures and systems supported by a review of HFE’s overall cost-profile is appropriate at this time. HFE’s governance has been through a number of iterations and faced considerable challenges. The new board formed in early 2012 is working to address these challenges and the demands of managing a very large and well-funded organisation. There are a number of specific proposals outlined in this report that HFE needs to consider to ensure effective governance over the coming years. HFE’s plan for board development training and the introduction of governance systems will provide a useful starting point. Evidence that organisational and governance issues are being addressed will help HFE in its bid to seek funding. Finances and financial sustainability HFE is a well-supported organisation having succeeded in developing an impressively broad and effective funding base in eight countries through the Hamlin Partner NGOs (HPs), with total reserve funds dedicated to HFE totalling US$33.46 million in 2011. HFE’s main revenue comes from these eight HPs and Swiss-based Hamlin Fistula International Foundation (HFIF). To maintain an assured income stream, the HFIF manages HFE’s AUD$15m of assets. To maintain HFE’s future financial sustainability it will be important to balance funding from both existing and new funding sources. Formalising the relationship between HFE and an “alliance” of Hamlin’s funding partners will help to avoid misunderstandings and resolve any conflict of interest issues.
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