{"id":5603,"date":"2021-06-03T20:24:34","date_gmt":"2021-06-03T20:24:34","guid":{"rendered":"https:\/\/kmtraining.org\/seven-lessons-in-sustainability-and-scalability-for-digital-health-solutions\/"},"modified":"2026-04-28T12:46:50","modified_gmt":"2026-04-28T12:46:50","slug":"seven-lessons-in-sustainability-and-scalability-for-digital-health-solutions","status":"publish","type":"post","link":"https:\/\/kmtraining.org\/fr\/seven-lessons-in-sustainability-and-scalability-for-digital-health-solutions\/","title":{"rendered":"Seven Lessons in Sustainability and Scalability for Digital Health Solutions"},"content":{"rendered":"
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A special feature from the Digital Health Compendium<\/a> showcases updates to 16 case studies, all focused on family planning and digital health initiatives. These case studies were originally released as part of the now-dormant mHealth Compendium. In the decade since the launch of the mHealth Compendium, some of the studied initiatives have expanded in scope and scale, while others have become inactive. From looking across the updated case studies, we see seven emerging lessons on sustainability and scalability.<\/p>\n

Lesson 1: Ministry Involvement<\/h3>\n

For sustainability of country-level digital health initiatives for family planning programs, the most critical element is the involvement of the Ministry of Health (MOH). Programs must be approved by, and ideally designed in partnership with, the MOH before implementation. This is especially vital as more countries mandate that digital health tools be hosted, managed, and maintained in-country. In some cases, solutions may be designed with national rollout in mind from the beginning, to ensure that key components are fully integrated into practice standards and government management structures. When changes to funding occur (for example, when a donor-funded project ends), political will and government investment play an essential role in determining whether\u2014and for how long\u2014family planning activities will continue.<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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\u201cThe most important stakeholder \u2026 is the ministry of health in the country in which mHero is implemented.\u201d<\/em> \u2013 Case Study: mHero<\/a><\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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Lesson 2: Revenue Models<\/h3>\n

Many behavior change communication programs are mobile-based\u2014that is, delivered by mobile phone in a variety of formats including audio, photo, web access to online content, and text. As funding will always be central to sustainability, mobile-based programs should consider using revenue-sharing models or public-private partnerships to fund programs from their own revenue sources. One example is a revenue-sharing model in which some subscribers are charged a fee that funds their use of an app-based service and subsidizes use for those who are unable to pay for that same service. When planning fee-for-service models, programs should anticipate changes in the technological landscape that may lead to a decrease in demand for paid services\u2014for example, competitors entering the market or individuals\u2019 reluctance to pay for app-based services.<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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\u201cAponjon uses innovative financing models, leveraging Corporate Social Responsibility\/philanthropic funding at local and global levels.\u201d<\/em> \u2013 Case Study: Aponjon<\/a><\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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Lesson 3: Adaptability<\/h3>\n

Adaptability is critical. In some cases, digital solutions are introduced with a narrow focus, such as enhancing Ebola response measures in West Africa. But the need for disease-specific changes over time, so digital solutions must be adapted to support broader health system needs, such as capacity building for healthcare workers or integrated supply chain tracking. For example, if programmatic research reveals the target audience has a different and more pressing health need than the original program design, changing the focus of a digital solution\u2014even if that means expanding beyond family planning\u2014can better serve the audience.<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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\u201cCountries will be able to more easily adapt the reference [family planning] module to suit their specific needs and requirements instead of developing a solution from scratch.\u201d<\/em> \u2013 Case Study: WHO Family Planning Reference App<\/a><\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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Lesson 4: Elasticity<\/h3>\n

Technology solutions that are designed to be \u201cuser elastic\u201d\u2014meaning they can be pared down to the simplest tools or dialed up to more complex and innovative capabilities\u2014can be meaningfully used by a wide range of people. Designing a solution with elasticity in mind promotes scalability.<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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\u201cNo new handsets, software, or technical skills are required for target groups to use the project\u2019s services, allowing accessibility at scale from the outset.\u201d<\/em>\u202f\u2013 Case Study: Kilkari, Mobile Academy, and Mobile Kunji<\/a><\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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Lesson 5: Uptake<\/h3>\n

Widespread uptake\u2014that is, adoption of a solution by a large number of people or proportion of an audience\u2014is the essence of scaling. Uptake depends on usefulness<\/strong>: A digital solution must solve a real-life problem for the end users. In many cases, users are frontline healthcare workers, who may find new solutions complicated to incorporate into their work. Ensuring that the solution has clear benefits\u2014such as time savings, reduced effort, lower cost, faster communication\u2014can encourage uptake. Uptake also depends on motivation<\/strong>: Framing a new solution as part of a user\u2019s essential job duties can boost acceptance.<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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\u201cPreliminary results from the closed pilot indicate a 94 percent average reduction of time spent ordering and managing supplies.\u201d<\/em> \u2013 Case Study: DrugStoc<\/a><\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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Lesson 6: Partnerships<\/h3>\n

A key component to scale-up\u2014gaining more users, distributing more products, serving more geographies\u2014is engaging partnerships across a diverse array of actors. Critical considerations are partner selection and a thorough understanding of the systems that may be integrated together.<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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\u201cPartner selection and thoroughness in understanding the systems that will be integrated together are important considerations to the success of a project.\u201d<\/em> \u2013 Case Study: CycleTel Family Advice and CycleTel Humsafar<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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Lesson 7: Integration<\/h3>\n

Digital solutions focused on family planning can succeed at a greater scale if they integrate with solutions that are used more broadly across the health sector. For example, custom-built solutions can be repurposed by embedding them within DHIS2 or other health information management systems<\/a>. Greater interoperability (the ability of multiple digital health solutions to exchange and use each other\u2019s information) expands the possible use cases for digital health solutions.<\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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\u201cBuilding cStock within DHIS2, and making it interoperable with the Kenya Health Information Systems (KHIS), facilitated rapid uptake and adoption by MOH given that KHIS is their system of choice.\u201d<\/em> \u2013 Case Study: CStock Supply Chains for Community Case Management<\/a><\/p>\n\n\t\t<\/div>\n\t<\/div>\n

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Learning lessons from what has worked and what has not worked in previous family planning -focused digital health projects is important for improving sustainability and scalability in future projects. The lessons gained through these updates to the mHealth Compendium\u2019s case studies<\/a> can support evidence-based design and implementation for all future work in this field.<\/p>\n

To learn more from these programs, check out the updates to 16 case studies in the Digital Health Compendium<\/a>!<\/p>\n\n\t\t<\/div>\n\t<\/div>\n<\/div><\/div><\/div><\/div>\n<\/div>","protected":false},"excerpt":{"rendered":"

Recent updates to digital health case studies highlight ways programs have changed in the past decade, revealing insights on sustainability and scalability.<\/p>","protected":false},"author":12,"featured_media":5610,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_bbp_topic_count":0,"_bbp_reply_count":0,"_bbp_total_topic_count":0,"_bbp_total_reply_count":0,"_bbp_voice_count":0,"_bbp_anonymous_reply_count":0,"_bbp_topic_count_hidden":0,"_bbp_reply_count_hidden":0,"_bbp_forum_subforum_count":0,"footnotes":""},"categories":[99,293,61,90,65,265,233,92,139],"tags":[104,224,311,113,234,144],"class_list":["post-5603","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-content-partner","category-costing-and-financing","category-fp-rh","category-fp-rh-programs","category-policy-and-advocacy","category-population-reference-bureau","category-program-design","category-program-implementation","category-program-planning","tag-digital-approaches","tag-lessons-learned","tag-local-ownership","tag-policymaking","tag-program-design","tag-program-planning"],"yoast_head":"\nSeven Lessons in Sustainability and Scalability for Digital Health Solutions - 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