HEALTH

Agriteam has worked on project improving health and promoting well-being since 1995. Our health team includes public health, medical and nursing professionals from Canada and around the world with experience in Africa, Asia and the Americas.

We collaborate with national and sub-national partners to create enabling environments for the development of sustainable policies, systems and programs that improve the health of the poor via methodologies such as: conducting training and mentoring; strengthening health-related systems, and developing synergies and supporting partnerships.

OUR EXPERTISE INCLUDES:

Community health
Nutrition
Health sector reform
Health education and promotion
Disease control, prevention and treatment
Improving access to life-saving interventions
Maternal newborn and child health
Sexual and reproductive health and rights
Health management information systems
Sector-wide approaches in health
Health program/project monitoring

Agriteam’s health portfolio includes projects on reproductive, maternal, newborn and child health, health systems strengthening, and nutrition.

OUR HEALTH PORTFOLIO HIGHLIGHTS

TANZANIA: Regional Maternal Newborn Child Health (RMNCH) Strengthening in Tanzania (Global Affairs Canada, 2016-2020)

The RMNCH Strengthening in Tanzania project aims to improve maternal, newborn and child health (MNCH) in the Lake Zone area by working with regional and council health management teams to strengthen health systems. Agriteam is working in partnership with the University of Calgary to: provide technical assistance for health management teams on planning and management of health services, including effective use of health management information systems; provide training for facility and community-based health providers and promoters on delivering quality MNCH services; provide equipment and supplies to health facilities to improve their capacity to deliver MNCH services; and work with key community figures and local committees to improve MNCH, including the promotion of gender equality. RMNCH began working with the health management team in Misungwi and the regional health management team in Mwanza before extending its effort to Kwimba. Other key partners on this project include the Canadian Paediatric Society, Save the Mothers, Mbarara University of Science and Technology, and Catholic University of Health and Allied Science (Bugando).

TANZANIA: Senior Health Advisor and Monitor in Tanzania (Global Affairs Canada, 2014-2017)

Agriteam provided technical expertise and strategic advice to the Government of Tanzania’s Ministry of Health and Social Welfare in support of the National Human Resources for Health (HRH) Strategy & Production Plan, and the National Road Map Strategic Plan. Our Advisor provided technical expertise in the planning, implementation, monitoring and evaluation of human resources for health systems strengthening and health and HIV/AIDS programming in Tanzania. This included the integration of gender equality and environmental considerations into all capacity building initiatives in health programming.

MALAWI: MAZIKO: Nutrition Foundations for Women and Children (Global Affairs Canada, 2012-2013)

The MAZIKO project, implemented by CARE Canada, was designed to reduce stunting and improve the nutritional status of women and children under five years of age in the Central Region of Malawi by using a model of behaviour change (Care Groups) that has been proven to reach large numbers of households through economies of scale. Agriteam provided analysis, assistance and ongoing advice to Global Affairs Canada to support informed discussion with CARE on project implementation (including approaches, progress towards results and effectiveness) in order to achieve the operational and developmental results of the project.

PAKISTAN: Canada-Pakistan HIV/AIDS Surveillance Project (HASP) (Global Affairs Canada, 2004-2012)

The HIV/AIDS Surveillance Project (HASP) developed a sustainable, scientifically-sound surveillance system for HIV/AIDS among the most at-risk populations in Pakistan. The goal of the project was to improve the quality and delivery of social services provided by the Government of Pakistan, and to increase public access to those services, especially for vulnerable women and men. HASP took a systems-oriented approach by working at different levels of the health sector in 14 cities and integrating mapping as well as behavioural and biological surveillance approaches. By improving the evidence base for planning HIV prevention and care services, HASP built the capacity of Pakistan’s Ministry of Health in procurement and management of HIV surveillance expertise, operational risk assessment, the use of surveillance information to plan and improve HIV/AIDS policies and programs for vulnerable women and men, and the quality and efficiency of health systems overall. HASP also worked on improving both the use of and demand for surveillance information from health care providers and service-delivery NGOs. Surveillance data generated by HASP has been used for national and provincial reporting, strategy development and program planning, as well as by donors including World Bank and UNAIDS for planning and monitoring.

NIGERIA: Colleges/Schools of Health Technology and Primary Health Care Development (SHT-PHC) (Global Affairs Canada, 2006 –2012)

This technical education project supported the Government of Nigeria’s reform agenda in health education through strengthening the capacity of the Colleges of Health Technology to provide quality education to primary health care (PHC) personnel. The colleges train secondary school graduates in two and three year certificate and diploma programs that qualify them as Community Health Care technicians. The project provided technical assistance and financial support to upgrade the facilities in two target colleges, improve administration and management of the colleges, strengthen instructional practices and apprenticeship programs, and improve curriculum and teacher skills. The project also supported local government authorities and Ministries of Health in each state to renovate 14 PHC facilities that doubled as clinical practice sites for students, and to improve community participation in health promotion and PHC facility management through the development of 14 Community Action Plans, which outlined community-identified local resources that could be used to address pressing health issues.

PAKISTAN: Systems-Oriented Health Investment Program (SOHIP) (Global Affairs Canada, 2005-2010)

The goal of Systems-Oriented Health Investment Program (SOHIP) was to improve the quality and delivery of primary health care, especially for the female population, and to increase access to health services by poor women, children and men in Punjab province, Pakistan. The purpose of the project was to support the implementation of decentralized health services with particular attention to women’s health, through systems strengthening. SOHIP focused in three thematic areas: building health promotion capacity and systems; strengthening district-based planning and management systems; and increasing attention to gender and equity issues in the health sector.

Agriteam adopted a holistic approach, working to address different domains of the health sector, such as the structure of service delivery, demand generation, resource management, financing and stewardship. Direct results of SOHIP include: increased use of Primary Health Care services by clients due to improved quality of basic health services; strengthened, women-friendly health systems and at the provincial and district levels; and strengthened capacity of the federal and provincial health departments, district-level governments and civil society groups to respond to the health needs of the poor through improved policy formulation, planning, human resource development, management and supervision.

ASIA REGIONAL: Canada-Asia Regional Emerging Infectious Diseases Project (CAREID), China and South Asia, Public Health Agency of Canada (PHAC)/World Health Organization (WHO) (Global Affairs Canada, 2005)

CAREID was a specially-designed response to the Severe, Acute Respiratory Syndrome epidemic, implemented in five Asian countries to build their capacity to respond to emerging infectious diseases. Agriteam was contracted by Global Affairs Canada to assess the capacity of the World Health Organization (WHO) and the Public Health Agency of Canada (PHAC) staff to undertake project planning and implementation using results-based management (RBM) methodology and then develop and lead RBM, capacity development and sustainability training sessions for team members. Agriteam also served as lead facilitator for high-level international workshops in Vietnam, China, Indonesia, Cambodia and the Philippines for the WHO/PHAC team with senior government officials (ministers, deputy ministers, senior directors), multilateral donors (World Bank, Asian Development Bank, other United Nations agencies) and non-governmental organization health sector representatives from across Asia.

BANGLADESH: Health and Population Reform Program (Global Affairs Canada, 1995-2004)

Led by Agriteam in partnership with the University of Calgary, the Population and Health Reform Program (PHRP) was part of a large-scale, multi-donor, government/non-governmental organization (NGO) collaborative program to improve family planning and health service delivery throughout Bangladesh. Using a sector-wide, integrated approach to service delivery, the project worked directly with the Bangladesh Ministry of Health and Family Welfare (MoHFW), as well as more than 50 local and international NGOs, academic institutions and pharmaceutical companies. Program activities included building capacity in human resource development, government-NGO collaboration, procurement of contraceptive commodities, community capacity building/participatory methods, and the development of reproductive health-related behaviour change communications (for example, producing birth planning cards for country-wide distribution). The project – Canada’s largest single health project and the largest of its kind in the world at the time – resulted in a lower average number of births per woman, increased use of contraceptives, lower infant and child death rates, increased levels of full immunization for polio, tuberculosis, tetanus, diphtheria, whooping cough and measles, lower maternal deaths at birth, and higher average age at marriage.

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alinea’s whistleblower policy

1.1 Purpose

The following Whistleblower Policy has been established to provide guidance to Alinea International employees and sub-contractors on how to deal with known or suspected improper conduct within the organization. The objectives of this Policy are to:

Create awareness of the Policy and available whistleblower protections
Act as a reference guide to potential whistleblowers wishing to make a disclosure
Define the structure of the whistleblower system, including reporting and investigation procedures, whistleblower protections, and confidentiality, among others
Improve the communication and transparency in the processes associated with whistleblowing and assure protection against derogatory consequences, namely reprisals and detrimental action
Complement the current communication channels between employees, sub-contractors and immediate managers, and hierarchical channels flowing to the President and Senior Management team
Provide guidance to all parties involved in either whistleblowing or whistleblower protection.

1.2 Scope

Alinea requires all employees and sub-contractors to observe high standards of business and personal ethics in the conduct of their duties and responsibilities. All employees and sub-contractors of Alinea are required to comply with applicable laws and regulations of Canada and the countries where we operate. Any allegations of known or suspected improper conduct or mismanagement of organizational resources will be dealt with in accordance with this Policy, and reasonable steps will be taken to protect those who come forward with allegations. Alinea’s Whistleblower Policy covers both internal and external whistleblowing, and establishes the controls and procedures for dealing with allegations of malpractice, fraud and violations of our code of ethics and/or laws or regulations that govern our operations. This Policy is intended to encourage employees and sub-contractors to report known or suspected improper conduct or mismanagement of organizational resources and to enable Alinea’s Senior Management team to address and correct inappropriate action. It is the responsibility of all Board of Directors’ members, the Senior Management team, employees and sub-contractors to report concerns about known or suspected malpractice, fraud and violations of our code of ethics and/or laws or regulations that govern our operations. This Policy is applicable to all employees and sub-contractors of Alinea International.

1.3 Reporting Procedures

Alinea recognizes the value of transparency and accountability in its administrative and management practices and supports the making of disclosures that reveal improper conduct or mismanagement of organizational resources. Our internal controls and operating procedures are intended to detect and prevent malpractice, fraud and violations of our code of ethics and/or laws or regulations that govern our operations. As detailed in Alinea’s Employee Policy and Onboarding manuals, employees and sub-contractors are encouraged to share complaints and/or concerns regarding ethical or legal violations with their immediate managers. If the employee or sub-contractor is not comfortable speaking with their immediate manager or is not satisfied with the response, they are encouraged to speak with the Gatineau or Calgary Office Managers, the Vice Presidents or, as required, the Chief Financial Officer. All members of the Senior Management team are required to report complaints and/or concerns about suspected ethical or legal violations in writing to Alinea’s Ethics Committee who has the responsibility to investigate all reported complaints and/or concerns. In the event that the complaint and/or concern is about the President, it should be raised by the employee or sub-contractor to their immediate manager or the Ethics Committee who will determine how the investigation will proceed. All reports will be promptly investigated and appropriate corrective measures will be taken if warranted by the investigation. Alinea’s Ethics Committee is responsible for acknowledging receipt of the suspected violation and notifying the whistleblower of the outcome of the investigation. Anyone filing a written complaint concerning suspected improper conduct or mismanagement of organizational resources must be acting in good faith and have reasonable grounds for believing the information disclosed indicates a violation. Personal grievances or complaints related to employment are not covered under Alinea’s Whistleblowing Policy. For cases such as this, employees and sub-contractors are advised to first refer to Alineas Employee Policy and Onboarding manuals when considering a disclosure under the Whistleblowing Policy. Any allegations that prove not to be substantiated and which prove to have been made maliciously or knowingly to be false will be viewed as a serious disciplinary offense.

1.4 Confidentiality

Maintaining confidentiality is crucial to ensure reprisals are not made against the whistleblower. Alinea is committed to safeguarding the identity of the whistleblower and to protecting the whistleblower against detrimental action taken in reprisal for allegations of suspected improper conduct or mismanagement of organizational resources. The Ethics Committee is responsible for ensuring whistleblowers are protected from direct and indirect detrimental action, and that the culture of the workplace is supportive of suspected allegations being made. Any employee who retaliates against someone who has reported a violation in good faith is subject to discipline up to and including termination of employment.

1.5 Review

Alinea is committed to implementing ‘best practice’ policies and procedures for dealing with allegations of suspected improper conduct or mismanagement of organizational resources (as defined by this Policy) and the management and protection of whistleblowers making allegation(s). This Policy will be reviewed periodically to ensure it meets the objectives of relevant legislation and remains effective for Alinea, and may be changed at the discretion of the Board of Directors at any time. For allegations of fraud, securities law, or human rights concerns, or when you are not satisfied or uncomfortable with following the Company’s open door policy, individuals should contact the Company’s Ethics Committee directly.

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