Table 1 Domain-wise recommendations emerging from the rapid programme review

Governance

• Develop a recruitment and retention strategy to ensure that all crucial vacancies are filled.

• If pre-existing personnel are to be asked to take on RKSK-related responsibilities, ensure that they have both the space in their agendas and the competencies to do so.

• Allow flexibility between budget lines, allowing implementers to reallocate funding on a more responsive basis.

• Ensure procurement processes allow for the timely and adequate supply of all commodities, including sanitary pads.

• Align activities so that they are synergistic (i.e. trainings and disbursement).

Implementation

a. AFHCs:

• Introduce training for medical officers on adolescent health and their role in the implementation of RKSK to ensure their buy-in and ownership of the programme.

• Ensure follow up with training, retraining, provision of desk reference tools, supportive supervision, and collaborative learning.

• Conduct an analysis of the reach of clinical and counselling services to deepen understanding of which adolescents are / are not receiving them

b. Counselling:

• Ensure follow up training, supportive supervision, and collaborative learning.

• Ensure adequate budget is allocated to compensate and to ensure the safety of counsellors for work-related travel.

c. AHDs:

• Provide further guidance to RKSK districts on the structure of AHDs.

• Define the intended outcomes and put in place a monitoring system to measure them.

d. Peer education:

• Conduct further research on effective IEC materials and consider scaling up best practices.

• Provide more support to PEs with training and supportive supervision, and design activities to increase support in their communities from parents and leaders.

• Work with PEs to develop more effective recruitment and incentive schemes.

• Ensure adequate budget allocation to compensate and to ensure the safety of PEs for work-related travel.

e. WIFS:

• Work with teachers and principals to determine what support they need and develop a responsive strategy.

• Involve community groups to generate support for WIFS.

f. MHS:

• Revisit the procurement procedures to find out blockages and ensure corrective action.

Monitoring

• Extend monitoring beyond administrative indicators to outputs and outcomes.

• Build on fledgling efforts to institutionalize mechanisms to utilize data in programme monitoring, evaluation and improvement efforts.

• Train nodal officers at all levels on the use of data for quality and programme improvement

Linkages

• Develop a formal strategy to build meaningful convergence with other governmental departments and NGOs with clear mechanisms, roles, and responsibilities. Monitor this convergence on an on-going basis, with corrective action.

Cross-cutting

• Ensure the participation and inclusion of young people in all elements of RKSK, including governance, implementation and monitoring.