GaneshAID Non-profit Consultancy Company

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GaneshAID Non-profit Consultancy Company GaneshAID is a humanist consulting firm providing innovative solutions to accelerate health equity. GaneshAID is a Non-profit consultancy firm.

We serve the public health sector to prevent and control communicable and non-communicable diseases in low-and middle-income countries. Our expertise includes health system strengthening, public health supply chains, capacity building and learning, and digital solutions for public health. We provide clients with high-quality work of technical assistance and consulting, capacity building and learning and digital solutions and e-health.

KLIC Innovation Agora is entering a new cycle. This next phase will focus more closely on the implementation problems th...
22/09/2026

KLIC Innovation Agora is entering a new cycle.

This next phase will focus more closely on the implementation problems that continue to challenge immunization and health systems in practice — not only what programmes intend to do, but where delivery breaks down, what the evidence is showing, and what can be adjusted next.

Country experience, practitioner perspectives and technical expertise will remain central to the discussion, with each KIA designed to connect learning with a practical follow-up step.

We’ll be sharing details of the first session soon.
Follow GaneshAID to be among the first to know when registration opens.

In Benin, a September field mission examined how C2P coaching and formative supervision are working in routine immunizat...
20/09/2026

In Benin, a September field mission examined how C2P coaching and formative supervision are working in routine immunization practice.

From 6–11 September 2026, a joint mission reviewed the implementation of Coach2Perform (C2P) across targeted health zones as part of TCA 2026.

C2P is implemented by Benin’s Expanded Programme on Immunization, with technical support from GaneshAID. The mission engaged national vaccination representatives, health-zone teams, medical officers, EPI focal points, nurses, midwives and the GaneshAID team in looking closely at coaching practices on the ground.

The focus was not only on whether coaching sessions were taking place, but on the quality of coach–coachee interactions, formative supervision practices, follow-up tools and the experience of those using the approach in routine work.

For health workforce performance, this matters. A supervision mechanism can exist without necessarily showing whether feedback is useful, performance gaps are being clearly identified, or agreed improvements are carried into day-to-day practice.

By bringing together field observations, programme evidence and participant experience, the mission helps identify where coaching is working as intended and where further support or adjustment may be useful. GaneshAID contributes through technical and operational support, public health analysis and implementation learning.

Supportive supervision becomes meaningful when learning from practice can strengthen practice itself.

Dr Franck Hilaire Bété, Regional Health Director at GaneshAID, brings a practical perspective from his current operation...
16/09/2026

Dr Franck Hilaire Bété, Regional Health Director at GaneshAID, brings a practical perspective from his current operational work in Benin.

In immunization programmes, a strong national strategy does not automatically translate into consistent implementation at district and frontline levels.

From Franck’s experience, one of the clearest warning signs is weak operational leadership: local teams may not fully understand the logic of the strategy, what is expected of them, or how to turn direction into concrete action. When that happens, the gap between planning and delivery begins to widen.

This is why follow-up, accountability and clear responsibility matter. They help teams review progress, act on agreed priorities and maintain coordination where services are actually delivered.

For Franck, implementation capacity is ultimately about making sure strategy can be translated into action — consistently, locally and with clear ownership.

Finding a zero-dose child is only the beginning of the programme response. Coverage data can show where immunization gap...
15/09/2026

Finding a zero-dose child is only the beginning of the programme response.

Coverage data can show where immunization gaps remain, but it does not always show what happens after a missed child or community has been identified. In practice, the information still has to be checked locally, reflected in an outreach plan, assigned to the right team, acted on, and then followed up.

This matters for countries working to reduce zero-dose under Gavi 6.0. A programme may know where children are being missed and still struggle to reach them consistently. The gap is often not in identification itself, but in what happens next: who takes responsibility, when outreach is planned, whether it happens, and whether the outcome is recorded.

GaneshAID’s work in this area focuses on that connection between visibility and action. We support programmes to better identify missed populations, use local information for outreach planning, strengthen coordination and responsibility across teams, and maintain follow-up through routine programme processes. The aim is not to create a parallel mechanism, but to help existing national and subnational systems respond more consistently to what the data is showing.

For zero-dose programmes, knowing who is being missed is essential. The harder operational question is whether that information can be followed all the way through to a documented response — and ultimately to the child.

A programme can have a strong strategy and still struggle with routine ex*****on. This often happens when planning, budg...
09/09/2026

A programme can have a strong strategy and still struggle with routine ex*****on.

This often happens when planning, budgets, partner activities, and performance reviews move through different cycles. Priorities may be agreed in one process, resources reviewed in another, partner actions tracked elsewhere, and corrective actions followed through inconsistently. Each process may work well on its own; the difficulty often appears in the connections between them.

For countries preparing for the next phase of immunization investment under Gavi 6.0, this raises a practical question: are the routines behind the strategy connected closely enough to support ex*****on? One useful readiness check is whether programme teams can trace a priority through the resources assigned to it, the person responsible for the next decision, when progress will be reviewed, and whether corrective action is eventually closed.

This is why GaneshAID starts with operating problems rather than technology or tools. We look at where decisions slow down, where ownership becomes unclear, and how existing planning, review and accountability routines can work together more coherently within national structures.

Before adding another mechanism, it may be worth checking whether the mechanisms already in place are working through the same decision cycle.

For health systems, the lasting value of an investment shows up in routine care, through better decisions, stronger prac...
07/09/2026

For health systems, the lasting value of an investment shows up in routine care, through better decisions, stronger practice, and the ability to keep adapting.
New priorities, better data, and stronger workforce capacity create value when they become part of everyday practice and respond to real operating conditions.
For implementation partners, the goal is to help that capacity stay within the systems country teams lead.

After Nepal’s severe flash floods, the public health challenge is continuing into the recovery phase.UNICEF reports that...
04/09/2026

After Nepal’s severe flash floods, the public health challenge is continuing into the recovery phase.

UNICEF reports that at least 22,000 children in affected areas urgently need safe drinking water, sanitation and hygiene support. The United Nations also estimates that around 2,600 children under five may require treatment for severe wasting, while approximately 10,500 pregnant and breastfeeding women need nutrition assistance.

Access to healthcare has also been affected. WHO reported damaged or destroyed health facilities in Rasuwa and Dhading, alongside transport disruption affecting access to some hospitals.

Recovery therefore involves more than repairing damaged infrastructure. Safe water, essential health services, disease surveillance, nutrition support and psychosocial care all need to continue while affected systems are restored.

GaneshAID continues to follow the situation in Nepal closely and recognizes the sustained efforts of national authorities, health agencies and partners working to protect affected communities and restore essential services.



Sources: UNICEF, 3 September 2026; United Nations, 31 August 2026; WHO Nepal, 30 August 2026.

Supportive supervision can help teams identify where performance is falling short, but the harder part often comes after...
03/09/2026

Supportive supervision can help teams identify where performance is falling short, but the harder part often comes afterward: making sure agreed actions are implemented, followed up, and not lost between review cycles. Recent technical workshops in Mali brought together immunization teams, other national health programs, regional health authorities, and partners to examine this challenge through the C2P experience and broader cross-program learning.

Read the full article: https://www.linkedin.com/pulse/what-happens-after-supportive-supervision-identifies-problem-m25pc

Country ownership in immunization is not only reflected in the approval of a national plan. It is also visible in the ev...
26/08/2026

Country ownership in immunization is not only reflected in the approval of a national plan. It is also visible in the everyday decisions made by national and district teams: where missed children are located, why vaccination services are not reaching them consistently, and what needs to change in outreach, vaccine availability, supervision, or frontline support.

These decisions rarely come from one source of information. Coverage data may show where a gap exists, while supervision findings, vaccination session records, supply information, and the experience of health workers and communities help explain what is behind it. Bringing these perspectives together makes it easier to choose a response that is realistic and relevant to local conditions.

Experience from GaneshAID-supported immunization work in Mali and Benin, together with multi-country zero-dose support, continues to reinforce the same lesson: technical assistance is most useful when it helps country teams connect evidence, follow decisions through implementation, and adapt their response while national institutions remain in the lead.

As national immunization programs introduce new priorities and reach broader populations, existing systems also need to ...
24/08/2026

As national immunization programs introduce new priorities and reach broader populations, existing systems also need to be ready to adapt. This is reflected in Gavi’s 2026–2030 strategy, which includes support for countries adapting immunization systems to routinely reach populations beyond early childhood.

Experience from GaneshAID-supported immunization work continues to reinforce a practical lesson: new priorities are more likely to take hold when they can work within existing program structures, respond to operational realities, and become part of routine practice.

Implementation readiness is therefore not only about preparing for change. It is about understanding whether the existing system can support a new priority consistently and sustain it over time.

Reference: Gavi 6.0 Strategy, 2026–2030

https://www.gavi.org/our-work/strategy/phase-6-2026-2030

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